Since its inception, Benton + Bradford Consulting has centered its work “Where Business Strategy and Human Capital Meet.” We define this work as developing human capital strategies that are strongly correlated to better market performance but are not yet widely adopted by organizations (often less than 20%). Our goal is to help our clients see around the curve and prepare for what’s next. To achieve this, we continuously uncover emerging practices and help organizations adopt them.
In conversations with leaders across industries and companies ranging from $150 million to multibillion-dollar enterprises, we’ve identified trends that will shape 2025 and beyond. Below are key observations, along with questions executives should ask themselves to evaluate their readiness:
1. The Rise of AI-Augmented Leadership
Ready or not, it’s time. Leaders must embrace AI to streamline decision-making, enhance productivity, and foster creativity, while balancing the human element in leadership. AI tools can assist leaders in quickly analyzing customer sentiment across millions of data points. AI-driven project management tools can help identify bottlenecks in workflows. However, without the input and oversight of humans, these tools can lead to decisions that lack empathy or misalign with organizational values.
Questions for Reflection:
- How effectively are we integrating AI into our decision-making processes?
- Are our leaders equipped to navigate the ethical and strategic implications of AI?
- Do we have an approach for how AI tools should be integrated across leadership functions and areas where they should not be used?
2. Culture as a Competitive Advantage
Organizations with strong, authentic cultures consistently outperform others in retention, innovation, and customer satisfaction. For some companies a commitment to specific values, like environmental sustainability, can attract talent and customers who share those values. Some companies’ cultures attract certain types of employees because they are drawn to a work environment that enables them freedom to innovate and make decisions while staying aligned with organizational goals.
Evaluating current organizational culture can help to identify gaps and implement targeted initiatives to strengthen authenticity, inclusivity, and purpose.
Questions for Reflection:
- Is our organizational culture aligned with our business goals?
- How inclusive and psychologically safe is our workplace?
- Are we attracting talent that can help us reach our next level goals?
3. Remote and Hybrid Work Maturity
The hybrid model will stabilize, with successful companies mastering the balance between flexibility and accountability. Some organizations, like Dropbox, have transitioned to a “virtual first” model, where in-office time is reserved for collaboration and team-building. They continuously review and refine their processes. Others are still struggling with whether they need to be in office all the time, virtual primarily, or a blend of the two.
Questions for Reflection:
- Are we fostering engagement and productivity in our teams?
- How do our remote work policies compare to industry best practices?
- What plans do we have to evaluate our in-office and remote working models and how are we measuring success?
4. Wellness as a Leadership Mandate
Mental health and well-being will become core organizational priorities, with leaders setting the tone through their behavior and policies. Organizations like Deloitte and P&G have introduced wellness sabbaticals. Others have instituted company-wide wellness weeks to combat burnout. Leaders who openly discuss their own wellness practices can inspire a culture of balance.
Questions for Reflection:
- Do our policies support leaders and employees in achieving work-life integration?
- How well are we addressing stress and burnout within our organization?
- Do our wellness programs align with our organizational goals?
5. Generational Collaboration and Leadership
Organizations will face challenges and opportunities as Gen Z gains influence and Boomers contribute as mentors or consultants. Instead of viewing mentorship as only older to younger relationships, consider the idea that all employees can learn from each other. Gen Z employees might mentor senior leaders on emerging technologies and digital trends, fostering cross-generational learning.
Questions for Reflection:
- Are we effectively leveraging the unique strengths of each generation in our workforce?
- How are we preparing leaders to bridge generational gaps?
- Are we aware of the generational expectations of our workforce?
6. The Shift to Human-Centric Leadership
Empathy, emotional intelligence, and adaptability will define successful leaders in an increasingly volatile world. During the pandemic, leaders who practiced transparent communication and prioritized employee well-being were able to maintain trust and morale during crises.
Questions for Reflection:
- Are our leaders demonstrating empathy and adaptability in their interactions?
- How do we measure emotional intelligence in our leadership pipeline?
- Are we coaching for EQ and aligning it with business outcomes?
7. Diversity, Equity, and Inclusion Evolving to Culture and Engagement
DEI initiatives will transition from compliance-based efforts to strategic drivers of innovation and growth. Some are leveraging employee resource groups to drive innovation and improve product design rather than simply making them talking spaces for employees who represent specific demographics.
Questions for Reflection:
- Are our DEI efforts integrated into our broader business strategy?
- How are we expanding talent pools to include diverse perspectives and experiences?
- How do we coach leaders and talent recruiters to mitigate unconscious biases in hiring processes?
8. Purpose-Driven Organizations
Employees and customers will increasingly align with organizations that demonstrate social responsibility and authenticity. Brands that integrate social responsibility into their core business strategies consistently outperform other product lines. But it’s essential to understand an organization’s north star and rallying cry for employees rather than jumping on current fads.
Questions for Reflection:
- Is our purpose clearly defined, authentically communicated, and rewarded?
- How does our organization’s purpose align with our stakeholders’ values?
- Can our leaders articulate and operationalize our mission and values?
9. Leadership Succession in a Rapidly Changing World
Succession planning must prepare future leaders for dynamic and uncertain environments. Some organizations’ leadership development programs emphasize agility, continuous learning, and data-driven decision-making. Others actively prepare internal candidates for upward movement through rotational assignments and leadership training.
Questions for Reflection:
- Are our succession plans aligned with the challenges of a rapidly changing market?
- How are we developing agility and continuous learning in our future leaders?
- Do we have a strong leadership pipeline, or do we lose middle managers with frequency?
10. The Importance of Unlearning
Leaders will need to shed outdated beliefs, processes, and mindsets to stay relevant in fast-changing industries. The risk of clinging to legacy models is becoming obsolete. Think of the classic Blockbuster-Netflix story, which clearly demonstrates the value of unlearning old paradigms and embracing change and consumer trends.
Questions for Reflection:
- How effectively do our leaders adapt to new realities and discard outdated practices?
- Are we fostering a culture of lifelong learning within our organization?
- Do we encourage unlearning or do we layer new practices on top of the old?
Final Thoughts
The trends shaping 2025 present both challenges and opportunities. Executives need to ask themselves critical questions to identify gaps and act decisively. Successfully navigating these changes, organizations can emerge stronger, more innovative, and better prepared for the future.
