Abodoo, M11 Business Campus Innovation House, Wexford (2026)

21/09/2026

Ahead of AI Summit Barcelona this week, one finding is worth sitting with.

50% of employers plan to move people from declining roles into growing ones. 40% expect to reduce their workforce where AI can automate tasks.

Those are two very different strategies, and they need the same thing to work: knowing what your people can already do, at the level of skills rather than job titles.

At twenty thousand people, guessing which is which is an expensive way to find out.

If your leadership team is making that call, book 30 minutes with William and bring one role family. We will look at whether a common skills language across systems can show who could move before you choose an external search or reduction

21/09/2026

Two days at Learning Live, and the same thing kept coming up in different words.

Nobody is short of learning content. They are short of a reliable answer to what their people can already do.

The World Economic Forum put a number on the consequence. 63% of employers name skills gaps as the biggest barrier to transforming their business between now and 2030. Not cost. Not technology. Capability they cannot see.

In a large company that is a programme risk. In a 300-person business it is the quarter.
If that is live for you, book 30 minutes with William and bring one decision: which capability to build, which role to fill internally, or which gap to fund. We will map the evidence you need across your people and learning systems

21/09/2026

Two days at Learning Live, and the same thing kept coming up in different words.

Nobody is short of learning content. They are short of a reliable answer to what their people can already do.

The World Economic Forum put a number on the consequence. 63% of employers name skills gaps as the biggest barrier to transforming their business between now and 2030. Not cost. Not technology. Capability they cannot see.

In a large company that is a programme risk. In a 300-person business it is the quarter.
If that is live for you, book 30 minutes with William and bring one decision: which capability to build, which role to fill internally, or which gap to fund. We will map the evidence you need across your people and learning systems.

16/09/2026

Five people from the Abodoo board are at Learning Live in London today and tomorrow.

Daniela Freeman, Ed Monk, Simon Lambert, and Sandra Murtagh are on the floor, and together they have run learning at enterprise scale for decades.

If you are there, ask them the question most organisations cannot answer: what can your people actually do, right now, and which system would you look into to find out?

16/09/2026

📢LPI and Abodoo announce a strategic collaboration 🎉

The Learning and Performance Institute has spent thirty years asking our industry one hard question: did the learning actually change performance?
Today we are announcing a strategic collaboration with them.

The Learning Performance Institute brings professional standards, industry insight and three decades of evidence about what works in workplace learning. Abodoo brings skills intelligence, connecting the capability data already sitting across an HRIS, an LMS and an ATS into one current view.

It follows joint research on the L&D capability gap in the age of AI, which pointed at AI literacy, data fluency, governance and evidence-based workforce planning as the capabilities under most pressure.

Together we will work on research, senior leader sessions and practical resources that help learning and talent leaders see capability gaps clearly and act on them.

Ed Monk, CEO of the LPI: "Employers need clearer insight into the capabilities they have, the gaps they need to close, and the skills that will matter most as work continues to change."

Read the announcement and what it means for LPI member organisations: https://www.abodoo.com/lpi

30/07/2026

New NBER-cited research puts a number on something we've been saying for a while: adoption isn't the same as impact. 📊

69% of firms are now using AI. But nine in ten report no measurable productivity or employment impact yet. That gap isn't an AI problem - it's a workforce design problem.

Rolling out a tool without mapping the skills underneath it, and without redesigning the jobs around it, produces activity. Not results.

The good news: this is a solvable gap, not a permanent one. The organizations closing it aren't the ones with the most AI access - they're the ones pairing that access with real skills visibility and deliberate job redesign. That's the difference between AI as a line item and AI as a genuine capability shift.

Worth a close read for anyone in HR or workforce strategy right now.
Book a Skills Consultation 👉🏻 https://app.apollo.io/ #/meet/william/30-min

24/07/2026

HR Dive's 2026 Identity of HR survey found the share of HR leaders naming employee training their top priority nearly doubled year-over-year, from 5% to 9%. That might sound like a small number, but the direction matters more than the size. After years of training sitting quietly behind recruitment, retention and cost-cutting, it's climbing back up the list, and AI is a big part of why.

As Vishnu Shankar at Draup put it, this isn't companies replacing workers. It's AI increasing role complexity faster than existing training programs were built for. In other words, the jobs are evolving, and HR leaders are stepping up to make sure people evolve with them rather than get left behind.

That's a genuinely good sign. It means more organizations are choosing to build capability instead of just buying it or bracing for the gap. The ones leaning into that shift now, treating training as core infrastructure rather than a nice-to-have, are the ones setting themselves up to get real value from AI instead of just reacting to it.

Momentum like this is how a whole industry moves forward. Good to see it building. If your team is feeling this shift too, let's talk about what it looks like in practice. Book a Skills Consultation 👇
https://lnkd.in/dEWASfhu

22/07/2026

There's a small group of organizations quietly pulling ahead on workforce development, and the data on what they're doing differently is genuinely encouraging.

New SHRM research on what it calls "Skills Strategists," organizations with a consistent, forward-looking approach to L&D, found they're 2.5x more likely to say their L&D actually closes skills gaps, and more than 5x more likely to report strong engagement and culture. That's a meaningful, provable return on doing skills planning well.

Right now only 4% of organizations plan primarily for long-term skills needs. Which means the opportunity here is enormous: most companies haven't made this shift yet, so the ones who do now get to lead rather than catch up.

The playbook is already proven. It doesn't take a total overhaul, just a shift from planning around next year's skills gaps to building toward where the work is actually heading. The organizations that make that shift early get the engagement, the readiness, and the results to show for it.

If you're a CLO or CHRO thinking about making that shift, this is a strong data point to bring into the room.

Want to talk through what a longer-horizon skills strategy could look like for your organization? Book a Skills Consultation 👉🏻 https://app.apollo.io/ #/meet/william/30-min

21/07/2026

The workers pulling ahead with AI aren't the ones using it the most, they're the ones using it the smartest.

Columbia Business School's Sandra Matz has been studying what separates people who get real value from AI at work from people who quietly lose their edge. The difference isn't access to the tools. It's whether you're still doing the thinking. AI is brilliant at summarising, organising and clearing the small stuff off your desk. What it can't do is build your judgment for you, that only comes from using it yourself.
Wharton's Americus Reed II put it well: AI should remove friction, not replace judgment. Used that way, it doesn't dull your edge, it sharpens it. You spend less time processing and more time actually thinking.

That's the real opportunity for L&D right now. Not choosing between AI fluency and durable human skills like critical thinking and judgment, but building both together. The people, and the organisations, who get this right won't just keep up with AI. They'll outpace everyone who let it do their thinking for them.

Want to talk through what this looks like for your team?
Book a Skills Consultation 👇
https://lnkd.in/dEWASfhu

20/07/2026

Three in ten employers are losing a full working day every week just compensating for skills gaps in their teams. In manufacturing, it's nearly half.

That's not a training problem. That's a lost-productivity problem, and it compounds every single week it goes unaddressed.

Chegg's Frontline Workers Skills Index surveyed 1,000 employers and 1,005 employees across ten frontline-heavy US industries and found 30% of employers now spend more than eight hours a week covering for gaps in their workforce's skills, rising to 46% in manufacturing. Employers linked the gap to more mistakes and rework, rising stress and burnout, heavier workloads, and longer shifts. Nearly half said the stress had them considering quitting altogether.

What stands out most isn't the skills gap itself. It's the perception gap sitting underneath it. 83% of employers say they're confident using AI tools. Only 44% of employees say the same. Employers rank AI and digital capability as the biggest missing skill. Employees rank leadership and communication as theirs. Two groups, looking at the same workforce, diagnosing two different problems.

This is exactly why skills-first thinking matters more than credential-first thinking. When you can't see the actual skills sitting inside your workforce, you can't close the right gap; you guess at it, and you lose a day a week guessing.

Where are you seeing this gap show up in your own team? Mistakes and rework, or people quietly heading for the door?

Book a Skills Consultation 👇
https://link.captivationhub.com/sp/71f5b88054f

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