From adoption to adaption: Leadership’s role in leading AI transformation

CULTURE & CODE

By Joey Briones

We are living through one of the most extraordinary shifts in human history. The Fifth Industrial Revolution —Industry X (coined by Accenture) — is upon us, and at its core is Artificial Intelligence (AI).

AI is no longer the future; it is here, shaping the way we live, work, and lead. As Deloitte so powerfully put it: “AI is the new superpower.”

But here’s the bigger question: will AI define us, or will we define AI? Will it be a story of technology taking over, or of humanity rising higher than ever before because of it?

Adoption is easy. Anyone can plug in a new tool or deploy a new system. But adaption — building the mindset, skills, and resilience to thrive alongside AI — that is where the real opportunity lies. And that is where HR becomes indispensable.

Think about it. AI will not replace people. But people who learn to harness AI will replace those who don’t. By 2030, AI is projected to contribute USD15.7 trillion to the global economy (the Josh Bersin Company).

In the same timeframe, around 92 million existing jobs will be displaced due to structural and labor market transformation. However, around 170 million new jobs will be created. That’s a net upside of 78 million jobs in 2030 (World Economic Forum Future of Jobs Report 2025).

Entirely new roles will emerge. Nearly 40 percent of skills will evolve or disappear altogether. The question is not whether change is coming — the question is: are we preparing our people to rise with it?

This is, as Gladwell would say, an important “tipping point.” If Technology is the engine, Leadership is the compass. We are the ones who make sure that organizations don’t just “adopt” AI, but “adapt” to it in a way that strengthens trust, builds culture, and unlocks human potential.

How do we do this? By leading with vision and courage. Change begins with trust. Imagine a workforce that doesn’t fear AI but embraces it as an ally. That’s possible if we build the right case for change — stories that remind people that AI is not here to erase their value but to amplify it.

For example, United Parcel Service (UPS) — a global logistics company — proved this when it introduced AI to optimize driver routes. By partnering early with unions and creating “AI Change Councils,” they turned skepticism into cooperation.

The results? 90 percent of routes optimized, USD300 million in savings, and most importantly —employees who believed the technology was working with them, not against them.

But trust is only the first step. The real transformation happens when we enable people to re-imagine what their future work could be. What if scientists could test millions of molecular candidates with AI in just hours instead of months (Pfizer Covid vaccine development)? What if recruiters didn’t spend their days sifting through CVs but instead focused on finding and championing diverse, exceptional talent (Unilever using HireRight AI)?

What if bankers didn’t just process transactions but used AI to anticipate customer needs before they arose (DBStraining 16,000 employees in foundational AI capabilities)? These aren’t hypotheticals — they are realities already happening in Pfizer, Unilever, DBS and other organizations that dared to reimagine work with AI at the center.

Yet, none of this works without humans in the loop. The best AI is not about automation — it’s about collaboration.

Machines can analyze, but only humans can empathize. Algorithms can optimize, but only humans can inspire. AI may give us speed and scale, but it is people who give us meaning and purpose.

The leaders who succeed in this new age will be the ones who know when to let AI take over and when to let humanity take the lead.

And this is where culture becomes everything. Technology may power the future, but culture determines whether people believe in it. Who will ensure that ethics, trust, and fairness don’t get lost in the rush to automate? HR must be the guardian.

Microsoft has already shown what this looks like with their Responsible AI Framework —embedding ethical guardrails into every AI system they deploy. They recognized that the question is not just “what can AI do?” but also “what should AI never do?”

This is the call to every organizational leader today: we are not just managing processes, we are shaping the future of work itself. We are the stewards of trust, the enablers of resilience, and the architects of collaboration between humans and technology.

So, let me ask: what if AI wasn’t the end of jobs but the beginning of better ones? What if the Fifth Industrial Revolution wasn’t about humans competing with machines, but about humans discovering their highest potential because of machines? What if the real story wasn’t about disruption, but about elevation? No – EVOLUTION.

The answer is within our grasp — if we choose to leadwell. If we embrace AI not just as a set of tools but as a chance to reimagine work, empower people, and inspire cultures of continuous learning.

At the end of the day, AI is not about replacing people. It is about unleashing the best of what people can become. That is the promise before us. That is the challenge for leadership.

Moreover, it is a transformational opportunity of a lifetime.

(Joey Briones is a Philosophy and Letters graduate from San Beda College and a strategic People & Culture and Organizational Capability leader with over 25 years of experience across multinational corporations, start-ups, and mission-critical sectors—including technology, FMCG, healthcare, and telecommunications.)