For over a decade, my work has focused on one core idea: AI will only serve society well when the next generation is equipped not just to use it, but to question it, improve it, and use it ethically. Building a responsible AI future requires embedding education, ethics, and inclusion into every layer of national AI strategy – because tomorrow’s innovators are already here.

Inclusion as infrastructure

AI is often described as a tool for efficiency or productivity, but at its heart, it reflects human values. The data we use, the assumptions we make, and the people we include (or exclude) determine whether technology strengthens or fractures our society.

At Teens in AI, we run programmes for 12–18-year-olds in over 100 countries. In 2024, 80% came from diverse ethnic backgrounds, 69% attended state schools and 57% identified as girls. These numbers show the diversity of voices shaping future-facing AI.

In the UK, women make up just 22% of the AI workforce and people from minority ethnic backgrounds only 15% of tech roles.

As we come to the end of 2025 and move into 2026, a key part of our strategy is to ‘teach the teachers’. We provide educators with ready-to-use materials and resources so they can introduce AI concepts confidently, even without prior experience. By equipping teachers as facilitators and learners, we help schools embed AI literacy sustainably, ensuring understanding spreads far beyond any single programme.

Behind every AI use case is a decision: Who builds it, whose assumptions shape it, whose voices are absent. When we start AI literacy early, we embed ethical reasoning, critical thinking, empathy and inclusion into the design process – and that matters for fairness, accountability and social trust.

Why Governments must rethink AI Education

Governments worldwide are grappling with how to build AI capacity responsibly. In the UK, the Department for Science, Innovation and Technology has acknowledged that addressing the AI skills gap is critical to meeting the ambitions set out in the National AI Strategy. Yet progress remains uneven, with most initiatives focusing on adult reskilling or postgraduate study rather than early education. This risks leaving a generation behind.

The World Economic Forum’s Future of Jobs Report 2025 warns that 85 million jobs may be displaced globally, while 97 million new roles will emerge – demanding creativity, ethics, and digital fluency developed long before university

I regularly contribute to government discussions on AI education policy. Most recently, at the UKAI Roundtable at Parliament, I joined policymakers to emphasise the urgent need to equip young people with the knowledge and confidence to thrive in an AI-driven world. There was a shared understanding that to future-proof our economy, we must start with schools – but this requires long-term investment and collaboration across government, industry, and civil society.

On 5 November 2025, the UK Government published its response to the Curriculum and Assessment Review: Building a World-Class Curriculum for All – a long-awaited step towards embedding AI literacy and digital competence across the national curriculum. The response signals an important shift in recognising that AI is not just a technology issue but an education one. I welcome this direction. It’s been a long time coming.

For years, many in education and technology have called for a curriculum that keeps pace with social and technological change. The Review’s emphasis on AI, digital literacy, and critical thinking reflects a growing consensus that early AI education is essential not only for future employability but for civic understanding and ethical reasoning. As these recommendations move from policy to practice, collaboration between government, educators, and social innovators will be vital to ensure that every young person benefits from this shift.

For the past decade, we have shown how equipping young people early with ethical and practical understanding of tech and AI can inspire innovation and social good. The government’s commitment to creating an agile curriculum and embedding technology across all subjects aligns closely with what we see daily in classrooms worldwide: when young people understand AI’s real-world context, they develop curiosity, empathy and confidence to lead responsibly in the future workforce.

The UK Government’s White Paper on AI Regulation proposes a pro-innovation model, where regulators apply five principles: Safety, Accountability, Transparency, Fairness, and Contestability. While legislation is not yet fully in place, this framework underscores why early education in AI literacy and ethics matters. Globally, frameworks such as UNESCO’s AI Competency Guidelines for Schools are setting a new benchmark for how countries embed AI understanding into national curricula.

If AI is to serve the people, not just profit, we must reimagine what progress looks like. For governments, this means treating AI literacy as a civic skill – as essential as reading or numeracy – and ensuring every young person, regardless of background, has the chance to participate.

What the Private Sector can do differently

The private sector has a unique opportunity to drive social impact while addressing its own talent shortages. The UK AI Opportunity Action Plan highlights that demand for AI skills far outpaces supply, with 60% of businesses citing recruitment as their biggest barrier to AI adoption.

This year’s wave of layoffs reveals a short-sighted pattern. As organisations replace junior roles with AI systems, they may gain short-term productivity but lose long-term capacity to grow human expertise. Every algorithm trained today still depends on people who can ask better questions tomorrow. Forward-thinking companies recognise that sustaining innovation means investing in young minds, not eliminating them.

This is where partnership matters. We collaborate with global organisations including Sage, Capgemini and Red Hat to strengthen AI education while advancing social good. Together, we co-design real-world challenges that equip young people with the skills, ethics and confidence to build responsible AI solutions. For our partners, this is not philanthropy – it is strategic investment in a diverse, future-ready workforce that reflects the values and needs of a fairer digital economy.

When organisations share mentorship and technical expertise, young people learn not just how to build with AI, but why to build responsibly. In turn, businesses gain imaginative, ethical, and globally aware insights from the next generation.

Education as the foundation for responsible AI

AI will continue to evolve faster than most institutions can regulate it. The only scalable safeguard is education – for students, teachers, parents, policymakers, and employers. We must move from ‘awareness’ to ‘agency’.

That is why our focus is not just on teaching coding. We integrate the United Nations Sustainable Development Goals into every programme, fostering a culture of ethical inquiry and social responsibility. When young people understand bias, fairness and sustainability, they carry these principles into every innovation they create. Our alumni now lead university projects, apprenticeships and careers in AI ethics, data science and policy – proof that early investment builds lifelong impact.

The choices we make today about who gets to learn, create and lead with AI will define the values that underpin our future. As we look ahead to 2026, our ambition is to make AI literacy as universal as literacy itself – accessible across subjects, languages and cultures. If we want technology that reflects the best of humanity, we must invest in the people who will build it. The time to act is now – not when the gap has already widened, but while we still have the chance to shape it together.

Read More Workforce & AI Skills

The post Who gets to shape the future of AI? Building the foundations for a fair future appeared first on Digital Leaders.

The post Business analysis: powering transformation across government appeared first on Digital Leaders.

Principles first

Unilink has been investigating the use of AI for over two years and we have always been guided by an ethical and transparent framework. How does the AI make decisions? What biases exist and how are they countered? AI cannot be considered for serious areas such as criminal justice without this framework. Even then, we view AI not as a replacement for professional judgment but as a mechanism to enhance it. Every AI-enabled product we develop must be explainable and auditable, and meet the normal business standards of GDPR, ISO 27001, Cyber Essentials Plus and Ministry of Justice digital service guidelines.

We design our systems to make the reasoning behind AI-generated outputs clear and traceable, ensuring human oversight remains active throughout. The operation of AI is logged to maintain accountability and security is built in at every level through multi-factor authentication, role-based access controls and encryption of sensitive data both in transit and at rest. Crucially, human involvement continues to guide all significant decisions, keeping professional judgment at the centre.

Real-world impact

Our partnership with Professor Theo Damoulas at the University of Warwick is central to our ethical AI strategy. This collaboration focuses on developing explainable models trained on large-scale justice system data. These models are designed to uncover behavioural signals that could indicate risk, inconsistency and opportunities for intervention, all while ensuring transparency and accountability in how insights are generated and used.

Our work includes rehabilitation and risk modelling and detecting behavioural trends. For example, if an individual begins disengaging from support programmes, the system could raise a flag for early intervention. Conversely, consistent positive behaviour could be recognised to inform decisions about incentives or progression.

Embedding AI internally

AI is not only transforming our products, it is changing how we operate internally. Our development teams report productivity improvements of over 30% using tools that support coding, documentation and testing. Other departments, including HR and business development, are using AI to process applications and produce content more efficiently.

To encourage adoption, we have introduced an internal framework that recognises and rewards AI proficiency. Staff are supported to build confidence with new tools, and those leading the way are designated as AI Champions to help others upskill.

Supporting, not replacing, people

We are clear that AI is a support layer, not a substitute for people. In justice, decisions carry serious consequences, and the human element is irreplaceable. Our goal is to provide staff with better tools that help them focus on what matters most, which is supporting individuals, ensuring safety and improving outcomes.

Where resistance arises, we treat it as an opportunity to listen. Not everyone is comfortable with rapid change, so we provide clear explanations of how the technology works and where the guardrails are. Over time, this builds trust and increases confidence. Today, all Unilink staff use AI, and we are proud of the adoption achieved. As a company that depends on innovation, AI is vital to our future.

Shared responsibility and progress

Justice has often lagged behind other public services in adopting modern technology, but we now have the opportunity to lead with intention. Ethical AI is not about gaining a competitive advantage but about building systems that reflect the values of fairness and accountability.

If you are working in justice and exploring how AI can improve decision-making or service delivery, we would welcome collaboration. By working together, we can ensure that justice technology remains not only effective but also principled.

Read More Bias &Ethics

The post Designing ethical AI for public good appeared first on Digital Leaders.

• Marketing and attraction: clients want to use data-driven insights to craft campaigns that resonate with diverse candidate pools and optimise job placements.
• Assessment and selection: there’s interest in intelligent screening, psychometric tools, and skills-based matching. While there’s understandable nervousness—especially with stories of bias in big tech—public sector organisations are keen to deploy these tools responsibly.
• Onboarding: automating workflows and paperwork helps new hires integrate seamlessly. AI can also support faster security clearances, reducing time-to-hire and administrative burden without compromising compliance.
• Application Tracking Systems (ATS): everyone has a love-hate relationship with their ATS. Enhancing these platforms with natural language processing and AI workflows can improve both candidate and recruiter experiences.
• Candidate communication: generative AI is being used to power chatbots and communication tools, keeping candidates informed and engaged throughout the process.

• Lack of in-house expertise.
• Policy, governance and accountability.
• Over-reliance on suppliers.
• Difficulty interpreting AI outputs.
• Weak integration with legal obligations.

• Faster screening of applications.
• Predictive insights.
• Reduced human bias (when properly monitored).
• Workforce modernisation.

• What is the business problem or opportunity I’m looking to address with AI?
• Where is the data hosted?
• Who has access to it?

In summary:

• AI is streamlining recruitment in the public sector, from targeted marketing to automated onboarding and candidate communication.
• Adoption is rising amid resource pressures, but concerns around bias, governance, and integration remain.
• Responsible use is critical, requiring ethical alignment, strong oversight, and collaboration between suppliers and departments.

The post Artificial Intelligence in recruitment: a front-row seat to transformation appeared first on Digital Leaders.

The House of Lords consist of a diverse group of experts with a lifetime of experience. Normally that means Peers are well placed to have detailed opinions on the legislation being discussed. With AI, it is different. I have noticed that when it comes to discussing AI in the upper chambe,r the number prepared to rise to their feet and express an opinion is very limited. A small group of regular speakers. 

This small core of experts between them have contributed a great deal to the debates, but it is not an area where the wider house on all sides has participated and debate of these important pieces of legislation has been far more limited and poorer as a result.

The obvious reason for this, we believe, is not a lack of interest, but rather a lack of knowledge with only a few AI Experts sitting in the Lords. Not surprising perhaps given the average age of Peers is 70 and particularly, given AI in the mainstream has only been with us since October 2022.

We clearly have a challenge then in the Upper Chamber. As AI becomes embedded in the fabric of daily life and institutional decision-making, we have a lack of knowledge in a key decision making part of our UK legislation process. It should be important that Peers and their advisor understand both the transformative potential of AI and the challenges it presents.

Therefore, if there is a definite gap in the upper chambers knowledge at a crucial time for AI legislation, how do we fix this?

It is not, I believe, a case of teaching Peers to use ChatGPT, but rather we need to help them understand and be able to think about the fundamentals of AI.  

This is why I applaud that the Digital Policy Alliance, with funding from Digital Leaders and in collaboration with leading industry experts, is starting a regular programme teaching Peers called, “AI Essentials for UK Policymakers”.

It’s a comprehensive programme designed specifically for Peers and their support staff. The series offers an accessible exploration of the AI landscape, providing them with the understanding needed to make informed decisions that will impact the UK’s digital future.

Led by Lord Ranger of Northholt and DPA Research Director Professor Alan Brown, The Digital Policy Alliance is running a carefully structured “in the room” teach-in and awareness programme that explores the critical dimensions of AI adoption: technology, economics, governance, and ethics.

Including speakers from industry, civil society and academia and supported by the Digital Policy Alliance’s network of digital policy specialists, these sessions will hopefully equip those Peers who take part, with the knowledge and insights necessary to actively participate with confidence in the chamber and committees set the task of developing effective legislation that harnesses AI’s benefits while mitigating its risks. 

Each session builds upon previous events, creating a comprehensive understanding of how AI can benefit all UK citizens, residents, and businesses while maintaining the nation’s competitive edge. 

So what are the calls to action here?

If you are a Peer or advisor to a Peer please get in touch with me or the DPA and we can get you on this important journey which begins on 4th September 2025.

Equally, if you are an expert in AI or closely involved in a key area of this legislation, please reach out to me and let’s explore how you can be part of upskilling Peers. 

Do you agree with me? Would you like to get involved? Please drop me a DM on LinkedIn and I can introduce you to the right people at Digitalpolicyalliance.org to have a conversation.

Read More Bias &Ethics

The post Understanding AI: How the House of Lords can engage. appeared first on Digital Leaders.

The Challenge: too many systems, too little time

Vicky and the digital team at Medway Council shared their journey from a tangled mess of sticky notes, outdated systems, and disconnected workflows to a streamlined, scalable digital setup using Jadu Connect. It wasn’t just about upgrading technology; it was about rethinking how services are designed and delivered.

Like many local authorities, Medway Council grappled with legacy customer relationship management systems (CRMs), disjointed workflows, and a lack of time. With 29 service areas and 72 different workflows, service delivery had become unmanageable and tiresome for both staff and residents, as they attempted to maintain a legacy system while building new forms, which split their focus. Internal customer service officers faced frustration from duplicate reports and mis-assigned cases, while residents were often left confused, faced with unnecessarily complex processes that were difficult to navigate to complete simple tasks.

The foundation: designing for people and process

What impressed me most was how Medway embedded core service design principles into their transformation work, specifically the “5 Ps”: people, processes, policies, platforms, and performance.

Key activities, such as problem reporting, desk-based triage, on-site investigation, and outcome updates, were found to be common across many services. Recognising these patterns allowed the council to reuse workflows they had already built rather than build from scratch for each case, saving significant time.

The breakthrough: smarter tools, familiar processes

Introducing Jadu Connect proved to be a game-changer for the council. With the ability to reuse and adapt workflows, staff could build services swiftly while maintaining quality and consistency. By using familiar interfaces across a centralised system, teams were able to streamline processes, reduce the need for extensive retraining, and make changes with confidence.

The visibility offered by Jadu Connect made it easy for teams to refine processes, respond to feedback from internal staff and residents, and deliver outcomes more efficiently.

From complexity to clarity

One of the highlights of the session for me was seeing the contrast between Medway’s old digital journeys and what they’ve built now. Vicky highlighted the contrast between the digital service journeys since redesigning them via Jadu Connect.

Before the redesign, the experience was plagued by:

• Duplicate reports
• Incorrectly assigned tasks
• Frustration for both officers and residents
• Confusing user experiences with long journeys that were difficult to navigate

After the redesign, the journey now features:

• Seamless, innovative and intuitive digital services
• Clear purpose and expectations of services
• Streamlined steps to complete tasks
• No more dead ends
• Accessible and inclusive by design
• Fast, easy access to human support
• Transparent decision-making that builds resident satisfaction

These improvements were underpinned by service design patterns that could be applied across all departments at the Council, reducing duplication and increasing public trust.

Scalable, adaptable and human-centred

What really stood out to me was how Medway’s transformation wasn’t just technical – it was cultural. Internal teams are now empowered to own and manage their services within a common framework, and services can be scaled, updated, and improved without disrupting operations.

By aligning around shared goals and putting user needs first, Medway demonstrated that real change is possible, even in complex systems and tight timelines. By having all active stakeholders involved in the process, Medway were able to identify and eliminate 75% of manual tasks, triage and duplication resolution carried out by officers. The data shows them what still isn’t working, and they can therefore see where continuous improvements are required.

Looking ahead

This session was more than a case study; it was a clear demonstration of what’s possible when service design is taken seriously. Medway has laid strong foundations, and with tools like Jadu Connect in place, they’re well positioned to keep evolving.

Seeing the live demo and hearing about the outcomes gave me a lot to think about. It’s encouraging to know that real change is achievable, even in complex environments and under tight timelines, when you centre the work around people, process, and purpose.

Read More Cloud

The post From sticky notes to seamless services: What I learned about Medway Council’s digital transformation appeared first on Digital Leaders.

Artificial intelligence (AI) holds immense potential to support disabled jobseekers in overcoming barriers to employment, yet its implementation remains disproportionately focused on macro-level policymaking rather than individual-level interventions. This paradoxical approach risks deepening the employment gap for disabled individuals, as systemic improvements fail to translate into tangible support for applicants during recruitment processes.

AI in shaping disability employment policy

At the macro level, AI demonstrates extraordinary capabilities in refining policies. For instance, tools like “Humphrey” assist in consultations where vast amounts of feedback pour in when governments consider disability employment strategies. Humphrey can swiftly sort through millions of comments, distinguishing critical insights such as “reasonable adjustments” recommendations from suggestions on tax incentives, and identifying emerging trends to help policymakers act promptly. Similarly, AI contributes to high-level meetings where ministers and civil servants discuss strategies to reduce the persistent 30-point employment rate gap between disabled and non-disabled people. In these settings, AI delivers real-time digests, summarising ideas with cross-party support, highlighting recommended metrics, and pinpointing potential bottlenecks flagged by analysts. These applications illustrate AI’s ability to drive policy change effectively.

Missed opportunities in individual-level AI support

Unfortunately, this powerful technology often stalls when addressing the needs of disabled jobseekers directly. For candidates who self-identify as disabled, interactions with the recruitment system remain largely impersonal and underwhelming. For example, after submitting an application, disabled applicants often receive generic feedback—if any at all. There is currently no system in place to generate even a basic summary of why an applicant fell short during the selection stage or specific guidance on improving their interview performance. This lack of personalised feedback leaves individuals to navigate employment processes without meaningful support, undermining their ability to succeed and grow.

The disability confident scheme: Ideals vs. reality

The UK’s Disability Confident scheme aims to go beyond mere non-discrimination by actively promoting the inclusion and success of disabled candidates. Among its promises are guarantees of interviews for any disabled applicant meeting minimum criteria, offering reasonable adjustments throughout recruitment, and providing constructive feedback to help candidates focus on areas for improvement. Yet, the lived reality often diverges from these commitments, with many disabled jobseekers left lacking the guidance and resources needed to thrive in competitive employment environments.

Bridging the gap with AI

To truly level the playing field, AI must be integrated not only into policymaking but also into recruitment systems at the individual level. Imagine an AI-powered assistant that generates personalised feedback for each disabled applicant, outlining specific reasons for rejection and actionable steps to enhance future applications. Furthermore, AI could enable recruiters to deliver tailored recommendations for reasonable adjustments, ensuring all candidates can perform at their best. With such tools, AI would no longer be limited to shaping policies from a distance but could become a transformative force in empowering disabled jobseekers directly.

Conclusion

Leveraging AI to support disabled individuals during recruitment is essential to close the employment gap and fulfil promises like those of the Disability Confident scheme. By addressing gaps in individual-level interventions, AI has the potential to reshape the lived experiences of disabled jobseekers, ensuring that technology serves as a bridge to inclusion rather than a barrier.
We already have that capability in 2025, so why, on earth, can’t we use AI to help individual disabled applicants by summarising feedback, coaching on application weaknesses, or even suggesting reasonable adjustments in interview processes?
Because right now, all too ironically, we’re are heading to a situation where we are using AI to refine policies about disability employment, while leaving disabled applicants, say neurodivergent, non traditional, or “you’re not typical” candidates, to fend for themselves. That has the perverse effect of widening the very employment gap we claim to want to close.

The post Using AI to empower disabled jobseekers appeared first on Digital Leaders.

Many companies have rushed to invest in an AI solution for fear of missing out, unsure why they need it and how, when and where they plan to use it. Often, they haven’t trained their employees or set up any processes for using AI, leaving the gates open to security threats and employees producing off-brand, generic, and poor-quality products that will be detrimental to their reputation and brand.

Back to basics

AI’s powers are undoubtedly mind-blowing, but without a strategy and understanding of your objectives, the technology won’t be utilised fully, and the benefits will go undiscovered. This is the same when investing in any technology. If you don’t know what problems you want to solve and what your objectives are, it is unlikely to be a success. 

The Why

Any business that wants to implement AI or another transformative technology needs to investigate why it wants it. AI is the latest disruptive technology everyone is talking about, but too many businesses are deploying it because they don’t want to miss out. This is not a race; if you don’t know why you want it or how you will use it, then it is a waste of investment. Without a strategy, it could also have the reverse effect and be detrimental to your brand.

The technology market has exploded, and it can be challenging for businesses to understand what technology they need and why, and which vendor to buy it from. By working with a technology consultant, they will help you identify and solve problems with AI and other technologies, joining up the dots between business needs and technology. 

Have a Plan

For AI to be a success and deliver, it is critical to invest the time in understanding why you need it and to explore the following:

1. What do you want to improve? 
2. Why do you want to improve it?
3. How are you planning to improve?
4. Where do you want to be?

By exploring these areas, you can devise an AI strategy, setting measurable objectives and a success criterion so you can evaluate as you go on, ensuring you are succeeding. Incorporating AI or any transformative technology into your business is an evolutionary journey. It takes time to learn what works and what doesn’t, and time for employees to get used to the technology.   

Levelling up the Why

Asking why provides the detail you need to transform your customer experience or streamline processes, or produce content using AI.

Getting the best out of AI is about taking a creative approach, applying critical thinking and getting beyond the surface. The good news is that humans excel in these skills and machines don’t! This level of thinking is like an investigator drumming up theories before searching for clues. You can’t seek out clues if you don’t know why and what you are looking for.

Take the time to go to the next level of thinking, understanding the what’s and whys, and drilling down, asking detailed questions to get the answers. An AI solution can analyse your customer database in seconds, unearthing trends and patterns that reveal problems you didn’t know existed or providing detailed information on the ones you did. By diving into the details, you understand issues more deeply and can construct relevant solutions to fix them.

Think of AI as a treasure chest. It’s all there, but you must find it. How you find the treasure and what you will do with it is up to you. A technology consultant is advisable to help you with this process. 

The same applies with AI prompts. The more detail and better you craft it, the more you will get out of it to help you. What it returns will ignite an idea for you to go back and ask another prompt, and so forth, until you are happy with what you have got. 

Deconstructing AI

Digital transformation can be overwhelming, but it is essential to understand that it can be broken down into manageable areas, so you don’t need to do everything all at once. By breaking it down into steps, you can delve into the details and test the solution with a proof of concept to explore what you want to disregard and develop, helping you move forward.

A technology consultant can guide you on this journey and ensure that your systems and existing technology are integrated seamlessly.

You will need to test and train your solutions and your employees. Fear stems from the unknown and the new. Employees should be involved from the start of introducing AI into the business. Encourage them to share the challenges they face daily and make suggestions on improvements that could be made. This way, everyone understands why the AI solution will benefit them, lessening the fear that AI will replace them. 

Lessons in AI

A complete training programme should be implemented so everyone understands how AI fits into the process, enabling them to work smarter and know when and where to use it. AI literacy is essential for its success, your safety and security, and your reputation and should be combined with training programmes, resources and support.  TechUK reported that 97% of HR leaders said their organisations offered AI training, but a mere 39% of employees received it. 

 AI has and will change how we work, and new skills are required for the modern workplace, such as AI prompting, particularly for content generation. Prompt engineering should be precise with plenty of detail, defining tone, audience, context and examples of what is good. Like anything, you get what you put into it. Ensure you invest in the time and expertise to skill up your employees. 

Gartner predicts that 80% of all creative roles will need to integrate generative AI into their work processes over the next few years. So, skilling up and setting guidelines and guardrails is essential to protect your brand. Asana reported that only 13% of organisations have developed and shared AI guidelines with their employees. 

Guidelines and guardrails also protect companies’ data, ensuring they meet compliance and regulations, and the data is secure. By putting these in place, you enforce what they use in AI and what they can’t, therefore not exposing sensitive and confidential data to the likes of ChatGPT and other large language models.

Generative AI enables people to produce content in seconds. However, caution must be applied so employees don’t have free rein to churn out generic content that compromises your tone of voice and quality, which could potentially damage your brand.  Devise a process so AI-generated content is proofed to check your tone of voice, key messages, fact checking, screening for bias and transparency, and to add the human touch. This will stop employees from having free rein using AI and the danger of sounding generic and losing your voice, which can harm your brand.

The Power of Humans

Soft skills, such as critical thinking, creativity, problem-solving, and empathy, are becoming increasingly important in the workplace today. A recent report from Microsoft revealed that 48% of employees said AI has increased the need for skills such as problem-solving (39%), critical thinking (385%), and analytical thinking (37%) as the most crucial.

 AI can streamline processes and analyse data in seconds, but it does not have human experience, nuance, emotional intelligence, or the ability to connect and form relationships.  This is why AI cannot replace humans, but when AI and humans work together, that is a powerful force.

Employees who understand the why, when and where of AI will become AI fluent, using their abilities to work with AI to speed up and streamline processes. By following the guidelines and guardrails, they can use their judgment and editing skills to ensure content is on brand and original. 

Shadow IT & Cyber Security

Employees who download AI apps for work that the company does not authorise are known as ‘shadow IT’ putting the company at risk from cyber-attacks which are increasing by the day. It use to about “bring your own device’ and now it is ‘bring your own AI assistant’ Instructing what AI apps can and can’t be used will reduce your risk of cybercrime and protect your network.  

AI has escalated cyber-crime, but it can also combat it by detecting anomalies in real-time on your network. Often resolving issues before they even arise.

Reducing the Fear

AI is not new; it has been around for a long time, but over the past two years, it has accelerated into the different ways we can use it in our personal and work lives. The word AI makes employees nervous because they think it going to replace their jobs. CEOs and senior management are anxious because they know they need it but are not sure why. IT Directors, CIOs etc are nervous because they are scared it may fail and put their jobs on the line.

But by embracing the ‘why’ and devising a strategy, the people mentioned should feel more confident as risks are mitigated. No one likes change, even if it’s for the better. Learning how to use technology and new ways of working takes time, but the benefits and ROI are worth it.

Why Not?

The time to invest in AI is now, but remember it is not a race and it is advisable to invest in your time to devise a strategy, set objectives and a success criteria. Discover why you need it and what problems you want to solve and by working through this methodology you will set yourself up for success. When you reap the benefits of an improved customer experience, streamlining process, saving time and increasing productivity. The only question you will be asking is – why didn’t we do this sooner? 

Read More Workforce & AI Skills

The post The Why in the AI appeared first on Digital Leaders.

Large and traditional organisations are waking up to the importance of adapting their delivery practices to remain competitive. However, adopting wholesale Agile methods isn’t always feasible, especially when managing change across a large organisation.

We’ve compiled four simple techniques that accelerate and improve delivery practices. These methods will help you to embrace modern ways of working without undergoing a full-scale transformation–enhancing efficiency and increasing customer satisfaction.

1. Treat your colleagues as customers

Use internal colleagues as ‘customers’ to solicit feedback, creating natural pressure for faster, iterative delivery of products and services aligned with user needs.

Why does it work?

This approach creates a safe environment to demonstrate the value of rapid feedback and iterative development, enhancing product quality and accelerating delivery cycles.

A leading UK travel brand worked with us to modernise their digital guest experience. Using insights from 70+ interviews with their colleagues, we helped them to improve their app user experience, increasing revenue.

Put it into action:

• Identify internal colleagues who use your products/services
• Create simple feedback mechanisms to gather insights
• Share feedback with delivery teams and stakeholders
• Use this feedback to justify shorter delivery cycles

2. Replace traditional status meetings

Transform traditional status meetings with engaging demonstrations that highlight the business value delivered, focusing on tangible outcomes and achievements.

Why does it work?

This technique satisfies executives’ need for strategic alignment by linking project outcomes to business goals, encouraging teams to demonstrate tangible progress, and building a culture of transparency.

HEINEKEN worked with us to drive profitability through a new deal modelling platform. We highlighted the direct impact of the platform on business profitability through interactive workshops, demonstrating alignment with strategic goals.

Put it into action:

• Convert regular project updates into live demonstrations
• Frame progress in the context of strategic goals
• Show functional products or features rather than presentations
• Celebrate tangible business outcomes, and encourage stakeholder engagement

3. Show progress in real time

Swap traditional project reporting with dynamic, real-time visualisations of key business metrics using a live dashboard. This will give stakeholders immediate insights into project performance and its impact on your overall business.

Why does it work?

Live dashboards help to drive behaviour change by making delivery performance visible in terms that executives understand, enhancing efficiency and promoting data-driven decision-making.

We provided EVRi with real-time insights into user behaviour to help them test a value hypothesis, enabling data-driven decision making around a new AI-powered chatbot.

Put it into action:

• Replace monthly PowerPoint updates with live dashboards displaying critical business metrics
• Track blockers and their business impact instead of traditional status reports
• Visualise trends in delivery speed and outcomes to identify improvement areas
• Link delivery metrics to strategic objectives and KPIs

4. Cultivate cross-team collaboration

To identify bottlenecks and inefficiencies, map out processes that span multiple teams. This will allow you to easily pinpoint areas where delays occur.

Why does it work?

This technique resonates with traditional organisations that are familiar with bottlenecks and efficiency, enhancing productivity and aligning efforts with strategic goals.

We partnered with Shawbrook Bank to build a high-performing, streamlined team that reduced development costs and shortened end-to-end business processing time by 97.32%, from 112 days to 3.

Put it into action:

• Map how work transitions between teams in business terms
• Make handover points and delays visible
• Identify where business value gets stuck
• Enable teams to spot and solve coordination problems independently

Start accelerating your digital delivery

These simple techniques build on familiar concepts and allow organisations to evolve at their own pace. This fosters a culture engaged in continuous improvement and sustainable, impactful products or services.

At AND Digital, we work with major organisations such as Jaguar Land Rover, Sky and Lloyds Banking Group to deliver transformation, at pace. From unlocking the power of data and AI to building digital products that your customers will love, we partner with you to achieve your ambitions and establish a digital-first culture that lasts.

Originally posted here

Read More Collaboration

The post 4 simple ways to accelerate digital delivery appeared first on Digital Leaders.

We believe this shift is about reimagining the entire talent lifecycle, from nursery to boardroom. That’s why, when asked to contribute to techUK’s spotlight on the UK’s AI ecosystem, I brought together colleagues from across disciplines to co-create our collective view. What emerged was clear: technical skills for the future are vital, but they’re not enough for an AI world.

AI isn’t the future. It’s here — and accelerating.

“The rapid adoption and rate of change is phenomenal,” said David Wilson, a technical consultant. “When I first started exploring AI, I thought AGI was 20 years away. Now I think it could be five.”

This acceleration is already transforming job markets. The World Economic Forum’s Future of Jobs Report 2025 shows the most in-demand skills are not technical or literacy. Analytical thinking, creative thinking, resilience, and curiosity top the list. These are not ’nice-to-haves’ — they are critical for navigating an AI-infused economy.

As AI continues to evolve and take on more tasks, the role of human input is shifting. In this new landscape, meaning and purpose are becoming the key motivators- especially for younger generations, who may be asking “What’s the point?”. AI can feel like just another obstacle, but those who are grounded in a strong sense of why will be the ones who adapt, thrive and find their place.

Creativity and STEM

One of the most thought-provoking tensions that emerged in our workshop was between investing in creativity versus technical STEM proficiency. Some argued, reasonably, that AI development demands strong foundations in maths, data science, and engineering. As one colleague put it, “In a tight fiscal environment, prioritising vocational STEM training offers more immediate return.”

But others challenged that view. “We don’t need more professional artists,” said Joanna Finlay, Consulting Manager, “but we do need kids to do music, dance, art — because it makes their brains more agile and imaginative.”

I agree. These creative capacities are what AI can’t (yet) replicate — but exactly what we need to design the ethical, intuitive, and inclusive tech of the future.

Consulting Manager Mark Henderson captured this perfectly:

“An AI-ready workforce might actually be 80% AI. So the human 20%? That better be exceptional. It had better be creative, ethical, and curious — or we’ll just be dominated by the tools we’ve built.”

Collectively we explored a future that isn’t STEM or arts — maybe it’s Createch: the fusion of creativity and technology. As Charles Landry, a leading international authority on the use of imagination and creativity in urban change, says, “Distinctions between ‘cultural’, ‘creative’ and ‘digital’ enterprises are fast eroding.” This interplay must start early — and it must be deliberate.

Start young. Upskill wide. Embed learning for life.

Our collective view is simple: we need to start early, learn differently, and adapt constantly.

“AI should be taught at primary school,” said Jonathan Cave, Consulting Manager. “It’s as important now as maths and english.” Fellow Consulting Manager, Selina Satchell agreed: “There’s a chunk of development before primary school — nursery even — where kids are already engaging with AI-powered tools.”

But education alone won’t bridge the gap. We must rethink learning across the workforce. That means:

• Accessible reskilling now for those at risk of being left behind.
• Just-in-time training to keep pace with evolving tools.
• Critical thinking and ethical reasoning as core competencies.

We also need to govern AI learning itself. “Who decides what’s fact in an AI-generated world, and what should be taught?” asked Jonathan. “It raises important questions about how we teach truth, trust, and technology in the age of AI.”

Our call to action: Invest in humans as well as the tech.  

AI is already changing the way we work and live. To stay ahead, the UK must invest in people — not just technology.

Here’s what we need to do:

• Start early with AI education, creativity and STEM, making sure children learn how to use and understand AI from the start.
• Help businesses give all workers access to just-in-time on-the-job learning, so no one gets left behind.
• Make AI learning part of everyday life, not just something you do at the start of your career.
• Teach people to think critically about AI, so they can use it wisely and ask the right questions.
• Create a holistic approach to education, including preparing society for the impacts of AI, and not just the skills in isolation.

The AI era demands more than technical know-how. It demands human ingenuity. Let’s build a workforce that’s technically confident, creatively alive, and critically prepared for what’s next.

Read More Workforce & AI Skills

The post Building the future-ready workforce: AI fluency is the New Literacy appeared first on Digital Leaders.