How should L&D approach AI?
Learning and development teams should treat AI as a capability to build in the flow of work, not a course to deliver. The highest-value role for L&D is designing the daily practice, tying it to real tasks, and owning the evidence of what the workforce can now do.
The instinct to package AI as a curriculum is understandable and mostly a trap. A curriculum ages with every model release. Practice on real work does not, because it moves with the tools.
The opportunity for L&D is to own capability, not content. When L&D can show a leader measured, on-the-record ability across the workforce, it becomes central to the AI strategy rather than a service on the side.
Real capability on real tasks, verified where possible, and how it grows over time. Course completion is a weak proxy that says little about whether the work changed.