Shell$$s long$-$term goal is to develop local talent wherever possible, thereby leveraging local employees$$ networks, market knowledge, and language skills, while also minimizing costs. Moving Shell employees from other countries to work with partners and transfer expertise is often a key part of the company$$s strategy. Can this be done effectively in all world regions $($e$.$g$.,$ Middle East and North Africa$),$ where potential local employees do not have the educational background in many cases? How would you solve the education, skill, and knowledge gaps if you were a Shell C$-$suite leader?