The world of work: 39% of skills will change by 2030 — agap2’s outlook
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The global labour market is undergoing a profound and unprecedented transformation. According to the Future of Jobs Report by the World Economic Forum, the years leading up to 2030 will see a continuous and natural turnover in employment, with around 170 million new jobs created while others are reorganised or become obsolete. Skills, therefore, are the real currency of the labour market and a key driver of business success.
The most significant figure, however, is not just the number of jobs. By 2030, 39% of workers’ core skills are expected to change or become less relevant. For companies, the real challenge will be to keep their operational and project delivery capabilities up to date.
The new skills mix: combining technology with human value. Investment in technology and the widespread digitalisation of business are reshaping demand for talent. Data analysed by agap2—a multinational engineering and IT consulting company operating in more than ten European countries—paint a clear picture: the skills expected to grow fastest are those related to artificial intelligence and Big Data, networks and Cybersecurity, and technological literacy. The fastest-growing roles include Big Data specialists, AI and Machine Learning specialists, software and applications developers, and security management specialists.
“The 39% figure,” comments Alessandro Rosati, CEO of agap2 Italia, “should not be interpreted as the disappearance of technical skills, but as a sign that they need to be continuously updated. In engineering and IT projects, technology is becoming part of processes, systems and decision-making. Today, it is no longer enough to know how to use a tool: professionals need to understand its limitations, its implications and how it fits into the wider architecture. Deep expertise remains essential, but it increasingly needs to be combined with systems thinking, data skills, security awareness, problem-solving and collaboration across disciplines. At a time when skills are constantly evolving, companies are looking not only for technical specialists, but for professionals who can adapt to their environment. Analytical thinking remains the most sought-after skill, alongside resilience, flexibility, agility, creative thinking and leadership.”
This is the thinking behind so-called hybrid profiles: not generalists, but specialists able to work alongside people with complementary skills. An engineer does not necessarily need to become an AI expert, just as a software developer does not need to take the place of a process expert. They do, however, need a solid understanding of the areas their work connects with.
Reskilling and upskilling: the human response to skills gaps. Skills gaps are already the main barrier to business transformation for 63% of companies. What’s more, 85% of companies expect workforce upskilling to be the most common strategy for addressing the changes anticipated by 2030.
Keeping skills up to date, however, cannot be seen solely as a training initiative or an HR responsibility. In engineering and IT, it is a key driver of operational reliability: it can improve the quality of decisions, reduce risk, help manage timelines and interdependencies, and turn innovation into practical outcomes.
“Reskilling and upskilling,” concludes Alessandro Rosati, “cannot be treated as separate from day-to-day operations. For people working on projects, developing new skills means being able to work with new tools, standards and constraints while maintaining control over quality, deadlines, security and accountability. That is why learning needs to be continuous, practical and connected to real-world contexts. At agap2, we are committed to keeping our teams’ skills up to date, so they can evolve in step with the needs of engineering, industry and IT.”
By 2030, skills will no longer be a static list of tools or certifications. They will be defined by the ability to keep learning, connect different areas of knowledge and take responsibility for results. Artificial intelligence, automation and cybersecurity will create value when translated into sound project decisions, robust processes and skills that can be applied in practice. Otherwise, they risk remaining little more than technological buzzwords, with no real impact on organisations’ competitiveness.
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