There’s a familiar pattern playing out across organisations.
Leaders are investing heavily in AI. The technology is advancing rapidly. The possibilities seem endless. And yet… the results aren’t quite matching the ambition.
That was one of the clearest messages from my recent conversation with Kyle Forrest from Deloitte, discussing their 2026 Human Capital Trends Report. While 78% of executives expect to increase AI spending, many organisations are still struggling to translate that investment into meaningful business and human outcomes.
The issue isn’t the technology. It’s how we’re using it.
Too many organisations are still taking a “tech-first” approach – layering AI into existing workflows, automating tasks, and chasing efficiency gains. But as Kyle highlighted, this approach is falling short. The real shift isn’t about humans plus machines. It’s about humans multiplied by machines – redesigning work so that both can operate together to create exponential value.
And that requires something far more complex than a new tool. It requires rethinking how work actually gets done.
The Adaptability Gap
One of the most striking insights from the report is the growing gap between awareness and action.
Around 85% of leaders say adaptability is critical to future success. Yet only a small minority believe their organisations are truly delivering it.
At the same time, employees are experiencing unprecedented levels of change. A decade ago, workers might have dealt with two major organisational changes a year. But today, that number has risen to as many as fifteen.
The impact is predictable: reduced wellbeing, lower engagement, and a lack of clarity about roles and expectations.
The problem is that most organisations are still treating change as something episodic – a programme to be managed, rather than a constant state to be designed for. As Kyle put it, the future isn’t about managing change. It’s about embedding adaptability into the day-to-day flow of work.
The Hidden Risk: Culture Debt
Alongside technical progress, there’s a quieter issue emerging – what Deloitte calls “culture debt.”
Just as technical debt builds up when systems aren’t maintained, culture debt accumulates when organisations neglect the human impact of transformation.
AI is a perfect example. Many employees don’t fully understand why their organisation is investing in AI, how it will affect their role, or what it means for their future careers. If AI creates more productivity, what happens next? More work? More reward? Fewer roles?
When those questions go unanswered, trust erodes. And once trust is lost, it’s far harder – and more costly – to rebuild.
Faster Decisions, Lower Confidence
There’s also a growing tension around decision-making.
Leaders are increasingly using AI to analyse data and inform decisions, often at speed. But with that speed comes a new challenge: accountability. If an AI-supported decision goes wrong, who is responsible?
In many organisations, there is still no clear answer. And that uncertainty creates risk – not just operationally, but culturally. If employees don’t trust how decisions are being made, engagement and confidence begin to decline.
This isn’t a problem HR can solve alone. It requires a co-ordinated, C-suite-level response, with clear frameworks around risk, responsibility, and governance.
Designing Work – Not Just Automating It
Perhaps the most important takeaway from our conversation is this:
AI should not be used simply to make existing work more efficient. It should be used to redesign work entirely.
That means rethinking roles, workflows, and team structures. It means moving away from rigid functional silos – HR, Finance, IT – towards more fluid, cross-functional ways of working. And it means giving people the space and tools to experiment, learn, and adapt.
Some organisations are already beginning to do this well – creating “digital playgrounds” where employees can explore new tools safely, or using AI coaching to help managers communicate and lead more effectively.
These approaches share a common thread: they put people at the centre of transformation, not at the receiving end of it.
The Future Is Still Human
For all the talk of automation, one message came through clearly:
The future of work is not about replacing humans.
It’s about amplifying what humans do best.
AI can process data, identify patterns, and generate outputs. But it cannot replicate human judgment, creativity, or accountability. It cannot make the intuitive leaps that drive innovation. And it cannot take responsibility when things go wrong.
That remains firmly in human hands.
The Real Opportunity
If 2024 was the year of experimentation, and 2025 the year of pilots, then 2026 may well be the year where we start to see real impact at scale. But only for those organisations that get the balance right.
Those that continue to focus purely on technology will struggle to realise value. Those that invest equally in people – in redesigning work, building trust, and enabling adaptability – will be the ones that move ahead.
Because the future of work isn’t being defined by AI alone.
It’s being defined by how we choose to use it.
You can listen to my full podcast conversation with Kyle here: https://www.hrhappyhour.net/episodes/ai-trust-and-the-human-role-in-the-future-workplace/
or through the image below
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