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 a two-year global approach created the single source of truth needed to integrate HR with wider enterprise data and make AI deployment viable at scale
• Learn how a top-down, C-suite-led governance model can accelerate AI adoption across functions while still harnessing regional expertise through focused workstreams
• Moving from “foundation-building” to “agentic + human” operating models – lessons learned around where to start, what to measure, and how to prove value fast

• 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

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

• 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

Work with peers to identify the leadership capabilities, behaviours, and mindsets that will matter most in organisations where humans, AI, and external partners increasingly work side-by-side. Explore how leadership expectations are evolving, assess where your organisation faces readiness gaps, and define practical actions to better prepare leaders for the future.

Interactive Roundtable Discussion Facilitated by the Chair

• Having heard two days of insights, case studies and debate, what are the biggest implications for HR leaders as they prepare their organisations for an AI-enabled future, and where should they focus first?
• Which assumptions about leadership, workforce planning, skills, and operating models have been challenged, reinforced, or fundamentally changed over the course of this forum?
• Looking ahead, what practical actions should organisations take in the next 12-24 months to move beyond experimentation and build the workforce capabilities, leadership readiness, and organisational agility needed to thrive in the AI era?

Join a series of fast-paced, small-group conversations where four industry practitioners share a significant workforce, leadership, or organisational transformation they are working towards making. Hear the story behind the ambition, explore the obstacles encountered (or expected) along the way, and contribute your own experiences, questions, and lessons learned to help move the discussion forward and walk away with nuggets of quick-fire inspiration from each story. 

• How BioMarin Has Committed Itself to an AI-Enabled Workforce Both Bottom-Up & Top-Down to Drive Business Impact

• How AstraZeneca is Building a Skills‑First Workforce Strategy to Deliver Today’s Capability Needs While Reskilling at Pace for Tomorrow’s AI‑Enabled Operating Model

• How Biogen Is Experimenting With Using Agentic AI to Tame the Complexity of HR Decision‑Making Across 30+ Countries

• How Takeda Is Turning AI Curiosity into Enterprise Capability by Empowering Employees to Reimagine Work, Accelerate Innovation, and Scale Human-Centred Transformation Across a Global Business

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