Cover Story


E ssentially, here’ s where you are as an individual, as an employee, this is where you need to go to succeed. A nd that enables people to start what I call ‘ bubbling’


with  so that the had a hrid team to start uilding that interface. he new storefront for  is integrated with eerthing else that the organisation is doing. ts not aout s control ut their ailit to inuence. eaking of the roader A


transformation it includes eoles ailit to work with the new tools to do the os that hae changed or will change due to A. hese argual ecoming more comle and intense once A automates some simler tasks. It is also aout maintaining the talent ieline and reenting deskilling due to A. hereer ou look at the eole side of A transformation  has leers to ull.


Robin: That whole change requires a workplace to have at least some sort of vision for two, three years’ time, and I think a lot of organisations, particularly when it comes to the use of AI, are reluctant to place a bet on where things are going.


Egle:e hae to e realistic aout what  leaders cant control.  haent seen  eing the one leading the organisations A strateg. f  doesnt hae a strategic directie from the usiness it doesnt get the udget for tools if it doesnt hae goernance figured out if it doesnt hae the suort in rolling out A tools or workow redesign its a trick lace to e. I dont think that the  leader can e the hero in this contet realisticall. ut what the can do is make a usiness case for A from the erformance ersectie.


I’ve seen a few cases where L&D leaders hae that inuence and access and where usiness leadershi is oen to eing nudged a little it. hat often works is to show leaders the alue that A can add. ntegrating A in a leadershi echange for eamle where leaders could comare and get feedack on decisions in real time. e seen that recentl and that made a huge difference for the leadershi team.


Robin: What do you think is the best thing that AI can do for L&D?


Egle:  like to think aout it as fie distinct oortunities that A offers . . eing more efficient imroing  workows. f used a it more strategicall ou can see that it imroes s agilit. ts not ust aout creating content faster it is aout eing ale to react to the signals from the usiness that were getting faster which is ualitatiel a different use of fast content creation with A.


. sing A for practise which is aout simulations coaching dnamic feedack that hel eole uild real skill and learn on the o. ne of the ig shifts has een that a lot more  teams are now in this ractice territor.


These content and ractice  are the two A uses that la within the eisting aradigm of . The net three are A uses that transform the sstem . AI-owered intelligence real time signals aout skills needs and ehaiour. his gies  the insights to manage skills as a strategic usiness resource.


. Context  A understands what eole are tring to do and roides the suort that the need in their workow.


. Memory  A catures knowledge from conersations from documents and turns it into organisational memor that is discoerale and usale.


hen ou look at the most high erforming organisations with A the hae aours of each of these. f ou can imagine if ou hae some kind of intelligence ou can gie eole isiilit and directionalit. ssentiall heres where ou are as an indiidual as an emloee this is where ou need to go to succeed. And that enales eole to start  what  call  “uling”. If ou hae the right culture in lace once eole know where the are and the hae the direction ou create the motiation to ursue erformance imroements to reach those goals. Once ou hae that ou can use


A for memor which hels cature the uling u the tacit knowledge. t might e what eole share in meetings or in online saces. t might e something that actuall haens in training. here are some rett cool tools where as a facilitator ou can see in real time what is emerging from the conersations across sa  reakout rooms and make that art of organisational memor. ntelligence unlocks it then ou hae memor which captures it. And if ou la our cards right then ou can hae this contet where eole feel emowered to innoate to do their os etter.


> Special Edition | 15


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