Without a proper assessment of the skills at a company and individual level, there is no way to correctly align the strategic direction with the ability to deliver on projects that company wish to pursue.

The skill profile of people in the LinkedIn Connected Car Group was surveyed to see what skills will be needed for the development of the connected car.

Capabilities are a key part of Cascading Choices. For professional services, skills are the key. Skill management should be central to strategic planning.

A TeamFit analysis of skills in the LinkedIn Professional Pricing Society Group. A random sample of 400 people found 1,935 skills. AI & Design skills were weak.

Past skills, earned in the roles we have had throughout our careers resurface in new ways and are the foundation for new abilities.

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

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.