In your experience, what are the biggest barriers preventing organisations from becoming more adaptive, and how can they overcome these challenges?
AS The biggest barrier preventing organisations from becoming more adaptive is static talent structures and rigid role definitions. In many organisations, talent is still managed through annual performance cycles. That approach is no longer reflective of how work is actually performed.
This rigidity creates several downstream issues such as skills data set scattered across systems, traditional job descriptions masking real capabilities, and managers acting as gatekeepers rather than stewards of enterprise talent. The result is slow decision-making, frustrated employees, and missed opportunities to deploy talent where it matters most.
To overcome this, I advocate for talent fluidity as a strategic operating model. This means building a transparent skills architecture, which in turn creates internal talent marketplaces that help match people to the available opportunities in real...
