Day Two

• Why traditional strategic workforce planning failed to deliver – how years of PowerPoint‑ and Excel‑driven exercises created complexity without impact, and why Servier saw AI as the inflection point that made skills‑based planning operational rather than theoretical
• Inside Servier’s AI‑enabled skills architecture – how AI‑driven skills mapping (across hard and soft skills) is unlocking visibility into career paths, enabling cross‑functional mobility, equipping managers for meaningful development conversations, and shifting the organisation from job‑based to capability‑based thinking
• Redefining success in workforce transformation – why early indicators like internal mobility, career clarity, development plan quality, and retention of early‑career talent matter more than traditional ROI measures, and how HR is partnering with leaders to turn workforce insight into a repeatable, scalable planning discipline over the next 18 months

• Discover how GlaxoSmithKline decommissioned fragmented learning tech and rebuilt a unified, AI-powered skills stack that infers skills from job architecture and employee experience across 72,000 employees
• Connecting a live skills taxonomy, personalised learning, AI coaching, and skills insights to give leaders and HR real time visibility of future skill gaps and organisational capability
• Equipping HR business partners to plan for a blended workforce – redesigning roles, job architecture, and operating models where humans and AI agents deliver value together

Unpack how skills strategies move beyond frameworks into real workforce decisions. Explore how to connect skills visibility with hiring, mobility, and redeployment, and how to ensure skills insights actually influence how work is planned and resourced.

Interactive Q&A Session Facilitated by the Chair

Work in groups to identify how you can use skills data to drive tangible workforce decisions. Define practical next steps to improve visibility, prioritise critical capability gaps, and enable more dynamic deployment of talent across the business.

Interactive Roundtable Discussion Facilitated by the Chair

• Discover how AstraZeneca is using an AI‑enabled, skills‑ and task‑based methodology to rethink workforce shape, location and cost while directly supporting business strategy
• Learn how early pilots are testing where automation, agents and external partners can replace or eliminate work, freeing humans to focus on high‑value, “human‑in‑the‑loop” activities
• Explore how aligning workforce planning with financial planning cycles is helping leaders move from ad‑hoc hiring to deliberate, data‑driven workforce decisions

• Inside the process whereby BioMarin identified multiple opportunities to deploy AI across the business in tandem with its human workforce to drive efficiencies
• How the business narrowed down the options that would have the biggest impact, translated that into action and plans to measure and increase the impact of each
• Lessons learned and next steps (including around culture change) on BioMarin’s accelerating journey to develop an AI-enabled workforce able to thrive in a future pharma industry

Take a deeper look at how skills-first thinking integrates into broader workforce and business planning. Explore how to align skills with financial cycles, operational priorities, and long-term capability building to move beyond isolated initiatives.

Interactive Q&A Session Facilitated by the Chair

Collaborate to pressure-test how skills can shape your workforce strategy. Identify where to apply a skills lens to planning decisions, how to engage business leaders, and what actions are needed to move from insight to execution.

Interactive Roundtable Discussion Facilitated by the Chair

• How Lonza is evolving strategic workforce planning to manage humans and AI agents as a single workforce system, enabling sustainable productivity and resilience in life sciences
• How translating skills into everyday tasks revealed where AI could augment work, unlocking hidden capacity and delivering measurable productivity gains without increasing headcount
• What it takes to move from AI ambition to enterprise execution, including the data foundations, internal talent markets and governance required to scale impact beyond pilots

• Discover how a leading pharma organisation is moving beyond “AI training” to re‑engineer mindsets, skills and task design so humans and AI can evolve together at enterprise scale
• Using skills data, workforce analytics and AI‑driven task modelling to predict which work will be automated, augmented or redesigned next
• Turning insight into action by designing experiences that drive real adoption, embedding AI into everyday work through practice, partnership and measurable usage – not courses completed

Explore how breaking work down into tasks unlocks new opportunities for automation, augmentation, and efficiency. Dive into how task-level visibility changes workforce planning, reveals hidden capacity, and enables more fluid workforce models.

Interactive Q&A Session Facilitated by the Chair

Work with peers to identify high-impact opportunities to redesign work in your organisation. Pinpoint where task-level changes could free up time, improve productivity, and accelerate progress without increasing headcount.

Interactive Roundtable Discussion Facilitated by the Chair

• Why AI doesn’t change the essence of leadership – but radically raises the bar: Exploring which leadership capabilities remain mission‑critical in an AI‑enabled enterprise (strategic decision‑making, cross‑functional collaboration, ethical judgment), and why they matter even more as humans and AI work side‑by‑side
• From ‘nice to have’ to non‑negotiable: Examining how curiosity, change leadership, partnership‑building, and governance‑led judgment are shifting from desirable traits to essential capabilities – and where traditional command‑and‑control or intuition‑only leadership models begin to break down
• Leading responsibly in a regulated, human‑centric AI environment: Sharing Ipsen’s early thinking on how leaders are being equipped to partner effectively with the business to ensure transparency, ethical use, and compliance – while still enabling speed, experimentation, and trust at scale

• Discover how argenx is shifting leadership from managing people to orchestrating purpose-built teams across AI, partners and dynamic talent ecosystems to accelerate patient impact in a fluid and project-based manner
• Learn how a human-led, digital-enabled, project-based operating model unlocks speed and adaptability while maintaining disciplined accountability and execution across a capability ecosystem which integrates internal and external resources
• Explore the leadership behaviours – balancing creative freedom with rigour, and grounded in humility and curiosity – required to sustain belonging, clarity and performance in a fluid, low-hierarchy organisation

Examine how leadership expectations are evolving in an environment where humans and AI operate together. Explore the capabilities leaders need to make decisions, manage risk, and drive performance in more complex, fast-changing systems.

Interactive Q&A Session Facilitated by the Chair

As the conference concludes, this final working session is designed to help you translate two days of ideas into focused, practical next steps. Consolidate the most relevant insights, challenge what will actually move the needle in your organisation and leave with a clear plan to begin turning ambition into measurable action.

• Prioritise where to act first: Identify the 2–3 initiatives that will deliver the greatest near-term impact and are realistic to activate within your current constraints
• Define what needs to change: Clarify the shifts required across leadership, skills, operating model, or governance to enable progress at scale
• Commit to immediate next steps: Outline the concrete actions, stakeholders, and timelines needed to start building momentum in the first 30–60 days

Interactive Roundtable Discussion Facilitated by the Chair