BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Association of Asset Management Professionals - ECPv6.16.3//NONSGML v1.0//EN CALSCALE:GREGORIAN METHOD:PUBLISH X-WR-CALNAME:Association of Asset Management Professionals X-ORIGINAL-URL:https://assetmanagementprofessionals.org/es X-WR-CALDESC:Eventos para Association of Asset Management Professionals REFRESH-INTERVAL;VALUE=DURATION:PT1H X-Robots-Tag:noindex X-PUBLISHED-TTL:PT1H BEGIN:VTIMEZONE TZID:America/New_York BEGIN:DAYLIGHT TZOFFSETFROM:-0500 TZOFFSETTO:-0400 TZNAME:EDT DTSTART:20250309T070000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0400 TZOFFSETTO:-0500 TZNAME:EST DTSTART:20251102T060000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0500 TZOFFSETTO:-0400 TZNAME:EDT DTSTART:20260308T070000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0400 TZOFFSETTO:-0500 TZNAME:EST DTSTART:20261101T060000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0500 TZOFFSETTO:-0400 TZNAME:EDT DTSTART:20270314T070000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0400 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TZOFFSETTO:-0700 TZNAME:PDT DTSTART:20260308T100000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0700 TZOFFSETTO:-0800 TZNAME:PST DTSTART:20261101T090000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0800 TZOFFSETTO:-0700 TZNAME:PDT DTSTART:20270314T100000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0700 TZOFFSETTO:-0800 TZNAME:PST DTSTART:20271107T090000 END:STANDARD END:VTIMEZONE BEGIN:VTIMEZONE TZID:America/Bogota BEGIN:STANDARD TZOFFSETFROM:-0500 TZOFFSETTO:-0500 TZNAME:-05 DTSTART:20240101T000000 END:STANDARD END:VTIMEZONE BEGIN:VTIMEZONE TZID:Europe/Amsterdam BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20250330T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20251026T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20260329T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20261025T010000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:+0100 TZOFFSETTO:+0200 TZNAME:CEST DTSTART:20270328T010000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:+0200 TZOFFSETTO:+0100 TZNAME:CET DTSTART:20271031T010000 END:STANDARD END:VTIMEZONE BEGIN:VTIMEZONE TZID:Pacific/Easter BEGIN:STANDARD TZOFFSETFROM:-0500 TZOFFSETTO:-0600 TZNAME:-06 DTSTART:20240407T030000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0600 TZOFFSETTO:-0500 TZNAME:-05 DTSTART:20240908T040000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0500 TZOFFSETTO:-0600 TZNAME:-06 DTSTART:20250406T030000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0600 TZOFFSETTO:-0500 TZNAME:-05 DTSTART:20250907T040000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0500 TZOFFSETTO:-0600 TZNAME:-06 DTSTART:20260405T030000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0600 TZOFFSETTO:-0500 TZNAME:-05 DTSTART:20260906T040000 END:DAYLIGHT BEGIN:STANDARD TZOFFSETFROM:-0500 TZOFFSETTO:-0600 TZNAME:-06 DTSTART:20270404T030000 END:STANDARD BEGIN:DAYLIGHT TZOFFSETFROM:-0600 TZOFFSETTO:-0500 TZNAME:-05 DTSTART:20270905T040000 END:DAYLIGHT END:VTIMEZONE BEGIN:VTIMEZONE TZID:America/Argentina/Buenos_Aires BEGIN:STANDARD TZOFFSETFROM:-0300 TZOFFSETTO:-0300 TZNAME:-03 DTSTART:20240101T000000 END:STANDARD END:VTIMEZONE BEGIN:VTIMEZONE TZID:America/Guatemala BEGIN:STANDARD TZOFFSETFROM:-0600 TZOFFSETTO:-0600 TZNAME:CST DTSTART:20240101T000000 END:STANDARD END:VTIMEZONE BEGIN:VEVENT DTSTART;TZID=America/New_York:20260603T143000 DTEND;TZID=America/New_York:20260603T153000 DTSTAMP:20260603T180700 CREATED:20260519T171657Z LAST-MODIFIED:20260521T205247Z UID:48281-1780497000-1780500600@assetmanagementprofessionals.org SUMMARY:Avoiding Common Pitfalls and Maximizing Savings in Asset Decarbonization DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/avoiding-common-pitfalls-and-maximizing-savings-in-asset-decarbonization/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/05/AMP-CANADA-HORIZONTAL-JUNE-3-2.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/New_York:20260529T100000 DTEND;TZID=America/New_York:20260529T110000 DTSTAMP:20260603T180700 CREATED:20260520T151500Z LAST-MODIFIED:20260520T152339Z UID:48299-1780048800-1780052400@assetmanagementprofessionals.org SUMMARY:People and Culture at Work and the relationship with Asset Management DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/people-and-culture-at-work-and-the-relationship-with-asset-management/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/05/AMP-NY-NJ-MAY-29-HORIZONTAL.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/London:20260519T150000 DTEND;TZID=Europe/London:20260519T160000 DTSTAMP:20260603T180701 CREATED:20260505T213344Z LAST-MODIFIED:20260512T165741Z UID:48117-1779202800-1779206400@assetmanagementprofessionals.org SUMMARY:WIRAM UK Chapter: The Power of People - Innovation and Skills DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/wiram-uk-event-the-power-of-people/ CATEGORIES:WIRAM Chapters ATTACH;FMTTYPE=image/jpeg:https://assetmanagementprofessionals.org/wp-content/uploads/2026/05/WIRAM-UK-MAY-19-HORIZONTAL.jpg END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Los_Angeles:20260519T124000 DTEND;TZID=America/Los_Angeles:20260519T134000 DTSTAMP:20260603T180701 CREATED:20260414T165723Z LAST-MODIFIED:20260414T172052Z UID:47646-1779194400-1779198000@assetmanagementprofessionals.org SUMMARY:WIRAM Panel at TRC 2026: How People and Culture Determine Organizational Success DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/wiram-panel-at-trc-2026-how-people-and-culture-determine-organizational-success/ LOCATION:South San Francisco Conference Center\, San Francisco\, United States CATEGORIES:WIRAM Chapters ATTACH;FMTTYPE=image/jpeg:https://assetmanagementprofessionals.org/wp-content/uploads/2026/04/WIRAM-PANEL.jpg END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20260507T100000 DTEND;TZID=America/Bogota:20260507T233000 DTSTAMP:20260603T180701 CREATED:20260303T204824Z LAST-MODIFIED:20260327T165612Z UID:46602-1778148000-1778196600@assetmanagementprofessionals.org SUMMARY:Certified Reliability Leader® Reconnect 2026 DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/certified-reliability-leader-reconnect-2026/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/03/CRL-RECONNECT-HORIZONTAL-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Europe/Amsterdam:20260415T100000 DTEND;TZID=Europe/Amsterdam:20260415T110000 DTSTAMP:20260603T180701 CREATED:20260403T165618Z LAST-MODIFIED:20260410T135219Z UID:47371-1776247200-1776250800@assetmanagementprofessionals.org SUMMARY:Building on the Past\, Leading the Future: A Leadership Journey at Tata Steel DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/building-on-the-past-leading-the-future-a-leadership-journey-at-tata-steel/ CATEGORIES:WIRAM Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/04/WIRAM-EUROPE-APRIL-15-HORIZONTAL-2.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Pacific/Easter:20260410T150000 DTEND;TZID=Pacific/Easter:20260410T160000 DTSTAMP:20260603T180701 CREATED:20260327T164908Z LAST-MODIFIED:20260406T153607Z UID:47172-1775833200-1775836800@assetmanagementprofessionals.org SUMMARY:Gestión del Conocimiento con la Inteligencia Artificial (IA) DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/gestion-del-conocimiento-con-la-inteligencia-artificial-ia/ CATEGORIES:WIRAM Chapters ATTACH;FMTTYPE=image/jpeg:https://assetmanagementprofessionals.org/wp-content/uploads/2026/03/WIRAM-latam-04-10-HORIZONTAL.jpg END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Argentina/Buenos_Aires:20260409T190000 DTEND;TZID=America/Argentina/Buenos_Aires:20260409T200000 DTSTAMP:20260603T180701 CREATED:20260326T171700Z LAST-MODIFIED:20260406T153518Z UID:47151-1775761200-1775764800@assetmanagementprofessionals.org SUMMARY:De la puesta en marcha a la operación confiable: aprendizajes en los primeros años de una planta de producción de litio DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/de-la-puesta-en-marcha-a-la-operacion-confiable-aprendizajes-en-los-primeros-anos-de-una-planta-de-produccion-de-litio/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/03/AMP-ARGENTINA-HORIZONTAL-04-09.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20260316T110000 DTEND;TZID=America/Bogota:20260316T120000 DTSTAMP:20260603T180701 CREATED:20260209T164100Z LAST-MODIFIED:20260209T164152Z UID:46292-1773658800-1773662400@assetmanagementprofessionals.org SUMMARY:Lubrication: Lifeblood of the Facility DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/lubrication-lifeblood-of-the-facility/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/jpeg:https://assetmanagementprofessionals.org/wp-content/uploads/2026/02/AMP-NEW-ENGLAND-HORIZONTAL-MARCH-16.jpg END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20260304T143000 DTEND;TZID=America/Bogota:20260304T153000 DTSTAMP:20260603T180701 CREATED:20260220T145155Z LAST-MODIFIED:20260220T145215Z UID:46378-1772634600-1772638200@assetmanagementprofessionals.org SUMMARY:Advancing Safety and Productivity with Virtual Reality and Technology DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/advancing-safety-and-productivity-with-virtual-reality-and-technology/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/02/AMP-CANADA-HORIZONTAL-MARCH-4.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20260211T150000 DTEND;TZID=America/Bogota:20260211T160000 DTSTAMP:20260603T180701 CREATED:20260123T164509Z LAST-MODIFIED:20260123T164605Z UID:45784-1770822000-1770825600@assetmanagementprofessionals.org SUMMARY:Canada AMP Connection Event DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/canada-amp-connection-event/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2026/01/AMP-CANADA-HORIZONTAL-FEB-11.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Pacific/Easter:20260115T120000 DTEND;TZID=Pacific/Easter:20260115T130000 DTSTAMP:20260603T180701 CREATED:20251223T205549Z LAST-MODIFIED:20251224T135837Z UID:45224-1768478400-1768482000@assetmanagementprofessionals.org SUMMARY:Women in Leadership DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/women-in-leadership/ CATEGORIES:WIRAM Chapters ATTACH;FMTTYPE=image/jpeg:https://assetmanagementprofessionals.org/wp-content/uploads/2025/12/WIRAM-CANADA-JAN-15-2026-horizontal-1.jpg END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20251215T110000 DTEND;TZID=America/Bogota:20251215T120000 DTSTAMP:20260603T180701 CREATED:20251203T143657Z LAST-MODIFIED:20251203T143836Z UID:44857-1765796400-1765800000@assetmanagementprofessionals.org SUMMARY:Beyond Static Models: A New Era of Spare Parts Optimization DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/beyond-static-models-a-new-era-of-spare-parts-optimization/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/12/AMP-New-england-DEC-15-2025-HORIZONTAL-2.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Pacific/Easter:20251203T110000 DTEND;TZID=Pacific/Easter:20251203T120000 DTSTAMP:20260603T180701 CREATED:20251113T165917Z LAST-MODIFIED:20251113T173423Z UID:44025-1764759600-1764763200@assetmanagementprofessionals.org SUMMARY:Back To Basics: Asset Lifecycle Management DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/back-to-basics-asset-lifecycle-management/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/11/AMP-NY-NJ-DEC-3-horizontal.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Pacific/Easter:20251202T140000 DTEND;TZID=Pacific/Easter:20251202T150000 DTSTAMP:20260603T180701 CREATED:20251107T211825Z LAST-MODIFIED:20251110T231906Z UID:43704-1764684000-1764687600@assetmanagementprofessionals.org SUMMARY:The Criticality of Bad Data in Asset Management Decisions DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/the-criticality-of-bad-data-in-asset-management-decisions/ CATEGORIES:AMP Chapters,WIRAM Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/11/AMP-CANADA-DEC-2-HORIZONTAL-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Guatemala:20251126T190000 DTEND;TZID=America/Guatemala:20251126T200000 DTSTAMP:20260603T180701 CREATED:20251107T211437Z LAST-MODIFIED:20251117T152840Z UID:43701-1764183600-1764187200@assetmanagementprofessionals.org SUMMARY:[In Spanish] Confiabilidad de activos desde la perspectiva de la gestión de proyectos de mantenimiento DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/confiabilidad-de-activos-desde-la-perspectiva-de-la-gestion-de-proyectos-de-mantenimiento/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/11/AMP-GUATEMALA-NOV-26-2025-HORIZONTAL.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Argentina/Buenos_Aires:20251125T120000 DTEND;TZID=America/Argentina/Buenos_Aires:20251125T130000 DTSTAMP:20260603T180701 CREATED:20251117T152815Z LAST-MODIFIED:20251119T151957Z UID:44231-1764072000-1764075600@assetmanagementprofessionals.org SUMMARY:[In Spanish] Gestión de Mantenimiento en Centrales Termoeléctricas DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/in-spanish-gestion-de-mantenimiento-en-centrales-termoelectricas/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/11/AMP-ARGENTINA-NOV-25-HORIZONTAL-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20251120T160000 DTEND;TZID=America/Bogota:20251120T173000 DTSTAMP:20260603T180701 CREATED:20251104T213136Z LAST-MODIFIED:20251107T212702Z UID:43215-1763654400-1763659800@assetmanagementprofessionals.org SUMMARY:WIRAM LATAM Summit: Liderazgo en Equipos de Alto Rendimiento: Claves para el Éxito DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/wiram-latam-summit-liderazgo-en-equipos-de-alto-rendimiento-claves-para-el-exito/ CATEGORIES:AMP Chapters,WIRAM Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/11/WIRAM-LATA-M-HORIZONTAL-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=Pacific/Easter:20251118T130000 DTEND;TZID=Pacific/Easter:20251118T140000 DTSTAMP:20260603T180701 CREATED:20251104T221155Z LAST-MODIFIED:20251110T212138Z UID:43260-1763470800-1763474400@assetmanagementprofessionals.org SUMMARY:Round Table Discussion: Leveraging Data to Drive Performance DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/round-table-discussion-leveraging-data-to-drive-performance/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/11/AMP-N-CALIFORNIA-NOV-18-HORIZONTAL-1.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20251104T110000 DTEND;TZID=America/Bogota:20251104T120000 DTSTAMP:20260603T180701 CREATED:20251017T010104Z LAST-MODIFIED:20251104T223843Z UID:40740-1762254000-1762257600@assetmanagementprofessionals.org SUMMARY:Advancing Reliability with IoT: Unlocking Continuous Insights DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/advancing-reliability-with-iot-unlocking-continuous-insights/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/jpeg:https://assetmanagementprofessionals.org/wp-content/uploads/2025/10/b51be14c-d5b8-4c24-b313-77a3ef169d32-L.jpg END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20251029T120000 DTEND;TZID=America/Bogota:20251029T130000 DTSTAMP:20260603T180701 CREATED:20251017T005737Z LAST-MODIFIED:20251029T210021Z UID:40736-1761739200-1761742800@assetmanagementprofessionals.org SUMMARY:What is Asset Management? DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/what-is-asset-management/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/10/827b0822-54ae-4aed-b855-82d11bcb6b7c-L.png END:VEVENT BEGIN:VEVENT DTSTART;TZID=America/Bogota:20251022T100000 DTEND;TZID=America/Bogota:20251022T110000 DTSTAMP:20260603T180701 CREATED:20251017T003051Z LAST-MODIFIED:20251029T210108Z UID:40701-1761127200-1761130800@assetmanagementprofessionals.org SUMMARY:Sound Transit Brief and AI Opportunities DESCRIPTION:Beyond asset management and industrial maintenance\, private companies\, global organizations\, and governments are committing to the development of digital skills and the digitization of systems as a strategy for economic and social development.\n \n \n Technology is advancing faster than human capabilities to fully leverage it\, and this progress is exponential\, meaning that professional profiles are also constantly evolving. Digital skills are now added to the professional skills inherent to the role and the soft skills related to communication and teamwork. From an asset management perspective\, digitization is a sine qua non for economic growth\, operational excellence\, sustainability and security. Nevertheless\, digital tools require people who can leverage them to extract their full potential. In this article\, we will explore this aspect of the industry\, which is both a challenge and a growing trend. \n \n The impact of digital skills \n \n Digital skills are not the exclusive domain of digital natives\, as digitization processes are now a kind of common heritage accessible to all human beings almost everywhere\, regardless of age group. The problem is that\, unlike other analog tools\, digital tools require the development of digital intelligence. Traditionally\, people’s intelligence was measured based on their logical-mathematical and linguistic abilities\, which resulted in their Intelligence Quotient (IQ). Then came the theory of Multiple Intelligences (very popular in the 1980s) and the theory of Emotional Intelligence (EQ). Now\, digitalization (a constantly expanding phenomenon) has created a new area of study regarding human intelligence: the study and theorization of Digital Quotient (DQ)\, which is understood as a set of skills that enable one to live and function in the digital world. In the field of asset management\, reliability\, and industrial maintenance\, digitalization is a cross-cutting factor\, present in all aspects of the business\, from planning and design to services\, end customers\, and business ecosystems. It is perhaps the first time in history that knowledge is not received entirely from the previous generation but rather has created a new sphere of knowledge involving all generations\, some with more skills than others. But all share the same responsibility: to develop the ability to navigate the digital universe and Artificial Intelligence.  Specifically\, the skills of these new profiles are evident in the following areas: \n \n \n \n \n \n Data Literacy\, interpreting IoT data to inform strategic operational decisions\, early fault detection\, maintenance plans\, CAPEX decisions\, among others\n \n \n \n \n Machine Learning Operations\n \n \n \n \n Use of Building Information Modeling (BIM)\, immersive simulations\, augmented reality\, and other Industry 4.0 tools applicable to industrial maintenance\n \n \n \n \n Product management with AI\n \n \n \n \n List Item\n \n \n \n \n Generative AI and agent-based AI for creating optimized workflows\n \n \n \n \n Self-learning\, continuous training\n \n \n \n \n Proficiency in digital maintenance platforms\n \n \n \n \n Creation and assignment of work orders in real time\n \n \n \n \n Automatic reports\, interpretation of KPIs\, asset condition indicators\n \n \n \n \n Forget the “that’s how we do it here” mindset\, if you want your company to remain in the market for years to come. It’s no longer just about using CMMS\, special Augmented Reality glasses\, or having a cybersecurity protocol: the industry needs people who “think digitally.” Technology integration is now present in all professional roles\, with a strong emphasis on asset management\, industrial maintenance\, and facility management. While leadership and communication remain important\, professional roles are placing increasingly higher demands on digital skills. \n \n Organizational leadership\, AI\, and other highly sought-after skills\n \n \n While not all organizations are advancing at the same pace\, there is a more or less widespread culture of the type of technical profile with digital skills that the industry requires. Continuous education and cross-functional training for existing work teams is another challenge for companies that want to stay at the forefront of the market. What do companies expect from new profiles of engineers and technicians in industrial environments? \n \n A better understanding of digitalization applied to industrial assetsUsing data to achieve higher levels of operability and safetyIdentifying trends and patterns in asset performanceEarly fault detection through the correct interpretation of IoT dataCorrect calibration of instruments to obtain accurate readingsEstimation of asset lifespan by interpreting dataAbility to work in virtual environments \n \n \n \n \n \n The demand for digital skills will continue to rise across all industries where asset management and reliability are cross-cutting requirements. According to the World Economic Forum’s “The Future of Jobs Report 2025\,” the demand for job skills shows clear trends with projections through 2030. Here is a summary: \n \n Technological skills are becoming more important than any other type of skillAI and Big Data are the fastest-growing skills\, along with networking\, cybersecurity\, and technological literacyCritical thinking\, creativity\, resilience\, flexibility\, and agility are skills in high demand as a complement to technological competenciesRobots and autonomous systems are also among the main drivers of the fastest-growing jobs5.  Technological expertise\, systems thinking\, and the ability to collaborate effectively with automated systems are other skills in high demand. \n \n Implementing digitalization in organizations also presents barriers and challenges. According to this World Economic Forum report\, 63% of surveyed employers consider skills gaps in the labor market to be the main barrier to business transformation. View the full report here. \n \n A Global Issue \n \n Digital skills are a global issue\, they are not exclusive to the asset management industry. Socially and politically\, they are the subject of extensive studies and analyses regarding their impact on overall well-being in the near future. International social and economic organizations understand the direct relationship between digitalization\, well-being\, and progress\, which spans industries and services.  In Europe\, by 2023\, 59% of EU companies had reached at least a basic level of digital intensity. Among SMEs\, 58% reached at least a basic level of digital intensity\, while the proportion for large companies was 91%. View all the information here.  The EU countries that showed a very high DII (Digital Intensity Index) level were: Finland 13.0%Malta 11.4%Netherlands 11.0(* The Digital Intensity Index (DII) is a composite indicator derived from the survey on the use of ICT and e-commerce in enterprises). \n \n In Latin America\, CEPAL (Economic Commission for Latin America and the Caribbean)\, one of the five United Nations regional commissions promoting economic and social development in the region\, established several priority development areas in its Agenda Digital 2024\, including: FOUNDATIONS FOR A DIGITAL ERA FOR ALL (Universal and meaningful infrastructure and connectivity\, Digital skills and competencies\, Governance\, security\, and an enabling environment)\, PRODUCTIVE AND SUSTAINABLE DIGITAL TRANSFORMATION (Digital economy\, entrepreneurship\, and innovation\, Digitalization for sustainability)\, and DIGITAL TRANSFORMATION FOR WELL-BEING (Digital inclusion for equal opportunities). View the full report here. Throughout the research conducted for this article\, there is clear evidence of the need to increase\, raise awareness of\, and strengthen the digital skills of all workers in virtually any company\, whether in the field of asset management or any other sector. Likewise\, other skills such as leadership\, resilience\, and the ability to think strategically are also key to professional success.  At the Association of Asset Management Professionals\, we offer a Certification Pathway designed to strengthen and develop skills that drive knowledge and professional excellence\, so that every professional can become a key differentiator within their organization and be part of the solutions that industry and the world at large need. Our Certified Reliability® Leader certification is based on the Uptime® Elements Framework\, which includes the Digitalization and IoT Domain (Purple Passport) and serves as a digitalization strategy framework designed to guide organizations in the effective implementation of the Internet of Things (IoT) to improve asset reliability and the management of physical and digital assets. We invite you to explore our certifications\, Badges\, and Belt Projects—resources we’ve created to help advance the global community of asset management professionals. Learn more about our certifications here. \n \n Sources \n \n \n www.cepal.org\n https://reports.weforum.org/\n https://tractian.com/\n https://www.mdpi.com/2071-1050/17/16/7425\n https://governance-web.nl/wp-content/uploads/sites/4/2026/01/kpmg-2026-state-of-ai-in-asset-management.pdf\n https://essltd.ie URL:https://assetmanagementprofessionals.org/es/event/sound-transit-brief-and-ai-opportunities/ CATEGORIES:AMP Chapters ATTACH;FMTTYPE=image/png:https://assetmanagementprofessionals.org/wp-content/uploads/2025/10/37dda309-eb9e-4cfb-9b5e-a8a633866cc1-L.png END:VEVENT END:VCALENDAR