I learned from writing & reviewing the contents of the book ‘Malaysia Airlines We Built’ that the theory of core competencies is very logical: if we focus on what we do best, we will get better at it. Core competencies are the distinctive capabilities, skills & knowledge that define MAS and give it a competitive edge, making it difficult for rivals to replicate. I always reiterated to managers & supervisors at MAS Academy then that "The core competencies are the resources and capabilities that comprise the strategic advantages of MAS business. A core competency is a concept in management theory introduced by my gurus and authors, C.K. Prahalad and Gary Hamel. [Publisher: Malaysian Airlines System Retirees Association (MASRA); shulhameedmarican7@yahoo.com]
I relearned from the experience of writing this MAS Book, the art of creative & innovative storytelling to help readers think differently, connect more deeply about the value of work experiences. It focused on communication how leaders can build their storytelling voice.
I also relearned from reviewing this MAS Book that degrees becoming obsolete for career advancement. MAS senior managers were prioritising skills and competencies of their staffers and new hires trading degree demands for proof of real, job-ready abilities. Why? Because in the world that changes overnight: where AI, remote work and digital transformation are reshaping industries, what matters most is whether you can adapt, solve, and execute. If you can show results, communicate well, and hit the ground running, you've got what companies are looking for. Certifications of competencies, portfolios, and demonstrated outcomes speak louder than transcripts.
As such, I have impressed upon my students at various business schools that employers growing value on professional certifications. In many cases, candidates with a certification but no degree are seen equally or even better qualified than those with merely a degree. I really stressed “Experience isn't just a nice-to-have thing. It's a competitive edge. CEOs want to know: Can you actually do the job?”
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