Leaders are discovering that the secret to AI success lies not in replacing people, but in empowering them with the right skills, culture, and mindset. Rather than diminishing the importance of human talent, AI transformation is elevating expertise in ways that the most successful organisations are already capitalising on, according to research examining enterprise AI maturity across 4,473 organisations worldwide.
While technology powers AI systems, humans drive their success. The organisations leading this transformation dubbed “Pacesetters” in the ServiceNow Enterprise AI Maturity Index 2025 are investing heavily in their people and seeing remarkable returns as a result.
Seizing the Talent Opportunity
Organisations around the globe are recognising AI’s immense potential not just for operational efficiency, but for talent development. Some 64% of companies are actively identifying the skills needed to implement their AI strategies, signalling that workforce development is now a priority for many.
Companies are moving beyond simply adopting AI tools to designing environments where people and intelligent systems work together to create better outcomes. Meanwhile, 59% of organisations have established training and support programmes to reskill employees for effective AI use, demonstrating a clear commitment to preparing their workforce for an AI-enabled future.
How Pacesetters Win with People and AI
A select group of high-performing organisations (just 18.2% of respondents) illustrate what is possible when human talent is elevated alongside technology. These Pacesetters have put people at the centre of their AI strategy, and the results are striking. Half report having the right talent mix to execute AI initiatives, compared with 29% of other organisations. Pacesetters also achieve a 58% success rate in improving experiences versus 36% for other organisations, reflecting the tangible impact of a people-first approach.
What sets these leaders apart is not just their adoption of AI tools but their holistic approach to talent development. Some 80% of Pacesetters actively provide training and support to upskill employees. It’s a deliberate investment that is clearly paying dividends. Beyond formal training, they are also cultivating dynamic learning cultures. Some 71% of Pacesetters host AI learning events, compared with 50% of other companies, ensuring that AI fluency is embedded across the organisation rather than siloed within specialist teams.
Cultivating Champions of Change
Successful AI adoption demands more than training—it requires cultural transformation. Pacesetters are building networks of AI champions, with 64% identifying influential advocates compared to 54% of other organisations.
“AI is used for assessing employee skill sets and recommending professional development opportunities.” Insurance Director, UK
By empowering employees to act as advocates, Pacesetters generate organic momentum for transformation. Change spreads through human connections and enthusiasm rather than top-down mandates, embedding AI adoption into the organisation’s culture.
An Investment in Transformation
The talent opportunity is also prompting leading companies to invest strategically in change management. Some 45% of Pacesetters are hiring dedicated change agents to guide their transformation, compared with 36% of other organisations. This reflects the recognition that AI success depends on the careful orchestration of people, processes, and technology.
These change agents serve as bridges between technical possibilities and human potential, ensuring that AI implementations enhance rather than disrupt existing workflows and relationships.
Building Collaborative Ecosystems
Success increasingly comes from creating environments where humans and AI work together seamlessly. 70% of Pacesetters actively drive cross-functional alignment, and 71% empower teams to decide how AI can enhance their work, compared to the 55% seen elsewhere.
Collaboration between people and AI creates the conditions for innovation, preserving human agency. Rather than replacing judgment, AI acts as a force multiplier, unlocking new ways of working and redefining what is possible in the modern workplace.
Skills That Bridge Technology and Business
The research highlights that successful AI transformation depends on a diverse spectrum of human capabilities. Pacesetters, in particular, are investing in roles such as AI configurators, data scientists, experience developers, and machine learning engineers.
However, the greatest value comes from skills that bridge technological insight and business strategy, enabling businesses to create meaningful outcomes for both customers and employees. In doing so, companies are not just building teams, they are shaping the future of work, opening pathways for career growth and innovation across every level.
Cultivating a Culture of Innovation
The research shows that 61% of organisations are working to foster cultures of trust by enabling teams to recommend AI solutions for everyday workplace problems. Marking a significant step in empowering employees to drive change from the ground up.
Another 58% are empowering teams to make decisions about AI solutions for their functional business needs, creating an environment where employees feel ownership over their AI journey rather than being passive recipients of technological change.
The Human Multiplier Effect
As AI becomes more sophisticated, human expertise becomes more valuable, not less. The most successful organisations understand that AI amplifies human capabilities rather than replacing them.
“To realise the full power of AI, think of it as a spectrum from incremental outcomes through exponential results. Companies must adopt all three levels of AI and embed them within a platform that can take action in pursuit of defined goals”
Chris Bedi, Chief Customer Officer and Enterprise AI Advisor at ServiceNow
Organisations that embrace this human-AI partnership are unlocking new opportunities for innovation, efficiency, and growth. They are creating workplaces where technology serves human potential instead of constraining it.