We talk a lot about AI in terms of technology. But in my view, the real challenge — and the real opportunity — is human.
The UK is at an inflection point. AI has huge potential to improve productivity, unlock growth and reshape how we work. But if we don’t invest in the skills to support it, we’ll fall behind.
This isn’t just a policy problem. It’s a leadership problem. And it’s one we need to solve together.
At Workday, our research shows millennial leaders are taking the lead on this. They’re the ones pushing hardest for upskilling and reskilling. They recognise that in a fast-changing environment, experience alone doesn’t cut it. What matters is adaptability, and the ability to keep learning.
But generational momentum isn’t enough. We need alignment across the board.
Each generation in the workforce brings something essential:
●Baby boomers bring decades of experience and strategic depth.
●Gen X leaders often act as the bridge, fluent in both the analogue and digital worlds.
●Millennials and Gen Z drive change, challenge assumptions, and push for better tech adoption.
In my role, I’ve seen what happens when those perspectives come together: you get faster decisions, stronger teams and a culture that’s ready for what’s next.
That needs to start at the top. Leaders of all generations must be clear: reskilling is not optional. It’s a business priority.
And it’s not just about classroom learning. It’s about using tools that give us insight into where skill gaps are emerging, what talent we already have, and how we can redeploy it. That’s where AI can really help.
But here’s the challenge: not everyone feels confident using AI this way.
In our recent research, 34% of millennial leaders said their organisation lacks clarity on how to apply AI to talent challenges. That’s a signal. We need to do more to support practical adoption, and to make sure people aren’t being left behind.
Some workers are understandably cautious. They worry that AI could make their roles obsolete. That’s why inclusive leadership matters more than ever. If we want people to engage in reskilling, they need to feel supported, not replaced.
The measures to enhance AI skills and accelerate access to talent set out in the UK Government’s Modern Industrial Strategy, published earlier this week, such as the new “TechFirst” initiative, are steps in the right direction. Giving students and workers better access to digital and AI skills is critical. But the real impact will come when business leaders make this shift inside their organisations, every day.
The message I give my own team is simple: AI will only take us so far. Our people will take us further.
The truth is, AI isn’t a replacement for human ingenuity — it’s a multiplier. It amplifies our ability to solve problems, innovate, and adapt. But only if we approach it with the right mindset. That means fostering a culture of curiosity, where employees feel empowered to experiment with AI and see it as a tool to enhance their work, not a threat to it.
We also need to rethink how we measure success. It’s not just about productivity gains or cost savings. It’s about creating a workforce that’s resilient, agile, and ready to tackle the challenges of tomorrow. That’s the real promise of AI + people.
As leaders, we have a responsibility to guide this transition. Every decision we make now, from how we train our teams to how we deploy AI, will shape the workforce of tomorrow. And to build the kind of workforce the future demands, we have to build it together.
Daniel Pell is vice president and country manager, UKI, Workday
