While AI was at the centre of the conversation, the discussion quickly shifted toward something deeper: how organisations balance technology adoption with the human capabilities that make work meaningful, collaborative and effective.
Here are some of the key themes that emerged.
The tension between technical skills and human capability
Many organisations are understandably prioritising AI, data literacy and digital skills. But several leaders highlighted that this focus can sometimes overshadow the importance of human capability.
One L&D leader working in a fintech environment described the challenge clearly:
“There’s definitely a really heavy focus on AI and tech skills. My challenge is helping the business understand the value of human skills and their impact on the business.”
In highly technical industries especially, L&D teams often find themselves advocating for leadership, curiosity and communication skills alongside technical expertise.
For some, this means drawing on research and evidence to demonstrate how these capabilities link directly to innovation and business performance.
“I often use research and evidence to show the connection between curiosity, innovation and business performance - and why those skills matter.”
The discussion reinforced a key point: this isn’t about choosing between technical skills and human capabilities. Organisations need both - and they need them to evolve together.
When AI speeds things up - but thinking slows down
Another theme that sparked strong discussion was the risk of over-relying on AI tools in ways that weaken human thinking.
While AI clearly improves efficiency, some leaders questioned what happens when people outsource too much cognitive work.
“If we overuse AI, what does that do to our mental capability as human beings? Are we dulling our creativity or our ability to think critically?”
Even seemingly helpful tools can unintentionally remove important human elements.
One participant shared an example from their organisation’s performance development process, where AI was introduced to help managers write feedback.
“You could write rough notes and the AI would turn it into structured feedback. But when I tried it, the core message disappeared. It became nice words - but the human meaning was gone.”
Feedback, coaching and leadership conversations rely heavily on context, relationships and emotional intelligence. Removing too much of the human element risks losing what makes those interactions effective in the first place.
The takeaway from the group wasn’t that AI should be avoided - far from it. Instead, the focus was on using AI to enhance capability, not replace it.
Mindsets matter as much as skills
For some organisations, the conversation is shifting away from specific skills and toward foundational leadership mindsets.
One global leadership development leader described how their organisation simplified leadership expectations into three core mindsets:
- Curiosity
- Courage
- Adaptability
“If you tell people all the skills they need for the future, they get overwhelmed. But if you help them build the right mindset, they can navigate whatever comes next.”
In an environment where technology, roles and ways of working continue to evolve, learning agility becomes one of the most valuable capabilities organisations can build.
Rather than preparing people for a fixed future, leadership development increasingly needs to help people continually adapt, experiment and learn.
Human connection is becoming more important - not less
Despite the growth of AI and digital learning tools, the roundtable repeatedly returned to the importance of human interaction in learning.
Many leaders described a growing demand for in-person learning experiences - even in organisations that operate globally or remotely.
One participant shared:
“Whenever we ask people if training should be virtual or in-person, everyone chooses in-person. People want to come together, network and discuss.”
But simply bringing people into a room isn’t enough. Several leaders emphasised that in-person learning must offer something unique — experiences that cannot be replicated virtually.
As one participant explained:
“If you're bringing people together, the work they do should be something that can only happen when you're together.”
That might include:
- collaborative problem-solving
- peer coaching and reflection
- building trust and relationships
- tackling real business challenges together
These human interactions often create the moments where learning truly sticks.
The evolving role of L&D
The conversation also touched on how the role of L&D itself may change as AI becomes more embedded in organisations.
One participant described a shift away from traditional programme delivery toward a more embedded role within the business.
“I don’t think we’ll need deliverers anymore. We’ll need activators - people who help embed capability inside the organisation.”
In this model, L&D professionals act less as content providers and more as facilitators of change - identifying where capability gaps exist and helping teams apply new behaviours in the flow of work.
Another participant described the role using a memorable metaphor:
“We’ll need detectives and ballerinas - detectives to identify where capability is needed, and ballerinas to move quickly to where the work is happening.”
Ultimately, the goal becomes less about course attendance or content consumption, and more about closing the gap between knowing and doing.
Designing learning for an AI-enabled workplace
If there was one shared view across the discussion, it was this:
Technology will change how work happens - but human capability will determine how well it happens.
For L&D leaders, that means designing learning ecosystems that strengthen:
- critical thinking and judgement
- collaboration and communication
- curiosity and experimentation
- leadership and emotional intelligence
AI will undoubtedly play a growing role in supporting learning through personalisation, content generation and performance support.
But as one participant summarised:
“AI can get us part of the way there. But learning is about human experience - we still need that human layer.”
And as organisations continue to navigate the opportunities and challenges of AI, that human layer may become more important than ever.
