In part one of our interview with David Wilson, he revealed the gap between AI hype and reality in learning systems. Now, he turns to the strategic implications for L&D – from GenAI conversation interfaces reshaping the learner experience to the serious risks facing functions that delay adoption. Drawing on Fosway’s comprehensive AI research, Wilson makes it clear why sitting this out simply isn’t an option.
Beyond ‘Netflix-style’ learning
Fosway’s 2025 digital learning assessment found that GenAI conversation interfaces are on 76% of vendor roadmaps but only live with 23%. What potential do these tools have for skills development and behavioural change?
From a learning technology perspective, there is clearly an overlap between digital learning and the learning systems market, particularly around content and tools. The key difference is that learning systems focus on the platforms used to manage, deliver and access learning across the organisation. In contrast, digital learning focuses on the content and services that provide that learning.
The GenAI conversation interface is particularly interesting. In our 9-Grid™ assessment earlier this year, we explored whether AI could replace the ‘Netflix’ learning experience. AI has the potential to transform learner engagement by shifting the interaction from traditional content recommendations to a more conversational, LLM-driven interface. Learners could engage in a dialogue with the system, which would respond with contextually relevant answers, content and learning assets – rather than directing them to an entire course.
This mirrors broader trends in consumer and business technology. Search engines now provide direct AI-generated responses instead of hundreds of links. In learning, a similar shift could allow AI to act as a co-pilot, guiding learners in a personalised, interactive way. It enables granular recommendations, such as specific sections of a course, videos or supporting materials, rather than requiring learners to complete a full course. Many vendors are already experimenting with this approach.
It’s important to emphasise that skills development is not just about knowledge acquisition or compliance. Many online learning systems focus on completing courses as the end goal. However, real learning occurs when knowledge is applied in practice – whether in the workplace or through engagement with colleagues. AI has an opportunity to be part of that wider narrative, not just part of the knowledge acquisition conversation.
The risks L&D must address
What risks do L&D need to seriously consider before making any purchasing decisions?
Almost everything organisations have already purchased is now coming with AI. This isn’t just about future purchasing decisions – it affects nearly every decision. AI is becoming a dominant part of vendors’ innovation roadmaps, particularly in areas like learning content, content tools, licensing and production costs.
From an L&D perspective, the key is to understand what’s coming and to build strategy and capability to address it. There’s a real opportunity to transform the role of L&D for the future, but there’s also an existential risk. If L&D ignores or delays engagement with AI, it risks being marginalised within the organisation.
L&D does not have exclusive ownership over this space. Other HR and people systems functions, as well as business teams, are also pursuing AI initiatives, and there are solutions available externally.
Most organisations have general awareness of AI but lack deeper understanding. Accelerating understanding and developing a roadmap or blueprint is critical. Another risk is that L&D may not be able to make AI-related decisions themselves, leaving IT or HR to lead them. To avoid this, L&D must engage actively in strategic conversations about digital and AI transformation, understanding not just siloed decisions but how they fit together across the organisation.
How might AI impact L&D as a function?
L&D must consider the future of the function, including budgets, funding models and transitioning to new ways of operating. Basic transactional learning roles are increasingly impacted by AI. This affects not just learner expectations but also the number and type of learners.
Early-career roles are already under challenge, while areas such as compliance may be impacted in the future, too.
If that happens, L&D might find a lot of its base remit is impacted in a way that could be quite negative from a budget perspective.
The conversation you need to have with vendors
What’s the conversation L&D teams should be having with their current vendors right now – the questions that reveal whether what they have is actually evolving or just staying put?
I don’t think any vendor is staying put. The questions are how fast they’re moving, how mature their capabilities are today, and what opportunities exist to realise value now.
For L&D teams, it’s useful to build a blueprint or roadmap around where you see AI opportunities and value. At the same time, vendors and partners can serve as a lens to understand what’s coming and what opportunities they specifically bring.
Some organisations are even ‘AI stress-testing’ their vendors – after all, laggard vendors may struggle to support you effectively in the future or deliver the value you need. It’s easy to add AI to a roadmap, but delivering capabilities that are adopted and deliver value is much harder.
This leads into Phase Two of Fosway’s AI research project, which will focus on understanding where AI creates real value – for both corporate L&D teams and vendors. This will be a key focus in the 2026 cycle.
The challenge is objectively assessing where a vendor really stands beyond the hype, mapping them against your own opportunities, and identifying both low-hanging fruit and transformational areas. This clarity helps accelerate your AI understanding, engage with vendors effectively, and evaluate their ability to support your AI transition – whether in digital learning services, platforms or content.
This will also force companies to rationalise their suppliers. There’s still a lot of pressure for consolidation on a wider HR perspective, and within L&D. Companies still often have multiple content partnerships and platforms that exist because of history rather than future value potential. Ultimately, it’s hard to put that jigsaw together and make it move fast with so many different pieces.
You can’t afford to sit this out
We’re still in the early days. Should organisations be patient and wait for more maturity, or is there a risk in sitting this out?
I don’t think there’s an option to sit this out. Ignoring it is effectively sticking your head in the sand. There is a lack of maturity around AI – especially on the vendor side – but the rate of change is accelerating, not slowing. It’s critical that L&D teams engage with AI in a structured, constructive way, because otherwise catching up will be very difficult.
Opportunities exist today. Almost every company we speak to is trying to improve skills development, enhance learning experiences, accelerate content delivery, optimise L&D operating models, or reduce and realign costs. AI can positively impact all these areas, but if L&D does nothing, progress will pass them by. This applies across digital learning content and services, as well as learning systems and platforms. AI is having a significant impact in almost all areas, and that impact is only going to grow.
There are also deeper questions around funding – who pays for AI infrastructure and data centres – but the shift itself is irreversible. Because so much of the vendor roadmaps are dominated by AI investment, if you’re not adopting it, what are you going to have left? And there’s also the ‘anti-‘ story to consider. It’s going to be hard to deliver against the future needs of what will remain a fast-changing business context without AI in your toolbox.
