Let us unpack each one – highlighting related evidence and practical ideas discussed.

1.  Digital transformation

Unsurprisingly, AI and digital transformation is a major innovation trend for most L&D teams, but it is tricky to know how to move forward wisely and safely.

• Gen AI as a potential driver of business model changes, with 70% of CEOs expecting it to significantly alter how their company creates value (PWC)
• Tech & social changes (e.g. Gen AI) are accelerating the shifts in the world of work. 50% of jobs impacted by Gen AI (Deloitte)
• 56% of talent leaders feel digital transformation is moving too fast for them to keep up. (Randstad)
• Only 18% of organisations have an enterprise-wide council or board with the authority to govern responsible AI use. (McKinsey)
• AI literacy is low, with 64% of workers having little to no familiarity with AI tools (Anthropic/Asana)

Practical ideas / top tips included:

• Make sure to stay abreast of new AI / data related legislation such as the AI EU Act
• Keep it simple to start – work with a sample / ‘warm’ audience to assess tools; build experience with ‘off the shelf tools’ before embarking on big bespoke projects, consider augmenting current processes rather than jumping to automation.
• Be aware that AI can hallucinate, so boost human capabilities in fact checking, critical reasoning etc.
• Pay attention to fears about AI and digital transformation – fear helps keep us safe and provides important clues.

2.  Busyness, burnout, and uncertainty

During disruptive levels of change, it is natural for people to be even more affected.

• 68% of people say they struggle with the pace & volume of work (Microsoft) and 63% of employees are experiencing at least one characteristic of burnout, up from 51% in 2021 (Deloitte)
• Companies demonstrating both speed and stability have a 70 percent chance of being ranked in the top quartile by organisational health (McKinsey)
• Uncertainty impacts all of us, stripping away familiar elements in life and business; leaving us floundering, overloaded, stressed, reacting prematurely or prevaricating (Forbes)
• Middle managers are the heart of your company (McKinsey). As companies become more reliant on virtual modes of management and communication, investing in middle managers as ‘connecting leaders’ is vital to success (HBR, 2021)

Practical ideas / top tips included:

• Ensure leaders really understand the importance of offering sufficient stability
• Provide an AI-based ‘practice tool’ for managers (especially middle managers) to enhance timely, safe support.
• Remember time management training will not shift a culture of busyness, it requires a systemic approach.
• Focus AI improvements on saving time for colleagues (e.g., two hours if repetitive admin time)
• Remember that humans need to be even more human in an AI world.

3. Shifting focus from skills to performance / impact

As the nature of work shifts, it is vital that L&D teams refocus their attention back onto what we are here for - to boost human performance.

• Organisations that enable human performance are 1.75x more likely to achieve desired business outcomes (Deloitte)
• Employees only have an average of 24 minutes per week for formal learning (Josh Bersin). 91% of employees want training that is relevant to their job roles and learning in the flow of work helps fulfil this need (IPSOS)
• Among companies that have embraced the reskilling challenge, only a handful have done so effectively (HBR)
• AI, and Copilot in particular, is changing the paradigm of how learning in the flow will happen (HF Insights Group)

Practical ideas / top tips included:

• Ask yourself and your teams “how many tasks on your list truly boost employee performance”?
• It can be helpful to differentiate three types of people performance: task, contextual and adaptive – performance beyond the current job is also vital for future success.
• Shift away from performance management to goal / outcome defining and feedback
• Teams learning together is growing – through programmes / in team meeting activities.

Technology innovation (including AI) undoubtedly offers L&D new opportunities to help boost the performance of our organisations and colleagues – but only if we build our own capability and confidence, are open to learning from each other.