Digital transformation redefines the skills needed in practically any function. The ‘Economic and Industry Outlook 2026’ report by Fundación Mapfre points out that digitalization structurally changes the labor market and shifts professional value towards analytical, creative, and decision-making skills.

In this context, reskilling and upskilling in the era of AI acquire a strategic role within companies. Reskilling consists of training people to take on new functions within the organization, while upskilling aims to update or expand skills related to one’s current position.

Both concepts respond to the same need: adapting professional capabilities to an increasingly digital, automated, and data-oriented environment.

International forecasts also reflect the speed of this change:

Continuous training becomes a strategic priority

The speed of technological change reduces the useful life of many professional skills. The study ‘Economic and Sectoral Outlook 2026’ by Fundación Mapfre underscores the growing importance of lifelong learning and the increasing demand for professionals with advanced digital skills, particularly in data, technology, and adaptability to change.

At Mapfre, this evolution is part of the company’s talent strategy. María Narváez, Group Head of Talent at Mapfre, explains that reskilling and upskilling “are not an option; they are rather a necessary condition for the sustainability of any organization.” She emphasizes that the key competitive advantage will no longer be mastering a specific technology, but rather maintaining the ability to continuously learn, unlearn, and relearn as the environment evolves. Adaptability has become just as critical as technical expertise itself.

In this sense, Mapfre combines the addition of new specialized profiles with the development of internal capabilities. “Artificial intelligence has a dual impact on our talent strategy.” On the one hand, we need to recruit specialized talent to continue advancing these capabilities. On the other, we want every employee to use AI effectively and responsibly to work more efficiently. As Narváez notes, “AI adoption is no longer primarily a technological challenge – it is, above all, a skills challenge.”

“We are not only training artificial intelligence specialists. We are helping any professional incorporate these skills into their daily work, regardless of their role. The goal is for AI to be part of the way the entire organization works. In fact, our internal program “Our intelligence is you” responds to that objective

“But the challenge does not end with learning to use artificial intelligence. We all have the responsibility to identify how we can use it to provide greater value to our customers, our colleagues, and society. That’s where technology generates a real impact.”

The priority is to apply these skills to day-to-day work through a practical, business-focused approach that promotes the responsible use of technology. As Narváez explains, “Artificial intelligence expands our capabilities, but it is people who bring the judgment, experience, creativity, and decision-making that truly drive value. The more we automate repetitive tasks, the more valuable the uniquely human capabilities that set us apart become.”

Talent evolves towards profiles capable of combining technology and criteria

AI drives new combinations of capabilities

The adoption of artificial intelligence is reshaping organizations’ talent needs. This shift requires companies to combine technological expertise with skills such as adaptability, effective communication, and business acumen. Moreover, LinkedIn predicts that those entering the labor market today will have twice as many job positions throughout their careers as 15 years ago, a sign of increasingly non-linear career paths linked to continuous learning.

Hybrid professionals who combine technical expertise with strategic thinking are becoming increasingly valuable. In the insurance industry, this shift is particularly significant as data, automation, and predictive models play a growing role in areas such as risk management, customer service, and personalized offerings.

Professional development is integrated into the business strategy

For companies, this context reinforces the need to build lifelong learning cultures. At Mapfre, this commitment translates into a sustained investment in training and professional development:

As highlighted by the Group Head of Talent at Mapfre:“Real transformation does not occur when we incorporate new technology, but when people develop new capabilities to leverage it. “That’s where upskilling and reskilling generate a real impact on the business.”

In other words, in the age of AI, reskilling and upskilling are not only learning priorities but also strategic talent imperatives. They enable employees to continuously develop new capabilities, apply them to the business, and prepare organizations for an increasingly dynamic and evolving workplace.