11/11/2025
Back to all articles
Over the past few weeks, I've been reflecting on the Financial Times' latest Special Report on Upskilling and what it means for how we, at Morgan Philips, help organizations build and retain the talent they need to thrive. The six articles in this report span the science of learning, generational shifts, AI's role in development, and the acceleration of technological change. Together, they paint a picture of a workplace in profound transformation, one that directly shapes how we advise our clients on executive recruitment in Belgium, leadership development, and interim management solutions.
Let me share what stood out to me, and why I believe these insights matter for every organization striving to stay competitive in this new landscape.
Learning by Doing: Why Real-World Experience Outperforms Traditional Training
One of the most encouraging findings in the FT report is the validation of experiential learning as fundamentally more effective than traditional classroom-based training. Neuroscience confirms what many experienced leaders already sense: knowledge sticks when people practice it in real conditions, with real stakes, real feedback, and real consequences.
This finding directly informs how we approach executive search at Morgan Philips. When we place a CFO, COO, or head of compliance in a new role, we're not just filling a position. We're engineering an intensive, real-world learning experience. The most successful placements are those where the new executive is immediately confronted with complex, challenging decisions that force them to learn, adapt, and grow. Crucially, this is precisely why our interim management practice has become such a powerful capability: interim leaders bring proven experience, but they also become coaches, mentors, and catalysts for organizational learning while solving immediate business challenges.
The data backs this up powerfully. Organizations that embed learning into daily work through stretch assignments, cross-functional projects, and real-world problem-solving report retention rates up to five times higher than those relying on traditional training programs. For our clients in financial services in Belgium, this has profound implications: the talent you retain is often the talent you challenge and develop in real time.
At Morgan Philips, we increasingly advise our clients not just to hire for technical fit, but to deliberately create learning-rich roles that develop the next generation of leaders. Whether through targeted interim placements that expose high-potential talent to C-suite dynamics, or executive searches that prioritize growth-minded candidates over perfect-fit résumés, we're helping shift the paradigm from "hire and manage" to "hire and develop."
AI in Leadership: A Tool to Empower, Not Replace
The second article addresses something I'm hearing constantly from clients: anxiety about AI. The FT report cuts through the noise with a pragmatic insight: the professionals and organizations that will thrive are those that approach AI with both openness and critical judgment.
What does this mean practically? It means an executive in 2025 cannot afford to be AI-illiterate. But equally, they cannot afford to be naive about AI's limitations, its biases, its blind spots, and the ethical dilemmas it creates. The future leader must be able to ask smart questions of AI-generated analyses, recognize where human judgment remains irreplaceable, and preserve strategic decision-making authority even as routine tasks are automated.
In our executive search practice, we're seeing this reflected in job specifications across sectors. Technical AI fluency is no longer differentiating, it also table stakes. What distinguishes top candidates is their ability to think critically about AI's role in their business, to manage the cultural and organizational implications of AI adoption, and to lead their teams through the transition with both confidence and humility.
For interim executives, this competency is equally critical. When we place an interim Chief Digital Officer or interim Head of Transformation, we're deploying someone who can help organizations navigate AI integration without losing sight of human capability, ethical responsibility, and sustainable change management.
Read more: AI and Social Media: Redifining the Rules of Marketing Leadership
Beyond Age: How Experienced Professionals Are Redefining Performance
I found the third article particularly compelling, both for what it says about our clients and for what it means for our own industry.
For decades, we in executive search have played with age and experience as proxies for capability. Five years in this role. A decade of sector experience. Forty years of banking background. And while experience certainly counts, the FT report highlights something we're increasingly seeing in practice: healthy, motivated professionals aged 55 and above often outperform their younger counterparts in complex, judgment-intensive roles. Their processing of nuanced problems, their emotional intelligence, their institutional knowledge, and their calm under pressure are assets that simply cannot be taught quickly.
Yet ageism persists, not always as explicit bias, but as assumption baked into job specifications, interview processes, and succession planning. We're working hard to challenge this at Morgan Philips. When we advise a board on CEO succession or a CFO search, we push back against the notion that "we need someone hungry, someone young, someone who'll be here for 20 years." Instead, we ask: "What does this organization actually need to succeed in the next three to five years? Who has the skills, judgment, and capability to deliver that?"
The answer, more often than not, includes recruiting C-Suite Executives who are experienced professionals who may be working part-time, seeking meaningful work over maximum compensation, or looking for portfolios of roles rather than a single career arc. This is where interim management in Belgium becomes so valuable: it's a bridge between "permanent retirement" and "never slowing down," and it's where proven, experienced professionals find roles that leverage their expertise while respecting their life priorities.
IM;
Gen Z and the Redefinition of Leadership: From Titles to Purpose
The article on developing Gen Z into management material speaks to a challenge I've seen in nearly every conversation with our financial services clients. Gen Z doesn't want titles. They want impact, purpose, and autonomy. They expect their employers to be ethically sound, inclusive, and committed to their wellbeing. And they're far less willing to pay dues in order to eventually lead.
This creates both a challenge and an opportunity for the organizations we serve.
The challenge is obvious: many traditional leadership pipelines assume a linear career arc where you prove yourself in junior roles, gradually accumulate seniority, and eventually lead. Gen Z finds this model archaic and often soul-crushing. The result? Talented people leave, feeling underutilized or misaligned with organizational purpose.
The opportunity, though, is more interesting. Organizations that really understand generational workforce dynamics and redesign their leadership development to emphasize early impact, cross-functional exposure, and values alignment are dramatically outcompeting those that don't. They're moving people laterally rather than vertically, creating meaningful challenges for early-career talent, and using reverse mentoring to drive mutual growth between generations.
At Morgan Philips, we're increasingly helping clients rethink succession planning through this lens. Rather than asking "Who will inherit this role?", we're asking "How do we create an ecosystem where emerging talent can make an immediate, visible impact while developing the judgment needed for greater responsibility?" This sometimes means promoting someone who hasn't "waited their turn." It means creating portfolio roles where high-potential people lead multiple initiatives simultaneously. It means pairing ambitious early-career leaders with experienced interim executives who can coach while solving business problems.
AI Tutors: Scaling Development, Democratizing Coaching
The article on AI tutors in workplace learning deserves special attention because it speaks to something that's been a persistent bottleneck in organizational development: access to quality coaching and personalized learning.
For decades, executive coaching has been a luxury reserved for C-suite talent. AI tutors are beginning to democratize this. Employees at all levels can now access on-demand, personalized learning, skills diagnostics, and coaching that adapts to their progress. Bank of America's deployment across contact centers is instructive: staff accessed AI-driven interactive learning 1.8 million times in a single year, practicing complex scenarios and building confidence in a low-stakes environment.
Here's what intrigues me most: employees often feel less inhibited practicing with AI than with human coaches. There's no judgment, no career politics, no worry that a mistake will be remembered in the next performance review. This makes AI tutors particularly valuable for building foundational skills, for remedial learning, and for building confidence before moving to human-led development.
However, AI tutors are a complement to human coaching, not a replacement. When it comes to sensitive conversations, strategic thinking, ethical dilemmas, or emotional complexity, human judgment and empathy remain essential. The best-designed learning ecosystems will layer AI for scaling routine skill-building and humans for coaching and mentoring where judgment and empathy matter most.
In our practice, this is shaping how we think about interim placements and executive transitions. An interim executive isn't just there to solve today's problem. They're also there to coach and develop the internal team, to model new behaviors, to transfer knowledge. When we can pair an interim placement with access to AI-driven skill-building for the broader team, we're multiplying the impact of that interim role.
Keeping Pace with Change: Why Continuous Learning Beats Annual Training
The final article addresses perhaps the most pressing challenge facing organizations in 2025: the pace of AI advancement is outpacing our capacity to train and prepare people.
Every six months, a new AI model emerges. Every quarter, organizational strategies must be reassessed. Static annual training programs, carefully designed in Q3 and rolled out in Q1, are obsolete by the time they land. Organizations need training architectures that are agile, modular, and continuously updated.
This doesn't necessarily mean more training. It means different training: microlearning, just-in-time content, embedded learning within daily workflows rather than classroom events, and access to current, curated resources rather than internally-created courses that inevitably lag reality.
I'm seeing this play out in financial services, where regulatory changes, AI-driven market shifts, and evolving customer expectations create a constant training demand. The firms that are winning are not those with the most elaborate learning management systems, but those with cultures of continuous learning embedded in daily work.
For Morgan Philips' interim management practice, this insight is crucial. When we deploy an interim executive, they're not just there for six to twelve months. They're often there to help the organization transition to a new learning model, to coach internal teams in adopting new practices, and to instill a culture where continuous adaptation becomes normal rather than exceptional.
Read more: How to Successfully Onboard an Interim Manager in a Financial Institution
What This Means for How We Serve Our Clients
Whats This Means for How We Serve Our Clients
These six articles, taken together, suggest a significant shift in how organizations should approach talent, leadership, and learning. I'll distill it into five principles that guide how we at Morgan Philips advise our clients:
Design roles for learning, not just performance
Hire executives and build teams that will be challenged to grow. Retention and engagement flow from having stakes in your work and clear opportunities to develop.
Embrace age diversity and skills-based assessment
Some of your best talent may be experienced professionals seeking meaningful part-time or interim roles. Don't let outdated assumptions about age and career stage cost you access to proven capability.
Rethink leadership development for generational shifts
Traditional pipelines won't work for Gen Z and emerging cohorts. Create impact-driven, purposeful development that emphasizes breadth of experience over titles and seniority.
Layer AI and human coaching strategically
Use AI to scale routine skill-building and confidence-building. Preserve human coaching for complex judgment, strategic thinking, and emotional development.
Build Learning into the Fabric of Daily Work
Don't rely on training programs to keep pace with change. Create cultures where continuous learning, experimentation, and adaptation are embedded inhow work gets done.
Leading Morgan Philips Belgium, I'm acutely aware that the talent market is shifting beneath our feet. The executives we place, the interim leaders we deploy, the organizations we advise: all are navigating a workplace that looks materially different from even five years ago.
What strikes me about the FT's Special Report is its fundamental optimism. The report doesn't frame upskilling as a burden or a cost to be minimized. It frames it as an opportunity: an opportunity for older workers to remain engaged and valued, for emerging talent to make impact early, for organizations to build more learning-rich, more resilient, and ultimately more human workplaces.
That's the vision we're committed to at Morgan Philips: helping organizations build talent ecosystems where learning is continuous, where experience and innovation coexist, where technology enhances rather than replaces human judgment, and where every professional has a clear path to grow.
The future of work belongs to organizations that take learning seriously. And the future of executive search and interim management belongs to firms that understand this deeply.