Tight labour markets and shifting technology make rigid job structures obsolete. Boards want growth and productivity without ballooning headcount. A skills-led approach clarifies what work truly requires, mobilises hidden capability, and creates a common language for reskill–versus–hire decisions – with governance and culture strong enough to sustain change.

• From headcount to skills: define a concise job mission; build job families by the nature of work, not function alone.
• A minimal, usable backbone: three core skills per role, each expressed with three attributes to cut noise and create clarity.
• The 100-day plan: assess business ambition, test reality with middle managers and employees, prototype in one unit, avoid heavy project bureaucracy.
• Prototype to insight: simple visuals (e.g., spider charts) to expose cultural bias toward values over business acumen; capture assumptions and triggers.
• Where AI fits: use it to harden inventories and definitions while keeping a competency model as the compass; frame the board case with redeployment examples and mobility KPIs.

• Translate roles into a three-line mission and select three core skills with attributes that leaders and employees can act on.
• Run an assessment focused on business objectives that surfaces clarity gaps with middle managers and employees.
• Design a low-friction prototype (development cycle in one office) with an assumption log, visual feedback, and a path to scale.
• Build a board narrative that prioritises unlocking existing capacity, with metrics such as internal moves and cross-functional redeployments.
• Decide when to apply AI vs human judgement and avoid common pitfalls in communication, sponsorship, and timing.