What Does an AI Learning Pathway Look Like? Part 6

AI Landscapes: Redefining Commerce, Careers, and Communities - Article 6 of 8

Exploring AI

With a group of employees from selected roles, we begin by building a shared understanding of AI and creating a “lab” of practical use cases. We explore the developments that made AI possible in its current form, along with its capabilities and limitations.

Where possible, we select examples from the participants’ industry so the opportunities feel relevant and concrete. These give employees a starting point for discussing how AI might apply to their own work.

Futurecasting Mindset.

Next, we assess participants’ readiness for change. How are they feeling about AI? What concerns do they have, and what possibilities are they beginning to see?

This part of the experience draws on the change management principles discussed in Part 5 while introducing data about how participants’ roles operate today. Where are the pain points and opportunities? What skills does the work require, and how might those evolve?

Connecting mindset with actual work activities helps employees explore change in terms they understand.

Discover Your Human Superpowers‍

This module reinforces a point we feel strongly about: the future of work is human.

Our community-level workforce studies have highlighted the value employers and employees place on “soft” skills. As technology changes how tasks are performed, capabilities such as communication, collaboration, and judgment remain central to how people contribute.

We go through principles of human-centered design and continue the exploration of AI use cases.

Create Your Own Use Case‍

We bring it all together in a culminating series where participants apply what they’ve learned to futurecast their role and determine an appropriate use case for the technology. What could change about the work? Which activities could be automated, assisted, or accelerated? What would employees do with the capacity that it creates?

We then assess how the skills required for the future role may differ from those needed today. That gives us a basis for developing personalized learning paths to help participants move from where they are to where the role is going.

Bring Learning and Change Together

There’s no “right” way to undertake this learning and development effort—many paths could take you there. But we feel this wrapped educational experience provides a good structure and leverages change management principles to help move your organization to the next level.

We’d love your feedback – what did we miss? What’s happening in your organization?

In Part 7, we shift from preparing the workforce to reimagining operating models, exploring how a clearer picture of customer profitability can help uncover opportunities for AI-driven change.

Thanks for reading. Let’s talk AI implementation. Send me a note at wade@batonglobal.com.

About Wade Britt‍

Wade Hampton Britt, IV is a partner and the Managing Director at Bâton Global. He has lived and worked in a dozen countries in the global express and edtech sectors before joining Bâton Global in 2016. Wade is passionate about helping clients and their communities navigate the AI disruption better than previous technological changes.

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My sincere thanks go to Dr. Lynn Burks and Giovanni Duarte, who provided the intellectual capital for the definition and organization of these modules!