At the start of every year, we share some trends that we believe will shape the next twelve months of learning and workforce development. This year, it’s hard to ignore those two letters you probably feel like you see a dozen times a day: AI.
But, while the technology continues to evolve at pace, we think the most important development needs for 2026 sit outside of (but adjacent to) the tools themselves…
It’s not about familiarity with tools, it’s about better understanding how we work.
Capability, not technology, will shape the year ahead.
From “What can it do?” to “How does it help?”
For several years now, you’ll have known that a major shift is coming. Then came the explainer sessions, the demonstrations, and the practical training. Now, many people have a working understanding of what AI can do and they’ve probably started factoring it into their day-to-day lives in one way or another.
What needs clarity, from a workforce development perspective, is where it adds genuine value.
That question (i.e. where will this help me, my team, or our organisation?) marks a shift in development need. It requires people to step back from novelty and instead look closely at the reality of their work: the decisions, processes and habits that fill the working day.
Re-examining the everyday
Much of what we do at work is routine. Over time, tasks become automatic, processes become fixed, and “the way we do things” stops being questioned – often because it works well enough!
But identifying opportunities for improvement (with or without new tools) depends on people being able to look at familiar work with fresh eyes. That requires:
- The ability to analyse tasks and workflows
- The confidence to question established practices
- A ‘growth’ mindset of continuous improvement rather than constant reinvention
Critical thinking and problem solving techniques suddenly become invaluable – not as abstract skills, but as practical enablers of better work. In many cases, progress won’t come from adding something new, but from re-looking at what already exists. Continuous improvement as an organisational culture takes time, but starts in the classroom.
Improving when “nothing is broken”
Of course, asking people to scrutinise tasks that are already delivering results can feel like a tough sell, particularly in a workforce that may already be stretched or fatigued by change.
This is where certain areas of leadership capability become pivotal. Motivating teams to engage with improvement when there is no obvious crisis requires leaders who can:
- Explain why reflection and review matter
- Create psychological safety around questioning existing practice
- Frame change as progress, not criticism
- Maintain energy and momentum over time
In our work with organisations, we often see that engaging people in change is actually harder when things are going well. Yet this is precisely the moment when improvement is most achievable. Leaders who can inspire, involve and energise their teams will be critical to turning intention into action.
The human element is the difference
There’s a widespread assumption that as technology becomes more capable, people become less important. We believe the opposite is true and if you work in training or L&D, we imagine you do, too!
When ‘outputs’ like reports or proposals become faster and easier to produce, differentiation no longer comes from whether something can be created, but from how it is shaped, interpreted and applied. That places renewed emphasis on capabilities such as:
- Clear, purposeful communication
- Ethical judgement
- Self-awareness and empathy
- Leading with authenticity and intent
Even when technology is involved, the end result still needs to sound, feel and act like your organisation. Leaders play a crucial role in role-modelling this — showing what “good” looks like and reinforcing the behaviours that make work human, credible and trusted.
Authentic Leadership will be a popular topic this year – one of the reasons it’s the title of our free webinar on the 26th of March, for which you can register now!
What this means for L&D and training in 2026
As a training provider, we expect to see growing demand for development that helps people:
- Think more critically about their work
- Engage positively with (and proactively lead) improvement and change
- Strengthen communication, judgement and authenticity
The organisations that thrive won’t necessarily be the ones that adopt everything first or fastest, but the ones that equip their people to ask the right questions, make good decisions, and bring insight and humanity to everything they do.
To arrange an informal chat about your L&D and training requirements for 2026, including any last-minute requirements before year-end, get in touch now: