It's vital to balance AI agility with workplace stability
Artificial intelligence's adoption has rapidly moved beyond the pilot phase as the technology is implemented at scale at many organisations in a way that is fundamentally changing how they operate.
That change is bringing tangible benefits that leaders are quick to recognise and celebrate – and so they should. But in my experience, some leaders are failing to consider and address the workplace tensions that AI implementation can bring.
Navigating these tensions is fundamental to the long-term success of an AI strategy, which is in turn fundamental to most organisations' competitive edge: stand still and you'll be left behind. Deloitte's 2025 Global Human Capital Trends Report contains a few key questions leaders should be asking themselves so they can begin to tackle the issues at hand.
The first question addresses the primary tension of AI implementation: how do you provide workplace stability while remaining agile enough to stay competitive? How do we adapt the structures in our organisations and in individual teams to provide stability, agility and productivity? In a word (and please forgive the neologism), how do you combine stability and agility to create stagility?
Getting the balance right is vital as constant organisational change can impact employee morale. According to the Human Capital Trends Report, 75 per cent of the thousands of workers surveyed globally feel they need greater stability at work in the future.
Meanwhile, the business leaders surveyed for the report feel pressure to adapt: only 19 per cent feel traditional business models are suitable for creating value for employees and the organisation, while 85 per cent say they need to create more agile ways of organising work to swiftly adapt to market changes.
Navigating this tension between stability and agility raises a follow-up question: what do you do with the efficiency dividend AI generates? Depending on the organisation, there are a few ways the tangible gains AI produces can be deployed to drive benefits for the business and for employees.
Amanda Flouch is Human Capital National Lead Partner Deloitte Australia
For example, you could reskill and retrain workers whose flow of work has been impacted by AI, helping them develop skills that have the greatest potential to create value for both the organisation and individual. This question is especially pertinent given the potential of agentic AI technologies to autonomously perform tasks. Humans and agents will need to work alongside one another, which will allow humans to focus on higher value tasks.
What skills to focus on is a question that human capital leaders in particular will need to consider in the context of their industry. But broadly speaking, premiums are being placed on soft skills that support critical thinking, innovation, collaboration, and meaningful human interaction – the things that AI can't do.
According to our report, companies that focus on enhancing human capabilities are almost twice as likely to have employees who believe their work is meaningful and twice as likely to achieve stronger financial and business outcomes.
In addition, AI literacy is a core skill that even workers who do not use the technology every day need to have. Many employers are taking the initiative to directly upskill their workforce through formal training but it's equally important to ask: how can I empower employees to play and experiment with AI?
Encouraging experimentation drives innovation and helps employees build trust in the AI as well as confidence in their own ability to navigate a world increasingly defined by it, enhancing feelings of stability.
Similarly, leaders need to think about this question: how can you use AI to treat everyone like a high performer? Respondents to Human Capital Trends highlighted that among all workplace practices, performance development is ranked as the second most important area for change following learning and development.
By focusing on a worker's individual skills and abilities rather than just their job description, organisations can incentivise growth, learning and innovation. Measuring and rewarding performance based on human and machine outcomes could also help workers share in the rewards of AI.
Where practicable, it might make sense for organisations to tie performance outcomes to employee development of AI proficiency, or to evaluate how their AI use is driving better outcomes for the business.
Leaders who can answer these key questions have a much higher chance of navigating the tensions between agility and stability, increasing the chances of successfully implementing AI in the long term and gaining a competitive edge. However, a leader's answers will also need to change with time, industry development and further technological advancement.
Careful, repeat consideration should be given to these questions as the nature of work continues to change – it will help ensure your organisation is correctly balancing both agility and stability.
Amanda Flouch is Human Capital National Lead Partner Deloitte Australia.
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Disclaimer
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.
Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see www.deloitte.com/au to learn more.
Copyright © 2025 Deloitte Development LLC. All rights reserved.
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Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see to learn more. Copyright © 2025 Deloitte Development LLC. All rights reserved. -
