CGI: Learning & Development Will Be Key To AI Success
The UK's journey towards AI adoption faces a critical bottleneck that no amount of technology investment can solve alone. According to CGI's 2025 Voice of Our Clients report, three-quarters of UK businesses report difficulties recruiting and retaining Information Technology (IT) professionals, with the public sector facing an even starker reality at 86%.
This talent crisis could mean the difference between organisations that successfully scale AI and those left struggling with legacy systems.
The research reveals that whilst 72% of UK executives recognise technology and digital acceleration as primary forces reshaping industries, only 21% of UK organisations have deployed traditional AI and generative AI solutions, lagging significantly behind global rates of 35% and 26% respectively. This gap points not merely to infrastructure challenges but to a fundamental skills shortage that threatens competitive advantage.
The talent and infrastructure challenge
The talent shortage extends beyond simple recruitment difficulties. It reflects a broader challenge in building internal capabilities sufficient to drive digital transformation at scale.
UK organisations cite ageing IT platforms as a significant barrier, with 63% of leaders identifying legacy tech as a bottleneck, far above the global average of 46%.
Despite these workforce constraints, the majority of UK organisations plan to maintain or increase IT budgets in 2026. This investment intent signals recognition that skills development and strategic partnerships represent essential pathways forward.
"Despite strong economic headwinds, UK organisations aren't hitting pause; they're pushing forward," explains Tara McGeehan, President of CGI in the UK and Australia. "The shift we're seeing is from experimentation to execution."
The research suggests that organisations are moving beyond AI experimentation towards practical deployments, integrating AI with cloud solutions and managed services. However, this transition demands workforce capabilities that many organisations have yet to develop.
The emphasis on shifting from strategy to execution requires not only clear direction from leadership but also sustained investment in upskilling existing teams and building cultures of continuous learning.
Building resilience through skills investment
UK enterprises demonstrate higher reliance on fully managed IT services for application modernisation, with 20% leveraging these partnerships versus 15% globally. This approach represents a pragmatic response to talent scarcity, allowing organisations to augment internal capabilities whilst developing their own teams' skills over time.
Yet partnership alone cannot solve the underlying capability gap, particularly as emerging technologies like quantum and neuromorphic computing approach mainstream adoption.
Tara emphasises the need for cultural transformation alongside technological advancement. "Leaders need to create a culture of experimentation and stay alert to the next wave of disruption," she notes.
This cultural shift requires deliberate learning and development strategies that prepare workforces not merely for today's AI deployments but for successive waves of technological change.
The research highlights that geopolitical and social pressures influence enterprise AI strategies, with 60% of UK leaders identifying shifting political, fiscal and regulatory landscapes as critical concerns. Navigating this complexity demands a sophisticated understanding across organisations.
Skills development programmes that build both technical capabilities and strategic awareness prove essential for managing these multifaceted challenges.
Cloud adoption supports AI scalability and legacy application updates, forming the backbone of digital transformation strategies. However, migrating away from outdated platforms whilst maintaining operational continuity requires skilled professionals capable of managing complex transitions.
The combination of talent scarcity and infrastructure modernisation needs creates urgency around learning and development initiatives.
The strategic imperative for skills development
The CGI report paints a picture of an IT landscape in transition, where enthusiasm for AI exists alongside significant legacy and talent challenges. Success will hinge on leadership clarity, modern infrastructure investments and innovative talent strategies.
For C-suite executives, the strategic imperative is clear: investment in learning and development is not a supporting activity but a fundamental prerequisite for unlocking AI's full potential.
Organisations that recognise skills development as central to their transformation strategies could gain decisive advantages over competitors still viewing talent challenges as merely operational concerns.
