2025年商业领袖研究报告：在人工智能时代期望与现实

THEADECCOGROUP

AdeccoAKKODisLHH

Leading

intheageofA

Expectations

versusreality

Contents

Abouttheresearch

ForewordfromourCEOKeyfindings

1.LeadersmustaligntechandtalenttotackleseismicAlshifts

2.CompaniesplaceunfairAlexpectationsonworkers

3.Future-readyorganisationsflexinthefaceof

Aldisruption

andpowertech-enabledtalentstrategies

4.Investingindatacanbreaktheskillsgridlock

RecommendationsforleadersAppendix

THEADECCOGROUPAdeccoAKKODisLHH

THEADECCOGROUP

AdeccoAKKODisLHH

Abouttheresearch

TheAdeccoGroup'sBusinessLeadersresearch

investigatesthechangingworldofworkfromthe

executiveperspective.Thiseditionfocusesontheimpactofartificialintelligence(Al)ontalentstrategyandleadership.

TheAdeccoGroupsurveyed:

2,000C-suiteexecutives

across

13countries

withresponsibilityfornearly

10,000,000workers

FieldworkwasconductedfromNovember2024toJanuary2025inlocallanguages,covering2,000C-suiteexecutivesin13countries.

Thedataisrepresentativewithaconfidenceintervallevelof95%,

byageandgenderineachcountry.

andquotasweresettoensureanationalrepresentativesample

Formoredemographicinformation,pleaseseetheappendix.

USand

Canada(400)

Canada(100)US(300)

Europe(1,100)

Belgium(100),France(150),

Germany(150),Italy(100),

Netherlands(100),

Spain(150),Sweden(100),

Switzerland(100),

UK(150)

APAC(500)

Australia(250)

Japan(250)

THEADECCOGROUP

AdeccoAKKODisLHH

Meetourrespondents

ChiefExecutiveOfficers,25%ChiefHumanResourcesOfficers,25%ChiefTechnologyOfficers,13%ChiefOperatingOfficers,13%ChiefFinancialOfficers

25%

AuthenticatedC-suiterespondents,withinfluenceonenterprise-widedecision-makingandfull

awarenessofglobalcompanystrategy

oforganisationssurveyedhaveanannualrevenueoflessthan$500million.31%havemorethan$5billion,17%morethan$1billionto$5billionand15%between$500millionand$1billion.

37%

Nationallyrepresentativeacrossageandgender

51%oforganisationssurveyedhavemorethan5,000employees

73%ofleaderssurveyedaremale

79%ofleaderssurveyedarebetween28-54years'old

Industries:

Aerospaceanddefence

AutomotiveandTransport,Logistics,MobilityandManufacturing

Healthcare,LifeSciencesandPharmaEnergy,CleanTechnologyandUtilitiesTechnology

FMCG,E-commerce,Retailand

ConsumerGoodsandSupplyChain

(350)

(350)

(350)

(350)(300)

(300)

1I

THEADECCOGROUP

AdeccoAKKODisLHH

ForewordfromourCEO

Businessleadersarewitnessing

aseismicshiftintheworkforce

landscape,andmostorganisations

recognisethattheyurgentlyneed

toadapttokeeppacewith

technologicaldisruption.Butas

therealitiesofAlreshapethe

worldofwork,manydecision-

makersfindthemselvesat

acrossroads,uncertainabout

thebestpathtotake.

Onecriticalchallengeis

overcomingthe“skillsgridlock”.Indecision,alackofinvestment

inleadershipreadinessand

inadequatedatainfrastructure

willstallAlimplementation.

Unlockingtalentandtechnologyinharmonywillensureinvestmentspayofffaster.

TheAdeccoGroup'sLeadingintheageofAlreportcaptures

C-suiteleaders'perspectivesonAl'simpactandoffersguidance

fornavigatingthisuncertainterrain.

Toooften,organisationsfocus

primarilyontechnologywhile

neglectingtheessential

transformationoftheirworkforce.

Employershavearesponsibility

toprepareworkersforanAl-

augmentedfuture-oneinwhich

humanpotentialisnotdiminished

butamplified.Thisisthefoundation

ofatrulyhuman-centric

organisationandaresponsible

approachtoAladoption.Butmany

leadersstilllackaclearroadmap

toachievethis.

Asmallgroupofhuman-centric

"future-readyorganisations"is

chargingahead.Thisgroupaligns

strategywithworkforce

development,investsinrobust

talentinfrastructureandtakesa

consistentandtechnology-enabled

approachtoworkforceand

leadershipdevelopment.

Tobuildasustainablefuture,

businessesmustactdecisively.

Alcanenhanceagility,buttrue

successwillcomefromkeeping

humansattheheartofwork.Inthe

ageofAl,it'snottechnologythat

willdefinethefuture,butpeople.

DenisMachuell

CEO,theAdeccoGroup

THEADECCOGROUP

AdeccoAKKODisLHH

Keyfindings

LeadersmustaligntechandtalenttotackleseismicAlshifts

Technologymegatrendswilldominateoverthenextfive

yearsasleadersseektobuildanadaptableworkforcethat'scomplementedbyAI.Existingtalentapproachesarenotfitforpurpose,butmanyleadershipteamsarestrugglingto

alignontheirprioritiesandmoveforwardatspeed.

By2030,thethreemostinfluential

megatrendsareexpectedtobedigitaltransformation,generativeAI(GenAl)andAl,whileskillsscarcityisexpectedto

droptosecond-to-lastplace

Leadersrank“workforcestrategiesthattcannotkeepupwiththepaceof

disruption”asthenumberonetalentrisktobusinessgrowth

strugglestoalignaroundstrategiesand

nextstepsinatimelyway

ofCEOssaythattheirleadershipteam

CompaniesplaceunfairAlexpectationsonworkers

OrganisationsexpectworkerstoproactivelylearnAlskills,butthey'renotgivingthemguidanceonthetechnology.

TheonesthathavearesponsibleAlframeworkaretakingahuman-centricapproachandprovidingmoresupportforskillsdevelopment.Theseorganisationsarefarmorelikelytoreporttalentstrategyimprovements.

ofleaderssaytheyexpectemployeestoupdatetheirskills,rolesandresponsibilitiestoadjusttotheimpactofAl

don’'thaveapolicyonAlandleaveittoemployeestodecidehowtousethetechnologyatwork

oforganisationsthathavearesponsible

AlframeworkareupskillingtheirworkersinAl,comparedwithjust51%oforganisationsthatdon'thaveaframework

Keyfindings

Future-readyorganisationsflexinthefaceofAldisruption

Anewgroupofadaptableorganisationsisemerging.

Thesebusinessesarehuman-centric,andthey'rebuildingAlcapabilities,facilitatinginternalopportunities,developing

skillsandstrengtheningleadership.Thisismakingthem

morepreparedtonavigatethechangingtalentlandscape.

oforganisationsqualifyasfuture-ready

ofthesefuture-readyorganisationsareshiftingfromajobs-basedapproachtoworkforceplanningtoaskills-basedone

oftheseorganisationssaythattheir

leadershipteam'suseofAlisenhancingdecision-making,comparedwith49%

oforganisationsoverall

Investingindatacanbreaktheskillsgridlockandpowertech-enabledtalentstrategies

Organisationsarefailingtobuildtheskillstheyneedto

acceleratedigitaltransformation.Andonceagaintheysay

thatthepaceofchangeisakeybarrierDevelopingstrong

datafoundationsprovidesabetterviewofskillsgaps,but

notenoughorganisationsareinvestingindata.

Technologyanddigitalskillsscarcityis

thebiggestbarriertoacceleratingdigital

transformationin2025;in2024,thebiggestbarrierwaschoosingtherighttechnology

Onlyathirdoforganisationsareinvestingindatainsightstobetterunderstandandbuildskills

offuture-readyorganisationsareimplementingtechnicalsolutionsandimprovingdatainsightsforworkforceplanning,comparedwith61%oforganisationsoverall

THEADECCOGROUP

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1.

Leadersmust

aligntechandtalent

totackleseismic

Alshifts

THEADECCOGROUP

AdeccoAKKODisLHH

Summary

Theworkforce

landscapeisundergoing

aseismicshift.Toadaptto

futuredisruption,leaders

mustredesigntheir

workforcestrategyin

awaythatbalances

technologyandtalent.

Leaderssaythat

workforcestrategiesthat

aretooslowtopivotare

amajorrisktobusiness

growth,whilealackof

skillsarealsopreventing

digitaltransformation.

bothtechandhuman

Seniorleaders

arenotunitedonthe

coretalentissues.

Theywillneedtoalign

torapidlybuilda

forthefuture.

workforcethat'sfit

Technologywillbethetopinfluenceoverthenextfiveyearsaccordingtoleaders,butworkersdisagree

Leaderssaydigitisation,GenAlandAlarethemegatrendsmostlikelytobeinfluencingbusinessesby2030,andtheinfluenceof

automation,businessuncertaintyandskilscarcitywilfallThisperspectiveminimisescriticaltalentchallengessuchasskillsscarcityandindicatesadisconnectbetweenleadersandtheirworkforceOrganisationsmusturgentlycreateandadoptahuman-centric

technologystrategy,andbettercommunicationofprioritiesacrosstheorganisationwillbeacrucialfirststep.

“Whichofthefollowingmegatrendsarehaving/willhavethebiggestimpactonyourcompany?”

Workerviewpointtoday*

LeaderviewpointtodayLeaderviewpointin2030

Skillsscarcity

DigitisationDigitisation

Businessuncertainty

AutomationGenerativeartificialintelligence

Economicuncertainty

BusinessuncertaintyArtificialintelligence

Transitiontoagreeneconomy

Skillsscarcity

Workforcementalhealth/wellbeing

Geopoliticaluncertainty

Artificialintelligence

Geopoliticaluncertainty

Digitisation

Geopoliticaluncertainty

Transitiontoagreeneconomy

Artificialintelligence

Flexiblewaysofworking

Automation

Automation

Evolvingleadershiprequirements

Evolvingleadershiprequirements

Flexiblewaysofworking

Workforcementalhealth/wellbeing

Flexiblewaysofworking

Generativeartificialintelligence

GenerativeartificialintelligenceBusinessuncertainty

*fromtheAdeccoGroup'sGlobalWorkforceoftheFutureresearch

TransitiontoagreeneconomySkillsscarcity

EconomicuncertaintyEconomicuncertainty

THEADECCOGROUP

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Q1:Whichofthefollowingmegatrendsarehavingthebiggestimpactonyourcompanytoday?Andwhichdoyouexpecttobehavingthebiggestimpactinfiveyears?Topthreesummary;*TheAdeccoGroup,October2024,"Workingthroughchange:AdaptingtoanAl-drivenworldofwork'Q1:Whichofthefollowingmegatrendshavethemostinfluenceonyouremployer.Topthreesummary.Total=35,000workers.

0

Leadersneedtobalancetechnologyandtalentinvestment

In2024,thenumberonechallengerestrictingdigitaltransformationwasmakingtherightchoiceaboutdisruptivetechnologies.In2025,

talentisthebiggestbarierIthassurgedby21percentagepointsyearonyear,whichunderlinestheroleplayedbyastrongtalentstrategyinsuccessfultechnologicaltransformationLeadersmustfocusonequippingtheirworkforceswithdigitaltoolsandcapabilities,whichwillhelptoovercomethebiggestrisktogrowth:talentstrategiesthatcan'tkeeppacewithdisruption.

Challengesthatarerestrictingdigitaltransformation

Lackofin-housetechnologytalent,digitalcompetenceandskills

Lackofabilitytoscaleatspeed

Budgetlimitationsorinvestmentcaseuncertainty Lackofexecutivestakeholderunderstandingorknowledgeofnewtechnologyanditsimplications

Securityriskconcerns

Makingtherightchoicesamongdisruptivetechnologies

RegulatoryorcompliancebarriersEthicalconcerns

LackofurgencyasabusinesspriorityInternalresistance(e.g.culture,changefatigue)

Lackofdigitaltransformationpartner

Globalleadersrank

"Workforcestrategiesthatcannotkeepupwith thepaceofdisruption”

asthe

numberone

talentrisktobusinessgrowth

40%+21points

19%

34%

30%

31%

24%

+16points

11%

26%

38%

25%

41%

24%

40%

24%

29%

23%

18%

23%

24%

22%

26%

points

27%

-16

2025

2024

THEADECCOGROUP

transformation?2024/2025;Q3:Which12months?

AdeccoAKKODisLHH

Q5.Whatarethecurrentbariersyourcompanyisfacinginrelationtoaceleratingdigitalofthefollowingtalentmanagementchallengesposethebiggestrisktogrowthoverthenext

IntheageofAI,leaderswillstruggletoagreeonatalentstrategyiftheycan'tuniteoncoreissues

Leadersdon'tagreeonthebarriersthatarepreventingtalentimprovements,whichmakesitdifficulttoprioritisesolutions.CFOssaythatbudgetisavailable,butCHROssaytheorganisationlacksskillsandCOOsblamealackofdatainfrastructure.Doesthismeaninvestmentsaregoingtothewrongareas?SignificantlybetteralignmentacrosstheC-suite,achievedthrougheducationand

communication,willhelptheseorganisationstofindarouteoutofthechaos.

53%

ofCEOssaytheir

leadershipteam

strugglestoalign

aroundstrategies

andnextstepsin

atimelyway

“Whatarethebiggestbarrierspreventingyoufromimprovingyourtalentstrategyoverall?”

CHROs

indicatealackofinternal

skills

CEOs

don'tsee

thevalue

49%

41%

41%

38%

35%35%34%34%

LackofinternalLackofperceived

skillsandROlorcommercial

resourcesvalue

COOs

citelack

ofdata

infrastru-

cture

CFOssaybudgetisavailable

42%

27%

36%34%36%37%36%34%36%36%

29%30%31%28%28%

LackofreliableITLackofbudgetMeetingregulatory

CTOsseeamix

ofchallenges

33%

29%30%29%

Complexityofchange

CFOs

thinkHR

capabilities

arelimited

29%

22%23%23%21%21%22%

WeakHRteamCultureorinternalresistance

systemsordataandcompliance

Lackofsenior

requirements

sponsorship

31%°31%

ChiefHumanResourcesOfficerChiefExecutiveOfficerChiefTechnologyOfficerChiefFinancialOfficerChiefOperatingOfficer

THEADECCOGROUPQ9:Whatarethebiggestbarrierspreventingyoufromimprovingyourtalentstrategyoverall?Total:ChiefHumanResourceOfficer=500,ChiefExecutive

statementsaboutyourleadershipteam?Agreesummary.ChiefExecutiveOfficer=500.

AdeccoAKKODisLHHofficer=500,ChiefTechnologyfficer=500,ChiefFinancialOfficer=250,Chiefoperatingficer=250;Q24:Towhatextentdoyouagreewiththefollowing

THEADECCOGROUP

AdeccoAKKODisLHH

Recommendations

Createahuman-centric

approachtotechnology

onimprovingworkfor

everyone.Activelyinvolve

transformationandfocus

employeesinredesigning

theirwork.

Keepyour

workforceinformed

bysharingaclearview

ofhowAlsupportsyour

organisation'spriorities,

andwhatitmeansforeach

worker.Whenemployees

understandthestrategy

andtheirroleinit,itbuilds

trust,reducesuncertainty

andincreases

confidence.

C-suiteleadersmust

workasaunifiedteam,

shapingandexecuting

technologyandtalent

strategiestogether.

Tomanagecomplexities

effectively,alignmentshould

notbeaone-offprocess:

revisitthesharedvision

regularly.

THEADECCOGROUP

AdecconKKODisLHH

2.

Companies

placeunfair

Alexpectations

onworkers

THEADECCOGROUP

AdeccoAKKODisLHH

Summary

Confidencein

Alstrategyandleader

readinessisfaltering

ateverylevelofthe

workforce.

Two-thirds

ofcompaniesexpect

workerstoproactively

adapttoAI.Worryingly,

athirdoforganisations

arefailingtoinstruct

workersinhow

touseAl.

Companieswith

anethicallyresponsible

frameworkprovide

enhancement,andthey're

aclearroutetoAl

achievingmuch

strongeroutcomes.

ConfidenceinAlimplementationandleaderreadinessiswaveringateveryleveloftheorganisation

Leaders'confidenceinthewayAlisimplementedintheirorganisationshasdroppedby11percentagepointsyearonyear,andthislackofclarityisimpedingprogressoverall.Furthermore,thislackofconfidenceseemstopermeatetheworkforce-workersdon'tbelievetheirleadershavewhatittakestoleadintheageofAI.

Overall,leaderconfidenceintheirAlBothleadersandworkersaren'tconvincedtheirleadershipteams

implementationstrategiesisfallingyearonyearhavethenecessaryskillsandknowledgetonavigateAlimplementation

-11points

58%

69%

"Iamveryconfidentinmycompany's

Alimplementationstrategy"

20242025

Onlyhalfofleadersareconfidentthat

theirleadershipteamhassufficient

Alskillsandknowledgetounderstand

therisksandopportunities

Lessthanhalfofworkerssurveyedin

theAdeccoGroup'sGlobalWorkforce

oftheFutureresearch*areconfident

thattheirleadershipteamhas

sufficientAlskillsandknowledgeto

understandtherisksandopportunities

THEADECCOGROUPQ7:Towhatextentdoyouagree/disagreewiththefollowingstatementsaboutyourcompany'suseofAl?AgreeSummary2024/2025;

*TheAdeccoGroup,October2024,Workingthroughchange:AdaptingtoanAl-drivenworldofwork’Q11:Towhatextentdoyouagree/disagreewiththefollowingstatementsabouttheinfluenceofAlatwork?Agreesummary.Total=35,000workers.

LeadersneedtounderstandAlbeforetheycansetrealisticexpectationsfortherestoftheworkforce

LeaderswhotakeactiontoimprovetheirAlreadinessareinabetterpositiontosetthestrategyButonlyone-thirdsaytheyhaveengagedwitharangeofifferentlearningmeasuresoverthelast12monthsOrganisationsmightmakefasterAlprogressiftheyholdleadersaccountableorganisationsthathaveanincentivestructurearealsomorelikelytohaveleadersthatdeveloptheirknowledge.

Onlyaboutone-thirdofleadersareengagingwithimprovementinitiatives

36%

36%

36%34%

ReviewedAlpoliciestomakesuretheyarealignedwiththeorganisation'sgoalsDevelopedAIGovernanceandEthicscommitteesinvolvingseniorleaders

34%

Participatedinacross-functionalAIworkinggrouptodiscussinnovationandexperimentationMetwithaninternalAlchampiontobetterunderstanddifferentwaysofworkingAnalysisofcurrentworkforcetoidentifyprocessesandtasksthatcanbe

34%

simplified/upgraded/supportedbyAl

34%

33%

ReceivedafinancialincentiveforimprovedAlcapabilitiesTakenpartinatrainingprogrammetailoredspecificallytoleaders

33%

32%

32%

31%

TakenanAl-specificcourseoutsideofworkinghours EmbeddedAlexpertsintoleadershipteamsCompletedanAlliteracyandcapabilityassessment SharedAllearningswithinaleadershipforumEquippedleaderswithAltools

"Whichofthefollowingactivitieshasyourcompany'sleadershipteamengagedintoimproveitsAlcapabilitiesoverthepast12months?”

Fosteringaccountability

mightaccelerateprogress

51%

64%

"Ihavetakenstepsoverthepast

12monthstoimprovemy

capabilitiesandknowledgeofAI”

Leadershipteam'sAlcapabilityis

incentivisedandmeasured

Leadershipteam'sAlcapabilityisnotincentivisedandmeasured

THEADECCOGROUP

AdeccoAKKODisLHH

Q8:Whichofthefolowingactivitieshasyourcompany'sleadershipteamengagedintoimproveitsAlcapabiltiesoverthelast12months?

Selectallthatapply;Q7:Towhatextentdoyouagree/disagreewiththefollowingstatementsaboutyourcompany'suseofAl?"Mycompany'sleadershipteamisclearlyincentivisedandmeasuredontheirAlcapability"Agreesummarytotal=1032,Disagreesummarytotal=547.

Alexpectationsareunfairbecauseworkertraining

opportunitiesarefallingshort

Despiteleaders'fllingconfidenceintheirAlimplementationstrategies,organisationsalreadyhavehighexpectationsofemployees60%saythatworkersneedtobeadaptingtotherealtesofAIButyea-on-yearprogressonfomaltraininghasbeenslow,andonlyone-quarterofemployeessaytheyhavecompletedthetraning,whichindicatesthattheguidanceprovidedismissingthemarkBetterengagementcanbeachievedbyaddressinganyissueswithawareness,communicationandensuringtherelevancetotheindividual'sworkisclear

Themajorityofleadersexpect

employeestoupdatetheir

skills,rolesandresponsibilities

toadjusttotheimpactofAl

Butone-thirdofcompanies

don'thaveapolicyforhow

touseAlatworkandinstead

“Leaveittoemployees

todecide”

Andalthoughformaltrainingisonoffer...

"Wedeliverformaltrainingto

reskil/upskillemployeesinAlskills”

20242025

…guidanceappearstobemissingthemarkforworkers

25%

Onlyaquarterofworkerssurveyedin

theAdeccoGroup'sGlobalWorkforce

oftheFutureresearch*saythey

havecompletedtrainingonhow

toapplyAlatwork

THEADECCOGROUPQ7:Towhatextentdoyouagree/disagreewiththefollowingstatementsaboutyourcompany'suseofAl?2024/2025;Q6:Whichofthefollowingmostclosely

youagree/disagreewiththefollowingstatementsabouttheinfluenceofAlatwork?Agreesummary.Total=35,000workers.

AdeccoAKKODisLHHreflectsyourcompany'sAlpolicy?;*TheAdeccoGroup,October2024,"Workingthroughchange:AdaptingtoanAl-drivenworldofworkQ11:Towhatextentdo

ResponsibleAlframeworksdemonstrateacommitmenttosustainableemployment

Abouthalfofcompanies(54%)havearesponsibleframeworkinplaceforAldeployment,andtheseorganisationsaredoingmorethanotherstohelpemployeesadapt.Theytakeathree-step,human-centricapproachtosupportworkersthrough

change,explainingtoworkerswhat'sexpectedofthem,helpingthemmeetthoseexpectations,andcreatingaccountabilityforindividualprogress.

1.

Supportworkersthroughdisruption

62%53%

61%53%

"Mycompanywill"Change

redeploymanagementis

employeescrucialfor

internallyiftheirjobintegratingAlinto

isimpactedbyAI"ourtalentstrategy"

2.

CommittoAlskillsdevelopment

64%

65%

50%

51%

"Mycompany

deliversformal

"Mycompany

trainingto

reskill/upskill

providesguidance(formalorinformal)onhowtouseAlat

worktoemployeesinAl

employees"skills"

Companydoesn'thavearesponsibleAlframeworkCompanydoeshavearesponsibleAlframework

3.

Createaccountability

56%

42%

61%46%

"Mycompany'sleadershipteamisclearlyincentivisedandmeasuredon theirAlcapability"

"Employees'Al

skillsareclearly

measuredand

mycompany"

incentivisedwithin

THEADECCOGROUP

Doesn'thavearesponsibleAlframeworktotal=490;DoeshavearesponsibleAlframeworktotal=1,074;Q7:Towhatextentdoyouagree/disagreewiththe

followingstatementsaboutyourcompany'suseofAl?Agreesummary;Q12:TowhatextentdoyouagreewiththefollowingstatementsabouttheuseofAlinyourcompany'stalentstrategy?Agreesummary.

OrganisationswitharesponsibleframeworkaregettingbetterresultsfromAl

WorkersincompanieswitharesponsibleAlframeworkaremoreadaptableandarebetterthan

workersinotherorganisationsateffectivelyadoptingAltools.Andoverall,leadersincompanieswitharesponsibleAlframeworkarefarmorelikelytosaythatAlhashadapositiveimpactontheirtalentstrategyoverthepastyear.

61%

70%

61%

"Ourworkforceishighlyadaptable”

"TheuseofAlhas

"Wearesatisfiedwithhow

significantlyimprovedour

talentstrategyoverthepast

12months”

ourworkforcehasadaptedto

usingnewAltoolsoverthe

past12months”

Companydoesn'thavearesponsibleAlframeworkCompanydoeshavearesponsibleAlframework

THEADECCOGROUP

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talentstrategy?

Doesn'thavearesponsibleAlframeworktotal=490;DoeshavearesponsibleAlframeworktotal=1,074;Q14:Towhatextentdoyouagreewiththefollowingstatementsaboutyourcompany'stalentstrategy?;Q12:TowhatextentdoyouagreewiththefollowingstatementsabouttheuseofAlinyourcompany's

Recommendations

Create,shareand

adheretoaresponsible

Alframeworkasamatter

ofurgency.Asnextsteps,

committee,company-wide

consideranAlethics

trainingandaforum

forworkersto

voiceconcerns.

Equipleaderswith

Alcapabilitiesthrough

training,knowledge-sharing

andregularcontextual

updates.Measureupskilling

effortsandtiethemto

incentiveprogrammesfor

anaddedboost.

ProvidingAltraining

isabaselineexpectation.

Reviewyourcompany-wide

Altrainingapproach:

poorawareness,

accessibilityandrelevance

couldbeholding

workersback.

THEADECCOGROUP

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3.

Future-ready

organisations

flexinthefaceof

AIdisruption

THEADECCOGROUP

AdeccoAKKODisLHH

Summary

Thesmallsegmentof

future-readyorganisations

identifiedinthisresearch

iscommittedtocreatinga

human-centrictechnology

strategy.Thisgroupisina

adisruptedfuture.

betterpositiontonavigate

Talentinvestment

infuture-ready

organisationsisaligned

withtheneedsof

future-readyworkers.

Thisishelpingthem

tobuildanadaptable

workforce.

Alisnotaside

projectforthese

organisations.They'retaking

decisiveactiontointegrate

techwithintheirtalent

strategyandaresecuring

betterAlandpeople

globalaverage.

outcomesthanthe

Future-readyorganisations:human-centricandadaptableenterpriseswhereAlisnowbusiness-as-usual

Ourresearchhasidentifiedasmallsegment(10%)ofcompaniesthatarerespondingmoreeffectivelytotherealitiesofAlThese

futurereadyorganisationsdemonstrateacommitmenttodevelopingacrossfourcorecriteriathattogetherwillhelpthemtosucceedasdisruptioncontinues.Thesecompaniessharealeadershipmindsetshift,commitmenttoeducationandskills,effectivecareer

mobilityandastructuredapproachtoAlintegration.

Future-readyorganisationsarehuman-centric,tech-enabledandpreparedfordisruption:

1.

2.

Prepareleadersforachangeablefuture

“Weinvestinleadershipdevelopmentandchangemanagementprogramsto

ensureourteamisequippedto

handlefutureindustrychallenges”

Committoworkforceskillsdevelopment

“Wearepilotingorhave

implementedsignificantinitiativestoimproveformalupskilling

opportunities”

3.

Facilitateadaptabilityandcareermobility

“Wearepilotingorhaveimplementedsignificantinitiativestoencourage

internalmobility”

4.

Takeastructuredand

accountableapproachtoAl

"Mycompany'sleadershipteamareclearlymeasuredandincentivisedontheirAIc