2025年学习与发展LD演进趋势重构未来工作发展研究报告（英文版）

Reimagined:

Developmentin

theFutureofWork

2025PerspectiveonEvolvingTrendsinL&D

McKinsey’sResearchandInnovationLearningLab

Anavigationaltool

forthetrendsoftomorrow

Itisessentialthatorganizationsseedevelopmentasanactofcare,treatresilience

andadaptabilityasasharedresponsibility,andembracetransformationnotasafuturestatebutasapermanentandpositivecondition.

Inaworlddefinedbyconstantdisruptioneconomicvolatility,geopoliticaltension,

rapidtechnologicaladvancement,andwidespreadorganizationalchange,boundariesarerapidlyblurring.Roles,systems,andscopesofinfluencethatonceseemeddefinedordistinctlearningvsoperations,peoplevstechnology,workvslifearenow

interdependent,overlapping,andinextricablylinked.Tosucceedinthisnewparadigm,thesolutionstoomustbeinterdependent.

Itsnolongerenoughfororganizationsandindividualstosimplybouncebackfromchangeoreventoestablishanewworkingorder.Instead,theymustlearntobounceforward,toreimaginehowworkgetsdone,howpeoplelearnanddevelop,andhoworganizationsfunctionasresilient,adaptivesystems.Doingsorequiresmorethan

trend-spotting;itrequiresacommitmenttoevolvingtheverymodels,tools,andmindsetsweusetonavigatethefutureofwork.

Forthisreason,wehavetransitionedthisdocumentfromatrendsdigesttoa

navigationaltool.Thethreethemesexploredinthisreportfluiddevelopment

ecosystems,responsibleAIadoption,andadaptabilityandresiliencearenot

standalonetopics,norarethesub-trendsthatweexplorewithineach.Thesethree

macrotrendareasrepresentfundamentalshiftsinhowpeopledevelopmentisdefined,delivered,andsustainedacrossorganizations.

Thesetrendsaremutuallyreinforcingandcannotsucceedinisolation:resilient

organizationsarebetterequippedtoadoptemergingtechnologies;technologyused

wiselycanfosterconnection,creativity,andcare;andintegratedoperatingmodels

breakdownsilostomakeallofthispossible.Together,theydemandaholistic,forward-lookingapproach,onethatseesdevelopmentasanactofcare,treatsresilienceand

adaptabilityasasharedresponsibility,andembracestransformationnotasafuturestatebutasapermanentandpositivecondition.

2025LearningTrendsAnalysis1

2025LearningTrendsAnalysis2

Aboutthe2025LearningTrendsPerspective

Throughanextensive

analysisoftrends

disruptingtheglobe,we

developadeepperspectiveonhowthesetrendswill

impactthefutureofpeopledevelopment.

TheMcKinseyResearchandInnovation(R&I)Learning

Labreviewed45+globaltrendreportsthattranscend

industriesincludinglearning,psychology,HR,tech,finance,geopolitics,travel,anddesign.

TheresearchteamconsistedofseniorleadersandexpertsinL&D,PeopleAnalytics,TalentAttraction,andMcKinsey’sPeopleandOrganizationpractice.Followingourinitial

analyses,weclusteredcommonalities,summarizedour

detaileddata,conducteddebates,identifiedtheimpacttopeopledevelopment,andconstructedourperspectives.

AIAgentteammembers

TheresearchteamwasassistedbyAIagentsthroughout

theprocessandhelpedinresourceidentification,clustering,andcopy-editing.Whiletheagentswereconsideredthoughtpartners,humanteammemberswereresponsibleforthemeandtrendselection,developingtheperspectives,

andwriting.

Our2025visualsrepresentanadaptive,livingnetwork

Theflowinglinesandinterconnectedspheresreflectthe

report’sthemesofintegrationandprogress.Thehero

imageandsectiondividersshowcasedynamicpathways.

Theysymbolizethefluidmovementandsynergyamong

peopledevelopmentprofessionals,aswellastheseamless,effectivejourneysemployeeswillexperiencewhenacquiringnewskillsandknowledgeinthefuture.

Thisalsorepresentstheevolutionofdevelopment,asitmustbeadaptive,continuous,andembedded“intheflowofwork”tosupportarapidlychanginglandscape.

2025LearningTrendsAnalysis3

Reimagineddevelopmentinthefutureofwork

Actingontoday’strends,tomorrow’speopledevelopmentorganizationswillfeaturefluiddevelopmentecosystems,adoptAIresponsiblyandbuildresilienceandagilityforindividualsandorganizations.

1

Fluiddevelopmentecosystems

2ResponsibleAIadoption

3

Resilientandadaptableindividualsandorganizations

Inaworldmarkedbyconstant

change,blurredboundaries,andrising

expectations,wemustdesignworktobeinherentlydevelopmental.Achievingthisrequiresshiftingfromrigidstructurestoadynamic,interconnectedecosystem

thatusesmeaningfuldataandfosterscontinuouslearning,adaptability,andcollaboration.Leadersmust:

Thisisadefiningmomentforthenexteraofworkandlearning.Buttrustisfragile,

andmishandlingthismomentcoulderodeconfidence.ThepathtoresponsibleAI

adoptionmustsendaclearmessage

toemployeesthatleaderscareabout

theircontributionsandarecommittedtoensuringthatAIwillhelpthemsucceed.Leadersmust:

Theorganizationsthatthrivewillnotbethosethatresistdisruptionormerely

recoverfromsetbacks,buttheones

thatanticipatechallenges,adapt,andgrow.Todothis,theymustreimagine

workenvironmentsandbuildstructuralandculturalfoundationsthatsupportadaptabilityandresiliencefortheir

employees.Leadersmust:

—De-siloPeoplefunctions

—Createdata-drivendevelopmentecosystems

—Makestrategicdecisionsbasedonmeaningfulforesight

—PreserveemployeetrusttoaccelerateAIadoption

—FostercollaborationbetweenhumansandAI

—Equipemployeeswithhigher-orderskills

—Unlockthepotentialofadiverse,multigenerationalworkforce

—Supportrecuperationtoensuresustainedperformance

—Enableorganizationalresilienceat-scalethroughsustainableworkflows

Section1

Fluiddevelopmentecosystems

Thefutureofpeopledevelopmentoffersanopportunitytobringclarity,hope,andprogresstothecomplexitiesemployeesandorganizationsfacetoday.

Employeeswantaseamlessdevelopmentexperience—onethatfeelsnatural,supportstheirgrowth,andhelpsthemthriveinarapidlychangingworld.Developmentisoneofthegreatestactsofcareemployerscanprovide.Yearafteryear,evidencereinforces

thatleadersmustdemonstratethiscarenotjustasanorganizationalvaluebutasa

strategicimperativeforlong-termsuccess.Toachievethis,learninganddevelopmentmustbewovenintoeveryaspectoftheemployeeexperience—fromrecruitingtodailyworktofeedback—transformingworkitselfintoacatalystforgrowth.

Thisrequiresmorethannewtoolsorprograms.Itdemandsbreakingdownsilosacrosspeoplefunctions,aligningonsharedgoals,andcreatingsystemsthatfeelfrictionlessandareintegratedtotheemployeeexperience.Whenemployeesseethatthese

effortsreducecomplexity,fostercollaboration,andprioritizetheirgrowth,theyfeelsupportedbytheirleaders.Andwhenleadersgetthisright,theyunlockresilience,innovation,andsustainablesuccessfortheirorganizations.

Today

Real,butnotradical,progresstowardsfluiddevelopment

Employeesexperiencemorein-the-momentlearning

supportwithAIagentsplayingagrowingrole-guidingpractice,coachingthroughtasks,andsupporting

real-timereflection.Skillstakecenterstage,and

organizationsarestartingtomovebeyondself-reporteddata,towardamorecompletepictureofskillvalidation.

Still,learningoftenfeelslikesomethingyoustopworkto“goawayanddo,”ratherthansomethingthathappens

naturallyintheflowofdailyactivities.Learningisclosertotheworkflowthanit’severbeenbefore,butit’snotyetembedded.

Peopledevelopmentprofessionalsarefeelingagrowingmomentumtobreakdownsilos.Teamsspotmore

opportunitiestocollaborateacrossL&D,talent,HR,andotherpeoplefunctions,andthatsharedenergycreatesideasfornewpossibilities.

Despitethisprogress,L&Dstillfindsitselfinareactivestance,oftentreatedmoreasasupportfunctionratherthanastrategicpartner.Structuresanddecisionrightscontinuetoreinforceoldboundaries.Thefenceshaven’tfallen;they’vejustshifted.

AIaugmentsworkinpowerfulways,butthereal

unlock—cohesive,strategicimpact—stillliesahead.

Peoplefunctionsoperateasone.Silosdissolve

GrowthisthesharedpurposeofallPeople

functions.Theboundarybetweenlearningand

workhasdisappeared.Thegoalisnolongertoaddlearningintotheflowofwork-it’stomergework

anddevelopment.Dailyworkisnowdesignedas

adevelopmentalengine.Insteadofaskinghow

Tomorrow

toencourageemployeestomaketimetolearn,

organizationsarenowasking:Howdowemakedailychallengescatalystsforgrowth?

Employeesrarelystepawayfromworktoupskill-theygrowthroughtheworkitself.Tasksaredesignedto

stretchemployees,buildnewskills,andofferjust

enoughchallengewithoutoverwhelm.AIcopilotsactasreal-timementors,adjustingtheirsupportbasedonperformance,stress,andcognitiveload.Learningis

continuous,highlypersonal,andlargelyinvisible.

Learningteamscollaboratewithproduct,operations,andtalenttoembedgrowthintoworkflows.Dataandanalyticsplayacentralrole,helpingteamsinterpret

individualperformanceandprogressionandadjustthesystemsandtoolsinrealtime.Foresighthelpsstretchtoday’sworktowardstomorrow’sskillneeds.

De-siloedpeoplefunctions

Organizationsarestrivingtobecomeskills-based—usingskillsasthefoundationoftalent

processestobuildamoreagile,adaptiveworkforce.AchievingthisvisionrequiresembeddingskillsdevelopmentintotheflowofworkandbreakingdownsilosbetweenHR,L&D,and

otherpeoplefunctionstocreateaunified,skills-centricapproach.Yetprogressremains

slow.A2023ATDsurveyfoundthatwhile72%ofrespondentsrecognizetheimportanceoftransformingHRintoacross-functionaldiscipline,only11%reportmeaningfulprogress.1

Breakingthesesilosdownisessentialtomerginglearningandwork.Thiswillenable

employeestodevelopskillsdynamicallyaspartoftheirroles.Tomoveforward,organizationsmustreplacefragmented,function-specificprocesseswithcohesivesystemsthatintegratelearning,talent,andworkforceplanning.

Changemanagementiscritical:while83%ofleadersbelieveleadershipiskeytotheskills-basedtransition,only28%ofemployeesfeelthestrategyisbeingclearlycommunicated.2Bridgingthisgaprequiresactiveengagement,transparency,andcollaborationacrossall

peoplefunctions.Ultimately,de-siloingpeoplefunctionsismorethanastructuralchange—it’samindsetshift.Byaligningaroundskillsasthecurrencyofthefuture,organizationscanunlocktheagility,innovation,andresilienceneededtothriveintherapidlyevolving

worldofwork.

2025LearningTrendsAnalysis6

2025LearningTrendsAnalysis7

Createdata-driven

developmentecosystems

Asorganizationsrethinktheiroperatingmodels,peopledevelopmentmustshiftfroma

supportfunctiontoastrategicbusinessdriver.Centraltothischangeistheuseofpurposeful,actionabledata-notjusttrackingcoursecompletionsorattendance,butleveraging

analyticstounderstandimpact,trackgrowth,andidentifyskillgapsandhigh-performing

employees.3Tostayrelevant,L&Dmustadoptcapabilitieslikepredictivemodellingandimpactvisualization,4offeringemployeespersonalizedinsightsintotheirowndevelopmentandtyinglearningmoredirectlytobusinessoutcomes.

Thisevolutionispoweredbyaconvergenceofnewtechnologies(e.g.,AI,LLMs),integrated

systems(e.g.,HRIS),andchangingworkforceexpectations.Learningmeasurementmust

movebeyondmeasuringeventstobecomingfulldataecosystemsthattrackwhat’sbeing

learned,how,andtowardwhatgoals.Whendataflowsacrossfunctionsandtotheindividual,itsupportssmartertalentdecisionsandcontinuous,in-the-flow-of-workdevelopment.As

peopledatabecomesmoreintegrated,accessible,andreflectiveofalltypesoflearning,itwillhelptosupportmoreresilientandagileorganizations.

2025LearningTrendsAnalysis8

Makestrategic

decisionsbasedon

meaningfulforesight

AccordingtotheWorldEconomicForum’sFutureofJobsreport,39%ofexistingskillsets

willbetransformedorbecomeoutdatedbetween2025and2030.5Talentanddevelopmentprofessionalsarealreadyawareofthisongoing‘skillinstability,’butthepressurehas

increased.They’renowresponsibleforfinding,assessing,andvalidatingtalentandskills

frombroader,morecomplexcandidatepools—whilealsodefiningtheindividualvalueofeachnewskill,technology,orchangetheirorganizationadopts.6,7Yetdespitethisawareness,mostorganizationsremaininareactivestate.61%stillplantheirworkforcestrategyonlyoneyearout,8leavinglittlespaceformeaningfulforesight.

Thechallengeisn’tjustpredictingwhat’snext,it’smakingsenseofwhat’semergingand

turningthoseinsightsintoalong-termdevelopmentstrategy.Thiscannolongerbedoneinsilos.Peopledevelopmentleadersacrossfunctionsmustcollectivelyshiftfromshort-termforecastingtocollaboratingbasedonmeaningfulforesight.Leadersandteamsmustbuildthecapabilitytointerpretsignalsfrommultiplesources—labortrends,technologicalshifts,economicchanges,geopolitics—andusethemtoshapedevelopmentecosystemsthatflex,adapt,andgrow.

“Inatech-poweredfuture,peoplemanagementwillbemuchmoreproactive,data-driven,andfluid.Organizationswillhavethefactbase

theyneedtolaunchinterventionssuchas

hiring,insourcing,outsourcing,upskilling,orreskilling.Andtheseinterventionsthemselveswillnotbeone-offactivities—rather,the

practiceofadapting,reallocating,adjusting,andimprovingwillbecomethenorm.”9

McKinsey&Company,February2025

2025LearningTrendsAnalysis9

2025LearningTrendsAnalysis10

Additionalevidencethatsupports

theneedtobuilddevelopmentecosystems

“Forward-thinkingorganizationsarerespondingbycreating

skill-developmentecosystems.

Thesenewapproachescombine

formallearningwithexperientialopportunities,creatingmore

engagingandeffectivepathsto

mastery.Weseeabrightfuturefororganizationsthatuseadvanced

analyticstoanticipatefutureskillneeds.Thispredictiveapproachallowsthemtopreparetheir

workforceproactivelyratherthanreactively,ensuringtheystay

aheadofindustrychanges”10

85%ofpeoplebelievethatbusinessesareobligatedto“trainorreskill”employeessopeopleandsocietiesremaincompetitiveduetoglobaluncertaintyand

impendingAItechdisruptions.11

Overthenextfiveyears,AItechnologycould

create11millionjobsgloballywhiledisplacing9

million.Astechnologiesadvance,similarshiftsare

likely,increasingtheurgencyfordynamicreskilling

effortsandpredictivemeasurestostayaheadofthesechanges.12

Employeesincreasinglyexpecttheabilitytotracktheirownskilldevelopment.Leveragingskilldata

canenabledynamiclearningecosystemsthatadaptinrealtimetobothbusinessneedsandindividuallearnerprofiles.13

Cross-borderdataflowpoliciescanleadto

disjointedemployeeexperiences.Whenpoliciesvarybycountry,establishingglobalstandardsbecomes

challenging,resultingininconsistenttechnologyusageanddevelopmentexperiencesforemployees.14

Organizationsneedaunifieddataandinnovationstrategy.AspressuremountstoidentifymeaningfulusecasesforAIandotheremergingtechnologies,

leadersmustavoidimpulsiveadoption.Instead,theyshouldalignabroadsetofstakeholdersandcontinuouslymonitorandidentifyfuturetech

opportunitiesthatdelivermeaningfulvalue.15

BrandonHallGroup,HROutlook2025

Howtotakeaction

Peopleleadership

—Intentionallyformcross-functionalworkingteamstosolveorganization-widepeoplechallenges

—Establishstrategicgroupstoregularlymonitorandtracklabortrends,technologicalshifts,economicchanges,geopoliticalstrategies,andinternalneeds

—Developacollectivevisiononhowaggregatingdevelopmentdata(e.g.,feedback,skilllevels,evaluations)maybenefitteamstaffing,individualizedlearningopportunities,andsystemicworkstreams

—Adoptcapabilitieslikepredictivemodellingandimpactvisualizationforskilldevelopmentandlearningneeds—Championaskills-firstmindsetshiftacrossleadership—notjustastructuralreorganization

Managers

—Bridgegapsbetweenorganizationalstrategyandemployeeawareness,aswellasbetweenleadershipgoalsandemployeesentimentandreadiness

—Developrotationalapprenticeshipprogramssoemployeescanworkacrossfunctionsandbuildadjacentskills—CollaboratewithformalL&Dteamstointegratelearningintodailytasksandteaminteractions

—Provideemployeeswithregularaccesstotheirdevelopmentdataandsupportthemincreatingpersonalizedplans

Individualcontributors

—Requestaccesstomeaningfulemploymentdataandseekmentorship—formalorinformal—forguidanceonbuildingfuture-focusedskills

—Usedevelopmentinsightstomakeinformeddecisionsaboutareastoprioritizeforfutureskillsgrowth—Engageinfeedbackprocessesfollowinglearningprogramsorperformanceevaluationinterventions

Section2

Responsible

AIadoption

Thisisadefiningmomentforthenexteraofhowworkandlearningwillbedoneinanorganization.

Foryears,we’vebeenpromisedpersonalizedlearning,curatedexpertise,and

simplifiedsupportstructures.Yet,employeesarestillfeelingoverwhelmed,fatiguedbyconstantchange,andunsupportedintheirdevelopment.WhilepeopleleadersareactivelyexperimentingwithAI—buildingAIagents,formingpartnerships,andpilotingnewfeatures—theseeffortsmaycreatemorecomplexityforemployeesratherthan

deliveringclearvalue.

Atitsbest,AIhasthepotentialtotransformpeopledevelopment:streamlining

operations,enablingpersonalizedlearningatscale,andunlockinghigher-orderskills.Buttrustisfragile,andmishandlingthismomentcoulderodeemployeeconfidence.

Leadersmustnowmakedeliberatechoicesthatprioritizeemployees’growthandwell-beingwhiledrivingorganizationalimpact.Thepathforwardmustsendaclearmessagetoemployees:“wecareaboutyourdevelopment,andwe’recommittedtousingAI

tohelpyouthrive.”

Today

Thecostlytollofrapidinnovation

Outsideorganizationalwalls,AIinnovationsurges

forwardatanimpressivepace.Inthemonthsleading

uptothisreport,majorLLMsrolledoutpowerful

enhancements—suchasdeepresearchcapabilitiesandreasoning—fuelinganewwaveofhype.Thischaotic

externalpacestrainspeopledevelopmentfunctionsastheycontinuallyanticipateshiftingtalentandskillneeds.

Peopledevelopmentprofessionalsoftenfind

themselvesstuckinfragmentedexperimentation,

focusedonproductivityandspeed,yetstrugglingto

translateAIeffortsintoclearbusinessandpeoplevalue.

Meanwhile,employeesgrapplewithconstantdirectionalshifts,newandbespoketechplatforms,dataprivacy

concerns,organizationalrestructuring,andgrowingfearsofredundancyduetoAI.Skillrequirementsfeeluncertain,addingtocognitivestrain.

Despitethesechallenges,employeesremainhopefulandtrusttheiremployerswillresponsiblyintegrate

AI,reduceworkplacenoise,andcreatefrictionlessexperiencesthatacceleratetheirgrowthand

development.

AIprovidesclarityandsupport

AI’sgrowthsurgeslightlytapersandorganizations

learntoembraceuncertaintyandadoptclear,strategicopportunities.AIandemergingtechnologieshave

becomeindispensablealliesforpeopledevelopment.

Theadministrativeburdensthatlimitedmanagers’abilitytodeveloptalenthavefadedaway,freeingthemto

providemeaningfulfeedbackandapprenticeship.

Tomorrow

AI’scross-functionalintegrationunlocksreal-time,

actionableinsightsfromdiversedatastreams—projectfeedback,formalfeedback,formativeassessments,skilldata—enablingtargetedinterventionsandpersonalizeddevelopment.

PeopledevelopmentteamsuseAI-poweredanalyticstoproactivelyidentify,andsupport,strugglingindividualsandteamsandapplyscience-backedlearning

innovationsatspeedandscale.

Employeeshaveuniversalaccesstolearning,seamlesslyintegratedintoeverydayworktasks.EmployeesreceiveandtrustthetailoredguidancefromAI-driventutors,

on-demandpractice,andpowerfulskillanalyticstoaccelerateskillgrowthandprovidetransparencyontheirprogression.

PreserveemployeetrusttoaccelerateAIadoption

MovingfastintheAIinnovationraceofferscompetitiveadvantages—butalsointroducessignificantrisks.Forinstance,rapidyetsiloedexperimentationacrossdepartmentscan

leadtoafragmentedandinconsistentemployeeexperience.Employeesmayresistongoing

changeduetopsychologicalbarriers—suchasperceivingAIasa“blackbox,”overly

autonomous,emotionless,orincapableofreplacingmeaningfulhumaninteraction.¹Inaddition,evolvingglobalAIregulationscanslowinnovationandcomplicatethepotentialpromiseof

AI.Thiscouldimpactopportunitieslikepersonalizedlearning,whichdependsonaccessibleandintegratedtalentdata.²Trustinbusinessremainsrelativelystrong,butit’strending

downward—andbecomingmorefragile.Whenorganizationsfailtoaccountforthesefactors,thattrustwillerodequickly.³

Nowmorethanever,L&DandPeopleleadersmusttakeacentralroleinsupportingAI

innovation.ButworkinginisolationcanmakeitdifficultforemployeestoconnectAIwith

personalvalue.Topreservetrustandsupportmeaningfuladoption,leadersmusthelp

employeesenvisionhowAIcanacceleratetheirgrowthanddevelopment—

notjustautomate

theirwork.⁴

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2025LearningTrendsAnalysis15

Fostercollaboration

betweenhumansandAI

Thepartnershipbetweenhumansandmachinesisnotjusttransformingindustries—it’sfundamentallyredefiningthenatureofwork,problem-solving,andinnovation.In2025,

thissynergyhasreachednewheights,fueledbyAI’sgrowingabilitytoanalyzecomplex

datasets,automatetasks,andamplifyhumancapabilities.WorkersareincreasinglyoffloadingrepetitiveandcomputationallyintensivetaskstoAI,unlockingtimeandcapacityforcreativity,collaboration,andhigher-valuecontributions.Meanwhile,therapidevolutionofgenerative

AItoolshasmadethemmoreaccessibleandversatile,empoweringorganizationstodesigntailored,industry-specificsolutionsatscale.5,6

Tofullyunlockthispotential,organizationsmustgobeyondadaptingtoAI—theymustactivelydesignthefutureofhuman-AIcollaboration.Thismeansfosteringtheskills,mindsets,

andsystemsthatempowerpeopletothriveinpartnershipwithintelligentmachines.Theopportunityisn’tjusttopushboundariesbuttoreimaginethementirely,creatingafuturewherehumaningenuityandAIinnovationamplifyoneanother.

2025LearningTrendsAnalysis16

Equipemployeeswithhigher-orderskills

AIhasalreadysurpassedhumancapabilitiesinspeed,knowledge,andcreativityatthe

tasklevel.7Itcananalyzevastdatasets,automateworkflows,andgeneratesolutionsfasterthananyhuman.Still,AIremainsfundamentallylimited:itcannotyetindependentlyset

direction,contextualizecomplexity,ormakevalue-drivendecisions.7Theseuniquelyhumancontributions—definingpurpose,interpretingambiguity,andapplyingethicaljudgment—

areessentialforensuringAIservesmeaningfulgoals.However,heavyrelianceonAIrisks

erodingtheveryskillsthatmakehumansindispensable.AsAItakesonmoretasks,humansmayloseopportunitiestopracticecriticalthinking,creativity,andproblem-solving.Withoutintervention,thiscognitiveatrophycouldleaveorganizationslessinnovativeandadaptable.8

OrganizationsmustfostercontinuouslearningtoensureAIenhances,ratherthandiminishes,humancapabilities.ByequippingemployeeswiththeskillstocollaboratewithAIandtackle

challengesitcannotsolve,theycansafeguardthecreativityandjudgmentneededtodrive

progress.Thegoalisn’tjusttointegrateAIintoworkflows,buttoexpandhumanpotential.Byempoweringemployeestolead,adapt,andinnovate,organizationscanunlockthefullpromiseofhuman-AIcollaboration—transformingnotjusttasks,butentireindustries.

“TheAIagewillshapehowall

companiesoperate.Thechallenge

liesindetermininghowtobestuse

technology,includingtotrulysimplify—withoutlosingtheuniquevaluethat

complexityoffers,northeabilityforhumanstoengagewithit.”9

McKinsey&Company,February2025

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AdditionalevidencethatsupportstheneedtodriveresponsibleAIadoption

“Whilecompanieseagerly

investinAI,theyoftenoverlook

crucialinvestmentsinchange

managementandemployee

support.Thisoversightcould

leadmiddlemanagerstoview

AIasathreatratherthanatool,

fosteringresistancethatmay

dramaticallyslowimplementationandadoption.”10

FutureTodayStrategyGroup’s2025

TechTrendReport

AgenticAIwillempowerworkersevenmorein

certaintasks.AIagentsusemultipletypesofmodelsandmodalitiestoreason,plan,andcarryoutgoals

onbehalfofusers.Theseagentsfurtherincrease

productivity,particularlyforlessexperiencedandlessskilledworkers.11

AIisenablingworkerstoaccomplishtasks

completelyoutsidetheirexpertisedomains.“Vibecoding”isenablingpeoplewithnoprogramming

knowledgetocreatescriptsandappsentirelythroughpromptingLLMstocodeforthem.12

71%ofemployeestrusttheiremployerstouseAI

ethicallyandresponsibly.In

McKinsey’sSuperagency

intheWorkplacereport,

employeestrusttheir

employersmorethanotherinstitutionslike“universities,big-tech,andstartups.”13

PeoplearegenerallystillunclearonhowAIwill

shapethefutureinapositiveway.14Fromjobloss

concernstolackoftransparencyinAImodeltraining,andstrongbelief(76%)thatAItechwillnevertake

creativityawayfromhumans.15

Two-thirdsofglobalexecutivessaytheyplanto

prioritizesoftskills.Hiringforuniquelyhumanskills

isessential,especiallythosethatenableorganizationalagility(e.g.,problemsolving,adaptability,and

collaboration).16

Today’shighe