The Talent Trap
In the rush to implement modern systems, streamline operations, and become "digitally transformed," companies often fall into a paradox. They demand innovation yet hire based on rigid criteria that prioritize previous experience over potential. They want fresh thinking but only from people who've solved the exact same problems before. This contradiction undermines the very transformation they seek.
True digital transformation isn't just about new tools—it's about a new mindset. That includes rethinking how we build and nurture technology teams. It's time we shift our focus from hiring for exact experience to investing in adaptable, capable professionals who can grow with the business and tailor systems to unique needs. Expertise matters, but investing in people yields longer-term returns.
The Human Foundation of Digital Transformation
The Problem with "Plug-and-Play" Hiring
Organizations, especially in the public sector and large enterprises, often seek candidates who have used the same system, for the same use case, in the same industry. It's an understandable impulse—minimize ramp-up time and reduce perceived risk. But it often backfires.
Take Microsoft Dynamics 365 as an example. The platform spans multiple functional areas: Finance & Operations (F&O), Customer Engagement (CE), Power Platform, and more. Technologists who understand the underlying architecture, data models, integration strategies, and deployment processes are frequently siloed by module experience. A CE expert may be overlooked for an F&O project, despite the technical overlap and their ability to learn quickly.
The actual barrier is rarely technical; it's functional. And functional context can be taught—especially when the business process is being reimagined anyway.
The Case for a People-Centric Approach
Great technologists have traits that go beyond certifications or module-specific experience. They are:
Systems thinkers who understand how components work together.
Curious problem-solvers who ask the right questions.
Communicators who bridge the gap between business needs and system capabilities.
Hiring for aptitude means prioritizing these qualities and providing the opportunity to learn your business context. When you hire someone who can think critically and adapt, you don't just get a worker—you get a partner in transformation.
Rather than gatekeeping roles for those with proprietary knowledge, consider building a mentorship model. Use experienced SMEs not only as individual contributors but as coaches. Create pathways for juniors to learn, grow, and eventually become mentors themselves. This approach builds loyalty, deepens institutional knowledge, and strengthens teams over time.
Digital Transformation Built on Learning Culture
A successful transformation is iterative. Every phase of a project brings new lessons. That learning should be intentional and institutionalized:
Document as you go. Build living repositories of decisions, configurations, and processes.
Enable knowledge sharing through internal meetups, shared libraries, and mentorship programs.
Encourage rotational assignments or shadowing to expand cross-functional knowledge.
By embedding learning into your delivery culture, you create an environment where people grow with the technology—and the organization becomes more resilient with each step forward.
Supporting Evidence: Why This Works
The data backs this approach:
LinkedIn’s 2023 Workplace Learning Report found that employees with high internal mobility are almost 2x more likely to stay with their employer longer than those without.
McKinsey identified lack of internal talent development as a top reason digital transformations fail.
Gallup reports that companies that invest in employee development have 11% greater profitability and are twice as likely to retain employees.
Even in government, organizations like the U.S. Digital Service and 18F prioritize hiring based on problem-solving capability and tech fluency, not just prior domain exposure. They recognize that it’s easier to teach business context than it is to retrofit adaptability.
A Sustainable Model for Talent and Tech
Your technology stack will evolve. Your needs will shift. The people who will guide you through that evolution are not the ones with a resume that fits a narrow moment in time, but those who are capable, supported, and willing to learn.
The model is simple:
Hire for potential and adaptability.
Build mentorship into your team structure.
Promote documentation and shared knowledge.
Create clear paths for career growth and leadership.
This isn’t just about doing the right thing for people—it’s about building a stronger, more resilient organization.
Transforming the Way We Transform
Digital transformation requires more than a new platform. It demands a new philosophy: People before platforms.
If we continue to chase pre-baked experience over real capability, we will remain stuck—rebuilding the same systems, over and over, without ever evolving.
But if we invest in our people—in their learning, their growth, their role in shaping technology to serve real business needs—we don’t just transform systems.
We transform organizations.
And that is the kind of transformation worth investing in.
Supporting Evidence & References
1. Internal Mobility Boosts Retention
Employees who make internal moves are 75% more likely to stay with their company after two years compared to 56% for those who don't. LinkedIn Learning
2. Investment in Employee Development Enhances Profitability and Retention
Organizations that strategically invest in employee development report 11% greater profitability and are twice as likely to retain their employees. Gallup.com
3. Talent Development is Crucial for Digital Transformation Success
70% of digital transformations fail, often due to insufficient investment in building capabilities across the organization to sustain change. McKinsey & Company
4. Engaged Employees Drive Higher Profitability
Business units with highly engaged employees achieve 23% higher profitability compared to those with lower engagement levels. Gallup.com+1Cisco Meraki+1
5. Providing Learning Opportunities Aids in Employee Retention
93% of organizations are concerned with employee retention, and providing learning opportunities is the top method being used to address it. LinkedIn Learning
About the Author
Richard Joseph is a seasoned technology strategist and change leader with over 30 years of experience in IT operations, digital transformation, and enterprise systems architecture. As the founder of Tech Lens Advisors, he partners with organizations to align technology with business value, foster talent development, and drive sustainable transformation outcomes. Richard is a passionate advocate for building strong, adaptable teams and believes that investing in people is the most powerful strategy for long-term success. Follow his work at Tech Lens Advisors or connect with him on LinkedIn.