AI is changing not only how people work, but how quickly the best people can develop. Experience still matters. But the way people build that experience is changing fast.
AI is not lowering the bar for leadership. It is compressing the experience curve, giving ambitious, capable people access to knowledge and opportunities that used to take years to acquire through proximity to the right people and places, repetition and, of course, trial and error. For younger employees, particularly Gen Z, that is proving transformative. In India, 18 to 30-year-olds accounted for 79% of new formal job registrations in FY26, according to Quess Corp's Pulse FY2026 report.
The strongest emerging leaders are not using AI as a shortcut. They are using it to think and learn faster, building strategic capability earlier in their careers. Our recent IWG study, “The Rise of the Z Suite”, found that four in five young leaders say AI gives them knowledge that once took many years to gain, while 79% say it helps them perform beyond their current seniority. That appetite for learning is particularly strong among India’s young workforce, with 94% of Gen Zs saying on-the-job learning is one of the most helpful tools for career growth.
If people can build capability faster, then talent should be judged by what people can do, not simply by how long they have been doing it. Indian employers are already moving this way with, 80% of leaders in India said they would rather hire a less experienced candidate with AI skills than a more experienced one without them.
At IWG, one of our Leadership Principles is: The best people win. Period. Merit decides, not tenure, not title. Deliver and you rise. The evidence suggests this is already happening; 82% of senior leaders say AI is fast-tracking younger leaders. Younger employees themselves are more confident than previous generations that they can reach the top earlier. 95% of 21–29-year-olds believe they could hold a senior leadership role by 30. India's Gen Z share that ambition: 96% are interested in senior leadership roles and 85% feel confident using AI in their jobs, according to Deloitte's 2026 Gen Z and Millennial Survey. This isn’t a theory about the future. It is already happening and is reshaping expectations on both sides of the workforce.
That creates a challenge for some organisations. Traditional promotion models were built around time served and linear development. Businesses continuing to equate leadership readiness with years in the role risk losing top talent to competitors that are more willing to recognise potential earlier.
How businesses identify and develop their future leaders therefore needs to evolve. Promotion criteria should reflect the new reality of how people build expertise, make decisions, and create value. The question should not be, “has this person waited long enough?” but instead, “are they ready to take on more responsibility?”
AI can accelerate capability, but businesses still need the right culture around it. Talented people need opportunities to take responsibility, make decisions, learn quickly and prove what they can do. Technology can accelerate learning, but people still need the opportunity to deliver.
For businesses, the opportunity is to recognise exceptional people earlier and give them responsibility to match their capability. If somebody is ready to deliver, making them wait simply because that is how careers have traditionally worked makes little sense.
The bar for leadership should never come down. But the time it takes people to reach it can.
