The AI shift demands earlier and more systematic investments in skills

A central conclusion of the report is that future skill requirements cannot be understood merely as a matter of technical expertise. As AI is integrated into workflows, decision-making, and organizational development, several other traits become increasingly vital: domain knowledge, judgment, accountability, communication, problem-solving, leadership, and the ability to determine how humans and AI can best collaborate.

The report points out that skills development needs to be built much closer to day-to-day operations. When AI alters job duties, workflows, and responsibilities, isolated training initiatives or learning on the side are no longer enough. Skills must be developed on multiple levels simultaneously: among executives who set the direction and make strategic decisions; among managers who lead change and organize learning; among employees who utilize and evaluate AI in their professional contexts; and among specialists who integrate AI into systems, data streams, and processes.

"The AI shift turns professional development into a more continuous, operationally integrated matter. This places demands on leadership, but also on structures that make it possible to invest in learning early and on an ongoing basis. For Sweden, this is an investment in innovation capacity, competitiveness, and a working world where more people can actively help shape technological development," says Moa Tivell.

Sweden possesses strong frameworks for workforce transition and lifelong learning, backed by established institutions and influential stakeholders representing both employers and employees. At the same time, the AI shift highlights a broader need to improve conditions for early and systematic investments in skills within the workplace. As technology rapidly shifts both how work is performed and what skills are required, support systems must be able to contribute to continuous learning, organizational development, and adaptability.

Consequently, the Labor Market AI Council highlights the need for the government to review how incentives for employer investments in skills can be strengthened—particularly in segments of the labor market where time, resources, and learning structures are weaker.

The report also draws attention to the need to monitor how AI affects young people and those early in their careers. As certain administrative, repetitive, or rule-governed tasks change, pathways into the labor market and early on-the-job learning opportunities may be impacted. The Council therefore emphasizes the importance of employers, the education system, and workforce transition agencies collaboratively developing frameworks for mentorship, career progression, and hands-on learning in a professional environment where AI is becoming an increasingly integrated part of work.

"We need to monitor development closely and remain humble about the fact that we cannot yet fully foresee the long-term effects. At the same time, Sweden cannot afford to wait for a perfect, complete roadmap. The ability to understand how work is changing, build skills alongside technological progress, and translate AI into practical value will be decisive for both individual opportunities and Sweden's long-term competitiveness," says Moa Tivell.