The scale of the challenge ahead is staggering. The World Economic Forum estimates that one billion people will need to be reskilled by 2030, driven by technological disruption, digital transformation and the shift to more sustainable ways of working.

 

Yet, the promise of AI doesn’t automatically translate to improved wellbeing or enhanced performance. In fact, frequent AI users report higher burnout levels than those who never use it, according to Quantum Workplace.

 

And it’s not just employees feeling the strain – senior executives are burning out too.

 

“Change fatigue can result in people leaving organisations or even choosing to retire”, warns Melissa Dunn, Portfolio Management Office Director, Hays APAC. “Often, significant change fatigue is the result of poorly planned and managed change. Senior leadership must articulate a clear strategy and narrative: what’s changing, why, and what it means for the business and its people.”

 

Economic volatility has forced many organisations to accelerate transformation. But speed without strategy risks alienating the very people needed to deliver results.

 

Charlotte Talmage, CEO of Uuna and Nigel Kirkham, CEO, Enterprise Solutions at Hays, caution against reactive change:

 

“Transformation can’t be just about urgent fire drills. Aligning on purpose, clear priorities, and co-creation helps turn fatigue into momentum. It builds movement, not just task lists.”

 

Yet, many organisations are still driven by FOBO (Fear of Being Overtaken by Bots) and FOMO, rather than thoughtful strategy. The result? A lack of time to trial, test, and embed change effectively.

 

Technology may be the enabler, but your people determine the outcome. The true cost of change is measured not just in productivity, but in human energy, engagement and trust.

 

To lead successful transformation, organisations must embed a culture of continuous learning and unlearning. That means more than offering training. It requires psychological safety, permission to experiment and KPIs that reward capability-building.

 

“If there’s a fear of failure, rigid hierarchies, or siloed thinking, then learning becomes nearly impossible,” says Lou Robey, Founder of #Voice4Impact and Advisory Board Member at Uuna.

 

“Learning isn’t about adding more to already packed jobs,” adds Charlotte and Nigel. “It’s about building it into the rhythm of work.”

 

Even with the best tech stack, transformation stalls when mindsets don’t shift. Alicja Malok, Senior Director, Technology at Hays Poland, notes that “people can be stubborn when it comes to using AI. Convincing them to use it for basic daily duties is difficult. You need to ask yourself if you’re forcing them to use it, or actively encouraging them to reskill alongside it.”

 

This upskilling must be intentional, supported and continuous. And it must be led, not delegated. Erin Loh, Head of Enterprise Solutions, Hays Asia, highlights: “Too many SMEs are stuck in a culture of inertia. A culture of learning needs someone to drive it – it's time for senior executives to lead from the front.”

 

“We need to teach people that tools like AI can benefit them by making them more effective”, Alicja concludes.

 

Change doesn’t come naturally to all.

 

It’s hardly surprising. Education systems don’t prepare us for continuous learning and as a result, many employees resist stepping out of their comfort zones. That’s why measuring wellbeing during transformation is critical.

 

Robey recommends pulse surveys, focus groups and one-to-one check-ins to track stress levels, workload concerns and continuously measure confidence in the changes.

 

Standing still is dangerous, but change brings with it uncertainty and resistance. You need to move – and move well.

 

How you lead your transformation efforts will determine whether your organisation thrives or stalls. The most successful leaders are those who connect strategy to people, embed learning into the flow of work and treat wellbeing as a core business metric.

 

If you’re ready to turn fatigue into momentum, start by asking: Are we building movements - or just managing tasks?