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Skills as a Layer, Not a Platform: Lessons from the Enterprise Front Lines
How are skill-based efforts treated at your organization? An HR problem to solve? Something AI should handle? Or core business driver and priority?
As organizations invest heavily in skills platforms, AI-driven insights, and internal talent marketplaces, many are discovering that technology enables skills-based transformation, but does not deliver it on its own. Real progress requires more than tools; it demands clarity, ownership, and change at the business level.
This session examines why skills transformations fall short when treated primarily as technology implementations or HR initiatives rather than core business priorities. Drawing on real enterprise journeys, it explores how traditional job-based models struggle to keep pace with shifting strategies, emerging technology, and rising employee expectations for development and mobility.
Designed for HR leaders, technologists, CEOs, and CHROs alike, this session offers strategic and practical guidance on pairing technology with the structural, cultural, and behavioral changes required to make skills visible, actionable, and durable—driving stronger business performance and meaningful employee growth.
As organizations invest heavily in skills platforms, AI-driven insights, and internal talent marketplaces, many are discovering that technology enables skills-based transformation, but does not deliver it on its own. Real progress requires more than tools; it demands clarity, ownership, and change at the business level.
This session examines why skills transformations fall short when treated primarily as technology implementations or HR initiatives rather than core business priorities. Drawing on real enterprise journeys, it explores how traditional job-based models struggle to keep pace with shifting strategies, emerging technology, and rising employee expectations for development and mobility.
Designed for HR leaders, technologists, CEOs, and CHROs alike, this session offers strategic and practical guidance on pairing technology with the structural, cultural, and behavioral changes required to make skills visible, actionable, and durable—driving stronger business performance and meaningful employee growth.
Speakers
Category
Skills Learning & The Adaptive Workforce
Learning Objective 1
Align HR, technology, and executive leadership around skills as a core business driver to improve workforce agility and better execute strategic priorities.
Learning Objective 2
Apply skills insights to hiring, learning, and internal mobility decisions to reduce talent gaps and drive measurable business outcomes.
Learning Objective 3
Leverage emerging skill demands, including AI, to uncover hidden talent, accelerate capability building, and make smarter build-versus-buy workforce decisions.
Access Type
Expo OR Conference Pass