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Brain Circuits

10 ways AI can support learning and skills resilience (or not) 

Published February 5, 2026 in Brain Circuits • 3 min read

AI can do plenty in terms of learning and skills development – but educators and talent leaders also need to understand what AI tools should not be used for.

10 ways AI support tools should be used

  • Prompt learners with challenging questions that develop skills identified by the World Economic Forum Core Skills 2030 framework
  • Enable feedback on 2030 course skills, such as adaptive leadership
  • Provide scaffolding for human–AI collaboration techniques
  • Encourage metacognitive reflection about core skills development
  • Generate diverse challenges to stimulate original creative thinking
  • Present complex scenarios requiring critical evaluation and improvement
  • Support the iterative development of 2030 course skills
  • Help educators track progress on core and emerging skills
  • Enhance the development of future-relevant competencies
  • Focus learning on skills that humans will need in an AI-integrated world

10 ways they should not be used

  • Provide complete solutions for creative thinking or analytical reasoning tasks
  • Replace human judgment in developing uniquely human capabilities
  • Automate the creative or analytical processes learners need to develop
  • Make learning decisions that bypass the necessary cognitive struggle
  • Create final products that demonstrate creative or analytical thinking
  • Mask limitations when learners need to develop technological literacy
  • Allow learners to bypass developing future-essential human skills
  • Automate assessment of uniquely human capabilities
  • Replace learning experiences that build competitive human advantages
  • Develop capabilities that are better handled by AI systems
 - IMD Business School
Companies that fail to adapt their leadership development programs risk cultivating executives who compete with AI, rather than leveraging it

 

Finding the right balance: the 75/25 principle

Equipping future talent with core cognitive and creative skills means continuing to focus on traditional teaching methods, which should represent 75% of what goes on in the classroom. The 75/25 principle also applies to executive development. Traditional techniques include:

  • Discussions that build critical thinking.
  • Hands-on activities that develop resilience.
  • Peer collaboration that enhances social influence.
  • Independent research that cultivates curiosity and lifelong learning.

AI integration should be used strategically to support future-relevant skills development through:

  • Immediate feedback on specific aspects of creative or analytical work.
  • Scaffolding for developing human-AI collaboration capabilities.
  • Metacognitive exercises that build self-awareness about skills development.
  • Diagnostic tools that identify gaps in core competencies.
  • Practice environments for technological literacy and AI fluency.

Key takeaway

Future leaders need to excel at the intersection of human insight and AI, combining technological fluency with irreplaceable human capabilities such as empathy, creative vision, and authentic influence. Companies that fail to adapt their leadership development programs risk cultivating executives who compete with AI, rather than leveraging it.

Authors

Michael Watkins - IMD Professor

Michael D. Watkins

Professor of Leadership and Organizational Change at IMD

Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.

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