Cathy Doyle, chief people and culture officer at Sydney-based life insurer NobleOak, and Rochana Golani, VP of learning and enablement at California data and AI company Databricks, told HRD that AI transformation is fundamentally a talent problem rather than a technology one. Golani said every organisation she talks to raises this, describing it as "10% technology, 90% people." Doyle now oversees NobleOak's people function alongside its use of artificial intelligence and AI agents, and sees such dual mandates becoming the norm, describing a multi-skilled "utility player" equally credible on commercial strategy and technical capability; CPOs who cannot demonstrate both risk being sidelined as businesses reorganise around AI, though she added not every CPO needs to become a data scientist. Golani said frontline managers are where the work starts and are the biggest change agents, and that manager expectations need to shift toward active role-modelling of AI use and coaching teams through change rather than mandating it from above. She said more successful organisations retrain existing people rather than hiring new AI-fluent talent, pointing to National Australia Bank (NAB), which she said is running am AI bootcamp.