A diverse portfolio of learning experiences

Building AI fluency, confidence and human centered capabilities.

AI has already become part of how we work; accelerating change, reshaping roles, and transforming organisational expectations.  The World Economic Forum projects that 39% of key workplace skills will change by 2030, while McKinsey Global Institute highlights a near sevenfold increase in demand for AI fluency in just two years.  

As AI becomes more firmly part of our working lives, human-centric skills such as judgement, empathy, trust and ethical reasoning become even more important. Further, people need the familiarity, fluency, confidence and behavioral capabilities to work effectively with AI to achieve the expected productivity gains. 
Browse our new AI curriculum
6 brand new modules

Building AI confident and human centered organisations

Getting-Smarter-with-AI

Getting Smarter with AI

Builds awareness, confidence, and the right mindset for safe and effective AI use.
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Influencing_And_Pursuading

Critical Thinking in the Age of AI

Strengthens judgment and evaluation when assessing AI outputs.
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Enhance-Your-Storytelling-with-AI

Enhance Your Storytelling with AI

Helps individuals craft clear, persuasive messages and data stories using AI tools.
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Getting-Productive-with-AI

Getting Productive with AI

Focuses on automating low‑value tasks and redirecting attention to high‑value work.
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Leading-with-Augmented-Teams

Leading with Augmented Teams

Equips managers with strategic and communication skills to leverage AI for team enablement.
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Prompt-Power

Prompt Power

Develops prompt engineering skills to write clear, contextual prompts that generate value.
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100+ human skills topics

Explore the rest of our catalogue of human skills topics available as expert-led sessions and digital learning.
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The 10 core capabilities across all great leaders.

Whilst structures vary across organisations, we have found the most important leadership and management capabilities are highly consistent. Managers of people, managers of managers, senior leaders and executives all need these same key capabilities. Naturally, how they practice and demonstrate them will vary, reflecting the scope and nature of the role. 

Leadership and management capabilities framework

 

 

1. Leading inclusively

Evidence shows inclusive teams perform better, are more creative and have superior wellbeing. Being inclusive is more than words, and even actions, it begins with mindset.

2. Being authentic

Research shows authenticity is associated with greater wellbeing, happiness, engagement, innovation, and retention.

3. Growing talent

The best managers/leaders have a growth mindset for themselves and their teams. They identify and use the unique strengths of their team to deliver performance.

4. Nurturing change readiness

Agile managers/leaders proactively read and act on signals of change. They are open to better ways of working and champion innovation.

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