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The evolution of information and communication technologies (ICTs) has produced seismic, global shifts in recent decades. The development of ICTs, coupled with the progressive digitization processes they drive, has helped to create new opportunities for growth—as well as new challenges for decision-making. For instance, companies in today’s environment must contend with, among other things, large databases and the need to increase the productivity of different tasks and operations. At the same time, ICTs allow new business models wherein consumers can become active co-producers in the value creation process (Dellaert, 2019). However, in order to shift innovation from the company to the customer, firms need to achieve a different kind of coordination between various organizational areas, including marketing (Ardito et al., 2019). In this sense, firms face several hurdles, such as training employees to handle more strategic, cooperative, and creative tasks that entail greater responsibilities. Employees must not only acquire the necessary skills to participate in virtual work; theymust also be able to engage the co-production and value generation processes with consumers. On this basis, this opinion piece aims to highlight some changes that companies should implement in order to properly train, qualify, and manage employees in the current context of Industry 4.0—especially if they want to meet the needs of today’s consumers.

Dealing With Human Resources in the Age of Consumer 4.0: Aiming to Improve Service Delivery