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Our recent webinar brought together three very different perspectives - transformation, workplace law and workforce capability - to unpack what is actually changing inside organisations right now. Yes, technology is part of the story, but the deeper shifts are human, structural and cultural.
Here are the moments that stood out.
1. The shift from “trying things” to real organisational change
Transformation leader Linda described 2025 as a turning point.
Experimentation is giving way to real operational change - and with that comes a new level of complexity.
As she put it:
“AI is now part of the landscape. Let’s get on with it.”
But “getting on with it” exposes the messy reality of old systems, disconnected processes and operating models that were never designed for today’s pace. Most blockers aren’t technical - they’re organisational.
2. FOBO: Fear of Becoming Obsolete
Gordon introduced a concept that landed immediately: FOBO - Fear of Becoming Obsolete.
It’s not hype-driven fear. It’s the quiet sense that industries, roles and skills are shifting, and people don’t want to be left behind.
Linda said she sees this everywhere:
“If I don’t start to experiment and keep pace, then I risk falling behind the pack.”
This mindset is reshaping how leaders make decisions - sometimes thoughtfully, sometimes reactively.
3. The legal pressures are rising faster than the rules
Employment lawyer Ben Burke described the current moment as a “grey zone” where organisations need to act before legislation catches up.
He highlighted three pressure points:
Workplace monitoring and psychological safety
“Is surveillance appropriate, excessive, and what is its impact on employees?”
Fairness in hiring, progression and redundancy
“Do you know what assumptions your systems make, and how to ensure there’s no discrimination?”
Accountability in decisions
“Employers must prove the basis of decisions… that becomes difficult when platforms are involved.”
His advice was simple: you can use tools, but you cannot outsource responsibility.
4. The workforce impact: roles and skills are shifting everywhere
This is where Helena stepped in.
Boards are now asking questions about the future shape of their workforce - not as a tech discussion, but as a strategic one.
A key insight:
“There is almost no job untouched.”
Not because everything is disappearing - but because the mix of tasks inside roles is reshuffling. Some work becomes less important, some work becomes more important, and new work emerges around coordination, judgement, oversight and relationship-building.
Other notable shifts:
- Entry-level roles are declining in job postings
- Managers will oversee smaller or different-shaped teams
- Organisations must understand “sunset skills” and “rising skills”
- The downstream effects are bigger than most senior leaders expect
The biggest risk Helena sees?
“Decisions made on vibes.”
Some leaders believe change will be instant. Others believe nothing will move. Both are wrong.
5. Preparing your workforce is no longer optional
Helena’s message was clear:
“It’s unreasonable to be surprised in a few years that this thing is coming for your lunch… get yourself ready.”
Preparation now looks like:
- Mapping the work people actually do
- Understanding which skills rise, fall or stay stable
- Offering retraining and internal mobility pathways
- Being transparent so employees don’t rely on rumour or guesswork
- Planning scenarios instead of hoping for certainty
The organisations doing this well are not just focusing on tools - they’re focusing on people.
6. Culture and communication matter more than ever
When asked what CEOs should prioritise, the answers converged:
Linda:
“Create cultures of resilience so people can navigate uncertainty together.”
Helena:
“Have a position. Don’t do it in the dark. Your people aren’t stupid.”
Ben:
“Look creatively at redeployment and re-skilling… obligations will get stricter.”
This isn’t just operational change. It’s cultural change.
7. A fork in the road for organisations
Helena captured it well:
“There will be companies who follow the do-more-with-less pressure… and those who ask what new value they can create.”
Both paths exist. But only one leads to a more capable, resilient and future-ready workforce.
Final thoughts - and a practical next step
Despite all the talk of technology, this conversation isn’t really about tools. It’s about work, people, capability, fairness and readiness.
The organisations that thrive will be the ones willing to re-examine how work gets done, invest in their people and communicate openly about what’s changing.
🎥 Want to explore the full discussion? Watch the complete webinar → REPLAY HERE
If you want a clearer view of how these shifts will play out in your own workforce, our Impact of AI Assessment can help.
It maps real roles, tasks and skills so you can plan ahead with confidence rather than guesswork. It’s a practical first step toward a more future-ready organisation.
Helena Turpin spent 20 years in talent and HR innovation where she solved people-related problems using data and technology. She left corporate life to create GoFIGR where she helps mid-sized organizations to develop and retain their people by connecting employee skills and aspirations to internal opportunities like projects, mentorship and learning.
