‍The Workplace Disruption No One Is Fully Ready For

How we work is being redefined: job responsibilities are changing, careers could be nonlinear, and skills that once guaranteed success are no longer sufficient anymore.

Yet, many of these companies are still trapped in outdated systems whose models were built for a time when jobs were predictable, learning was something scheduled, and change did not happen in a rush.

Brandon Carson, Chief Learning Officer at Docebo, and former CLO at Starbucks, Walmart, and Delta Air Lines, has spent decades inside the world’s biggest companies, leading workforce transformation. He sees a clear problem:

"Companies are still built for scalable efficiency, not scalable learning. AI is accelerating change, but legacy systems—job architectures, procurement models, governance—are holding businesses back from real transformation."

To stay competitive, businesses need to rethink how they learn, adapt, and build skills at scale. So, how do leaders prepare their workforce for what’s next? I sat down with Brandon to talk about the three shifts companies need to make—before it’s too late.

1. Work is More Than Jobs—Focus on Skills and Adaptability

The concept of a "job" is becoming less relevant, but most companies still operate with fixed job architectures and slow-moving workforce strategies that don’t reflect how work gets done today.

"Work hasn’t caught up to an era where employees value autonomy, collaboration, and decision-making. Our structures, procurement models, and job architectures are moving too slowly, creating a disconnect between how work needs to be done and the systems supporting it."

This gap makes companies overly reliant on external hiring instead of reskilling their existing workforce. It also limits employees who want to grow within the organization but don’t see a clear path forward.

How Companies Can Adapt:

• Move from job-based to skill-based workforce models.
• Design roles that evolve based on business needs.
• Build clear pathways for employees to develop and apply new skills.

"Over the next five to ten years, CEOs will focus on two things: productivity and efficiency. AI will be central to achieving both. If a task can be automated, it will be. But companies are not equally investing in upskilling their employees, creating a void where displacement is inevitable."

Teams that prioritize value, skills, and flexibility will find themselves with a workforce ready to change rather than reactive to it. 

2. Learning Needs to Happen in the Flow of Work

Training programs alone won’t keep employees ahead of change. People need access to learning while they work, not just in workshops or online courses.

Many corporate training models are too slow and disconnected from daily tasks. Employees sit through training, but when they go back to work, there’s no system in place to reinforce those skills.

"For HR and corporate learning to remain relevant, they must completely change their operating model. The old way of training—creating courses, rolling out workshops—no longer fits today’s needs. Learning has to be part of the workflow itself."

Instead of pulling employees out of their work to learn, companies should integrate AI-driven facilitative agents that deliver real-time coaching, contextual learning, personalized recommendations, and nudges.

How Companies Can Adapt:

• Use smart systems for real-time learning and coaching.
• Embed training into daily workflows.
• Make L&D a core driver of workforce transformation.

"HR and L&D must play a much bigger role in rearchitecting work. It’s not just about teaching employees how to use new tools—it’s about designing work in a way that integrates AI, automation, and continuous learning."

3. A Human-Centered Workplace Shouldn’t Be a Cover for Headcount Cuts

Every company today claims to be "human-centered." But too often, that just means integrating AI to optimize workflows—while quietly reducing headcount. True human-centered workplaces don’t just automate—they empower. They focus on growth, adaptability, and a culture of learning that keeps people at the center of work, not the sidelines.

"AI must be an enabler of continuous learning, not just a tool for automation."

The best companies aren’t using AI to replace workers; they’re using it to free up human potential. They’re designing workplaces where people can take risks, experiment, and grow—without fear that AI will make them obsolete.

How Companies Can Adapt:

• Build psychological safety so employees can innovate without fear of failure.
• Encourage curiosity and exploration—not just efficiency.
• Hold leaders accountable for talent development, not just performance metrics.

"To integrate human intelligence with AI, companies must create environments where curiosity is rewarded, failure is seen as a learning opportunity, and psychological safety allows employees to take intelligent risks. Leaders must take responsibility for developing talent.”

The strongest companies prioritize learning, adaptability, and innovation as core values—not afterthoughts.

The Bottom Line: Five Things You Can Start Today to Build a Future-Ready Workforce

Brandon’s message is clear: Companies that fail to rethink how they build skills, adapt to change, and integrate AI into work will struggle to compete. But transformation doesn’t happen overnight—it starts with small, intentional steps.

Here’s how you can take action tomorrow:

1. Schedule a 30-Minute Skills Gap Meeting with a Key Stakeholder: Identify the biggest capability gaps in your team and discuss how to address them.
2. Send a “Future Skills” Survey to Your Team and Create a “Skill Swap” Board: Encourage peer learning by mapping existing skills and identifying areas for growth.
3. Audit One Existing Training for Future-Readiness and Block 1 Hour to Redesign It: Look at your current training programs—are they equipping employees for the future or just maintaining the past?
4. Set Up a Pilot AI Learning Tool Demo: Explore how AI-powered learning tools can enhance skills development and workflow efficiency.
5. Find the Expert to Discuss—Like Brandon (Or The BrandonBot!): You don’t have to figure this out alone. Connect with a thought leader or industry expert who can help guide the way.

Brandon Carson’s Role in Workforce Transformation

Brandon has spent decades at the forefront of workforce transformation, helping global companies adapt to rapid change. He sees himself as an orchestrator—connecting strategy, technology, and human potential to build workplaces that evolve, not just react. Beyond his corporate leadership roles, he founded L&D Cares, a nonprofit providing mentorship and career support for HR and talent professionals. His book, L&D's Playbook for the Digital Age, offers a practical roadmap for companies navigating AI-driven change.

"My role is to help organizations navigate the complexity of this shift. Work is both complicated and complex, and leaders must connect these evolving systems with the values and needs of the people doing the work."

About Future Work

The future of work isn’t just something to predict—it’s something to build. I sit down with the thinkers, doers, and disruptors shaping how we work, learn, and lead in this new era.

Who should I talk to next? What challenge should we break down? Message me HERE.