Most organizations already know that skills matter more than job titles. But few have figured out what to do about it operationally.
Skill development still lives in one system, performance reviews in another, and succession conversations happen in a spreadsheet someone updates twice a year before a leadership offsite. The intent is aligned, but the infrastructure is not. Much of this comes down to a single unresolved choice: whether the organization’s talent management system software is built to connect these processes, or simply built to house them separately.
