During SXSW in Austin, I attended the presentation by AI expert Ian Beacraft at. His message was as sobering as it was inspiring: AI is changing not only how companies operate, but also what is expected of people. No longer is it about existing skills, but about the ability to quickly acquire and apply new knowledge. This affects not only technology and processes, but especially behavior, leadership and mindset; building blocks that we also integrate into our projects and programs, together with our expert label LUNAR Institute.
These dynamics fit seamlessly into the current zeitgeist. We are in a phase where uncertainty and collective adaptation are necessary to remain relevant. Technology is no longer seen as a purely instrumental force, but as a partner with whom we must learn to collaborate. The emphasis is not just on efficiency, but increasingly on resilience and the ability to create meaningful applications. Yet this transition also creates tension: who can adapt and who risks being left behind?
The impermanence of skills and collective adjustment pressures
Whereas in the past a professional could rely on a skillset that lasted decades, today many skills are obsolete within a few years. Beacraft introduced the concept of "skill flux": the constant change in which competencies are valuable. This means that learning can no longer be seen as a phase that precedes a career, but as a continuous process that must be intertwined with the work itself.
For companies, this means a shift in how talent is evaluated and selected. Diplomas and experience remain relevant, but the real key to success is the ability to absorb new knowledge quickly and put it directly into practice. Recruiters and leaders are therefore increasingly looking at the adaptability of employees, and organizations need to create a culture where continuous development is the norm.
Yet this also brings uncertainty. Beacraft pointed out a paradox in this new reality: "Some skills are currently more valuable than ever, such as prompt engineering and programming. But at the same time, they are in danger of disappearing faster than ever. This is what I call 'skill flux': a constant state of change in which what is critical today may be obsolete tomorrow."
This development is consistent with a broader social trend in which the perspective of stable careers is increasingly changing. It brings with it a collective sense of urgency, but also anxiety and adjustment pressure. Not everyone will be able to adapt at the same pace, which can lead to increasing inequality in the labor market.
From learning to immediate application: the role of AI in human development
This rapid change is forcing not only companies but also the education system to adapt. The traditional model - long-term training followed by a career in which that knowledge is applied - is no longer tenable. Beacraft speaks of "surge skilling": a model in which skills are learned at the moment of need and immediately put into practice.
Technology, and AI in particular, can play a key role in this. Where previous technological innovations called for user adaptation - think of learning how to work with computers or software - AI is the first technology that can adapt to humans. Beacraft emphasizes: "For the first time, we can develop systems that learn how we learn, and adapt accordingly. This changes not only how we train, but also how we integrate knowledge into our daily work."
Yet this development is not without risks. Not everyone will be able to adapt at the same pace, and there may be a dichotomy between those who have the flexibility and resources to keep developing and those who lag behind. This will put pressure on the social fabric and force policymakers to intervene, for example, through new forms of social security or learning budgets.
AI as a partner and the rise of collective ethics
A common mistake companies make is approaching AI as a tool to make existing processes more efficient. But according to Beacraft, this thinking is doomed to failure. AI should not be seen as a tool, but as a partner in decision-making and creation. "Whenever we experience a paradigm shift, we always try to apply old ways of thinking to new technologies first," he said. he explained. "The first cars were nothing more than horse-drawn carriages with an engine. The first TV shows were filmed radio shows. But AI works fundamentally differently and requires us to rethink the way we think."
With AI as a partner, the need for collective ethics and regulation is also growing. Just as previous technologies led to legislation and social agreements, AI will increasingly become the subject of regulation and ethical discussions. Organizations will be judged not only on how they deploy AI, but also (and perhaps even especially) on how they ensure human development and well-being within this transformation.
The future of work: dynamic teams and crumbling hierarchy
In addition to the content of work, its structure is also changing. AI makes it possible to create adaptive teams, in which fixed roles and job descriptions are no longer leading, but a flexible distribution of tasks based on employees' current competencies.
This requires a new way of organizing and leading. Beacraft described how in the rapidly changing world of AI leadership is no longer a static role, but a dynamic position that depends on the context. "Leaders must realize that their role is not to always be at the helm, but to know when to follow. In a world where no one can accurately predict the future, agility becomes more important than control."
It also means a change in attitude for employees. Knowledge sharing, collaboration and a willingness to constantly acquire new skills become essential qualities. AI provides support in this regard, but the responsibility to continue learning and adapting lies with the individual.
The challenge: Can we as humans change?
AI is not a threat, Beacraft argues, but an opportunity - provided that organizations and individuals are willing to adapt. Technology does develop itself, but the question is whether we as humans can do the same. "There is no set route to the future," he said. "We build it as we go. All you can do is move with it and learn to navigate uncharted territory."
The key message? AI requires more than technological innovation. It requires a fundamental change in how we think, learn and work. The biggest challenge of this transformation is not technical, but mental and cultural. For those who dare to change, a future full of new possibilities lies ahead. For those who continue to cling to old structures, chances are the world will go on spinning without them.
By Niels Hansen, Zeitgeist expert | Futurologist | Keynote speaker
Austin (USA), March 13, 2025
