Opinion
The high-risk consequences of underprepared managers
Changing employment rules, rising workplace conflicts and easy access to AI-generated advice are putting managers under growing pressure. Nick McClelland argues that organisations must move beyond compliance-led training and give managers the confidence, judgement and practical conversation skills needed to resolve issues early, fairly and effectively before they escalate further. In 2026, my conversations have been dominated by one theme: manager and leader capability. Not as a general development aspiration, but as a pressing operational and people risk concern. The…
Why businesses need a joined-up approach to risk and compliance
A connected governance, risk and compliance platform can help organisations spot threats earlier, reduce silos and make audits less painful. Prem Chaurasiya explains how bringing risk data, workflows and reporting together can move teams from reactive firefighting towards more proactive, resilient and confident decision-making across the business as risks evolve. Every business, regardless of size or sector, is vulnerable to risk. It can be a vendor that doesn’t deliver, a data breach that surprises everyone or a compliance requirement that…
Beyond the prompt: What L&D teams should consider when implementing AI
L&D teams may be fluent in many AI tools, but true readiness requires more than adoption. Kristin Delgado explains why measuring human factors such as learning agility, critical thinking and reliance on AI can help learning leaders close confidence gaps, target support and guide organisations through digital transformation more effectively. When new challenges require an organisation to rethink existing ways of working, upskill staff, and redesign training, learning and development are promptly called to the rescue. As those responsible for…
Lead with why, not what: The communication mistake every rollout makes
Ben Satchwell argues most capability framework rollouts fail in the first email by leading with what: structures, levels and process. People engage only once they understand why and what it changes for them. Translate organisational rationale into individual relevance, sequence communications purpose first, then mechanics, address appeal and threat honestly. The first communication about a new capability framework almost always leads with the what. Here is the structure. Here are the five capability domains. Here are the four proficiency levels…
Workers need to learn how to question AI, not just how to use it
As AI becomes commonplace at work, employees need more than technical know-how. Gray Mytton explains why workers must question outputs, spot errors and apply human judgement, while developing critical thinking, adaptability and curiosity to navigate changing tasks, emerging roles and increasingly AI-shaped workplaces with confidence and care in future work. Workers need to learn how to question and check AI-generated information rather than simply how to use AI tools, as new figures show AI use is becoming increasingly common across…
The authenticity revolution: Why showing the real you is now a superpower at work
Authentic leadership starts when people stop performing and begin leading as themselves. Claire Brumby argues that L&D must rethink how it develops leaders, creating safer spaces for real questions, unconventional thinking and human insight, while challenging the polished behaviours and careful positioning that can suppress trust, creativity and organisational impact. Think about the leaders who have made the biggest impact on you throughout your career. I’d be willing to bet they weren’t the ones who said and did what was…
AI in Learning 2026: A day built for sensemaking, not just adoption
Slow down, question the hype and reclaim a voice in workplace AI decisions. Julie Drybrough explores why L&D and HR professionals need space to make sense of fast-moving technology, examine its practical and ethical implications, and shape how AI is adopted rather than simply implementing choices made elsewhere for them. How much AI information can any of us actually process before “keeping up” starts to feel like drowning? That was one of the questions that prompted Fiona McBride (Fiona McBride…
Learning that lasts: Belief is the first barrier to building skills
Upskilling spend is soaring, but the skills gap is still yawning. The missing piece is rarely the content… It’s what learners believe about themselves when it gets difficult that counts. When doubt turns challenge into threat, even brilliant design won’t land behaviour change. Amy Brann gets belief working for you. Organisations are investing heavily in upskilling, yet many still struggle to close capability gaps. According to LinkedIn’s 2023 Workplace Learning Report, 93% of organisations are concerned about skills shortages, while…
Mindset under pressure: Making better decisions in a noisy world
Information overload, AI and relentless workplace change are putting decision-making under pressure. Martin Fairn argues that mindset development can help people pause, regain perspective and think more clearly, strengthening resilience, improving judgement and supporting better decisions when demands mount, uncertainty grows and the pace of work becomes difficult to manage. With the possible exception of the agricultural and industrial revolutions, no event in human history has so quickly and irreversibly changed our lives as the birth of our digital world.…
AI is changing work. Is L&D changing fast enough?
Dr Ravinder Tulsiani argues that generative AI demands more than basic tool training. L&D must map AI to real work, build judgement and validation skills, update competency frameworks and measure performance impact. The opportunity is to move beyond content delivery and redesign capability for an increasingly AI-enabled workplace at scale. Generative AI is reshaping how work happens. L&D professionals need to look at what exactly is changing about work and how we should we respond. A major Microsoft Research study…
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