New technologies have been reshaping work dynamics for many years. With the rapid rise of artificial intelligence and the acceleration of digital innovation, organizations are entering a pivotal moment in the evolution of work.
Beyond the tools themselves, these technologies are prompting organizations to rethink their business models, market positioning, and operating methods. For many, this will require redefining organizational structures, roles, and the critical skills needed to support their operations.
For managers and HR teams, leading these changes is now essential to ensuring long‑term performance and sustainability.
In 2026, integrating AI into daily work practices has become a strategic priority for a growing number of organizations. Keeping pace with this shift is critical, as falling behind could create significant commercial risks.
93% of Organizations Are Already Using AI: Where Does Yours Stand?
According to KPMG’s1 2025 survey on generative AI adoption, 93% of Canadian organizations now use AI in some capacity. Among employees, 51% report using AI tools, compared with 46% in 2024. In the United States, a McKinsey study2 found that 23% of respondents work in organizations that have already deployed agentic AI systems at scale in at least one business function.
This pace of adoption far exceeds that of previous technologies and confirms the disruptive nature of AI. AI has the potential not only to automate certain tasks previously performed by humans, but also to enable entirely new business models.
Humans and AI: Reshaping How Organizations Operate
Evolving Organizational Structures
Many jobs are expected to evolve significantly: tasks are being reorganized and automated, and others require new skills. Occupations centered on information processing—such as administrative support, accounting, and customer service—are particularly exposed, while new roles are emerging, including data analysis, cybersecurity, ethical AI governance, human support roles, and more.
Managing Human–AI Collaboration
Given that some repetitive and cognitive tasks will now be carried out by AI assistants, it is clear that we will need to be prepared to manage hybrid teams in which humans and virtual agents collaborate.
Becoming real work partners, this new reality will require developing a culture of augmented collaboration, while continuing to value the human contribution in decision-making.
An Agile Work Culture
Organizations that thrive in this context will be those able to adopt agile structures and teams capable of shifting their efforts toward priority initiatives as technology evolves and new opportunities emerge.
In this context, not only will employees with a strong sense of adaptability and versatility will be in high demand, but organizations will also need to implement ways of working that agility, particularly through decision-making autonomy, rapid decision-making, and management tools that provide structure without creating rigidity.
Our organizations must transform: new organizational structures, management of hybrid human–algorithm teams, and ways of working that are structured but not rigid.
Where Should HR Start?
1. Establish a Revised Innovation or AI Committee
HR should play a central role in a structured innovation or AI committee, given the significant impact artificial intelligence can have on roles, responsibilities, competencies, management practices, and work processes.
HR professionals play a key role in anticipating the workforce implications of AI initiatives, ensure fairness and support skills development across the organization. Their involvement is a key success factor in organizational transformation.
2. Assess the Impact of AI on Roles and Responsibilities
Conduct an in-depth analysis AI’s impact on your roles. Which aspects of current responsibilities and tasks may be automated or affected by AI? Which skills may become less relevant, and which new capabilities will be critical for your workforce?
Revisite your organizational structure, job descriptions and RASCI matrices. You may also consult our article on the topic: RASCI, the Responsibility Matrix Tool: a means for overcoming labour shortages by optimizing the efficiency of work teams.
3. Adapt Your Talent Management Strategy
Managers and their HR teams must proactively anticipate future skill needs, identify skills gaps and implement development strategies such as upskilling and reskilling.
As AI reshapes how work gets done, expectations around performance and competencies will evolve. This makes it essential to reassess your talent management strategy across several key areas.
Learning and Development: Align your learning and development strategy with the key transformation initiatives identified by your innovation or AI committee.
Examples include:
- AI literacy and practical AI adoption programs
- Personalized development plans for employees whose roles are evolving or being redesigned
Career Transitions: As certain roles evolve, some employees may need support transitioning toward new responsibilities, projects or areas of expertise. In some cases, this may involve internal mobility or redeployment within or outside the organization.
Compensation: AI may also influence how performance is measured and how value is created within roles. As a result, some employees may see measurable performance improvements with the support of AI tools, while others may require a longer adaptation curve.
Organizations may therefore need to reassess their total rewards strategy to ensure it continues to recognize and reinforce the behaviours and competencies that drive value, such as adaptability, collaboration, emotional intelligence and creativity.
Performance Management: Finally, ensure your performance management approach reflects how work is evolving. Clarify updated expectations related to responsibilities, skills and performance indicators, and maintain ongoing conversations with employees to support their development and success in this new context.
4. Support Your Teams Through the Human Side of Change
Provide managers with training in adaptive leadership, an approach that helps them guide teams through complex challenges in a constantly evolving environment. This approach emphasizes stakeholder engagement, collective intelligence, and empowering teams to take ownership of emerging challenges.
HR must work closely with managers to engage employees in this transformation, which is critical to both organizational performance and long-term sustainability. A structured change management approach, supported by a clear communication strategy and reassuring messages, will be essential.
5. Ensure Responsible and Ethical AI Use
Finally, organizations must establish policies and practices that promote responsible AI use.
This includes defining clear rules, roles and responsibilities related to the design, deployment and use of AI tools. Governance should address issues such as bias prevention, personal data protection, environmental considerations and ensuring that automated decisions align with organizational values and regulatory requirements.
Transparency and communication strategy are also central elements. Employees, managers and clients should understand when and how AI is being used, what data it relies on, and what its actual role is in decision-making.
When implemented effectively, AI strengthens human judgment rather than replacing it. The objective is to build trust both internally and externally while ensuring AI contributes positively to both individual and organizational performance.
Conclusion
The technological transformation of work is both inevitable and profound. Rather than focusing on the potential disappearance of certain roles, organizations should prepare for evolving roles and skills while supporting employees through this transition.
Managers and HR professionals play a central role in this evolution. By fostering continuous learning, organizational flexibility and responsible technology integration, they help organizations—and their people—navigate this new world of work.
1. Indice d’adoption de l’IA générative, KPMG Canada, November 2025.
2. The State of AI in 2025: Agents, innovation, and transformation, McKinsey, November 2025).
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