What motivates us to develop new skills and to apply them at work? Fear and greed come to mind, as does social pressure, but the most important thing is hope.

We share skills and relationships with the people we work with. TeamFit gives you a way to see these and to navigate across your skill network.

There is a lot of confusion between skills, expertise and competency. Here we see how they fit together in the context of a performance model.

TeamFit's skill extraction technology is a powerful way to compare companies on skills. Here the iconic design firms IDEO and Frog are compared.

The skills paradigm enables 702010 experiential learning. Skills are the necessary connector between experience, learning and performance.

The Internet of Things is transforming industries, from manufacturing to transport and medical technology. What are the implications for job roles & skills?

Who should be responsible for reskilling? The Individual, The Company or Society. The answer is all of the above. Reskilling can't happen in a vacuum

Digital transformation is a critical theme in many sectors. What are the core underlying skills that support digital transformation?

The critical risk in mergers & acquisitions is the people. Ibbaka gives you the critical insights you need to safely navigate this high-risk event.

Skill insight generally uncovers skill gaps. What actions can companies take? Shuffling, Skilling, Swapping.

Our assumptions shape our business and design assumptions. This is what TeamFit believes about the future of work. What do you believe?

Trillions of dollars are about to pour into global infrastructure. Firms are competing to get as big a share as possible. Is design thinking a differentiator?

Your most important skills are those that you haven't yet developed. In 3 years half your core skills & virtually all your differentiating skills will be new.

Lawyers, accountant, firms in Architecture, Engineering & Construction all want to be business consultants. Borders are blurring. This could drive innovation.

Many large or rapidly growing companies have a person responsible for talent acquisition. Aging workforces, changing skill requirements, competition for talent are all driving interest in talent acquisition. But is talent acquisition the most important way to build capabilities? That seems unlikely.

Skill management is a powerful complement to HRIS making the latter a more effective tool for actually growing and encouraging people (the human resources).

New skills are needed for the Internet of Things Projects. Integrative skills are key.

The Living Bridge connecting NH and ME brings together a whole new set of skills. Community building is key.

Skill profiles are the new calling card. We should look at other people’s profiles for what we can learn from them and with them.