As organisations integrate AI into daily operations, it changes not only which tasks people perform. It also changes how experience is built, how judgement is developed and how trust grows. When AI takes over research, analysis, administration and first drafts, parts of everyday learning may disappear unless organisations consciously replace them. For leadership and HR, the question is therefore not only how AI should be implemented, but how work should be organised so that people continue to develop the experience and judgement the organisation needs.

Succession planning should start from the organisation's future direction rather than from today's roles and the people in them. Åza Skoog of Alumni Global argues for linking succession to strategy through scenarios, and for protecting the everyday learning that AI is changing. When Alumni Global asked 332 people in its network about their greatest succession challenges, 35 per cent said they lacked an established leadership pipeline.

Per Gullstrand, CEO of Bjäre Invest, on how decentralised governance, commercial discipline and trust work together in a family-owned group — and why long-term ownership does not mean a slower pace.