Happy New Year! Let 2022 be the best year for us all, unforgettable and full of unpredicted opportunities. Let past skills be used creatively, only limited by our imagination, so that the future is not based on the known past but on our new potential.

Trade off triangles are a useful way to see and manage trade offs. In project management there is the classic Time-Quality-Cost triangle. Google uses the triangle of Capacity-Latency-Quality to optimize the search experience. Personally we need to trade off Health-Wealth-Time. Being able to recognize and then manage trade offs in design, business and personal life is a critical skill.

Customer journey maps have become a key tool in customer experience (CX) and user experience (UX) design work. They are one of the best ways to organize service designs. We recommend calling out trust as an explicit part of these maps. Trust and skill management are tightly connected. To succeed with skill management people have to trust the system, the data and, most importantly, each other.

Trust is the glue that lets us work together. It is a skill, a critical skill even? What other skills might trust depend on? What skills does trust enable? Can we help each other to learn how to trust?

The skills we need to develop resilience and adaptation are changing. Ibbaka is researching the critical skills we will need for the future of work. Please share your ideas with us.

In a networked economy one of the most important skills is that of making connections. People, ideas, data, goals, results all need to be connected. Learning how to create and manage connections is central to the future of work.

Trust is the foundation for performance in a virtual world. How do we build trust? Through conversations. Having meaningful, extended conversations has become a critical skill for the future of work.

Harold Jarche has helped many organizations understand the nature of learning in the context of work and how to develop learning and collaboration networks. Ibbaka interviewed him at the end of June 2020 as Canada was emerging from the first phase of the Covid 19 pandemic.

The Covid 19 pandemic has increased people’s uncertainties about the future of work. A scenario planning approach can provide powerful ways to think about this, but to create scenarios we need to explore the critical uncertainties. Please share your thoughts on this important theme.

The future of work will be more like a braid than a staircase. We will overlap different roles to build our careers. Some roles will be part of formal jobs, other roles will on teams and some roles will be informal. How do we prepare ourselves to succeed in this new world.

Industry shifts trigger disruption and can happen any time. Many amazing businesses will not survive the current shift, some amazing businesses will find opportunities and new ways of working. We examined those that accelerated capability development to drive meaningful and valuable outcomes for our communities - which skills have emerged, which skills will be strengthened and which skills endure.

Coronavirus is causing a major behavioural change in society. We will see long term consequences in the way we interact with each other. We are going to shop, touch, try things differently, which will include the workplace. Being able to discover and excel in the adaptation skills that boost your chances to carve a new career path will be critical, and Ibbaka Talent is the right place to begin this journey into the unknown.

From Gilles Clément's "Third Landscape" to Skill Management Platform and "Third Skillscape." The power of abandoned places and their potential.

Let's not write off skills in the same way as we often accept without reflection "planned obsolescence" of almost everything that surrounds us.

Why it is important to see a bird-eye view of a Competency Model.

Why many fantastic Project Managers have Architecture background? What is it that allows them to become successful?

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.

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.

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

The order of time by Carlo Rovelli triggered my thinking and resulted in yet another look at how to visualize skills in the context of a Competency Model.