There’s a paradox at the heart of today’s business landscape. The pace of change—driven by AI, geopolitical disruption, and macroeconomic shifts—is lightning fast. Yet many organizations feel paralyzed by this very speed. During a recent Heidrick & Struggles webinar discussion on the 2026 leadership agenda, a striking 86% of attendees reported they are currently undergoing or planning a major transformation. But confidence in those efforts remains a scarce commodity.
The path forward requires a shift in how organizations view human capital. While technology dominates the headlines, Dustin Seale, Managing Partner of Heidrick Consulting, argued that we are entering the “age of the people function.” He noted that while AI agents are entering the workforce, business remains a human institution—yet only 11% of companies currently have a culture fully optimized for their strategy.
The consensus among the Heidrick & Struggles panelists—including Seale; Lauren Ridge, a Principal in executive search; and Allen Mueller, Chief Revenue Officer, On-Demand Talent, Americas —was that readiness is the new leadership currency. For many organizations, achieving that readiness will mean embracing a more flexible, agile approach to talent acquisition known as the “Build, Buy, or Borrow” framework.
Watch the webinar on demand or keep reading for highlights from the conversation.
Today’s Talent Gap and Bridging the “Borrow” Imperative
The pressure to transform is colliding with a difficult talent market. Mueller highlighted a critical disconnect: 77% of employers report difficulty finding the skilled talent they need, yet there is a massive pool of nearly 2 billion independent professionals globally.
Bridging this gap requires honesty about organizational capabilities. Mueller advised leaders to map out their key gaps—whether in skills, process, or governance—and apply the “Build, Buy, Borrow” model. While building internal talent and buying permanent hires are traditional routes, the “borrow” strategy is increasingly vital for agility. On-demand talent allows companies to tap into a highly skilled workforce of senior operators and former consultants who can step in immediately to drive outcomes without the long-term commitment of a full-time hire.
Today, leveraging interim leaders can be the catalyst that helps large enterprises close that speed gap and break through the paralysis of “waiting to be right.”
“Large companies now take about 270 days to move from an AI idea to a pilot, while smaller organizations can do it within 30 to 90 days. And that gap truly represents a competitive risk for all of these organizations,” Mueller explained.
Beyond Gap Filling: The Rise of Catalytic Leadership
The application of interim talent has evolved far beyond simple gap-filling. While about a quarter of on-demand work involves traditional interim roles—covering for a leave of absence or an unexpected resignation—the majority is focused on accelerating change. Mueller described these professionals as “catalytic leaders” who bring both a strategic lens and an operator mindset to specific initiatives.
This is especially relevant for AI adoption. Rather than viewing AI solely as an IT project, forward-thinking leaders are treating it as a governance and people challenge. On-demand experts are frequently brought in not just to define an AI strategy, but to conduct the complex change management required to make that strategy live and breathe within the organization’s culture. This allows internal teams, which may already be fully deployed or lacking specific niche skills, to maintain momentum on core business priorities while the on-demand resource drives the transformation.
Accelerating Is About Aptitude Over Attributes
The shift toward flexible talent mirrors a broader trend in executive search: prioritizing potential over a perfect resume. Ridge noted that the most sought-after skillsets are shifting from “attributes” (years of tenure, specific industry titles) to “aptitudes” (curiosity, humility, and agility). In an environment where there is often “no playbook” for the problems leaders face, companies need individuals who can thrive in ambiguity.
On-demand talent aligns perfectly with this shift. Because these professionals move between engagements frequently, they are tested for agility and the ability to deliver results quickly in varied environments. They offer a practical way for organizations to inject these high-aptitude behaviors into their teams immediately, fostering a culture of experimentation and learning that Seale identified as critical for high-performing organizations.
Breaking Inertia Through Experimentation
For organizations hesitant to embrace fractional or interim leadership, the advice is simple: just try it. Mueller argued that the on-demand model is inherently low-risk because it allows for experimentation. Leaders can engage a catalytic leader to tackle specific hurdles—such as the SMB automation initiatives Ridge highlighted, or specific workstreams within complex post-merger integrations—without a long-term commitment.
Success in these pilot projects builds momentum, helping to alleviate what Seale described as the pervasive fear currently gripping the C-suite. Seale noted that for organizations to survive, they must balance the survival mechanism of fear with the collaborative power of trust. By creating space to experiment—whether with AI tools or flexible talent models—leaders can foster a more resilient, people-first culture that is prepared for whatever 2026 brings.
Watch the full webinar for more insights!
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