Training and skills development is more important than ever in a rapidly-changing IT and channel environment.
Louise Taute, MD of Westcon-Comstor Sub-Saharan Africa, discusses what’s needed, and the role of AI.
The channel is changing rapidly. How is this affecting the skills required today?
The biggest and most fundamental shift is in how we think about skills. We can’t fixate on only training people on individual products we need to train and develop the skill to be able to think across environments.
As cloud, security, networking, data and AI converge, the channel needs people who understand how these elements connect and how decisions in one area impact the rest of the stack.
What skills matter most in this new environment?
Strong technical foundations remain essential, particularly in hybrid cloud and cybersecurity.
But what’s becoming clear is that many organisations don’t have the in-house expertise required to support more advanced environments especially as AI-driven workloads place new demands on networks, infrastructure and security.
AI environments require a blend of skills across AI workloads, cloud-native infrastructure and modern security frameworks, and that combination is still scarce in the market.
What really differentiates capability, therefore, is both technical depth and the ability to translate that expertise into outcomes. That means understanding customer context, risk, governance and operational impact across deploying a solution and supporting it over time.
As the channel becomes more services-led, skills such as systems thinking, data literacy, security awareness and service design are becoming critical.
This skills gap is also reshaping the role of partners, creating opportunities to support customers through training and enablement, managed services and trusted, long-term guidance moving beyond supply to become a core part of the customer’s success.
AI is the elephant in the room. How is it influencing skills development?
AI is the obvious talking point and it genuinely cuts both ways.
It’s a powerful enabler for skills development because it allows people to learn faster, automate routine work and become productive more quickly.
At the same time, it can create a false sense of capability if training focuses on tools rather than understanding. The skill we’re really trying to build is AI literacy knowing how to work with AI effectively, while still applying judgement, context and accountability.
The AI manager will emerge and it is going to be an interesting skill to watch evolve.
Beyond technical capability, what traits are becoming essential?
Adaptability is probably the most important skill of all.
The technology landscape is changing too quickly for static skillsets. The channel needs people who are comfortable learning continuously, working across ecosystems and evolving their roles as the industry shifts towards recurring, outcome-driven models.
It won’t be enough to have tech skills, business skills are going to be as important at a grassroots level.
What’s the most effective way for organisations to build these skills?
The traditional approach of once-off training or isolated certifications simply isn’t enough.
What works is continuous, role-based development that reflects how people actually operate in the channel.
From a leadership perspective, this allows organisations to build skills sustainably, close gaps faster and ensure AI is used to enhance capability rather than replace understanding.
We often talk about the holistic individual, I think it’s time we really start developing those skills.
What’s the biggest takeaway for the channel?
Success will be linked to your ability to treat skills development as an ongoing strategic investment.
AI will continue to change how we work, but people with the right foundations, mindset and support will remain the channel’s most valuable asset.