Organizations and professionals must prioritize continuous upskilling and cultivate a culture of adaptability and experimentation to fully leverage AI's potential, according to the research underpinning the Thomson Reuters “2025 Future of Professionals” report
Key insights:
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- Continuous AI upskilling is critical for a competitive advantage — Organizations must mandate and incentivize diverse learning approaches. Indeed, professionals with good AI knowledge are 2.8-times as likely to see organizational benefits.
- Culture of experimentation drives AI success — Organizations that foster experimentation and adaptability see significantly better results. Professionals who feel encouraged to try new ways of working are nearly twice as likely to see tangible benefits from adoption of AI.
- Generational differences require tailored approaches — The research uncovers important generational nuances with Gen Z-aged professionals twice as likely to identify digital literacy gaps among their colleagues while Baby Boomers report lower AI proficiency.
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It is not just the rise of AI that is reshaping the future direction of business. Instead, it is how professionals within organizations adapt and thrive alongside this transformative technology. As Steve Hasker, President & CEO of Thomson Reuters, recently stated in the 2025 Future of Professionals report: “AI will not replace professionals, but AI-powered professionals will.”
Indeed, while AI offers immense potential, it is the human element — including the willingness to learn, adapt, and collaborate — that will determine whether organizations and their professionals realize AI’s full value.
The survey research underpinning this year’s Future of Professionals report reveals insights on the people-related barriers and skill gaps that must be addressed to allow professional services organizations to unlock sustainable innovation and competitive advantage. The report also contains several recommended actions for companies that wish to future-proof their AI-enabled operations.
Here are two of those actions:
Action 1: Mandate and incentivize continuous AI upskilling
Widespread skill gaps in technology and data proficiency have emerged as a critical barrier to realizing the full benefits of AI across professional services, the report showed. In fact, 46% of professionals surveyed report skills gaps within their teams, which include power skills, such as responsiveness and interpersonal communications. In addition, 31% specifically cite deficits in technology and data skills.
These gaps pose significant risks for professionals. As organizations race to adopt AI, those professionals who do not prioritize upskilling risk not only losing their competitive edge but also diminishing the value that they can deliver to clients and stakeholders. Further, while an impressive 96% of professionals say they now have at least a basic awareness of AI capabilities, the majority (71%) still feel unprepared for practical implementation.
In addition, generational differences add further complexity to the upskilling challenge. Gen Z professionals are twice as likely as Baby Boomers to identify insufficient digital literacy among their colleagues, sometimes expressing frustration at their teams’ ability to leverage technology for greater efficiency, the research shows. Interestingly, Gen X-aged individuals, who now comprise nearly half the workforce, demonstrates stronger technological engagement than commonly assumed and participate in AI training at rates that often exceed those of their younger colleagues.
In contrast, Baby Boomers self-report lower AI proficiency and engage less in AI-focused learning, which may be understandable given their advanced career stage, However, that still leaves a gap that organizations cannot afford to ignore. Addressing these generational nuances through tailored upskilling initiatives will be essential for organizations seeking to build truly AI-ready teams and ensure sustainable, long-term growth.
The report underscores that the biggest predictor of AI proficiency is engaging in a variety of learning methods, both on an organizational and individual level. This is why companies need to adopt a variety of learning modalities — including formal training, hands-on experimentation, peer collaboration, and active involvement in AI development — to enable their professionals to learn and adapt in order for the organization to obtain the full return on its investments.
All of these efforts contribute to greater skill acquisition. Indeed, professionals with good or expert AI knowledge are 2.8-times as likely to see organizational benefits from AI than their less proficient peers.
Action 2: Foster a culture of experimentation and permanent mindset shift
Fostering a culture of experimentation and adaptability, along with an accompanying mindset shift is essential for organizations if they seek to unlock the full potential of AI. Despite rapid technological advancements, resistance to change and outdated professional mindsets remain persistent barriers to progress.
The report research reveals that even though a small percentage of respondents specifically cite mindset gaps — such as reluctance to adapt and resistance to change — as major obstacles on their teams, such a disconnect can become a problem. Moreover, there is a growing concern about overreliance on technology with 24% of professionals saying they worry that excessive dependence on AI could limit the development of core professional skills.
The good news is that most professionals are open to new approaches. In fact, 80% report feeling encouraged to try new ways of working; however, this encouragement is not evenly felt across all generations. Gen Z, for example, is less likely than their older counterparts to feel empowered or supported in experimenting with AI and innovative workflows. This highlights the importance of leadership and organizational culture in bridging these generational divides.
Our research also illustrates that fostering a culture that values experimentation and adaptability is proven to deliver results. According to the report, professionals who feel encouraged to explore new ways of working are nearly twice as likely (1.9-times) to see tangible benefits from adoption of AI. This finding underscores the need for organizations to actively promote a growth mindset and provide safe environments for testing new ideas, learning from mistakes, and sharing insights.
In the view of Thomson Reuters: “This new mindset also requires professionals be willing to experiment, learn from their (and others’) mistakes, and continuously adapt to the rapidly evolving AI landscape.” By prioritizing adaptability and an experimental approach, organizations can ensure their workforce not only keeps pace with technological change but also thrives in an AI-enabled future.
The future of work belongs to those organizations that prioritize people as much as technology and to those professionals who aim to improve their tech prowess. By actively closing skill gaps, nurturing a culture of experimentation, and addressing generational needs, businesses can unlock AI’s full potential.
As the 2025 Future of Professionals report emphasizes, AI-enabled professionals will gain a competitive edge by boosting both their personal impact and their organization’s long-term value.
You can download your copy of the 2025 Future of Professionals Report here
