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What steps are you taking to help members of your team adapt their skillsets in response to AI-driven changes?

What steps are you taking to help members of your team adapt their skillsets in response to AI-driven changes?

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Sarah’s Answer

One of the first steps is starting to understand where your team's current familiarity and skill level is at with AI. That will give you a sense of where gaps exist that you can begin building a learning program that develops AI-related skills and knowledge. From there, decide what outcomes you're hoping your team will achieve and determine your timelines and resources. Once I know what my goals are for my team, then I can backwards plan to create benchmarks or stepping stones on the path towards that end goal. Each benchmark will need to have its own learning goals that all support the final outcome/endgoal you'd like your team to achieve. As a best practice, incorporate real-world tasks to motivate and appropriately challenge learners- ask them to come up with a list of repetitive tasks they do during their work week, and help them brainstorm or test out how AI might be helpful in that situation.
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PwC’s Answer

- Set specific coaching goals linked to business outcomes, use 1:1 conversations to gauge AI literacy, prompting skills, data familiarity, and comfort with experimentation and then track coaching outcomes while taking feedbacks

As a member of a team, I am being coached to learn the importance of AI in my specific business segment and adapt my processes to use it for its optimization; leveraging learning sessions and experimenting with AI are crucial for the iterative process of AI adoption.

As I assign tasks to my team members, I give them suggestions on how to incorporate the use of AI. An example is that when we have to write narratives using technical documentation from clients, I would ask them to prompt to AI to help draft a write up that meets the four part test that an IRS agent would have no issues with. It helps the team members cut the drafting time by a good chunk of time. I also tell them to review the content to make sure the bot did not hallucinate.

As I coach pursuits to help them understand the capabilities of ChatGPT and utilizing it for understanding the client needs, the win themes as well as prepping them for orals with tough questions.

Asking how and why they got to their AI solution.

Educating individuals on utilizing tech for adaptive reasoning and reverse engineering problem statements for solutioning, avoiding the "I can't / I don't know how" statements
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PwC’s Answer

I teach the. I show them what good looks like. I explain GPTs capacity constraints, how to make their own GPTs both to automate repeated tasks but also to be smarter about the industry , how Chat GPT defaults to speed as opposed to depths. Which model is used for which purpose. Case in point, I showed my team we can bring static visuals (no matter how beautiful they may be) to life. I showed them how to deliver interactive, clickable, concept / product prototypes executed in HTML as opposed to making a beautiful slide in ppt with boxes or even a png. By the time one would need to think of a budget to staff a team, I delivered a wireframe that works - keeping my team on the loop and asking them to provide their one use cases.

I'm using ChatPwC, Co-Pilot, and other AI systems daily to help drive our processes, comms and overall experience for our client facing events. I'm constantly reminding teammates to use these systems to streamline our processes and make our team more efficient.

I've created an 'upskilling playbook' which includes relevant information, such as AI business rules, AI sharepoint sites, AI ideas etc. in an easy-to-digest manner. Change can be overwhelming and with information coming at us at the pace in which it is, the concept of adopting a new way of working can seem insurmountable. My hope is this internal playbook will reduce some of the hesitation to adopting AI.

In the age of AI, our ability to think critically and challenge the fast answer are getting more and more important. As our team members become increasingly reliant on AI to meet deadlines and answer questions, engaging with them directly also becomes even more critical.
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PwC’s Answer

Embrace AI tools and push team members to leverage them in daily tasks.

Encourage experimenting with different AI use cases within ChatGPT.

Encouraging them to explore how these can enhance their productivity and creativity without fear of failure. Also, I check in regularly to understand challenges, offer guidance, adjust learning plans, and celebrate progress, helping to maintain momentum and confidence.

Encouraging them to take available trainings on new tools and to use the news tools.

I am encouraging team members to share how they use AI and where we can leverage that going forward.

I am leaning in personally to learning and adapting, and leading by example. I'm supporting my team members by encouraging their exploration of opportunities to improve their skillsets.

I am upskilling myself with the tools and sharing knowledge and findings with my teams.

I focus on helping the team understand where AI adds leverage and where human judgment remains critical. Practically, this means encouraging experimentation with AI tools for efficiency (drafting, analysis, research) while reinforcing skills like critical thinking, decision-making, and quality control. I also prioritize continuous learning—sharing resources, creating space to discuss use cases, and normalizing questions or uncertainty. Most importantly, I frame AI as an augmentation, not a replacement, so people feel empowered rather than threatened and can focus on higher-value work.
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PwC’s Answer

Leading with care is a big part of helping others adapt to the changing AI world. AI is growing into newer aspects of life which can be a lot for people to comprehend. I have found bringing a personal human touch to coaching on AI can help members feel more comfortable when approaching AI. Additionally, I have found it useful to share AI use cases and walkthrough the steps of what was done and why. Explaining why certain prompts were used can help others build their own prompts in the future.

Providing examples of how I use AI, creating space for sharing and exploring, making AI a part of our conversations.

Sharing GPTs and demos of how I am using GenAI tools to accelerate delivery.

The challenge is that the AI capabilities available to us are ever evolving and changing. Fortunately, we have a variety of AI trainings we can take advantage of through PwC's resources and opportunities to use AI during every day project work as a practical application. The steps I take to help members of my team adapt their skillsets to AI-driven changes include (1) trying to keep myself up to date on what's possible so that I can guide and recommend trainings and ways to incorporate AI into our work, though recognizing it isn't possible that I will always be the most up to date, so (2) encouraging my teams and coaching them to be self starters in this area by taking trainings, being creative and curious to find new ways to weave AI into the work they are closest to, etc. I coach to #2 by staying close on the ways my teams are using AI and prompting that creativity/curiosity any chance I get in 1:1s and team meetings.

The tools are there, we just need to recognize the application opportunities. For every process, problem or issue, we must first think how can AI help. That is my message to the team. When an AI solution is applied, share how, why and the results.

Use AI as a thought partner and to start brainstorming ideas.

We are all so busy so the biggest help that I can give my team to adapt to AI is not to rush and that they should feel enabled to carve out time to get upskilled. That I fully support them spending x amount of time each day to learn more about AI to be able to incorporate it more and more into our daily lives.

We are forcing our implementation team to embed AI in all of our transformations.
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Niels’s Answer

Change management is key:
- educate your team on AI potential scope,
- demonstrate the AI capabilities,
- explain how it is built and how it integrates in your day job.
- Keep encouraging people to use the tools,
- measure adoption, share success stories, lead by example.
- identify blockers, early adopters and laggards
- proactively coach people who need help
Identify and use tools that guarantee and protect your data and personal information.

Organize sharing sessions, invite employees to submit ideas for automation.
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Sydney H’s Answer

I work on side projects to improve our department's workflow using AI. Once we set up the information and systems, I ask team members to test them and share their thoughts. Their feedback is important because it helps them feel involved in the new processes and ensures the workflow matches their actual needs. Getting everyone on board with changes is often the hardest part, so it's important to keep checking in with them during the transition.
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PwC’s Answer

- Lead by example. Be the first user of AI so you can show your team examples of how we can use AI

- Empower them to spend time learning the technology and thinking of creative ways to employ it

- The biggest thing is to encourage experimentation and knowledge sharing in our everyday jobs. When someone gives me something to review, I ask, did you already put this through ChatGPT to get feedback? When we do a team debrief about how a meeting or project went, I ask, how could we have done this better with the use of AI? We also frequently have each other share how we used AI that day. It’s constant reinforcement to make sure people understand that AI is a key enabler to how we’re going to be working in the future.
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Alex’s Answer

To properly yield AI and gain actual benefits from working with it, avoid thinking about it like a magical and faultless answering machine.
Focus on producing artifacts and understand that you're dealing with a probabilistic generator that "knows / understands / feels" nothing, that is where you the user come in.
Know its limitations so that you may actually know what it's good for and what it isn't.
Another tip is to not fall for the cult of effort, if it makes a repetitive, hard, long task easy - do not be apologetic or conceal the fact you've used AI to complete a task.
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Stephen Henry’s Answer

Start with the problem you want to solve and/or the Job you want done.
Then ask AI (try Google AIStudio or Claude Code (if you have some coding skills).
Or just ask ChatGPT to help you think through how you would solve the problem.
BUT, do not just ask for an answer. Ask it to teach you.
Say you want to learn about <ThatThingThatsBuggingMe>, ask the LLMs (aka ChatGPT, Claude, ...)
"You are an expert in the area of <ThatThingThatsBuggingMe> and also in the Socratic method. Help me think through/learn how to deal with <ThatThingThatsBuggingMe>"

If you don't know what the Socratic method is ask the LLMs ;)
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PwC’s Answer

- Encouraging my teams to keep things simple and not be afraid to fail. We are all learning together.

- I do trailered training for my team of GPTs I have created and teach on tools we have. We have 100% native users in my small group

- I encourage my team to train themselves taking advantage of all the learning materials we have as part of learning and development.
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Jessica’s Answer

Helping team members adapt their skillsets in response to AI-driven changes starts with fostering awareness and curiosity. I encourage ongoing learning through bite-sized resources, peer-led discussions, and scenario-based practice that highlights how AI tools can enhance—not replace—human judgment. We also focus on building transferable skills like critical thinking, adaptability, and digital literacy. Most importantly, I create space for reflection and experimentation so the team feels empowered to explore AI tools and integrate them meaningfully into their work.
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