Nov 225 min read

Bridging the Skill Gap: Why Middle Managers Must Embrace Skill Upgradation to Stay Relevant

Meet Ramesh, a mid-level manager with over a decade of experience in IT project management at a large tech firm. Ramesh has been a dependable and skilled manager known for leading projects on time and within budget. But over the past year, he’s noticed a shift in his role. His company has invested heavily in AI, automation, and digital transformation initiatives. Conversations around machine learning (ML) algorithms, data analytics, and agile methodologies have started filling meeting rooms and strategy sessions. At first, Ramesh brushed it off, assuming these trends were mainly for data scientists and the tech team, but soon realised that AI was reshaping every layer of decision-making. During a recent performance review, Ramesh’s manager highlighted the need for him to align with the company’s strategic direction, especially as projects become more data-driven. Ramesh needs to upskill and feels a genuine need for it to stay relevant. But he doesn’t know what kind of training programme he should sign up for and how to go about it.

In today’s rapidly evolving business environment, skill development is no longer optional, particularly for middle managers who are pivotal in driving organisational success. With the advent of Artificial Intelligence (AI), Machine Learning (ML), and digital transformation, the workplace has fundamentally shifted, making it essential for middle managers to stay relevant. To do so, they must continually reskill and upskill, embracing a lifelong learning mindset.

Ramesh’s dilemma is indicative of a larger challenge facing countless middle managers today. As the connectors between strategy and execution, middle managers like Ramesh play a vital role in translating high-level organisational goals into actionable steps for their teams. However, with the change in business environment, the traditional skillsets that once defined successful management are no longer sufficient. Managers can no longer rely solely on operational expertise; they need a robust understanding of emerging technologies, data-driven decision-making, and agile project methodologies. The skills gap is not only a technical one; it’s about evolving mindsets to embrace continuous learning and adaptability. For managers to effectively guide their teams through this transformation, they must invest in developing both the hard and soft skills required to stay relevant and, ultimately, to drive organisational success in the face of constant change.

New Skillsets for Middle Managers

In this AI-driven era, the skill set required for middle management is more dynamic and diverse than ever. Alongside advanced technical skills, middle managers need storytelling and persuasive communication skills to convey complex insights in relatable and impactful ways. These managers are at the crossroads of strategy and execution and must translate data-driven insights into strategic directions that inspire their teams.

AI and ML are reshaping many traditional roles, requiring middle managers to understand if not directly engage with, these technologies. By mastering such competencies, managers can make more informed decisions, align with tech-driven company strategies, and bridge the technical knowledge gap that could otherwise hinder organisational success. A robust management development programme that incorporates both technical and soft skills can provide middle managers with the tools to thrive in this new landscape.

Changing Mindsets: A Lifelong Learning Journey for Older Managers

For older middle managers- especially those over 40, the need for skill upgradation presents not only a technical challenge but a mindset one. Traditionally, many workers in this age group have focused on steady career advancement rather than reimagining their roles to adapt to the changing environment. This mindset must shift; learning is no longer limited to early career stages but is a continuous journey.

Effective management development programmes can support this shift by fostering an environment where participants can interact with peers facing similar challenges. Learning in a peer-supported setting helps normalise the journey of upskilling, making it less intimidating. For instance, programmes led by faculty from leading business schools can provide not only technical and strategic insights but also create a supportive network that makes the transition easier and even enjoyable. Peer engagement, facilitated by experienced mentors, allows older managers to see firsthand how others are navigating the changes, creating a community-driven environment where growth feels achievable.

Learning from Singapore’s Skills Future initiative

From my past experiences being part of skill upgradation programmes in Singapore, (based on the government’s Skills Future initiative), I’ve seen how well-structured upskilling programmes can be a game-changer for professional growth. The SkillsFuture framework provides a strong model for enabling professionals to self-assess their skills and engage in targeted upskilling.

In India, leading institutions like SRM University AP, where I serve on the faculty, are adopting similar approaches. We develop Management Development Programmes (MDPs) that address individual skill gaps, ensuring relevance in today’s dynamic work environment. Like other top institutions in India, such as IIMs and IITs, SRM University AP is committed to creating practical, industry-aligned programmes that prepare professionals to navigate and lead in a tech-driven, evolving workplace.

Shifting the Financial Perspective: Investing in One’s Own Growth

Historically, Indian professionals have relied on someone else paying for their education- such as parents for college, employers for professional development. This model, though beneficial, has limited an individual’s sense of personal investment in skill development. With the rapid pace of industry change, it’s crucial for middle managers to invest both time and money in their own upskilling journey.

Recognising the intrinsic value of continuous learning is essential. Programmes with real-world applications, led by faculty from top business schools, help middle managers see the returns on their investments. The outcomes could be higher job security, opportunities for career advancement, or even the personal fulfilment of mastering a new skill. As seen in Singapore’s SkillsFuture initiative, investing in self-driven learning enhances not only employability but also creates a more agile, adaptive workforce.

Bridging the Skill Gap for the Future

Well-designed management development programmes (MDP) are invaluable. They provide a structured, practical path for middle managers to bridge the gap between current competencies and the demands of an AI-driven future. Ultimately, MDPs that are thoughtfully designed and led by seasoned faculty with industry backgrounds make a powerful difference in bridging skill gaps for mid-level managers. Having spent nearly two decades in industry roles across Asia-Pacific and the Middle East, I’ve observed firsthand the evolving demands on professionals and the need for practical skills that align with today’s workplace. Programmes grounded in real-world experience help managers stay relevant, resilient, and ready to lead, ensuring they can confidently navigate and contribute to the future of their organisations.

Learning in one’s mid-career can be both enriching and enjoyable. It doesn’t need to feel overwhelming. When thoughtfully designed, upskilling programmes transform the learning journey into discovery and growth rather than a burden. In fact, it’s an opportunity to reconnect with the excitement of mastering new skills, surrounded by peers facing similar challenges. Upskilling mid-career should feel empowering and inspiring, allowing professionals to thrive as lifelong learners who are well-prepared for the future.