AI is here. Investment is surging. Tools are everywhere. But our latest research reveals a stubborn gap: While most companies treat AI upskilling as a strategic priority, very few are actually doing it well.
In our new report, Urgency Without Ownership: The State of AI Upskilling 2025, we drew on insights from more than 6,400 professionals across functions, industries, and regions. One finding stood out: the problem isn’t urgency.
Urgency is universal. Execution isn’t.
Across all levels and functions, people agree that AI fluency matters. 61% call it a top priority. Among decision-makers, that number climbs to 84%. Even individual contributors say it’s critical. The recognition is there.
So what’s the holdup?
No one owns it. Everyone expects it.
Ask six individuals, “Who’s responsible for AI learning?” and you’ll get six different answers. L&D, IT, team leaders, employees, HR – each play a role, but none are clearly accountable. That fragmentation leads to scattered efforts, uneven access, and inconsistent outcomes. There is often activity around AI, but that activity doesn’t equal progress.
Programs exist. Strategies don’t.
Most organizations are doing something. But few have a structured approach. Only 14% report having a robust strategy with clear governance and learning pathways. For everyone else, learning is informal, ad hoc, or still stuck in pilot mode.
L&D is uniquely positioned to lead.
This is a moment of opportunity. L&D sits at the intersection of talent, strategy, and change. The teams that step up – that define ownership, set guardrails, and connect learning to business impact – will play a defining role in how their organizations adapt to AI.
AI will reshape systems and workflows. But the real shift happens in people. Equipping them to adapt is the smartest way to create a real competitive edge.
The full State of AI Upskilling 2025 report is available now. In upcoming posts, we’ll explore key findings in depth: the ownership gap, barriers to maturity, and what “upskilling everyone” really requires.
