Organisations don’t move forward unless their people do – and much of that hinges on leadership readiness

In today’s business environment, AI is not just changing what we do – it’s transforming how we do it. The relentless pace of innovation, disruption, and shifting market expectations means companies can no longer rely on static structures or generic training programmes. Instead, they must invite structured disruption into their boardrooms and teams – creating the conditions for the same innovation and agility the market now demands.

A recent OpenAI/NBER study shows that by mid-2025, only ~27% of ChatGPT messages were work-related, down significantly from launch. Yet nearly 80% of usage was focused on practical guidance, information-seeking, and writing tasks – not programming.

This gap signals a missed opportunity. Employees are already comfortable using AI for everyday problem-solving, but organisations aren’t fully enabling them to apply those skills at work. Without clear norms, training, and frameworks, personal use will continue to outpace professional adoption.

For leaders, the takeaway is clear: AI is not just a technical tool. It is already reshaping communication, collaboration, and decision-making. Leadership development must now focus on integrating AI into these core human activities – turning individual experimentation into collective productivity.

But what’s the barrier?

While intention and investment may be there – and while companies are often quick to adopt the latest tools – it’s often the culture required to embrace and sustain innovation where many fall short. 

In fact, McKinsey’s long-standing research on digital transformation also shows that 70% of transformations fail, largely due to cultural resistance, lack of leadership alignment, and poor change management — not because of insufficient tech or capital. “The transformation journey can be difficult, and well-intentioned efforts often get derailed or fall by the wayside before they even get off the ground,” explains Jon Garcia, a senior partner and a leader in McKinsey’s Transformation Practice.

Furthermore, Deloitte’s 2025 Global Human Capital Trends report highlights a critical disconnect: while leaders agree that learning and development is the talent process most in need of reinvention due to AI-related disruption, it’s also the area where many report making the least progress.

From this, three recurring barriers emerge:

1. Outdated, one-size-fits-all programmes
   Deloitte found that many organisations recognise L&D programmes must evolve under AI, but still rely on static curricula that don’t reflect shifting strategies or market realities. This leaves leaders underprepared for disruption.

2. Lack of integration with real work
   The report notes that while organisations aspire to build worker capacity for creativity, reflection, and deeper thinking, most admit they’re making the least progress in these areas. This gap shows that much of what is learned remains abstract, unconnected to daily work.

3. Weak follow-through and accountability
   Deloitte also observes that managers spend disproportionate time on administration rather than developing their people, leaving little structure to embed or measure leadership growth. Without accountability or follow-up, new ideas often fade back at the office.

Where does Learning Expeditions fit in?

With over two decades of experience in talent recruitment and executive development across Asia and beyond, Learning Expeditions has designed programmes that don’t just inspire leaders in the moment but embed change that lasts. Our approach combines:

• Immersive Exposure across the world – curated visits, roundtables, and innovation labs that give leaders a window into how industries and markets are transforming in real time. 

• Shared Reflection – facilitated sessions that translate those external insights into actionable takeaways for the organisation’s unique context.

• Activation – a structured 30/60/90-day follow-through process, ensuring commitments become experiments, experiments become practice, and practice becomes culture.

This model echoes what Deloitte’s report highlights: leaders who create space for imagination, deep thinking, and personal growth are: 

• 1.8 times more likely to report better financial results.

• 1.4 times more likely to say they are creating broad value for customers, community, and society.

• 1.6 times more likely to say they provide workers with meaningful work.

In other words, structured disruption doesn’t just open leaders up — it delivers measurable outcomes for both people and business.

We’ve already seen this in action through discussions with leading organisations worldwide. For example, one expedition design for a global luxury retailer focused on future consumer trends in Asia, combining curated visits with digital-native startups in Seoul and immersive cultural workshops. Another, was a global tech firm, centred on AI literacy in leadership, with a four-day immersion in Silicon Valley followed by a rapid rollout sprint in Asia. These cases show not only the level of customisation Learning Expedition ensures but also how expeditions can be directly aligned with strategic priorities like AI adoption, market expansion, and leadership agility.

In a business era defined by AI, disruption, and constant change, standing still is not an option. Expeditions move leaders from intention to activation — from ideas to outcomes. With that, if your organisation is ready to move beyond generic leadership programmes and activate real, meaninful cultural and business transformation, we’d love to design an expedition with you. 

Let’s explore where structured disruption can take your leaders — and where it can take your company.