Companies frequently invest in the training of their employees, but these investments often end up benefiting competitors instead. In the world of business, there are no established "transfer" rules, turning employee education into a lottery. What are the consequences of this lack of standards, and why is it crucial to have a managerial "transfer system"? Firdas Hojimurodov, co-founder of Pixel, shares his insights.
Founded in 2013, Pixel is an IT integrator operating both in Tajikistan and internationally. The company offers a comprehensive range of services, from supplying office and server equipment to implementing advanced IT solutions and technologies. In recent years, Pixel has focused on cybersecurity, software development, and artificial intelligence—all aimed at creating a safer, more efficient digital environment. Pixel's mission is simple yet ambitious: to leverage innovation for societal benefit and improve lives by unlocking new opportunities for the future.
The need for standards in business
In the IT industry, the importance of standards is clear: without them, there is no quality, speed, or scalability. Projects fall apart, teams fail to understand each other, and resources are wasted in endless revisions. This has become an axiom in IT.
But why do we still tolerate a lack of standards in business management and education? Why are businesses still grappling with inconsistent methods of training and evaluating managers?
Chaos in business education
In some universities, strategy is taught as an art of long-term planning and building sustainable competitive advantages. Meanwhile, other business schools focus on agile methodologies and quick market adaptation, blurring the line between strategy and tactics. Some professional development courses reduce it all to simple SWOT analyses and copying others' successes.
The result? We have professionals with diplomas and certificates who may speak the same language but think in incompatible terms. When these graduates enter companies and collaborate on projects, conceptual confusion leads to endless debates over basic definitions, disorganized actions, and a loss of focus.
Investing in people, only for them to leave
Here's a familiar issue for many growing businesses: you invest years in developing an employee—sending them to courses, training, requalification programs, or an MBA—only for them to be poached by a competitor. Often in the same industry. And not just poached: your investment in their education is taken by others.
This is no accident—this is a system without rules.
At Pixel, we’ve invested significant sums in training our team, believing that people are the best asset. But the reality? Some leave right after completing their degrees, others after completing professional development. New employees come in with different backgrounds and approaches, and we once again spend time and money trying to "align" their knowledge with our processes.
The problem is most acute in competitive sectors
This issue is especially felt in industries with fierce competition for talent:
- Banking and fintech
- Telecommunications
- IT and digital products
- Construction and real estate development
These sectors have already established corporate universities, retraining programs, and their own management standards. And this is where the real "talent hunt" begins—often without rules, ethics, or respect for the investments made by previous employers.
Other industries may not yet recognize this problem, but it won't stay hidden for long. As soon as the market demands qualified managers, the issue will become impossible to ignore.
The transfer system: not about bans, but about culture
We’re not against competition, but we do support fair rules. A transfer system in business means:
- Recognizing that training is an investment
- Respecting companies that develop talent
- Having transparent agreements between employers
- Implementing compensation mechanisms when key employees move between companies
In football, transfers are a well-established part of the economy. Clubs know: if you’ve developed a player, you have a right to compensation. So why is this still a foreign concept in business?
Business education must work for real life, not just diplomas
True business education standards should not end in the classroom. They must cover the entire process: training → practice → transition → development. It should include rules that make employee migration fair and investments protected.
This is not just about efficiency—it’s about trust within the business community. Without these mechanisms, we will continue to waste time and money and lose our top talent, allowing those who have learned to operate with rules to take the lead.
