Critical thinking is a foundational skill, one of which is software engineering. What do we mean when we say 'critical thinking'? How can we develop this skill?

A few thoughts on how the unfinished state of things promotes the discovery of new potential through a reflection of how our approach has changed against time.

Ibbaka’s goal is to help people, teams and organizations to understand and then reach their full potential. What do we mean by ‘potential’ and can it be measured?

Design Thinking - a skill, an approach or a process. Did it started in 1973 or perhaps a bit earlier, in the sixth century BC?

When running analytics on skills, one of the biggest challenges is accessing the data. Let's explore why a system of record for skills and capabilities makes sense, where data exists, where it's needed and what talent management systems are enriched by it.

Competency models, all rely on skills and skill definitions. This raises the critical question, who gets to define a skill? To answer this question we need to know a few things. What is a skill term and how are they used? Who is concerned with the definition of a skill and how does it impact others? We conclude by inviting you to think about how you define your own key skills

Modern skill management systems use words to represent complex skills that can combine motor, perceptual, cognitive and communication skills. Does this work?

Provide organizations with a flexible tool to not only to model their ideal employee but also offering the way to signal desires, expectations and career goals.

Skill and competency management lives in the context of the performance improvement cycle. This is a model we developed for one of our customers that wanted to see how all of the different parts of its learning and development programs fit together. Let's dive deeper into the various components of this model

When asking the question "what skills will i need tomorrow", organizations must understand the core skills applied today, the emerging skills that are developing in their workforce and the future skills that will need to be leveraged tomorrow. Companies that want to go beyond their core skills insights can, develop a resilient and differentiated workforce for the challenges ahead.

Put skills at the centre of talent management. Pay attention to internal mobility. Think in terms of shared data ownership. Use multiple competency models.

In the age where the initial screens of talent acquisition are processed by automated systems, we explore the applications of words to skill data visualizations

When you meet a new person what do you ask first? Most often we start by asking what they do. Maybe we should start by understanding each other's values.

An update on TeamFit Competency Model design module - from the design principles that guide us, to the user scenarios.

Models help us understand the world. In HR and learning & development, the important models are for skills & competencies. See the results of a recent survey.

A Competency Model being a constantly evolving record that resembles how we access our memories by constantly re-constructing a record, always different.

We participated in a panel titled "How Silicon Valley Approaches HR" followed by an accelerated version of applying design thinking to internal mobility strategies. Here are our takeaways

When considering value generated by a company, should we add Artificial Intelligence to the stakeholders' list? And if we do, what are the implications?

How the workspace and workplace affect the outcome of the project beyond the skills, behaviours and talents.

Knowledge work, unlike industrial work does not rely on a series of repeatable tasks, rather it is reliant on challenges to address, and goals to achieve. How does work change if we all think of it as a portfolio of projects? Let's explore this topic