Author

Tom Lanaway

Published

2 March 2026

Estimated Read time

4Mins

Tom Lanaway is Head of Innovation at Connective3, a global brand & performance marketing agency. He leads a team building AI-powered marketing measurement and marketing intelligence tools.

Most businesses are asking the wrong question about AI. They’re asking, ‘Which AI tool should we use?’ They should be asking: ‘Can our people actually think with AI?’ 

I run an innovation team at a marketing agency. We’ve spent the last two years building AI into everything we do, including measurement, content, strategy, and automation. We’ve got lots of tools, 18 different products to be precise. 

Below is what I’ve learned. But the tools aren’t always the bottleneck; sometimes the skills are. 

The Tennis Racket Problem 

A colleague put it perfectly recently: “AI is a tool. Think of it as if you’ve got a smart assistant sat there. But it’s saying, I’m going to give you the best tennis racket, now go and play in a Grand Slam.” 

That metaphor stuck with me because it captures something the artificial intelligence hype cycle keeps missing. We’ve convinced ourselves it democratises everything. That anyone can now do anything. That the barrier to entry has collapsed. And there’s truth in that, but it’s incomplete. The barrier to access has collapsed, but the barrier to effectiveness hasn’t. Give someone GPT-4, and they can generate text. Give them the best tennis racket, and they can hit a ball. But the gap between hitting a ball and playing at Wimbledon is still vast. Most organisations are stuck in that gap, wondering why their AI investments aren’t transforming anything. 

Three Skills That Aren’t Always Present 

When I look at where teams struggle and where I see the same patterns across other businesses, three specific competencies keep showing up as gaps: 

1. Problem Decomposition 

Not everyone knows how to break down complex work into chunks that AI can help with. This sounds simple, but it isn’t. Most people approach AI with whole tasks such as ‘Write me a marketing strategy’, ‘Analyse this data’ Or ‘Create a campaign’. AI will then produce something, but it’s usually mediocre, because the person hasn’t done the harder work of understanding which specific parts of that task AI is good at, and which parts need human judgment. The skill isn’t using AI; it’s knowing what to give it. Someone who is brilliant at their job but can’t decompose problems will get worse results from AI than someone more junior who understands how to break work into the right pieces.  

2. Output Assessment 

How do you know if what AI gives you is good? This is where intuition becomes essential and it’s also where the ‘AI replaces expertise’ narrative falls apart. You need domain knowledge to evaluate AI output. You need enough experience to feel when something’s off, even if you can’t immediately articulate why. You need the pattern recognition that comes from years of doing the actual work. Artificial Intelligence doesn’t replace that intuition; it requires it. The best AI users I’ve observed aren’t the most technical; they’re the ones who’ve built up enough expertise in their field to quickly assess whether AI output is useful, directionally correct, or completely off base. They know what good looks like, so they can recognise it when they see it, or notice when it’s missing.

3. Articulation 

Can you clearly express what you really want? This is the unglamorous core of the whole thing. Some people struggle to articulate their requirements to other humans, let alone to AI. We’ve all sat in meetings where someone spends 20 minutes explaining what they need, and you’re still not sure what they want. AI makes that problem worse. The skill isn’t ‘prompt engineering’ in the technical sense; it’s the much older skill of clear thinking and clear communication. If you can’t articulate what you want specifically, precisely, with the right context and constraints, you won’t get useful output from AI or from anyone else. 

The Uncomfortable Implication 

Here’s what this means for how businesses should think about AI investment: 

Stop leading with tools: Most organisations have tool fatigue already. Another platform, another integration, another training session on which buttons to click. It’s not working. 

Start with the human work: Before asking ‘What AI should we use?’, ask ‘Can our people break down problems, assess output, and articulate requirements?’ If they can’t do those things well without AI, they won’t do them well with AI either. 

Invest in the skills, not just the access: This doesn’t mean AI prompt engineering courses; it means developing clearer thinking, better problem decomposition, and sharper articulation. These are old skills, applied to new tools. 

Accept that expertise still matters: The people who’ll use AI best are the ones who already know their domain deeply. AI amplifies competence; it doesn’t create it.

Connected Intelligence Isn’t About Connected Systems 

I’ve spent a lot of time thinking about how different marketing channels and data sources connect and how you build intelligence across systems rather than in silos.

But I’ve come to think the more important connection isn’t between systems, it’s between human judgment and AI capability. The integration layer that matters most is the one between the person and the tool. 

Get that wrong, and it doesn’t matter how sophisticated your AI stack is. Get it right, and even basic tools become powerful. 

Learn more at connective3.com

  • AI in Procurement
  • Artificial Intelligence in FinTech
  • Data & AI
  • Digital Strategy
  • People & Culture

Author

Sean Galea-Pace

Published

22 May 2023

Estimated Read time

6Mins

Dominic Fitch, Head of Creative Change at leadership development specialist Impact International, outlines five forward-looking skills for the next generation of leaders.

There is no denying that the world of business is evolving at an incredibly fast pace. With the constant launch of new tools and innovative tech, workers are required to embrace a wide range of modern equipment on a regular basis.

As employees continue to up their game, it is only natural that the next generation of leaders will need a set of updated skills too.

Dominic Fitch, Head of Creative Change at leadership development specialist Impact International

Here, with some insights from Dominic Fitch, Head of Creative Change at leadership development specialist Impact International, we take a look at some crucial future requirements that business owners and managers will have to nail to guide their team in an efficient, successful fashion.

1. Technological inclination

In the same way that youngsters jump at the latest technology at the first opportunity, it is important for future leaders to emulate that same drive and curiosity.

The world is becoming increasingly digitalised, and the business sector is no exception. This is why company owners and managers should have a basic understanding of today’s technologies, exploring how modern equipment can actively aid their business. From cloud computing to artificial intelligence and UX development, there are many different tools that can increase your organisation’s chance of success.  

Of course, nobody expects you to be an expert in computing coding or programming. But getting precious digital and tech skills under your belt can provide you with more than one ace up your sleeve.

2. Empathy and emotional intelligence

Just like an experienced, Michelin-star chef, future leaders have to juggle and balance several different aspects to create a perfect menu. Yes, technology will play an essential role in developing and driving your company forward. But software and robots have not yet mastered emotional intelligence, which means they cannot help on the more human side of things.

A business owner or manager should always strive to harness their relationship with colleagues and team members. Empathising, sympathising, supporting, and understanding the necessities of your employees is crucial, as this can inspire confidence and a sense of belonging in your people. If workers feel appreciated and cared for, there is a good chance they will go the extra mile to spur the growth of your business.

Hence, taking an interest in your team’s well-being and nurturing a shared feeling of unity is a fundamental attribute to possess.

3. Openness to diversity

One of the most prominent advantages of modern technology is that it’s abating boundaries and favouring connections with people worldwide. Hence, as time goes by, it is becoming more and more important to collaborate with colleagues from all over the globe. This means that, on a daily basis, you are working with teams from different cultures and who may even speak another language.

Engaging with people from all walks of life and with diverse backgrounds can open the doors to endless opportunities. Not only will you benefit from a vast range of experience, knowledge, and expertise, but you will also learn precious lessons on how to enter and succeed in global markets. Therefore, as the world becomes increasingly connected, future managers need to embrace diversity and make the most of its invaluable benefits.

4. Clarity and communication

Dominic Fitch, Head of Creative Change at leadership development specialist Impact International, outlines five forward-looking skills for the next generation of leaders.

Clarity and effective communication are timeless features of strong leadership. Managers need to build bridges between their team members and outline the company’s missions in a concise, transparent manner. In this respect, leadership development training is an excellent place to start when it comes to learning how to deliver messages and strategies that are straight to the point.

Future leaders have to be able to identify the right channels to carry this out in a smooth, effective way. With the many digital platforms at our disposal, it is important to choose one that can keep people on the same page at all times. What’s more, as innovations and possibilities arise, future managers need to communicate the essence of the question at hand in a digestible fashion.

Simplifying a complex situation or task is a crucial skill, and it is one that can aid both your team’s productivity and your business’ efficiency.

5. Foresight and adaptability

As technology evolves, artificial intelligence progresses, and the business sector continues to mutate, future leaders need to be flexible. Business owners and managers have to be ready to adapt and make sure they are not fazed by what the future holds. They should monitor trends and look at how to welcome change with a positive attitude.

How can you prepare for upcoming possibilities? One effective way is to run through various scenarios and start outlining all possible outcomes. What’s more, engaging with new circumstances and journeying out of your comfort zone can be an important learning curve. In fact, it will teach you how to deal with unfamiliar situations. If an unexpected opportunity comes about, you will have both the skills and confidence to respond to them with confidence.

To keep in step with the times, business leaders of the future will need to polish their set of skills. From emotional intelligence and adaptability to clear communication and openness to diversity, there are many aspects that will strengthen your leadership. By showing an interest for new software and technological developments, you can make sure your company is expanding its reach and exploring new, successful paths.  

Author

Kevin Davies

Published

10 May 2019

Estimated Read time

2Mins

Digital skills shortages blight UK jobs market for 20 years A lack of technical expertise has fuelled skills shortages across…

Digital skills shortages blight UK jobs market for 20 years

A lack of technical expertise has fuelled skills shortages across the UK for the last two decades. That is according to comparative analysis of the professional jobs market by The Association of Professional Staffing Companies (APSCo), which is celebrating its 20th Anniversary this year.

According to a 1999 report from University College London, almost half (47%) of all ‘skill-shortage vacancies’ that year could be attributed to a lack of technical expertise. For ‘associate professional and technical’ roles, the need for ‘advanced IT’ skills was responsible for 31% of vacancies, while a lack of ‘other technical and practical skills’ were responsible for a further 49% of all open roles.      

A separate report published the same year by Computer Weekly revealed that C++ developers were the most in-demand professionals with Java the second most sought-after skill in the IT recruitment market.

Today, research from The Edge Foundation suggests that around half of all employers (51%) have been forced to leave a role open because there are no suitable candidates available, and that tech job vacancies are costing the UK economy £63 billion a year. LinkedIn data indicates that cloud and distributed computing is the most valued skill among employers, with user interface design, SEO/SEM marketing and mobile development also featuring in the top 10.  

Commenting on the analysis, Ann Swain, Chief Executive of APSCo, said:

“While the specific skills that employers are seeking have changed dramatically over the past two decades, the fact that talent gaps continue to be aligned with technical competencies suggests that we need to do more to boost Britain’s digital capabilities.

“Our members have long reported shortages of talent across the IT and digital fields. For this reason, it is crucial that we ensure that we retain access to the STEM professionals that businesses need in the short term – through maintaining access to global talent and retaining our flexible labour market. However, perhaps more importantly, we must pipeline the calibre and volume of skills we need for the future so that we break free from this perpetual skills shortage. As this data indicates, for the past 20 years we have been playing catch-up – and we must break the cycle if individual businesses, and the wider UK economy, are to fulfil their full potential.”