Some of the most striking data from our ‘AI in the Creative Industries’ report reveal that while 94% use across the market, 48% of businesses don’t measure the impact of AI, and 40% provide no training support. This is indicative of a workforce that’s eager but underprepared to deliver meaningful transformation.
This gap is about more than sentiments. The WEF predicts that 59% of the global workforce will need reskilling by 2030, and our respondents seem to concur since 76% believe AI will fundamentally reshape the skills required in their roles. Even so, most of the workforce doesn’t feel equipped or supported to deliver what these shifts are demanding.
What employers are looking for
Our findings uncovered a growing preference for candidates who know how to work with AI. In other words, hybrid skills that blend technical capability with human ingenuity are how teams will elicit meaningful transformation from these tools.
Employers are increasingly prioritising:
- An understanding of how AI interacts with systems, data and creative processes
- Sound judgment on when and why to use AI
- Approaching challenges with curiosity and critical thinking
- A strong adaptability quotient (AQ) - adjusting with intention, even under pressure
- The ability to translate problems into purpose-filled, human ideas
Yet 60% of professionals say their employer has encouraged self-learning. So despite evolving expectations, there is a severe lack of adequate training to develop these new skills. This is reflected by employees reporting “lack of knowledge” as their biggest barrier to using more AI in their work.
If employers want to build teams capable of confident AI use, they must cultivate the conditions for that technical fluency to grow.
What needs to happen next
Right now, 56% of businesses have no dedicated AI training or tool budget. If organisations want to access the promised benefits of increased productivity and faster delivery, they’ll first have to invest in the structured learning of those who use the tools.
- Get clarity on the purpose of AI tools
For AI to generate genuine value, leaders must first define the problem they want to solve. AI should be utilised as a specific tool to solve specific problems, else usage will be fragmented at best and counterproductive at worst.
Already, 65% of leaders are using AI to support their strategic goals. This work is often done in isolation from the teams expected to implement said vision, and the result is that skills and culture remain the biggest barriers to widespread AI adoption. Leaders should instead work directly with their teams to build a strategy that suits their organisational needs because Gallup found that when employees understand the AI adoption plan, they feel 4.7x more comfortable using it in their role.
Purposeful adoption starts with a clearly articulated problem to solve. From there, the right tools can be deployed with forethought and precision.
- Align tools and workflows across teams
Looking at AI tool usage, employers are consistently indexing higher across every tool category. This is indicative of a strategic misalignment between leadership and employee capabilities, since teams are encouraged to incorporate AI without guidance. The result is employees dipping in and out of multiple platforms without building fluency with any singular tool.
The solve is to set standards for which tools should be used and when. Not only will this reduce inconsistencies, but structured deployment will also enable teams to weave AI into the creative processes to become an extension of their natural abilities.
- Build structured learning environments
Our report shows that people want to use AI; it’s now up to businesses and leaders to clearly explain how it should be used at work so people feel confident adopting it. Self-learning and experimentation may spark curiosity, but it won’t result in any meaningful transformation.
Training initiatives should be intentional, role-specific and tied to real work. It should also be regular to keep pace with the advancements and updates of the available tools. If the internal capability cannot facilitate this required training, pull in outside expertise. Proper guidance on prompting, automation, research, and data processing will equip teams to make AI part of their daily workflow in a way that makes sense to deliver results.
- Champion the interpersonal skills that make AI productive
Since 39% of businesses measure the impact of AI by increased output, the current use remains focused on doing more, faster - not necessarily better. The focus should instead shift to how AI can extract more value from the human ingenuity that powers creative work. That’s why these tools work best when they augment people’s natural ability and capacity, instead of merely increasing output.
Over and above technical skills, business leaders should champion the problem-solving abilities and critical thinking skills of their human workforce. It’s these skills that empower teams to navigate complex challenges, collaborate effectively, and use AI to deliver work that resonates. Since it’s humans who attribute value, human input should be recognised and celebrated.
We cannot hand over responsibility and ownership to artificial tools, but they can extend our capabilities to reach new horizons.
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By focusing on these areas, you can bridge the gap and build a team that’s fit for both today’s and tomorrow’s challenges. Our investment in market intelligence helps us deliver talent solutions that combine strong technical prowess with the necessary human touch. We know how to turn adoption into a measurable and long-term advantage; in other words, we know how to build the team that takes you forward.
Download the full report to explore more findings: www.majorplayers.co.uk/ai-in-the-creative-industrie
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