{"id":30672,"date":"2025-08-13T20:26:00","date_gmt":"2025-08-13T18:26:00","guid":{"rendered":"https:\/\/www.fundacionbankinter.org\/noticias\/emerging-talent-how-to-train-adaptive-leadership-in-the-age-of-uncertainty\/"},"modified":"2026-10-07T12:21:41","modified_gmt":"2026-10-07T10:21:41","slug":"emerging-talent-adaptive-leadership-uncertainty","status":"publish","type":"noticias","link":"https:\/\/www.fundacionbankinter.org\/en\/news\/emerging-talent-adaptive-leadership-uncertainty\/","title":{"rendered":"Emerging talent: how to train adaptive leadership in the age of uncertainty"},"content":{"rendered":"\n

The history of human beings has been, to a large extent, the history of their ability to adapt. But today, in a world traversed by automation, systemic complexity and global instability, adapting is no longer enough<\/strong>: you have to learn to lead change without losing your way. And, moreover, to do so at a speed never seen before. In this context, the new generations \u2013 digital natives, aware of the <\/a>climate challenges<\/a> and formed in the culture of immediacy\u2014are developing a type of leadership that is more flexible, more ethical, more technological and, at the same time, more humane.<\/p>\n\n

From different disciplines and sectors, the same conclusion is repeated: the leadership of the 21st century cannot be reduced to resource management or process control. You must be able to navigate uncertainty<\/strong>, make decisions without stable maps, and mobilize diverse teams in ever-changing environments. Traditional skills are no longer sufficient for this. Today, skills such as critical thinking, empathy, the ability to continuously learn or emotional intelligence are valued. A <\/a>mastery of digital tools<\/a>, including the strategic use of artificial intelligence.<\/p>\n\n

All of this boils down to one central idea: adaptive leadership<\/strong>. It is built on experience, but also through new training methodologies that are more agile, interdisciplinary and focused on real challenges. In Spain, the <\/a>Akademia of the Bankinter Innovation Foundation<\/a> has established itself as a benchmark in this regard, by promoting innovative thinking among students through collaborative work, direct contact with experts and companies and the analysis of future trends.<\/p>\n\n

But beyond the classroom, real cases are the ones that best illustrate how these skills are exercised in practice and how these emerging talents draw a new reality, adapting to a changing context. It is enough to observe the path of young people like Valeria Castro, founder of <\/a>Platonic Games<\/a>, which has turned its studio into an international reference in inclusive video games<\/strong>. Its model combines playful design, diversity and a culture of care, in a sector where extreme competitiveness and pressure for results are common. <\/p>\n\n

<\/a>New leaders of change<\/h2>\n\n

Roc\u00edo Arroyo, biotechnologist and CEO of <\/a>Amadix<\/a> leads a company that uses artificial intelligence algorithms to detect cancer early. His is an example of technical leadership with social impact<\/strong>, based on a long-term vision and the ability to translate scientific advances into applied solutions. The case of Mar\u00eda Taberna, at the head of the startup, also stands out <\/a>Steryon<\/a>, specialized in cybersecurity for critical infrastructures. Its AI-based platform adapts to different environments and risk scenarios, requiring high capacity for iteration, continuous learning, and decision-making in ambiguous contexts. <\/p>\n\n

These profiles not only share youth and innovation: they represent a new sensitivity<\/strong>. The fact that all of them are women is not a minor fact, but a sign of the growing prominence of the <\/a>female leadership<\/a> in key innovation sectors. They do not lead from formal authority, but from influence, purpose, and the ability to build relationships of trust. They have learned to navigate uncertain scenarios, experiment quickly, and combine technical knowledge with relational skills. And, above all, they understand technology not as an end, but as a means at the service of a greater impact. <\/p>\n\n

Therefore, the real challenge is not technological, but cultural. In many organizations, enthusiasm for AI has led to fragmented or fad-driven strategies. But artificial intelligence, by itself, doesn’t improve a company: it does when <\/a>it is integrated into well-designed processes<\/a>, connected to quality data, and put at the service of a shared vision. In fact, the world’s most powerful AI is worth nothing if it doesn’t connect with an organization’s internal knowledge<\/strong> and human values. <\/p>\n\n

<\/a>Alliance between technology and humanity<\/h2>\n\n

According to <\/a>According to Gartner<\/a>, one of the most important strategic trends in technology is “<\/strong>human-machine synergy”, a paradigm in which collaboration between humans and artificial intelligence is being recognized as generating substantial value in companies. In this model, leadership ceases to be a controlling role and becomes a space of connection, creativity and meaning. Technology does not come to replace our intelligence, but to challenge us to redefine it. To do this, it needs talents who know how to adapt and extract the best from the environment<\/strong>. <\/p>\n\n

The new generations have, in this sense, an evolutionary advantage. <\/a>They are not afraid of automation<\/a> or uncertainty: they have grown up with it. They are used to learning, unlearning and learning again<\/strong>. They know how to network, move between disciplines and give meaning to what they do. They know how to use ChatGPT as an assistant, not as a crutch. They use generative AI tools to create content, prototype ideas, or generate hypotheses… but they understand that what is decisive is still human: the criteria, the intention, the vision. <\/p>\n\n

Of course, that talent needs environments in which to deploy. Flexible training spaces, real projects, communities that encourage critical reflection and commitment. Manuals and grand speeches are not enough: transformative experiences are needed that connect the technical with the human,<\/strong> based on collaboration between companies, training institutions and public bodies. And perhaps, in the midst of so much disruption, it is precisely that attitude \u2013 curious, adaptable, connected \u2013 that makes the difference. <\/p>\n","protected":false},"excerpt":{"rendered":"

How new generations develop adaptive capacities in the face of automation, complexity and global instability. <\/p>\n","protected":false},"featured_media":26099,"template":"","meta":{"_acf_changed":false,"_oaas_summary":"Human history has been shaped by adaptation, but today\u2019s rapid automation, complexity, and instability demand more: people must lead change quickly and without losing direction. Emerging generations\u2014digital natives aware of climate challenges and steeped in immediacy\u2014are developing a more flexible, ethical, technological and humane leadership. This modern leadership goes beyond managing resources or processes; it requires navigating uncertainty, making decisions without fixed maps, and mobilizing diverse teams. Valued skills now include critical thinking, empathy, continuous learning, emotional intelligence, and strategic use of digital tools like AI. Training is shifting toward agile, interdisciplinary methods grounded in real problems, as seen in initiatives such as Spain\u2019s Bankinter Innovation Foundation Akademia.\n\nReal-world examples show how these competencies play out: founders like Valeria Castro (inclusive games), Roc\u00edo Arroyo (AI-driven cancer detection at Amadix) and Mar\u00eda Taberna (AI cybersecurity at Steryon) combine technical expertise with social purpose, rapid iteration, and relational leadership. Notably, their prominence highlights growing female leadership in innovation sectors. The core challenge is cultural: AI only creates value when embedded in sound processes, quality data, and shared vision. The future lies in human\u2013machine synergy, where leaders connect creativity and meaning with technology. To succeed, talent needs flexible learning spaces, real projects, and collaborative ecosystems that fuse technical skill with human judgment, curiosity and commitment.","_oaas_audio_url":"https:\/\/www.fundacionbankinter.org\/wp-content\/uploads\/2026\/10\/summary-30672-1791368505.mp3"},"categories":[192],"class_list":["post-30672","noticias","type-noticias","status-publish","has-post-thumbnail","hentry","category-economic-development"],"acf":[],"yoast_head":"\nTalent: how to train adaptive leadership in the age of uncertainty<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.fundacionbankinter.org\/en\/news\/emerging-talent-adaptive-leadership-uncertainty\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Talent: how to train adaptive leadership in the age of 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