Artificial intelligence is not an abstract future capability. It’s here, and it’s already shaping competitiveness, efficiency, and talent needs across industries. Yet Goodman Masson’s latest report on how AI is impacting the workplace reveals that just one in four organisations have a formal AI strategy in place, and nearly half (49%) are still developing policies or are unsure of their position. This lack of preparedness underscores the need for a clear AI readiness framework. That is, a structured approach to bring leadership, people, and processes in line with technology.
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Without such a framework in place, organisations risk being outpaced by competitors who are embedding AI across functions. We’ve put together a six-point plan to help you strengthen AI readiness over the next quarter. It addresses the most pressing barriers identified in our research: internal skill gaps, fragmented communication, cultural resistance, and a lack of leadership alignment.

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Our latest research confirms that the impact of AI on how businesses function will be fundamental, and crucially, it’s already happening at pace. Organisations are piloting AI in finance, legal, HR, marketing, and operational functions, but most are far from full integration.
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Key findings from the report:
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• 23% of organisations have a formal AI strategy.

• 49% are still developing policies or unsure of their position.

• 19% of employers say recruiting for AI skills is a team-level priority.

• Internal skill gaps, lack of cross-functional communication, and cultural resistance are the top barriers to adoption.
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Successful AI transformations are a challenge for systems and processes, and they are a challenge for people at all levels of an organisation. Remarkably, employees are further ahead in the process of integrating AI into their daily work lives, than organisations. For example, McKinsey’s 2025 research shows leaders are 2.5x more likely to say employee readiness is a barrier to AI adoption than leadership alignment, despite employees using AI tools three times more than leaders expect.
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A strong AI readiness framework will help you connect you AI strategy with execution, ensuring technology investment is matched by workforce capability and cultural buy-in.

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Without consensus at the top, AI adoption will stall. Yet only 37% of leaders in our survey are “very aligned” on AI adoption. Alignment means agreeing on AI’s strategic objectives, whether that’s improving decision-making, increasing productivity, or unlocking new revenue streams, and/or communicating these consistently across the business.
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Practical actions to take this quarter:
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• Host an AI leadership workshop to set shared goals.

• Review competitor activity to identify strategic gaps.

• Establish a cross-functional AI steering group with clear decision rights.

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The most frequently cited barrier to adoption in our report is a lack of in-house skills. This is supported by the World Economic Forum whose research found that employers expect 39% of workers’ core skills to change by 2030. To compete, businesses must understand their current capabilities and plan for the future of talent development. Remember: how your business uses artificial intelligence will evolve rapidly, so skills development must be ongoing, not one-off.
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Practical actions to take this quarter:
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• Conduct a skills inventory across departments, mapping existing capabilities to future AI needs.

• Partner with HR to integrate AI skill-building into learning and development plans.

• Pilot short, role-specific AI training to drive early wins and confidence.
  

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Just 24% of organisations currently have a responsible AI framework. A governance model builds trust with employees, customers, and regulators, while mitigating ethical and operational risks. A responsible AI readiness framework also sends a strong market signal that your organisation is managing innovation with people in-mind.

Practical steps this quarter:
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• Draft an ethical AI use policy, covering data security, bias mitigation, and accountability.

• Define ownership for AI oversight. This may sit within compliance, IT, or a dedicated AI governance team.

• Embed the policy into onboarding and refresher training for all employees.
  

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In our survey, fragmented communication was a common obstacle. AI adoption cannot succeed in silos. Success requires input and feedback from multiple functions. Clear, ongoing communication helps demystify how AI will change the business for every employee, not just the tech aware.
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Practical steps this quarter:
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• Establish a shared AI knowledge hub for best practices, case studies, and updates.

• Schedule regular cross-departmental forums to discuss AI opportunities and challenges.

• Use internal communication tools to share successes and quick wins to build momentum.
  

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Despite AI’s growing impact on every function, only 19% of organisations are actively recruiting for AI skills. This is a missed opportunity to embed capability from the outset. The future of talent development in your organisation should include proactive recruitment for AI competencies alongside internal upskilling.
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Practical steps this quarter:
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• Update job descriptions to include relevant AI literacy requirements.

• Partner with talent acquisition teams to build pipelines for AI and data talent.

• Assess existing vendor and contractor relationships for AI expertise you can leverage in the short term.
  

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Resistance to change is a major drag on progress. Employees who understand the benefits of AI and feel supported to understand it, are more likely to adopt it. Culture is the multiplier of your AI readiness framework, without it, even the best strategies will falter.
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Practical steps this quarter:
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• Share clear, role-specific examples of how the businesses uses artificial intelligence to improve work.

• Celebrate early adopters and AI champions internally.

• Address fears around job security openly, emphasising augmentation over replacement.

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Integrating AI will be a continuous transformation. Leaders who build AI capability into workforce planning, leadership development, and recruitment strategies will be better positioned to adapt to shifting markets.
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Over the next 12–18 months, expect the future of talent development to focus increasingly on AI literacy for all roles, not just technical positions. Equally, the conversations around AI will change as the technology changes, expanding human potential, not replacing it.

Goodman Masson’s report, Adapting to Intelligence: How AI is Reshaping Work for Employers and Employees, explores these trends in greater depth. Download the full report to access detailed insights, workforce data, and practical steps to accelerate your AI journey.

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