Skill-based work requires a dual operating model

Organisations are shifting from fixed roles towards skill-based work, driven by modular and outcome-focused tasks. They need to combine flexible skill deployment with stable governance in a dual operating model. Organisations that make capabilities visible and align them with strategic objectives will create stronger long-term performance.

Skills replace job titles as the basis for work

Organisations increasingly deploy work based on capabilities rather than organising labour around job titles and linear careers. This transition gains momentum as work becomes more modular and outcome-driven, breaking down into tasks that can be redistributed or automated. As AI takes over activities within roles, the content of traditional jobs begins to change. Skills emerge as a more practical basis for organising work, task allocation and 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, while 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 increasingly play a role. These platforms provide insight into available capabilities and connect 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 complexity. Questions arise around ownership, visibility and long-term development. Leaders must balance faster execution with fairness, transparency and coherence in how contribution is evaluated and careers develop. Without guardrails, internal competition for scarce capabilities or short-term project incentives may undermine long-term capability building. Skill-based work therefore requires a controlled evolution, in which organisations build confidence in the skills language, embed it in staffing and mature performance and reward mechanisms.

If customer priorities shifted tomorrow, could you redeploy the right skills fast enough without reorganising?

Case – Unilever

Unilever has operationalised skill-based work 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.

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