Artificial intelligence is changing how work gets done. From automating routine tasks to supporting analysis and decision-making, AI is becoming part of how organisations operate.
But the shift is not simply about which jobs AI can automate. It is also changing the skills managers need to work effectively alongside AI.
McKinsey Global Institute research on the future of work finds that more than 70% of the skills employers seek today are used in both automatable and non-automatable work. It also suggests that interpersonal skills such as negotiation and coaching may change the least, while widely applicable skills such as problem-solving and communication are likely to evolve as people increasingly work with AI.
For experienced working professionals, this raises a more useful question than whether AI will replace jobs: Which capabilities will help managers make better decisions, work effectively with AI and lead people through change?
Key takeaways
- AI amplifies human judgement: Automation handles data processing, but strategic, contextual thinking and decision-making remain human responsibilities.
- Core capabilities are evolving: High-touch skills such as negotiation, communication and complex problem-solving matter more as AI takes on routine analysis.
- Fluency over specialisation: Effective managers do not need to build AI tools; they need to integrate AI insights into business workflows.
- Integration drives performance: Combining existing functional expertise with a broader general management perspective helps experienced professionals apply AI-enabled insights.
Building AI fluency as a manager
AI fluency is the ability to use and manage AI tools, and demand for it is rising quickly. McKinsey’s research found that demand for AI fluency grew nearly sevenfold in two years in US job postings, faster than for any other skill.
Managers increasingly need to:
- Identify opportunities to use AI within their functions.
- Understand the capabilities and limitations of AI tools.
- Evaluate AI-generated information and recommendations.
- Consider the business implications of AI adoption.
- Help teams adapt to AI-enabled ways of working.
Working with AI is therefore becoming part of a broader management skill set rather than a standalone technical capability.
Related read: Executive Education and the future of work.
Strengthening problem-solving skills
“As AI becomes better at generating answers, managers will need to become better at judging those answers. We therefore focus on helping participants develop a strong understanding of business fundamentals and the underlying concepts. A pedagogy emphasising Socratic thinking allows participants to question the analysis, spot what may be missing, and recognise when an AI-generated response simply does not make sense.”
– Prof. Shabbir Husain R.V., Associate Professor, Marketing, Chairperson – Post Graduate Executive Management Programme (PGEMP) and Post Graduate Programme in Marketing and Business Management (PGPMBM)
Effective problem-solving increasingly involves:
Defining the problem clearly.
Asking the right questions.
Evaluating different solutions.
Applying business context and judgement.
Understanding trade-offs.
Turning analysis into action.
McKinsey identifies problem-solving as one of the skills likely to evolve as people and AI increasingly work together.
Why negotiation and influence still matter
Not every important management capability can be easily automated. McKinsey’s research identifies negotiation and coaching among the skills expected to change relatively little as AI adoption increases. These capabilities depend heavily on human interaction, judgment, and context.
“While artificial intelligence can rapidly analyse data, optimise contract variables, and generate draft options, it cannot replicate the human emotional intelligence, relationship-building, and nuanced, personalised communication required to win people over, close complex deals, and bring teams together. Therefore, the “Human Premium” in the age of AI lies in this specific ability to negotiate well.”
– Prof. Vineeta Dwivedi, Associate Professor, Organisation and Leadership Studies
Developing communication and collaboration
As AI becomes part of everyday workflows, managers also need to communicate about technology and change more effectively. SPJIMR’s piece on what it takes to drive change in business explores this further.
Collaboration is equally important. Managers increasingly need to work across functions, bring different perspectives together and coordinate people and technology towards a common business objective.
In this environment, communication is not simply about conveying information. It is about creating clarity, building trust and helping people act on change.
Strengthening strategic thinking and judgement
AI can process large amounts of information, but managers still need to decide what matters.
Strategic thinking allows managers to connect information with business priorities, identify opportunities and risks, evaluate trade-offs and make decisions with the wider organisation in mind.
For experienced professionals, this capability is particularly valuable. Existing functional or industry expertise provides context, and broader management thinking helps professionals apply that expertise to increasingly complex business situations.
Developing adaptability and continuous learning
The skills required at work are not necessarily disappearing; many are changing in how they are applied.
Continuous learning can involve:
- Staying current with emerging technologies.
- Experimenting with new approaches.
- Re-evaluating established ways of working.
- Learning across functions.
- Developing the ability to adapt as business requirements change.
For organisations, this means management development cannot be treated as a one-time intervention. It needs to support managers as their roles continue to evolve.
From individual skills to broader management capability
AI fluency, problem-solving, negotiation, communication and strategic thinking are valuable individually. Their real impact comes from how managers combine them.
The future of management development is not only about teaching individual skills. It is about helping professionals bring multiple capabilities together in real business situations.
How PGPGM (Executive) helps working professionals build these capabilities
For experienced professionals, building these capabilities alongside existing industry and functional expertise is an important part of career growth.
The Post Graduate Programme in General Management (PGPGM (Executive) at S.P. Jain Institute of Management & Research (SPJIMR) is an AICTE-approved 2-year weekend programme for working executives in Mumbai and Delhi, who wish to pursue an Executive MBA without a career break. The PGPGM (Executive) curriculum focuses on developing broader management capability through applied learning, interweaving management frameworks and AI tools, and equipping learners with the necessary skill sets to leverage them.
“Experienced professionals already bring knowledge of their industries, functions and organisations. PGPGM (Executive) focuses on combining that experience with capabilities suited to an AI-enabled disruptive business environment.”
– Prof. Ruppal Walia Sharma, Professor, Marketing, Chairperson – Post Graduate Programme in General Management (PGPGM) & Head, Delhi Centre
Management education provides a structured environment for developing this broader perspective. Here is a closer look at the benefits of an executive MBA for working professionals.
The future of management will not be defined by AI skills alone. Managers will need to combine technological understanding with capabilities that help them interpret information, solve problems, influence people and make sound decisions.
For those weighing the investment, this guide to the ROI of an MBA for working professionals is a useful next read.
Explore the PGPGM (Executive) at SPJIMR to learn more about how experienced professionals can develop broader management capabilities for a changing world of work.
