The best example to illustrate this is provided by world insurance leaders who devote a significant share of their wage bill to the training of their staff members.
Such attitude has proven to be effective as these insurers know everything and are endowed with technological competencies of international renown.
Yet, it is so obvious to notice that the very same management mobilising important resources in developed countries is displaying unequal attention, sometimes nearing indifference, in the corporate world of developing countries.
While the need for competencies is felt at all levels of activities, particularly at the crucial level of base line professions, the appraisal of such a concern is often linked to the perception of insurance by leaders.
Competition triggered by the opening of the market to foreign operators is now shaping a new profile of entrepreneurs. Hardened to the new rules of economic games, they seem to be more reactive to the requirements of the moment and stop at nothing to undertake radical upgrading measures, even if that meant shaking up traditions and mindsets.
Others, however, established in a situation of steady comfort, are displaying utter passivity as regards both the stakes and solution proposals. With change rationale being inevitable, it is reality that will undoubtedly make them listen to reason.