text: Annicka Pärson
The biggest risk with AI in learning and development (L&D) is that organizations end up creating more content and flooding the organization with mediocre material that no one really needed or asked for.
Because when a training program fails to deliver, when behavior doesn’t change, when the organization has invested resources and months in the wrong initiative, someone has to take responsibility for it. And the more AI generates, the less clear accountability becomes—unless you actively safeguard it. This isn’t a tool problem. It’s a trust problem.
The question that really matters isn’t “Did we produce anything?” but “Did we produce the right thing, in the right way, for the right purpose, at the right time?” These are different questions. Tools can help you with the first one. The second requires expertise, context, and someone willing to stand behind the answer.
That’s what we mean when we talk about our role with our clients. It’s not just about doing and delivering. It’s about knowing when learning is the right approach and when it isn’t. It’s about understanding whether a solution will actually bring about change in this specific organization, with this specific culture, in this specific situation. Having the courage to say yes, and the courage to say, “This isn’t a training problem.” That judgment cannot be automated. It must be actively owned by someone with sufficient expertise to actually determine it.
The organizations that get the most out of AI-driven L&D aren’t the ones that produce the most. They are the ones that know what they’re building and why, and that have experts who take responsibility for the results.
For us at Involve, this is at the heart of what we do. It always has been.
About Annicka
Annicka Pärson
Founder and CEO, Involve | Board Member, Swedish Basketball Federation and Sweden Basketball AB
Annicka Pärson has worked for over 30 years in the fields of learning, leadership, and organizational development. She founded Involve based on the belief that organizations perform better when people are trusted, included, and encouraged to grow—a belief shaped by parallel careers in business and elite sports, and inspired early on by board chairman Jan Carlzon’s ideas about decentralized, people-centered leadership.
As a long-time advocate of the growth mindset in the corporate world, Annicka also works at the intersection of AI and learning—and advocates for a human-centered approach in which technology supports learning and reflection, while judgment and trust remain human.
