In a world reshaped by disruption, hyper-speed innovation and shifting workforce expectations, leadership itself is undergoing a profound transformation. Paul Dupuis, founder and CEO of Take-5 Global K.K., believes the leaders who will thrive in the coming decade are those who understand that the game has changed and that they must keep changing with it.
Future readiness, Dupuis argues, is no longer optional. “What got you here won’t get you there,” he says, referencing the famous Marshall Goldsmith principle. Most leaders climb the ranks using skills and habits that served them well. But the challenge begins when they assume those skills are enough. “Too many leaders think the corner office means they’ve arrived. Actually, it’s just the beginning.”
The chaotic years of the pandemic, geopolitical uncertainty, rapid digitalisation and now the explosion of AI have exposed a truth: the world is moving faster than leadership models. The leaders of tomorrow must build new “muscles” — agility, adaptability and the ability to learn in real time. It’s why Dupuis refuses the term “future-proof.” Being future-proof implies resisting the waves. Being future-ready means learning to surf them.
Why Human Connection Still Wins
The rise of AI, Dupuis explains, has sparked two extreme reactions among leaders: fear or fascination. Some are terrified that technology will make them obsolete. Others are convinced it can replace everything. Both assumptions are flawed. History has shown that technology disrupts jobs, but it also creates new ones. “We saw the same panic when the internet emerged,” he says. “Net-net, more jobs were created than lost.” The same pattern, he believes, will follow AI.
The real question is not whether technology will replace leaders — it’s how leaders will use technology to elevate human connection. Dupuis reframes the long-used phrase “tech and touch” into something more relevant: tech for touch. Meaning: technology should not sit beside human connection; it should enhance it. Whether you’re a journalist, a corporate leader or an entrepreneur, touch — empathy, presence, authenticity — enters the equation at some point. AI’s role is to free leaders to be more human, not less.
Profit-Driven Layoffs
As global companies continue to announce layoffs amid record profits, employees feel confused and betrayed. Dupuis offers a nuanced view. Layoffs, he says, are not inherently “important”; they are strategic decisions shaped by pressures — especially from shareholders who demand returns. Every organisation chooses where to save and where to spend. Some companies, particularly in Japan, treat personnel expenses as a protected asset rather than a cost to be cut. Others choose workforce reduction as their lever. “It’s about strategy and culture,” Dupuis says. “Not every company will prioritise people the same way.”
Leadership Across Borders
Having led large organisations in Canada, Japan and India, Dupuis says his biggest insight is that 90 per cent of leadership is universal. Regardless of geography, people follow leaders who support them, stay honest, and stand by them in good and bad times. The remaining 10 per cent is cultural intelligence — the “magic sauce” that determines whether a leader truly connects.
When Dupuis moved to India to lead a 75,000-strong organisation in crisis, he knew he needed to understand what excites and inspires Indians. So he immersed himself in cricket and Bollywood, learned about Sachin Tendulkar and discovered how these cultural touchpoints open doors. “Once a leader connects, engagement strengthens. When engagement strengthens, performance accelerates.”
Traditional vs. Modern Leaders
Generational differences in the workplace are not new — Aristotle, Dupuis jokes, once worried about “kids these days.” But the expectations of Gen Z are distinct from prior generations. The younger workforce is driven less by perks and office aesthetics, and more by purpose, authenticity and meaning. They don’t follow logos; they follow leaders. “People join people, they stay because of people, they leave because of people,” he emphasises.
Young employees also have a defining trait: impatience. Dupuis sees this as positive — a hunger to learn, grow and accelerate. Leaders who fail to mentor them, communicate the “why,” or invest in their development will struggle to attract and retain them. This shift requires a move away from directive leadership toward participative and supportive styles. Clear goals matter but so does explaining the purpose behind them — something many traditional leaders overlooked in the KPI-driven workplace of the past.
The Biggest Workforce Challenge
Despite India’s booming economy and young population, Dupuis notes a persistent challenge: a shortage of right-fit talent. Companies struggle not with quantity but with quality — talent that has both capability and potential. The organisations that win, he says, will be those that invest in mentoring rather than expecting plug-and-play talent. Developing people, not just hiring them, will become a competitive advantage. Interestingly, he believes migration is no longer as one-way as it used to be. More Indians are choosing to stay back or return after working abroad, bringing global perspectives with them — a trend he calls a powerful talent strategy.
HR Trends to Watch in 2026
As 2026 approaches, Dupuis sees HR entering a decisive new phase shaped by technology, purpose and employee experience. Employer branding, he says, will undergo a major reinvention, shifting away from flashy perks and logos toward deeper storytelling that reflects a company’s true values—a transition increasingly shaped by AI tools capable of helping leaders articulate that purpose with clarity. Onboarding, too, will evolve into a far more personalised and immersive journey, blending tech and human touch to ensure that employees feel welcomed from day one. Career development will take a predictive turn, with organisations using psychometrics and AI-driven analytics to map out virtual, long-term growth paths tailored to each individual. And across the board, learning and development will accelerate into a continuous, customised and tech-enabled experience—marking a future where HR becomes more strategic, more human, and more deeply intertwined with intelligent systems.
The theme across all trends? Tech for touch.
The Rise of GCCs
In India, global capability centres (GCCs) have undergone a dramatic transformation from cost-saving back offices to global engines of innovation. Dupuis witnessed this shift firsthand. For years, India was viewed primarily as a cheap labour destination. Then global firms realised the depth of talent and potential available. The result was an explosive GCC boom across industries, with India becoming the innovation backbone of many multinationals. Dupuis expects GCC growth to level by late 2026 — not because momentum is slowing, but because most large corporations already have established centres. The next phase, he predicts, will be maturity-driven: GCC 2.0 and 3.0 models that we cannot yet imagine.
“By 2027,” he says, “we will see GCCs evolve into something far more powerful than today’s version.”
The Leader for the Next Decade
As the conversation with Dupuis ends, one message is clear: leadership today is not about holding ground, but it’s about evolving. The leaders who thrive will be those who stay curious, stay agile, stay connected and embrace technology as a tool for deeper human impact. In Dupuis’ words, the world is changing faster than ever. The only leaders who will survive are the ones who keep changing with it. |
