All Posts in Insights

January 1, 2018 - No Comments!

Assessing Future Leaders: A Fundamental Skill-based Approach

We are on the edge of change comparable to the rise of human life on Earth - Vernor Vinge The McKinsey Global Institute estimates that, compared to the Industrial Revolution of the late 18th and early 19th centuries, today’s technology-driven disruption of society is happening ten times faster and at 300 times the scale, translating to roughly 3000 times the impact. This is fundamentally reshaping the world economy and the way businesses operate across the globe, something that hasn’t been the case over the last few decades, where the power of predictability could be leveraged for growth. To keep pace with this accelerating disruption, leaders of tomorrow need to operate amidst rising uncertainties, agile challenges & social tensions.

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November 9, 2017 - No Comments!

Q&A with CEO of Accendo, Mr. Sharma K.S.K Lachu

Q1: As one of the fastest growing companies in the assessments space in the APAC region, what do you hear as the biggest concern when you speak with customers?

The more interesting conversations I have usually revolve around the matured understanding of moving the organisational bell-curve to the right. While there are some really interesting nuances within that, such as our role in moving Pyschometric as a SaaS, gamification, Machine Learning neuronetworks; I feel these are all means to an end. Nothing is more interesting than when a client understands that the main aim is focused on moving the bell-curve, across the organization, amongst teams and even individually.

Q2: You often talk about the need for speed, and scale in assessments. What could be the reason for that?

With the speed of growth we see in the world today, the tools we create cannot be designed for the privileged few. Accendo’s fight is to move the usage of Psychometrics and Behavioural data analysis further up the funnel - be it a recruitment one, a talent management one or for any other purpose. The aim should always be to gather as much data as possible about the people within the organisation, so greater insights can be derived. So, our thinking and our tools are always designed to break the idea that an organisation has limited budgets allowing only the top 20% to access this. The challenge I put forth is this – What if using that same budget, you can now understand 50% or 70% of your company rather than just 20%? This now allows for us to be creative in how we design our journey to moving the bell-curve. To me, it’s always about eventually moving the bell curve.

Q3: Digital age competencies are totally different from industrial age competencies – your comments on that?

I couldn’t agree with you more. Today, the fastest growing companies are always looking for the greatest talent. The Smart Creatives (and not all millennials are Smart Creatives) are very differently wired. They are changing the rules of engagement, and only those companies that can adapt quickly will survive this revolution. But this is not new. This happened when we moved from the Industrial economy to the knowledge economy as well.We survived it then,I’m sure we just have to proactivelyallowourselves to be immersed in the revolution now, and see how we can all learn from it. Let’s just take one example -  the digital mindset is not about working from home, that has been a fallacy that has been debunked. The digital mindset is about collaboration that is not limited by physical space. How are we catering to this?

Q4: What would be your advice for companies on their assessment strategies?

Learn to cut through the noise and get to the substance. I think we must very quickly start understanding assessments like how Branding and Advertising teams look at data. I am not saying it’s time for machines to take over our jobs. At Accendo, we are huge fans and believers of Augmented Intelligence - the balanced and equal measure of man and machine, but that said, companies need to realize that technology is a catalyst to process. Technology will either make a good process better or a bad process worse. Therefore, companies need to ensure that their HR process is right before moving into deploying assessment strategies involving technology.

Q5: Where do you think the APAC market is headed in terms of assessments?

I think there is still much work to be done before we can proudly say we are on the same footing as some of the more mature markets. But that does not mean we have to copy what they are doing:

  • The first step is for HR professionals to start talking about the business the same way that CFOs and CEOs talk. Mature HR markets use data to build stories that can win boards over; they speak about how people decisions affect the bottom line business, which is why HR gets a seat at the board. While some companies in the APAC region have started this, most don’t.
  • The next thing is also knowing what data is relevant and how that translates to information that can raise the company. APAC seems to have a lot of blind trust in algorithms and data without taking the time to decipher what is actually important.

About, CEO of Accendo, Mr. Sharma K.S.K Lachu

Sharma KSK Lachu spent nearly a decade in Australia before returning to Malaysia in 2008. During his time in Sydney, he worked for some of the largest HR consulting and technology firms and was in charge of state-of-the-art HR technologies and integrations in the space of talent measurement.

In his 14 years of experience in the industry, he has had the opportunity to work on HR technology projects in Australia, New Zealand, UK, Ireland, Germany, Singapore, Malaysia Indonesia and Thailand.

Since his move back to Malaysia, he has been on a mission to elevate the level playing field of ASEAN companies in the use of strategic HR tech. He graduated from the Royal Melbourne Institute of Technology and the University Technology of Sydney and has a Level A and B certification from the prestigious British Psychological Society.

October 12, 2017 - No Comments!

5 Steps to Maximising Onboarding Success

maximising onboarding

Research and conventional wisdom both suggest that employees get about 90 days to prove themselves in a new job. The faster new hires feel welcome and prepared for their jobs, the faster they will be able to successfully contribute to the organization’s mission.

Uncover the five crucial steps to ensuring that the onboarding process at your organization is proactive, clear, and effective

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September 2, 2017 - No Comments!

GIC Talent Insights

Over the last decade, GICs have emerged as powerful value creators, and continue striving to be strategic partners to their parent organizations, Attracting and retaining the best talent to drive this growth has led to unique talent transformation requirements. Here are the top 8 talent problems KNOLSKAPE helps solve for GICs.

Inside the brochure:

  • Top Talent challenges at GIC's
  • KNOLSKAPE's proposed solutions

Read more

June 30, 2017 - No Comments!

Crystal Gazing 2017 – the year of digital


It’s that time of year again when experts pull out their crystal balls for a glimpse into what the year ahead holds. The Bersin Report by Deloitte predicts that everything in HR and Learning will become digital in 2017, and we at KNOLSKAPE agree. As the use and significance of technology increases in our lives and business, and with information far more readily available now than ever before, the needs and demands of the modern learner have dramatically changed. In short, the way in which we learn is being disrupted. Read more

June 30, 2017 - No Comments!

KNOLSKAPE corporate learnability challenge @GPTW 2017 – survey results

by Swati Kamath

Find out if your company is a great place to learn!

Earlier this year KNOLSKAPE took upon the task of understanding just how mature the learning curve of organizations is. Despite spending large amounts of money, are organizations truly achieving a measurable return on their investment? Are they able to innovate and adapt to ensure that they stay relevant? In short, does your organization truly nurture and foster learning in the workplace? Read more

June 5, 2015 - No Comments!

9 Ways to Succeed at Project Management

Project management is best carried out when it is in its simplest and most effective form.

However, project management is often far from simple. Timelines are not met, budgets are surpassed and conflicts arise during the completion process.

Leaders across industries must be prepared to deal with adversities and ensure that the projects are successfully completed.

This CIO article by Jennifer Lonoff Schiff provides nine secrets to successful project management:

1. Ensure that you have full project details before starting. 

2. Have the right (and right-sized) project management team in place. 

3. Set expectations and goals up front. 

4. Be clear on who is accountable for what, and set clear deadlines. 

5. Don't micromanage- ensure a positive balance between guiding the team and allowing for individual work. 

6. Choose an efficient system for managing the project- one that everyone can use. This allows for smooth communication and sharing of information. 

7. Keep team members motivated by rewarding them when milestones are reached. 

8. Hold regular project status meetings (or calls). 

9. Build in time for changes, 

To read more about these important secrets to successful project management, click here.


PROMAN, by KNOLSKAPE, is a gamified Project Management simulation that builds on the concepts of the 5 performance domains and 10 knowledge areas of the Project Management PMBOK framework. Through a series of real-life situations in our well-designed game, the participant is able to step into the shoes of a project managers day-to-day.

Through PROMAN, participants learn several valuable lessons on Project Management such as the importance of time, resource, cost and quality management while always managing the project scope and driving successful completion with high customer satisfaction. PROMAN allows participants to become pro's at managing projects of any size and scope.