Learn why organisations like Becton Dickinson are shifting to development that builds situational judgement and collaborative decision-making.

Instant, always-on AI has forced a shift in leadership development priorities. When AI can answer all the questions you can imagine, it’s in-the-moment reactions and situational judgement that make excellent leaders stand out.

But how do you train leaders to respond effectively in complex human and business situations? How do you prepare for the unknown and the urgent? For the decisions AI can’t make for you?

The AI-age power skills of decision-making and situational judgement aren’t built through passive consumption, more content, or bigger course libraries: they’re built through practice.

In this session, we explore why organisations like Becton Dickinson, one of the world’s largest medical technology companies, are shifting from content-heavy approaches to experiential, practice-based learning that builds collaborative leaders, capable of exercising good judgement to solve complex problems and make the right calls for their teams and organisations.

• Identify how AI is changing the skills leaders need and how to realign leadership development around judgement, decision-making, and adaptability.
• Assess when traditional training and content libraries fail to build real leadership capability, and when practice-based learning is more effective.
• Explore practical approaches to using simulations and experiential learning to develop situational judgement at scale.
• Learn how organisations like Becton Dickinson are shifting to experiential leadership development, and how to make the case internally.