Let me get straight to the point. Gartner(1) estimates that organisations with successful AI initiatives invest up to four times more in their data and analytics foundations than organisations where AI fails to gain traction. The technology itself is rarely the problem. The real issue lies in the foundation – and that foundation is, to a large extent, human.
What Gartner Predicts for IT and Data
Looking ahead, Gartner paints a picture of a data and analytics function that is undergoing fundamental change. Data and analytics teams will become smaller, yet far more influential. AI is creating additional capacity, enabling "tiny teams" of versatile professionals, supported by AI agents, to take on work that previously required much larger, highly specialised teams.
At the same time, Gartner warns that an increasing reliance on AI could gradually erode employees' critical thinking skills. As a result, some organisations are expected to introduce AI-free assessments to evaluate whether people are still able to reason independently. In fact, this is already beginning to happen in recruitment and selection processes, where employers want to identify candidates with the right capabilities. At a university of applied sciences near where I live, oral examinations are even being reintroduced because students' portfolios are increasingly filled with AI-generated work.
But back to the main point. The common thread is clear: organisations that succeed with AI are not those with the most advanced models. They are the organisations that invest simultaneously in technology and in people's ability to adapt alongside that technology.
The Missing Link: Adaptability Quotient
This is precisely why AQ – the Adaptability Quotient – and the competencies associated with adaptability deserve far greater attention.
The World Economic Forum predicts that 39% of employees' core skills will change by 2030, with analytical thinking, creative thinking and AI literacy topping the list of essential capabilities. AQ complements this by describing how quickly and effectively people are able to acquire those new skills.
The AQ philosophy aligns remarkably well with the trends Gartner is highlighting.
Ability (Learning Capacity)
Gartner suggests that fluency in working with AI agents will become as fundamental as spreadsheet skills are today. Yet learning capacity is not developed through a one-off training course. It grows through small, psychologically safe environments where people can experiment, receive immediate feedback and learn by doing. Teams that are given regular opportunities to explore new tools without the pressure of day-to-day operations build confidence far more quickly than teams who simply receive a user manual.
Character (Behavioural Adaptation and Emotional Resilience)
Gartner's prediction that organisations will increasingly rely on AI-free assessments is, in many ways, a signal about commitment, self-awareness and discipline. People who no longer exercise or develop their own reasoning abilities become more risk-averse and gradually stop learning. A growth mindset – the belief that abilities can be developed – prevents dependence on AI from turning into a loss of capability.
Vision (Cognitive Flexibility)
Teams that are already preparing for the smaller, AI-augmented teams described by Gartner have a distinct advantage. This requires people to think ahead about their future role, rather than waiting for organisational change to force the issue.
What This Means for IT and Data Teams
For IT and data professionals, this is far from an abstract discussion. Gartner predicts that by 2027, three-quarters of recruitment processes will assess AI capability, while domain-specific language models and multi-agent systems will become the standard architecture across many organisations.
Those who invest now in their team's adaptability – rather than focusing solely on new tools – will build teams that remain, instead of teams that require another training programme every time technology takes another leap forward.
The question for leaders is therefore no longer, "Which AI tool should we choose?" but rather, "How do I develop my team so that it is future fit?" Equally important is taking an honest look in the mirror and asking whether, as a leader, you are adaptable enough to guide and harness the collective wisdom of your people.
Success with AI does not begin with the technology. It begins with the foundation. And that foundation consists of people who continue to learn, adapt and look ahead.
Would you like to learn more about the Adaptability Quotient and discover how to become more adaptable yourself? My colleagues and I would be delighted to meet you during the workshop we deliver together with Group Connected on AI adaptation, becoming future fit, and understanding how the human brain responds to change. Send a DM for more information.
This is an expert article by: Paola Pisu - connect with her thru: https://www.linkedin.com/in/paolapisu/
(1) Gartner is an American research and advisory firm that provides organisations and IT leaders with independent analysis, forecasts and strategic advice on technology and market developments.
