Prediction is difficult, especially about the future. But strategic L&D requires informed forecasting—we can’t wait until skills are urgently needed to start developing them.

Based on trend analysis, research synthesis, and pattern observation, here’s my assessment of skills that will matter most in 2026 and what L&D teams should do now.

The Forecasting Challenge

Let me be honest about uncertainty. My predictions could be wrong because:

• Technology advancement is non-linear
• Economic conditions are unpredictable
• Regulatory changes alter trajectories
• Black swan events disrupt everything

What I can offer is informed assessment based on current evidence. Use these predictions as planning inputs, not certainties.

Prediction 1: AI Collaboration Skills Become Non-Negotiable

By 2026, basic AI tool usage won’t differentiate—it will be expected like email proficiency is today. The differentiation will come from sophisticated AI collaboration:

Skills that will matter:

• Prompt engineering excellence: Not just knowing how to prompt, but achieving consistently high-quality outputs through skilled interaction.

• AI output evaluation: Critical assessment of AI-generated content for accuracy, appropriateness, and quality.

• Human-AI workflow integration: Seamlessly combining AI capability with human judgment in efficient workflows.

• AI limitation awareness: Knowing when AI isn’t appropriate and having alternatives ready.

• Multi-tool orchestration: Using multiple AI tools together effectively.

What to do now:

Move beyond AI introduction training to advanced AI collaboration skill development. Providers like AI consultants Sydney offer structured pathways that progress from basic AI usage to advanced collaboration capabilities. Start identifying what excellent AI collaboration looks like in your context and building toward it.

Prediction 2: Continuous Adaptation Becomes Core Competency

The pace of change isn’t slowing. By 2026, the ability to continuously adapt will be as fundamental as functional expertise:

Skills that will matter:

• Learning agility: Quickly acquiring new knowledge and skills as needs emerge.

• Comfort with ambiguity: Operating effectively when direction is unclear.

• Change navigation: Managing personal responses to continuous change.

• Unlearning capability: Letting go of approaches that no longer work.

• Future orientation: Anticipating and preparing for emerging needs.

What to do now:

Build development approaches that cultivate adaptability, not just specific skills. Help people develop meta-skills for navigating change rather than just content that will become outdated.

Prediction 3: Complex Problem-Solving Becomes More Human

As AI handles routine analysis and solution generation, humans will focus on problems that resist algorithmic solution:

Skills that will matter:

• Problem framing: Defining what the real problem is, not just solving what’s presented.

• Systems thinking: Understanding interconnections and unintended consequences.

• Creative solution generation: Developing novel approaches that AI wouldn’t produce.

• Judgment under uncertainty: Making decisions without complete information.

• Ethical reasoning: Navigating value conflicts and competing interests.

What to do now:

Develop these capabilities through experiential learning, case studies, and practice with real organisational challenges. These aren’t skills that develop through modules and quizzes.

Prediction 4: Communication Skills Transform

Communication remains essential, but what effective communication looks like is changing:

Skills that will matter:

• Multi-modal communication: Effectively using text, video, voice, and visual formats for different purposes.

• Asynchronous excellence: Communicating effectively across time zones and schedules without real-time interaction.

• AI-assisted writing: Leveraging AI tools while maintaining authentic voice and quality.

• Data storytelling: Translating complex information into compelling narratives.

• Cross-cultural fluency: Communicating effectively across cultural contexts in global organisations.

What to do now:

Update communication training to address these evolving requirements. Traditional presentation and writing training misses much of what 2026 communication will require.

Prediction 5: Leadership Capability Needs Evolve

Leading in 2026 requires capabilities different from leading in 2020:

Skills that will matter:

• Leading through technology transformation: Guiding teams through continuous technological change.

• Remote and hybrid leadership: Leading effectively regardless of physical proximity.

• AI-augmented decision-making: Integrating AI input into leadership decisions appropriately.

• Wellbeing leadership: Maintaining team health and sustainability amid demanding conditions.

• Purpose and meaning creation: Providing direction that motivates when work constantly changes.

What to do now:

Redesign leadership development to address these emerging requirements. Many current leadership programs teach yesterday’s leadership model.

Prediction 6: Technical Literacy Expands

Non-technical workers will need more technical understanding—not to become technical, but to collaborate effectively:

Skills that will matter:

• Data literacy: Understanding data, statistics, and what they can and can’t tell you.

• AI literacy: Understanding AI capabilities and limitations for informed usage decisions.

• Automation awareness: Recognising automation opportunities and implications.

• Digital security consciousness: Understanding and practicing security requirements.

• Technology evaluation: Assessing whether technology claims are credible.

What to do now:

Build foundational technical literacy broadly across the workforce. This doesn’t mean turning everyone into engineers—it means building sufficient understanding for effective collaboration.

Prediction 7: Relationship Skills Retain Value

Amid technological change, distinctly human relationship skills remain valuable:

Skills that will matter:

• Trust building: Establishing authentic connection and credibility.

• Empathy and emotional intelligence: Understanding and responding to others’ emotional states.

• Conflict navigation: Managing disagreement productively.

• Influence without authority: Achieving outcomes without positional power.

• Network building: Creating and maintaining valuable professional relationships.

What to do now:

Don’t abandon human skill development in favour of technical skills. The combination of technical and relationship capability will be most valuable.

Portfolio Approach to Skill Development

Rather than betting everything on any single prediction, L&D should build a portfolio:

High-confidence investments:

• AI collaboration skills (very likely to matter)
• Adaptability and learning agility (certain to be valuable)
• Communication evolution (necessary regardless)

Medium-confidence investments:

• Specific technical skills (likely important but specifics uncertain)
• Specialised leadership capabilities (important but may evolve further)

Exploratory investments:

• Emerging capabilities we can’t yet fully define
• Skills for scenarios that may or may not materialise

This portfolio approach provides coverage across multiple futures.

From Predictions to Programs

Converting predictions to L&D programs requires:

1. Contextualise for your organisation. Generic predictions need translation to your specific context, strategy, and workforce.

2. Assess current capability. Where are you starting from? What gaps exist relative to predicted needs?

3. Prioritise based on impact. Which predicted skills matter most for your organisation’s success?

4. Design appropriate development. Different skills require different development approaches.

5. Start early. Skill development takes time. Waiting until 2026 to build 2026 skills is too late.

6. Remain adaptive. Update predictions and programs as new information emerges.

The Meta-Prediction

If I had to reduce everything to one meta-prediction:

The most valuable professionals in 2026 will combine human capabilities (relationship, judgment, creativity, ethics) with AI capability (sophisticated tool usage, collaboration, orchestration) and adaptability (continuous learning, change navigation, unlearning).

L&D’s job is to develop all three simultaneously—not choosing between technical and human, but building the integration.

The workforce that masters this combination will outperform those that don’t. Start building now.