Jump to navigation

From LMS to Generative AI: How Learning and Talent are Evolving

Submitted by Kerry Summers on

Updated April 2026
By Kerry Summers (Content Marketing Coordinator, iVentiv)

Listen to the podcast now on Spotify and Apple Music.

Key Takeaways

  • Moving from consuming information to repeated, contextual practice drives real behaviour change
  • AI is becoming a teammate, not just a tool
  • Fear, uncertainty, and mindset are slowing adoption more than the technology itself
  • Curiosity is now a core leadership capability

“We as practitioners, we as leaders in this field, need to continue to be comfortable with the fact that technology will continue to disrupt and force us to adapt and think differently.” 
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

There are moments in history where technology doesn’t just enhance work but instead redefines it. For Chief Learning Officers and Talent leaders like Gordon, the rise of artificial intelligence represents one of those inflection points.

From the early days of Learning Management Systems to today’s generative AI tools, Gordon Trujillo has witnessed multiple waves of transformation. Yet, as he reflects, today’s shift feels fundamentally different. AI is not simply another tool in the ecosystem. He says that it is fundamentally reshaping how we learn, how we lead, and how organisations operate.

For leaders across the iVentiv community, the challenge is not whether to engage with AI, but how to do so thoughtfully, responsibly, and effectively.

From LMS to AI: The Evolution of Learning Technology

Gordon’s career spans the evolution of workplace learning, from implementing early LMS platforms to navigating today’s AI-driven landscape.

Each technological wave, he explains, has expanded access and scalability. The internet enabled digital learning. Mobile brought learning into the flow of work. Cloud technologies connected systems and data. Now, AI is redefining what’s possible altogether. A quote that sticks with Gordon when he thinks back on the evolution of tech as he’s experienced it:

“Today’s AI is the worst AI you’ll ever use.”
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

This is an observation that captures the pace of change. AI is not static, it is improving continuously, and rapidly. For Learning leaders, according to Gordon, this means that waiting for maturity is not a viable strategy. Instead, curiosity and experimentation must become core capabilities.

AI as a Catalyst for Personalised, Scalable Learning

Arguably, one of the most compelling opportunities AI presents is the ability to deliver truly personalised learning at scale.

Gordon tells us that, historically, high-impact learning experiences, i.e, those that drive real behaviour change, have required significant investment: time, facilitation, and in-person interaction. These experiences, he says, have often been difficult to scale across large organisations.

AI, however, is changing that equation.

By enabling immersive simulations, conversational role-play, and adaptive feedback, organisations can now create learning environments that are both engaging and scalable:

“We can create more opportunities for practice in a more immersive way… that leads to behaviour change faster.” 
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

In healthcare, for example, this translates into high-stakes skill development through simulated environments. In Leadership Development, it means practicing difficult conversations with AI-driven scenarios. Across industries, Gordon observes that the implications are profound, and that the goal is not just knowledge acquisition, it is confidence, capability, and performance.

The Power of Practice: From Content to Capability

A key shift highlighted in our conversation is the move from content delivery to experiential learning. Gordon says that AI enables what many organisations have long aspired to achieve: continuous, contextual practice.

Rather than attending a single training session, learners can now engage in repeated, personalised interactions that reinforce skills over time. These “moments of practice” increase the likelihood of real-world application and lasting behaviour change.

This shift aligns closely with what we know CLOs have been striving for; learning that is embedded in work, not separate from it.

Barriers to AI Adoption: Mindset Over Technology

Despite the excitement surrounding AI, adoption remains uneven.

Gordon points out that a significant portion of the global population has yet to meaningfully engage with AI tools. Even within organisations, enthusiasm often coexists with uncertainty.

“I think this particular technology… creates a lot of anxiety because it feels so human.” 
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

This human-like capability is both AI’s strength and its challenge. It raises questions about job security, creativity, and identity, questions that, Gordon argues, cannot be addressed through technology alone.

For learning leaders, this underscores the importance of:

  • Normalising experimentation
  • Providing clear use cases
  • Supporting mindset shifts
  • Creating safe environments for exploration

Importantly, an observation is made that leaders must recognise that hesitation is not resistance, but that it is a natural response to change.

Redefining Leadership in the Age of AI

Perhaps the most profound implication of AI lies in how it reshapes leadership itself.

Gordon introduces a powerful concept: rethinking our “operating system” as leaders. In his opinion, by offloading routine tasks to AI such as information gathering, summarisation, or process execution, leaders can reclaim time for higher-value activities which includes:

  • Coaching and developing teams
  • Strategic thinking
  • Building relationships
  • Driving innovation

Gordon goes on to say that, in this context, AI is not just a tool, but is instead a collaborator:

“We have to consider now that we have new team members… technologically enabled.” 
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

This shift requires leaders to become more versatile, balancing human skills like empathy and influence with technological fluency. The most effective leaders will be those who can integrate both seamlessly.

From Specialists to “Full-Stack” Talent

AI is also transforming how roles are defined and executed. Traditionally, creating a learning experience required multiple specialists: instructional designers, content creators, video producers, and more. Now, AI enables individuals to perform many of these functions themselves.

This gives rise to what Gordon describes as a more “full-stack” approach to roles:

“I really think we have to start thinking about what does the full stack… creator actually look like.” 
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

Rather than eliminating roles, this shift is about collapsing complexity and increasing capability. It allows organisations to move faster, iterate more frequently, and unlock greater creativity.

For CLOs, this presents both an opportunity and a responsibility: to redefine skills, redesign roles, and reskill the workforce accordingly.

Curiosity as a Core Leadership Capability

Throughout our conversation, one theme emerges consistently: curiosity.

In a rapidly evolving landscape, no leader has all the answers. What matters to Gordon is the willingness to explore, experiment, and learn.

“The sooner you become curious, the sooner you start using… it gets more fun and more exciting.” 
-    Gordon Trujillo, VP, Enterprise Talent Management and Learning & Development, DaVita

This mindset is critical not only for individual growth but for organisational success, and leaders who model curiosity create cultures where innovation can thrive.

For learning leaders, the path forward involves embracing uncertainty, prioritising experimentation, and staying grounded in what matters most: human capability.

As Gordon emphasises, technology will continue to evolve. By focusing on practice, personalisation, and purpose, CLOs can ensure that AI enhances rather than replaces the human experience of learning.

Gordon Trujillo is a seasoned human capital and workforce transformation executive, known for shaping high-impact talent strategies across Fortune 300 organisations. Currently with DaVita Kidney Care, he brings deep expertise in talent development, learning, and people analytics, helping organisations unlock performance through their people. A recognised thought leader, Gordon operates at the intersection of data, leadership, and culture, championing human-centered approaches in an increasingly digital world. He is particularly passionate about leveraging analytics and AI to drive smarter workforce decisions while maintaining a strong focus on employee experience and growth.

FAQs

What is the role of AI in Learning and Development?

AI enables personalised, scalable, and immersive learning experiences. It supports adaptive learning pathways, real-time feedback, and simulation-based practice, helping organisations move from content delivery to capability building.

How can AI personalise learning at scale?

AI analyses learner behaviour, skill levels, and preferences to tailor content and experiences. It can simulate real-world scenarios, provide targeted feedback, and adapt learning journeys in real time, making personalisation achievable across large workforces.

What are the biggest challenges of AI adoption in organisations?

The primary challenges are not technical but human. These include fear of change, lack of understanding, and uncertainty about AI’s impact on roles. For Gordon, clear use cases, leadership support, and a culture of experimentation are essential to overcoming these barriers.

How is AI changing leadership skills?

AI is shifting leadership from task execution to strategic and human-centred activities. Gordon argues that leaders must balance technological fluency with skills like empathy, critical thinking, and influence, while learning to work alongside AI as a collaborator.

Will AI replace jobs in Learning and Development?

Rather than replacing roles, AI is reshaping them. It enables professionals to become more versatile, taking on broader responsibilities and focusing on higher-value work such as strategy, creativity, and behaviour change.

Thumbnail: 
Feature on Homepage: 
News category: 
Artificial Intelligence
Latest Trends in Learning

More Insights

From LMS to Generative AI: How Learning and Talent are Evolving

As AI reshapes the workplace at unprecedented speed, learning leaders are being called to rethink not just how learning is delivered, but how work itself is structured.

In this conversation with Gordon Trujillo, VP of Enterprise Talent Management & Learning & Development at DaVita, we explore how AI is transforming learning, leadership, and organisational design, and why curiosity, experimentation, and human capability remain at the heart of it all. Watch the interview now.

Why Learning Culture Starts with Habits, Not Training Programmes

In today’s rapidly evolving business landscape, the ability to learn continuously is no longer a competitive advantage, it is a necessity. Yet many organisations still rely on traditional training models that struggle to keep pace with change.

So, what does it really take to build a learning culture that lasts?

In this interview, Laura Medina Escolano, Head of Global Learning & Development at DEKRA, explores the shift from training programmes to habit-driven learning. She shares why curiosity must become a daily behaviour, how leaders shape learning through small actions and why creating a safe environment for experimentation is critical to success. Watch the interview now.

From Individual Leaders to Atomic Teams: A New Approach to Organisational Performance 

Across organisations, leadership development has long been treated as an individual pursuit. High-potential programmes, competency frameworks, and executive coaching are all designed to elevate the individual leader. Yet as organisations face increasing complexity and pressure to perform, Charles Jennings and Tue Krabbe-Juelsbo ask a fundamental question: what if the true unit of value is not the individual at all, but the team? 

Watch our interview with Charles Jennings, Co-Founder, 70:20:10 Institute, and Tue Krabbe-Juelsbo, Senior Lead, Head of Leadership & People Development, Nuuday, to get their take on the power of atomic teams in your organisation, based on their upcoming research.

Inside Fanatics Commerce’s Talent Strategy: Scaling Leadership in a Hypergrowth Business

Is scaling leadership in a hypergrowth business just about doing more, faster? Or does it require a fundamental rethink of how leaders operate, how Talent functions deliver value, and how organisations balance structure with agility.

In this conversation with Richard Parfitt, Marketing Director, iVentiv, and Yulia Denisova, VP Talent & Development at Fanatics, we explore what it really takes to build leadership capability at pace in a business that has grown to 20,000 employees across 200 countries. From redefining prioritisation and decision-making, to introducing structure without bureaucracy, Yulia shares how Fanatics is evolving its talent strategy in real time.

The discussion also dives into the role of AI in leadership, the importance of maintaining human connection at scale, and why Learning and Development must shift from control to enablement. Watch the interview now.

What Makes a Good Learning and Development Budget in 2026?

As an L&D leader, you are certainly not alone in wondering if your budget matches up to the expectations placed on you and your team. It’s no surprise that 60% of CLOs say measuring ROI is one of their top priorities.

But what makes a good L&D budget in 2026? How much should your organisation be spending? What figures should you be benchmarking against?

Download the iVentiv Budget Report today for a detailed breakdown of how much senior Learning and Talent Executives have at their disposal in 2026, including average budget per employee. The report also lays out what L&D’s biggest spenders and biggest employers are prioritising.

Best Events for Chief Learning and Talent Officers

As a CLO or Global Head of Learning and Talent, there is no shortage of Learning conferences, events, or webinars that you can attend. There’s a keynote speaker, exhibition stands, and a room full of excited Learning professionals ready and raring to go.

Those events can be a good opportunity to hear case studies and take a whistle-stop tour of what’s happening in the industry. But they aren’t always the best way to take away real, actionable ideas. If you’re in a senior role at a big organisation, especially, you can spend a lot of time speaking to early career attendees from smaller learning teams who aren’t dealing with the same challenges.

But big conferences and ‘sit and listen’ events aren’t the only option for Heads of L&D and Chief Learning Officers. In this blog, we look at how CLOs can take the pulse of the industry, connect with other senior executives, and find solutions to their challenges at collaborative, iVentiv events in locations around the world.

How Global Learning Leaders Build Growth Cultures that Scale

In a world where AI, shifting business priorities, and accelerating change are redefining how organisations develop talent, Learning leaders face a critical question: how do you build a culture where learning truly drives performance? 

In this conversation, William Varsos, Head of Global Learning at Marsh, shares practical insights on embedding learning into the flow of work, aligning development with business strategy, and avoiding the distractions of the latest trends. 

From designing impactful leadership learning to rethinking the role of AI in learning functions, his perspective offers a grounded look at what it really takes to create a sustainable learning culture today. Watch the interview now.

Why Mindset, Not Skills, Is Today’s Biggest Leadership Challenge

In today’s fast-changing business environment, the biggest Leadership challenge may not be skills, it may be mindset. In this conversation with iVentiv’s Hannah Hoey, Nikhil Shahane, VP Global Head of People Development at TechnipFMC, explores why adaptability, curiosity, and the ability to let go of legacy ways of working are becoming critical Leadership capabilities.

From navigating a “BANI” world to embedding learning in the flow of work, Nikhil shares practical insights on how organisations can shift from skills-focused development to cultivating the mindsets that enable leaders and teams to thrive through constant change. Watch our interview with Nikhil now.
 

Developing Leaders That Deliver: Rethinking Talent and L&D in Hospitality

In an industry where thousands of frontline employees may be trained in a matter of hours rather than months, hospitality leaders are being forced to rethink how learning, leadership, and communication really work. Many take the view that traditional onboarding, static compliance courses, and one-size-fits-all leadership models simply can’t keep pace with the speed, scale, and expectations of modern hospitality.

In this conversation, David Goddard, VP Talent at Levy Restaurants, shares how one of the world’s leading sports and entertainment hospitality brands is developing leaders that deliver even in the most high-pressure environments. Read the blog now and watch the interview with David to learn more.

Leadership Development in the Age of AI: Why Judgement Is the New Competitive Advantage

As AI rapidly reshapes how work gets done, Leadership Development is facing a defining moment. If knowledge, once the cornerstone of leadership capability, is becoming increasingly commoditised, that could mean that judgement, the ability to make sound decisions, align people, and lead through uncertainty, will matter far more. 

In this interview, Abilitie’s Bjorn Billhardt, Founder and CEO, and Alex Whiteleather, Managing Director for Europe, at Abilitie explore how AI-enabled leadership simulations are transforming development by immersing leaders in realistic, high-stakes decision environments that build critical thinking, business acumen, and cross-functional collaboration.

For Chief Learning and Talent Officers navigating organisational change, flatter structures, and accelerating decision cycles, this perspective could offer a practical framework for rethinking Leadership Development in the age of AI, and a compelling case for why judgement, not knowledge, could provide the true competitive advantage. Watch the interview now and read about how Abilitie is shaking the world of Leadership Development with their brand new Case Challenges experiences.

Pages