Skills‑Based Organisation: What to Build, Prove and Park

Ying Li

Global Head of People Analytics, Sr. Director · PepsiCo

Jenny Wu

Head of People Analytics Consulting · Ericsson

Aashish Sharma

VP, Workforce Intelligence · RTX

This panel confronts the hard choices for scaling a skills‑based organisation: jobs versus skills architecture, inference versus validation, and how marketplaces, operating model and guard‑rails work in practice. The panel will converge on a 90‑day starter kit and three CFO‑credible metrics. You will leave with a pragmatic blueprint for adoption, governance and Finance‑ready value, grounded in lived experience rather than slideware.

• Jobs versus skills architecture – pragmatic overlay now versus rebuild later, with 12‑month ROI.
• Skills inference and validation – evidence standards, policy‑as‑code guard‑rails, revalidation cadence, and manager sign‑off.
• Closing the certification to opportunity gap – staffing within 90 days and incentives that move behaviour.
• Marketplaces and mobility – match‑quality feedback, backfill budgets, adoption telemetry, and HR partner expectations.
• Skills into SWP and Finance – A/B/C options, time‑to‑coverage, and avoided external spend.

• A 90‑day SBO starter kit – skills layer v1, validation loop, one staffed use‑case, and governance guard‑rails.
• Three CFO‑credible metrics – internal fill percentage, time‑to‑coverage, and avoided external spend with range and method.
• A practical evidence bar – when inferred skills are usable for staffing or pay, and how to revalidate.
• An adoption playbook – incentives, marketplace feedback loops, and HRBP versus Analytics roles that drive use.
• A finance‑ready SWP link – how skills signals feed build, buy, blend, borrow, or automate decisions.

Ying Li

Global Head of People Analytics, Sr. Director · PepsiCo

Boards want workforce capacity at lower cost while AI reshapes roles. CFOs are demanding proof that skills investments shorten time‑to‑coverage and reduce external spend. At the same time, Works Councils and Legal expect fair, explainable systems. Leaders need a way to scale skills safely and show value fast.