You said "The greatest value, however, will come from employees whose knowledge intersects data science, design, and enterprise architecture."

Agreed, the correct way to approach the upcoming IoE opportunity is by assessing the people, process and technology parameters (specifically, in that order)?

However, while much of the current focus of a typical Big Data project is harvesting the raw data and analyzing the resulting insights, it's unlikely that this exercise will lead to meaningful and substantive business outcomes -- unless there's an interpretation of those findings by someone that's qualified to perform that essential task.

Experienced employees -- people that know the markets, the stakeholder's needs/wants, the challenges/opportunities, etc. -- are able to apply the much-needed "context" to these findings that enable them to be truly actionable. But many of these employees are baby-boomers who are about to retire from the workforce and their knowledge and wisdom will not been retained. Therefore, who will be the interpreter once these people are gone from the workforce?

My point: the tacit knowledge -- stored in people heads, but otherwise not codified -- is the missing ingredient in the scenario you describe. In my opinion, this very apparent skills deficit is the most important "Workforce of the Future" issue that few companies are prepared to address.