The value cycle defines how organizations create, communicate, deliver, document and capture value. It is generally used by companies for product marketing, sales, implementation and customer success. In role and skill analysis it is often useful to apply this at an individual level. Here is a simple template to apply value management at the individual level.

Product Led Growth (PLG) is a compelling growth model. Rather than pushing product through sales, in PLG the product does the selling. Successfully executing on PLG requires new roles and skills. In this post we look at the evolving roles and skills for PLG.

Competency models, or given our focus at Ibbaka role and skill models, should not be static. They need to evolve in order to deliver constant improvement and to adapt to changing role design and skill requirements. The model, the data it organizes and the algorithms that deliver insights all evolve together.

Data graphs will change how organizations compete. In an open and connected world graphs that connect data in new ways will be the path to innovation. One of the most important data graphs will be the skill graph. It is through the skill graph with its ability to connect people that new services and business models become possible.

Role coverage and skill gap analysis relies on a role and competency model that maps roles in the work to the skills needed to execute on those roles. One question that often comes up is how granular the skills should be? We leverage some LinkedIn communities to help answer these questions and then looked at a practical example from our own business.