Skill-based work requires a dual operating model
Organisations are moving away from fixed roles towards a skills-based approach, driven by modular and outcome-focused tasks. They need to combine flexible deployment of skills with stable governance within a dual operating model. Organisations that make their capabilities visible and align them with strategic objectives will achieve stronger long-term performance.
Skills are replacing job titles as the foundation for work.
Organisations are increasingly structuring work around capabilities rather than organising labour based on job titles and linear career paths. This shift is gaining momentum as work becomes more modular and outcome-driven, breaking down into tasks that can be redistributed or automated. As AI takes over certain activities within roles, the nature of traditional jobs begins to change. Skills are emerging as a more practical basis for organising work, allocating tasks and making talent decisions.
A dual operating model combines flexibility with stability
This shift moves the organisation towards a dual operating model. Capabilities are allocated flexibly across projects and priorities, whilst fixed domains remain in place where continuity, compliance, risk control or long-term development require stability. As organisations deploy skills across departments, internal talent marketplaces are playing an increasingly important role. These platforms provide insight into available capabilities and link them to projects and strategic priorities, supported by AI-enabled matching tools. Instead of staffing through hierarchical reporting lines, work is allocated based on capability fit and availability.
Skill-based work requires controlled evolution
Fluid work allocation introduces new complexities. Questions arise regarding ownership, visibility and long-term development. Leaders must balance faster execution with fairness, transparency and consistency in how contributions are assessed and careers progress. Without safeguards, internal competition for scarce skills or short-term project incentives may undermine long-term skills development. Skills-based work therefore requires a controlled evolution, in which organisations build confidence in the language of skills, embed it in staffing practices and develop robust performance and reward mechanisms.
If customer priorities shifted tomorrow, could you redeploy the right skills fast enough without reorganising?
Case – Unilever
Unilever has put skill-based working into practice through its internal talent marketplace, FLEX Experiences. The platform matches short-term projects with employees’ demonstrated skills and development ambitions alongside their core roles, supported by AI-enabled matching. Employees build skills in real business contexts, while internal capabilities become more visible and deployable across functions. As a result, Unilever reduces reliance on external hiring and supports a more agile capability model while keeping the transition manageable through clear governance and consistent rules.
Curious about the other trends and developments in 2026? Read here the full TNXTOutlook 2026.
