Bold idea: What if CLOs become Chief Skills Officers? 

Most C-suite executives don’t care about learning. When you talk to business leaders, their questions will instead revolve around business strategy, and how learning will help you get there. So even if Chief Learning Officers don’t officially change our titles, we should think of ourselves as Chief Skills Officers, or Chief Upskilling Officers, in charge of strategically building skills that will drive tangible outcomes for the business.

Bold idea: What if companies incentivise their leaders to export their talent?

LinkedIn research shows that only 19% of employees are encouraged by their organisations to explore internal role changes. What is often getting in the way is leaders’ fear of losing their top talent without the ability to backfill. Imagine a future where leaders are considered talent builders and they are rewarded for exporting talent to other departments in their organisation. Imagine a future where not just managers, but executives sponsor and model internal movement themselves. By unlocking doors for our in-house talent, there’s no limit to the innovation that becomes possible for both our employees and our organisations.

Bold idea: What if one-size-fits-all learning disappears?

We’re transitioning from an era of one-size-fits-all learning to one where personalised learning is the norm. This transition propels the shift from traditional courses to dynamic learning resources. Human-driven professional development will focus on self-discovery and inner leadership facets, such as values and purpose, while highlighting the significance of connection. AI will provide real-time guidance, offering insights for tasks like career discussions, strategy development, or marketing campaigns. 

Bold idea: What if everyone has access to AI-driven immersive learning? 

AI-driven immersive learning will bridge the gap between theory and practice, allowing employees to learn concepts and apply them in an immersive, simulated environment.  Some companies have started creating “Experience Learning Worlds” (ELWs), like digital hospitals and cities, that allow learners to explore different industries in a simulated environment. AI will give learners challenges to solve and will give them feedback on how they’re doing, helping them learn new skills and even get certifications and experience. This will change the way employees learn because it allows them to practice technical skills before they actually start working. 

Bold idea: What if we make the first 30 days all about the employee? 

Let’s transform onboarding into a collaborative opportunity for employees, managers, and L&D pros to shape each job’s “mission.” Even individuals with the same title at the same organisation seldom have identical responsibilities. L&D should collaborative with managers to identify employees’ skills, learning preferences, and goals. During onboarding, L&D pros should ask employees and managers: What are the employee’s goals? What skills do you want to build, and how will these skills benefit our business? Then, build learning programmes aligned with these desires. Starting with agreed-upon goals enhances the employee’s engagement and motivation — and helps ensure learning closes skill gaps.

Bold idea: What if instead of moving faster, we choose to stay still?

Counterintuitive as it may seem in our fast-paced, tech-driven world, it would benefit us all to embrace a profound truth: that embracing stillness can be more powerful than keeping pace with the relentless march of technology. This stillness isn’t about idleness, but about creating a mental space where true clarity and innovative ideas can emerge. It’s a necessary respite in the constant noise — a silent rebellion against the myth that to be productive, we must always be in motion. This is the unexpected rhythm of progress in the AI era: the power of pause.