Almost everyone now agrees that the future of work is skills-based. Far fewer have made it real. The skills-based organization has become one of the most written-about ideas in human capital — and one of the least operationalized. The gap is not a failure of vision. It is the difficulty of the journey: building a skills-based organization asks a company to change its architecture, its data, and its daily habits at the same time, and most attempts stall somewhere between the strategy deck and the Monday-morning reality of running the business.
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