by Content Manager | 15 Jun 2026 | Management & Leadership, Project Management
A PMO, or Project Management Office, is the function responsible for structuring project management within an organisation. But beyond this formal role, a PMO always says something about a company. Through its structure, its rhythm, and the reports it produces or fails to produce, it reveals what the organisation is actually capable of doing.
The latest research on project management tells a stable, even stagnant story. Project management in business has become a field of massive investment. Software, certifications, Agile or hybrid methodologies, technical training, project offices: organisations in Switzerland and beyond have never equipped their teams so thoroughly. Yet results have barely improved. The PMO sits at the heart of this paradox. Far more than a reporting mechanism, it has become one of the most telling indicators of an organisation’s true maturity.
More tools, same results
According to the Project Management Institute, the Net Project Success Score measures the gap between successful and failed projects. This score moved from 36 in 2024 to 37 in 2025. A marginal shift. These figures do not describe a sudden crisis — they point to a glass ceiling. Despite the widespread adoption of methodologies, certifications, and tools, overall performance has barely moved. McKinsey reaches a similar conclusion on large-scale transformations: a majority fall short of their objectives, and this rate has remained stable year after year.
Taken in isolation, these indicators are unremarkable. Their cumulative effect is not. At a global scale, billions are invested each year for only partial returns. At the company level, entire quarters of collective work and key strategic trajectories can hinge on one or two critical projects. Every organisation would benefit from asking whether the success rate it currently achieves actually matches its ambitions.
Why the biggest investments don’t always move the needle
Organisations have never had access to so many tools, certifications, and methodologies. Yet results have barely improved. The stagnation points to something simple: the levers organisations invest in most heavily are not always the ones that make the greatest difference.
Tools provide structure, methodologies in turn create frameworks and certifications build professionalism. Even so, project success also depends on elements that are harder to formalise: clarity of roles, quality of decision-making, the ability to act under uncertainty, and a consistent management culture.
The relationship between sponsor, project manager, and team illustrates this well. A sponsor who approves a budget but never arbitrates priorities, leaves the project exposed. A project manager who owns the outcome, but lacks real authority, cannot protect the end result. A team that disengages for lack of a clear mandate, will not deliver. No methodology corrects that dynamic on its own. The real lever lies in clarifying roles, responsibilities and decision-making authority from the start.
No framework makes decisions for you
One intuition persists in the project management world: pick the right methodology, and results will follow. Yet Agile, PMBOK, PRINCE2, and hybrid approaches all share the same limitation — none of them guarantees success on its own. The 2026 Wellingtone survey reports that 41% of projects still run without a clearly defined methodology. A clear framework matters. It is just not enough.
A methodology helps organise work. It does not make decisions for teams, resolve tensions between departments, or replace an absent sponsor.
This is where business acumen becomes critical. The ability to read market dynamics, understand financial stakes, and connect day-to-day decisions to strategic priorities is still rare among project professionals. PMI’s Pulse of the Profession 2025 report found that only 18% of project managers demonstrate a high level of business acumen. Yet organisations spend an average of just 25% of training hours on this dimension, compared to 46% on technical skills.
Teaching someone to use software or build a schedule is valuable. Teaching someone to decide under uncertainty, negotiate with competing stakeholders, or lead organisational change is something else entirely. And it is often that second dimension that determines the real value a project delivers.
Why training alone rarely changes behavior
Project management training often has a blind spot. It treats learning as a knowledge transfer, when it also involves professional habits built up over years. An experienced project manager does not arrive at a training with a blank slate. They bring reflexes, convictions, and ways of working. They have already developed their own approach to managing a difficult sponsor or working around a heavy process. Some of those practices work well. Others quietly limit collective performance. All are deeply rooted.
Chris Argyris and Donald Schön described this gap precisely: what professionals say they do and what they actually do under pressure are often quite different. Someone can fully commit to a new practice in training, then return to the field and revert to old habits without noticing the contradiction. Training produces few lasting effects when it stays disconnected from the real work context.
Malcolm Knowles’s foundational work on andragogy made this structural limit clear. Individual learning without organisational change has a ceiling. The phrase often credited to Peter Drucker — that culture eats strategy for breakfast — applies here just as well to training. If daily culture does not reinforce what people learn, it quietly absorbs and neutralises it.
What a strong project culture actually looks like
A mature project culture does not happen by accident. It creates deliberate space for teams to discuss failures, capture lessons, clarify decisions, and connect project work to strategic priorities. That is where the most durable improvements in project performance come from — not from another tool rollout or certification cycle.
Switzerland: where complexity is the baseline
Switzerland is a particularly revealing context for these dynamics. In a small geographic space, the country combines several linguistic and economic cultures, heavily regulated sectors, and a highly diverse international workforce. A project involving teams in Geneva, Lausanne, Berne, Zurich, Basel, or Lugano crosses real cultural differences. Each region brings its own communication norms, relationships to hierarchy, decision-making rhythms, and expectations.
Several of Switzerland’s flagship sectors — pharma, banking, insurance, medtech, construction, and energy — add a layer of regulatory pressure on top of that. In these environments, methodological rigor is not a comfort; it is built into the job.
This makes the three dimensions discussed throughout this article — clarity of roles, strategic judgment, and project culture — even more consequential. Establishing clear roles is harder when teams operate across multiple decision-making cultures at once. Strategic judgment matters more when organisations must balance local regulatory requirements with international standards. And project culture takes longer to build when it requires bridging standardisation and adaptation at the same time. Organisations that succeed here find a way to hold both: disciplined execution and the capacity to make decisions quickly.
In the end, it always comes back to culture
The PMO reflects less what an organisation claims to want to do than what it has actually become capable of doing. When it primarily serves to produce reports, consolidate dashboards, and check that templates are complete, it becomes a useful but limited administrative function. Visibility is not the same as performance.
A PMO acting as a strategic partner plays a very different role. It helps prioritise projects, align portfolios with business objectives, and move lessons from one project to the next. It does not just ask where a project stands. It asks whether the project still serves the strategy, and whether the organisation is genuinely learning from what it just lived through.
For organisations that want to move beyond stagnating results, adding another training layer or another management tool is not the answer. The shift is to treat project competency development as a long-term investment: grounded in day-to-day reality, backed by leadership, and connected to a real evolution in culture. That may be the defining challenge for project management in the years ahead.
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Frequently Asked Questions
What is a PMO and what role does it play in corporate project management?
The PMO, or Project Management Office, structures project methodologies, consolidates information, and supports project managers across an organisation. Its scope can range from basic administrative coordination to full strategic alignment of project portfolios. In the most mature organisations, the PMO sits between leadership and operational teams. It helps prioritise projects, allocate resources, and share lessons learned across initiatives.
How does project management work in Switzerland?
Project management in Switzerland reflects the country’s linguistic diversity, political decentralisation, and concentration of regulated industries such as pharma, banking, insurance, medtech, construction, and energy. A project spanning teams in Geneva, Lausanne, Berne, Zurich, Basel, or Lugano crosses distinct professional cultures and decision-making styles. Organisations that deliver large projects successfully in Switzerland tend to find a working balance between execution discipline and the ability to adapt.
Do project managers need certifications to get better results?
Certifications such as PMP, PRINCE2, or Agile credentials have real value. They create a shared language and establish a common skills baseline. But they are not sufficient on their own. A certification is a starting point. It needs to be paired with behavioral, relational, and strategic skills: the ability to decide under uncertainty, negotiate competing priorities, read the business context, and guide people through change.
How is project management training different for experienced professionals?
Professionals in project management training are not starting from zero. They bring years of field experience, established habits, and existing ways of handling pressure. Effective learning for adults starts from their real situations: the tensions they face, the decisions they navigate daily. It does not just transmit a method. It helps them examine and shift their own practices within the context they actually work in.
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by Content Manager | 4 May 2026 | Management & Leadership
Maintaining team engagement in 2026 starts with the quality of frontline management
According to Gallup, 70% of how engaged a team is comes down to their manager. In Switzerland, where only 36% of recruiters consider employee retention easy (Michael Page Talent Trends 2025), training and equipping managers has become the single most decisive HR lever available.
Swiss companies are investing in tools, workspace design, and employee perks, and yet their teams’ engagement levels keep falling. This well-documented paradox points to an uncomfortable conclusion: it is not the environment that keeps people. It is their manager.
Why is engagement declining in 2026?
Engagement does not disappear overnight. In fact, it erodes slowly. A meeting without feedback, a decision that goes unexplained, an anxiety that is never named. In 2026, three overlapping dynamics are reinforcing one another.
1. The technological shift
The arrival of generative AI across industries is generating a vague but widespread anxiety that few managers know how to name, let alone address. In Switzerland, 55% of employees already use generative AI tools on a regular basis (Michael Page, 2025), but most do so without any structured training. Employees do not know what AI will change in their roles. And their managers, often just as uncertain, remain silent. That silence is costly.
2. The hybrid work model
Hybrid work has blurred the boundary between professional and personal life. 69% of employees in Switzerland have a hybrid arrangement . That’s 17 percentage points above the European average (Michael Page Talent Trends 2025). On one hand this model delivers real flexibility, but it also amplifies overload and erodes the collective sense of work when management does not adapt accordingly.
3. The generational shift
Millennial and Gen Z employees are not simply looking for a competitive salary. They want to understand where the organisation is going, what is expected of them, and how they will be able to grow. According to the Swiss Association of Commercial Employees (SEC), managerial, interpersonal, and social skills are growing in importance while the need for traditional hierarchical frameworks is declining — a shift that demands a style of management most leaders were never formally taught.
“Employees are asking themselves how their roles will be transformed. But it is difficult, as a manager, to give them a clear directive. They have not yet touched the new reality that awaits them.”
— Carlos Fontelas De Carvalho, President of ADP France, Courrier Cadres, 2025
Who is taking care of manager engagement?
If managers are the primary driver of team engagement, who is looking after managers themselves? Yet, their engagement rate dropped from 30% to 27% in a single year, according to Gallup. Yet no well-being initiative can compensate for a manager who has checked out.
Across Europe, only 13% of employees report being engaged. In Switzerland, this pressure is compounded by an additional reality: according to the Swiss Skills Shortage Index 2025 by Adecco (carried out with the Institute of Sociology at the University of Zurich), the pool of available talent is growing, yet the cost of losing people to disengagement keeps rising.
What does an engaging manager do differently?
The managers who sustain team engagement are not necessarily charismatic. They do not deliver great speeches. What sets them apart is the quality of their presence. A presence rooted in specific, learnable behaviours, not in innate talent. This is precisely what makes it accessible: it can be learned, practised, and also lost if not maintained.
Make work meaningful – consistently
They explain why their team’s work matters, for whom, and in what context. When managers connect the day-to-day work to something larger than a dashboard, it is not empty rhetoric. It is a form of attention that most employees have never truly received, and whose absence they only notice once it is gone.
Practice real feedback
Not the annual review that arrives too late to change anything, but specific, bidirectional, and regular feedback. According to the O.C. Tanner 2024 Global Culture Survey, organisations that actively solicit, use, and acknowledge employee feedback see retention rates jump by over 300% compared to those that don’t.
Build psychological safety
Amy Edmondson, at Harvard Business School, formalised this now well-established concept. A team where people can speak up without fear of judgment engages, innovates, and stays. A team where mistakes are silently punished does not.
Adapt their style
There is no universal management style. What motivates an experienced professional is rarely what drives someone just starting out. The most effective managers know this and adjust accordingly.
Practical approaches that reignite engagement
A word of caution first: there is no magic formula. What works is simple practices, consistently maintained.
- Regular one-on-one meetings. Thirty minutes, every two weeks. Not to review deliverables, but to listen, unblock, and ask: “What is slowing you down right now?” It is such simple question, yet surprisingly rarely asked.
- Specific recognition. Not “good job” : a phrase that no longer means anything, but: “Your Tuesday presentation helped the team visualise the problem differently. That was genuinely useful.” Precision transforms recognition into a meaningful signal.
- Delegation with real autonomy. Assigning genuine responsibility, not disguised micro-management. Deci and Ryan identified autonomy as one of three pillar of intrinsic motivation, alongside competence and belonging. When all three are present, engagement follows naturally.
- Ritualising collective wins. Opening each team meeting with a round of achievements, however small, anchors the group in a positive dynamic rather than a list of problems to solve.
- Training as a signal. Offering training to an employee communicates that they have a future in the organisation. It is one of the most underestimated retention levers available. Yet according to Travail.Suisse (FR), 45.4% of Swiss workers receive little to no encouragement from their employer to pursue continuing education, as stated by the Swiss Federal Statistical Office (FSO).
CHF 4 billion is invested in continuing education in Switzerland every year — yet 45.4% of Swiss workers say they receive insufficient encouragement to train.
→ Source: FSO / Travail.Suisse, 2024
How to train managers in engagement
Training managers to drive engagement works through short, action-oriented programmes that tackle real management situations, not full-day sessions of abstract theory.
The most requested management training topics in 2026 : emotional intelligence, constructive feedback, and change management, reflect a workforce under pressure from constant change. According to MTD Training’s Leadership Trends 2026, emotional intelligence has shifted from a soft skill to “a survival skill” for managers. To this list, Swiss companies add a fourth: hybrid team leadership
A conversation comes up repeatedly in Swiss HR forums. It goes something like this: “We know our managers need training. But we don’t have the time. Or the budget. Or the right tools.”
This trio : time, budget, tools, is real.
But it sometimes masks a more fundamental question: Do we actually believe that management is a skill that can be learned?
The answer, unambiguously, is yes. Indeed, active listening, feedback, change leadership, emotional intelligence. These capabilities can be developed. And they fade if they are not maintained. The Swiss Association of Commercial Employees underscores this in its work on future skills: “The key to employability lies in lifelong learning.” This principle applies as much to managers as to their teams.
What HR leaders across Switzerland are signalling in 2026 is a clear expectation of training providers: short programmes, applicable on Monday morning, grounded in real-world situations. According to the Swiss Skills Shortage Index 2025 by Adecco (in partnership with the University of Zurich), the HR priority is now to “focus training on clear objectives and measurable impact.” In short: not volume. Relevance.
The other dimension not to underestimate: the intergenerational challenge. The wave of baby-boomer retirements is opening up management roles faster than organisations can fill them. Many of today’s most experienced individual contributors will be expected to lead teams within the next few years, without ever having been trained to do so.
The question is no longer whether management training is useful. It is whether organisations can still afford not to invest in it.
“The key to employability lies in lifelong learning. Companies have every interest in investing in the employability of their employees.”
— Swiss Association of Commercial Employees, Future Skills 2025
Are your managers equipped to sustain team engagement in this environment? SwissNova offers management and leadership training designed for the realities of Swiss companies, with a strong presence in Cantons of Geneva, Vaud, and across Suisse Romande.
→ [Talk to us about your team]
by Content Manager | 23 Mar 2026 | Corporate Culture, HR, Management & Leadership
In Switzerland, 74% of employees under 35 prioritise quality of work life over salary (Deloitte, 2023). To retain Gen Y and Z talent, Swiss HR managers and team leaders must move beyond generational stereotypes and build structured intergenerational dialogue, adapted to Switzerland’s unique linguistic and cultural landscape. Intergenerational dialogue in Switzerland has become one of the defining challenges for HR managers in 2025.
Why is intergenerational tension in Swiss companies different from elsewhere?
Expectations that diverge – but for good reason
The generational conversation in Swiss workplaces has never been more complex. On one side, Generation X and Baby Boomers – still well represented in senior positions across Switzerland – value loyalty, stability, and linear careers. On the other, Gen Y (born 1980–1995) and Gen Z (born after 1995) arrive with a fundamentally different set of expectations: purpose over prestige, horizontal authority over hierarchy, flexibility over permanence.
According to Deloitte’s Global Millennial and Gen Z Survey (2023), 74% of under-35s in Switzerland rate quality of work life above salary. This contrasts sharply with older generations for whom job security and hierarchical progression remain top priorities. The gap is not merely behavioural, it reflects a deeper transformation of the psychological contract between employees and organisations.
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Intergenerational dialogue: a structured space where different visions of work – shaped by different life experiences, crises, and values – can be expressed, challenged, and enriched together.
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Rather than reducing this to “they don’t want to commit” or “they don’t understand how the real world works”, it’s essential to explore the roots of this shift. Gen Y and Z were shaped by repeated crises — economic, climatic, and sanitary. They internalised early that stability is no longer guaranteed. Their relationship to work shifted accordingly: it’s not about staying long, but about finding something useful, meaningful, and aligned with their values.
A cultural transformation, not just a style problem
This paradigm shift demands that HR managers and leaders rethink their approaches at a fundamental level — not just adapting tools or correcting individual dysfunctions, but initiating a genuine cultural transformation. One that recognises and values the plurality of expectations and professional trajectories coexisting within the same organisation.
The question for Swiss companies is no longer how to make generations coexist, but how to make fundamentally different worldviews actually talk to each other.
How does Switzerland’s diversity shape the generational challenge?
Three regions, three different conversations
Switzerland is not a uniform country. Its linguistic and cultural mosaic directly shapes workplace dynamics. A University of Lausanne survey (2022) covering several cantons identified marked regional differences in professional expectations among young employees:
- In German-speaking Switzerland (Zurich, Bern, Basel), young employees primarily value autonomy and independent decision-making.
- In French-speaking Switzerland (Geneva, Lausanne, Neuchâtel), transparency, team climate, and recognition come first.
- In Ticino, a more hierarchical expectation prevails, with a clear need for defined roles and responsibilities.
The strategic role of HR in multilingual Switzerland
Rather than imposing a single intergenerational management model, Swiss companies should adapt their practices to the territory and cultural profile of each team. This requires additional effort : mapping expectations, adjusting communication styles, modulating recognition frameworks. But it’s also a remarkable opportunity to enrich company culture and build bridges between realities that often remain siloed.
HR professionals in this context play a pivotal role: observer, facilitator, and multicultural mediator. By understanding the territorial and generational anchors of their employees, they become genuine architects of internal cohesion.
What management practices actually work with Gen Y and Z?
A new conception of the manager’s role
The generational shift in Swiss companies cannot be addressed through “style adjustments” alone. It confronts us with a deeper transformation in the relationship to knowledge, authority, and the collective. If Gen Y and Z are disrupting inherited management frameworks, it’s because they reveal a growing aspiration for work as a space of meaning, development, and genuine contribution.
In this context, training is not a corrective tool — it’s a reflective space. It allows leaders to deconstruct often implicit managerial habits, rooted in cultures of compliance or pure efficiency, and open them to other logics: recognition, experimentation, intergenerational cooperation.
Four practical shifts that make a difference
- Replace annual reviews with continuous, lightweight feedback loops that feel natural — not bureaucratic.
- Create genuine intergenerational dialogue spaces: regular forums, mixed-generation project teams, reverse mentoring.
- Train managers to decode generational behaviours and anticipate misunderstandings — not just tolerate differences.
- Make professional development accessible to everyone, not just high potentials. Gen Z notices — and leaves if excluded.
Rethinking traditional HR tools
This also means interrogating existing tools honestly: Are annual appraisals still relevant? Is feedback a rare formal event or a continuous exchange? Is career development open to all, or reserved for a select few?
Training provides a space for collective reflection — to revisit these mechanisms with fresh eyes and adjust them so they resonate across all generations. The goal is not to erase differences, but to make them productive. Because it’s often in the gap — between rhythms, expectations, and reference points — that the most fertile managerial innovations emerge.
74%
of under-35s in Switzerland prioritise work-life quality over salary
Source: Deloitte Global Gen Z & Millennial Survey, 2023
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+30%
improvement in employee engagement in companies with inclusive intergenerational cultures
Source: PwC Switzerland, Future of People & Organisation, 2022
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How can HR professionals become effective generational mediators?
From administrator to cultural architect
Faced with contrasting generational expectations, HR departments can no longer operate as purely administrative or operational functions. Their role now extends to that of cultural mediator. The challenge is not just meeting the logistical needs of a diverse workforce — it’s creating the conditions for that diversity to produce collective value.
This requires active listening for weak signals: silent disengagement among younger employees, implicit tensions in teams, misunderstandings around communication styles or performance criteria. Generational mediation means decoding these frictions and transforming them into adjustment levers.
Concrete tools for intergenerational dialogue
- Internal satisfaction barometers segmented by generation and region
- Generational focus groups where work representations can be openly discussed
- Reverse feedback mechanisms: where young employees evaluate management practices
- Mixed-generation project teams with explicit facilitation
- Cross-generational mentoring programmes — not just senior-to-junior
According to the Qualinsight Gen Z Study (2024), conducted with over 600 young people in French-speaking Switzerland, younger generations expect personalised recognition, listening spaces, and genuine involvement in decision-making processes. Meeting these expectations doesn’t mean satisfying every demand — it means clarifying the rules of the game and taking on a genuine facilitator-of-meaning role.
What PwC Switzerland’s data shows
Companies that foster inclusive, intergenerational cultures see up to 30% improvement in employee engagement and innovation capacity (PwC Switzerland, Future of People and Organisation, 2022). This figure underscores the strategic impact of generational mediation on organisational performance — it’s not a nice-to-have; it’s a competitive advantage.
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The SwissSkills 2023 report also highlights that Swiss youth aged 17–27 expect concrete, hands-on training aligned with real professional environments. 54% want career guidance that is more closely tied to lived experience (SwissSkills Report, 2023).
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Frequently Asked Questions
What are the main differences between Gen Y and Gen Z in the Swiss workplace?
Gen Y (Millennials, born 1980–1995) seek purpose, transparency, and a work environment aligned with their values. Gen Z (born after 1995) goes further: they expect autonomy by default, direct access to decision-making, and continuous feedback. In Switzerland, these expectations also vary by region — German-speaking cantons prioritise autonomy, while Romandie emphasises team climate and recognition.
Why is intergenerational dialogue especially complex in Switzerland?
Switzerland’s linguistic and cultural diversity adds a layer of complexity that is absent in most countries. The same management model can work in Geneva but generate friction in Zurich or Lugano. Regional expectations around hierarchy, communication, and recognition differ significantly — which means any intergenerational strategy must be contextualised to the local culture.
What concrete steps can HR managers take to improve intergenerational dialogue?
HR managers can start by replacing annual appraisals with continuous feedback loops, creating formal intergenerational dialogue spaces, and training team leaders to decode generational behaviours rather than simply tolerate them. Reverse mentoring — where younger employees coach senior leaders on digital and cultural shifts — is also a high-impact, low-cost lever.
What does the research say about the business impact of intergenerational management?
According to PwC Switzerland (2022), companies that build inclusive, intergenerational cultures report up to 30% improvement in employee engagement and innovation capacity. The Qualinsight Gen Z Study (2024) confirms that younger generations who feel heard and involved in decisions show significantly higher retention rates.
How should Swiss companies adapt their training programmes to Gen Z expectations?
Gen Z learns through experience, not passive knowledge transfer. Training programmes need to shift from content delivery to active experimentation: case studies involving real cross-generational situations, peer dialogue, practical role-play. The SwissSkills 2023 report confirms that 54% of young Swiss professionals want career guidance more closely tied to real-world experience. Programmes that reflect this — like those offered by Swissnova — combine reflective learning with concrete managerial application.
Is intergenerational tension in Swiss companies getting worse?
The gap is not necessarily widening, but it is becoming more visible. Post-COVID flexibility expectations, accelerating digitalisation, and a broader redefinition of work-life priorities have amplified pre-existing differences. The challenge for Swiss organisations is to treat this tension not as a problem to solve, but as a productive resource — a signal that a cultural update is needed.
What is the role of soft skills training in bridging the generational divide?
Soft skills — active listening, constructive feedback, managing disagreement, empathy-based leadership — are precisely the competencies needed to navigate generational complexity. Training that focuses on these skills equips managers not just to understand Gen Y and Z, but to create work environments where every generation can contribute meaningfully. This is the foundation of Swissnova’s approach to intergenerational training in Switzerland.
Building a new social contract of work — together
The cohabitation of generations in Swiss companies is not an equation to solve but a richness to orchestrate. This doesn’t mean erasing differences — it means learning to turn them into active resources.
In Switzerland, where social innovation is rooted in a culture of consensus and shared responsibility, the conditions are in place to transform these challenges into genuine levers of managerial renewal. But this requires thinking at the level of systems: recognition systems, communication frameworks, learning architectures.
What if, rather than trying to integrate the new generations, we treated them as partners in a new social contract of work? A contract that is more horizontal, more flexible — but also more demanding in terms of alignment between stated values and actual practices.
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Want to go further?
Swissnova helps Swiss HR teams and managers build structured intergenerational dialogue — tailored to your region, your culture, and your teams.
→ Discover our Gen Y & Z Management Training
Available in Geneva, Lausanne, Zurich, Bern, Basel, Neuchâtel, Fribourg, Valais
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by Swissnova | 26 May 2025 | Artificial Intelligence, Corporate Culture, Corporate Training, Digital Transformation, Management & Leadership
Artificial intelligence is reshaping business: why training is no longer optional ?
Artificial intelligence is not a technological revolution on the horizon. It is already here, quietly transforming practices, tools, and professions — sometimes before decision-makers have had time to step back. It is disrupting skill hierarchies, redefining the notion of human added value, and reshuffling the cards of leadership.
Yet in most organizations, the response to this transformation remains largely technical. Solutions are implemented. Tools are tested. But the essential is often overlooked: educating, creating a shared culture, offering support.
And this is not just an issue for developers. AI affects marketing, HR, finance, strategy, middle management… Training becomes a condition for operational clarity, organizational agility, and intellectual sovereignty.
The companies that will survive are not those who adopt AI the fastest, but those who truly understand what it changes — and adapt their skills accordingly.
The blind spots of inaction: what is at stake for companies that don’t support their teams?
Adopting AI without training is like giving a Formula 1 car to an untrained driver: you may go fast, but you don’t know where or how to stop.
Here’s what we observe on the ground in companies moving blindly forward:
- Poor use of tools: illusory time savings, loss of control, lack of critical thinking. The tool performs, but the disengaged human delegates without understanding.
- Flawed managerial judgments: trend-driven strategies, over-equipped but under-analyzed decisions. Without a strong framework, even top leadership loses its bearings.
- Ethical deficits: AI replicates data biases. If no one sees them, discriminatory practices are validated.
- Legal and compliance risks: GDPR, confidentiality, algorithmic responsibility… Training is also protection.
- Demotivation and resistance to change: fear replaces understanding. AI becomes a source of tension instead of a driver for transformation.
Training is not a “nice-to-have.” It’s organizational insurance in the face of systemic shock.
What AI training for which profiles? Building a 21st-century business culture
If we agree that training is essential, the next question is: who should be trained, in what, and how?
AI now affects all employees, regardless of hierarchy or function. Beyond professional use, it also shapes our daily lives: how we manage information, relate to work, perceive truth, and navigate digital autonomy. Training in AI also means reinforcing each person’s employability and autonomy in a changing world.
- Executives: strategy and governance
They must understand AI’s impact on business models, value chains, and the role of humans. It’s not about coding — it’s about leading with clarity.
- Managers: use cases and team support
Middle management is key to transformation. They must learn to identify the right tools, create dialogue, and provide reassurance without holding back progress.
- Operational roles: autonomy and frameworks
Tools exist, but without training, usage is often erratic. We need to teach critical skills, ethical reflexes, and concrete best practices.
- Employees from all backgrounds: digital culture and civic literacy
Understanding AI isn’t just about optimizing work. It’s also about talking about it, using it wisely, and integrating it into everyday life. Digital inclusion is a social issue as much as an HR opportunity.
A company ready for AI isn’t one that bought the latest software. It’s an organization where every level understands its role in relation to the machine.
Rather than following the current tech enthusiasm, we must take a step back. The challenge of AI isn’t just technical — it’s about shared understanding, the ability to make sense of complex and ambiguous systems.
It’s no longer enough to follow the movement — we must bring mastery, critical distance, and human responsibility to it.
Artificial intelligence is first and foremost a question of organizational culture, not just a technical decision. It’s not a topic for experts alone, but a cross-cutting, societal, and sustainable challenge.
Training today means building a company that can dialogue with its time — staying an actor, not a spectator, of the transformation.
Training, workshops, coaching, simulations: every company has its own path — but all must begin drawing it. So that technology serves culture, and not the other way around.
Want to start the conversation in your organization? Let’s talk.
