What we learned at the CIPD Festival of Work 2025
I represented AMBS at this year’s CIPD Festival of Work, and I was struck by the sense that while some things never change, many changes are happening faster than we could have imagined. Here are my five key takeaways highlighting some of those emerging themes and how we constantly evolve our offerings to support the future professional landscape.
1. Bridging the skills gap
Conversations at the festival revealed anxiety about how quickly skills are becoming obsolete and the lack of robust data to understand and plan for future needs. Organisations said their most practical solution is reskilling and upskilling existing employees in areas such as AI literacy, data analytics, adaptive leadership and critical thinking.
How AMBS helps: Many of our customised courses feature Strategic Workforce Planning, equipping mid to senior professionals with tools to map current capabilities, identify emerging gaps and build agile development pathways.
Reskilling vs Recruitment - How professional development can save your business money long term
2. Staying in the loop with Generative AI
A widely held concern amongst delegates was how AI models increasingly move towards fully automated decision-making, with the human role potentially reduced. The pragmatic way forward is to engage, not ignore. Those who resist adapting or avoid building AI fluency may find themselves edged out by more agile competitors. The most resilient professionals are developing complementary skills - in ethics, oversight, problem-solving and critical thinking - that allow them to lead AI integration, not just respond to it.
How AMBS helps: Our Data and AI for Leaders course supports non-technical professionals to understand, shape and lead responsible AI strategies in their organisations.
AI-Powered Leadership Strategies for a Digital-First Future
3. The human differentiator in Leadership
rganisations need leaders who can connect with their teams authentically, manage change fatigue, and foster cultures where everyone feels able to contribute. Equity, Diversity and Inclusion (EDI), neurodiversity awareness, and inclusive change leadership were frequently cited as areas where senior leaders are still developing confidence and capability.
How AMBS helps: Our Manchester Leadership Development programme blends coaching, psychometric tools, and experiential learning to help leaders build self-awareness, navigate complexity, and embed inclusive practices. This is not simply about compliance but about developing core leadership behaviours that are essential for long-term organisational resilience.
Beyond the Visible: Organisational Culture and Authentic Leadership
4. Sustainability at the heart of workforce strategy
This went beyond environmental targets, touching on organisational purpose, employer brand, and long-term resilience. Delegates spoke about how younger employees in particular are increasingly choosing employers based on their sustainability commitments, and how this in turn is reshaping workforce planning, leadership development and organisational culture.
How AMBS helps: As a global leader in sustainable business education, the University of Manchester integrates sustainability into its portfolio. This includes customised leadership programmes that build responsible decision-making.
University of Manchester ranked number 1 yet again for positive social and environmental impact
5. The changing economics of Learning
There is a high demand for workforce development, but with tighter budgets. Organisations that connect learning and development to outcomes – like productivity, retention, innovation and agility – secure stronger investment buy-in.
How AMBS helps: Our Executive Education team works closely with organisations to design flexible, outcome-focused learning pathways that directly link leadership development and skills growth to measurable business performance, strengthening the business case for L&D investment.
AMBS offers 50% funding for Greater Manchester leaders on Executive Education courses in 2025
