As one of the world’s largest media groups, Publicis Media manages billions of dollars in global media spend and houses powerhouse agencies like Zenith, Starcom, and Spark Foundry. With a strong reputation for innovation, the company has been quick to embrace AI, not only in campaign performance but also in the way it empowers its people.

In this conversation, Maria Weicker, Vice President and Director of Learning and Development at Publicis Media, sits down with Robert Daniel, Chief Revenue Officer at Data Society, to explore how the organization is approaching AI upskilling at scale. From foundational e-learnings to hands-on use case showcases and leadership programs like “Spring into Success,” Weicker offers an inside look at how Publicis is helping its teams move from AI awareness to real-world application.

She also reflects on key lessons from rolling out training programs, how to meet employees where they are in their AI journey, and why embracing fundamentals is just as critical as championing innovation.

Edited Excerpts

Q: AI is impacting how we work and the future of work. How have you supported the upskilling of AI within your organization?

First of all, what an amazing time we’re living in. To be part of this AI revolution is truly a unique moment. Publicis is an incredible organization because it is at the forefront of this movement. In many ways, there’s not a lot I need to build from scratch. Our organization is already leading at the global level and pushing boundaries with a variety of training initiatives.

They are training people on the fundamentals of AI. There is a whole series where people get hands-on with the tools. We have sessions where they open up the platform and spend an hour learning how to use it. There are also e-learnings available to deepen that understanding. My role is to figure out how I can complement this effort. What more do we need? Is there an additional gap we need to bridge?

Lately, I have been focused on how to connect those foundational learnings to practical application. How do we help people take what they have learned and apply it in their day-to-day roles, for their clients, in real time? That is the bridge I am working to build.

One of the ways we have done this is through an annual initiative called “Spring Into Success.” It is our career month in March, a once-a-year opportunity to host keynotes, panels, and inspiring new content. This year, it became a powerful platform to drive AI learning.

We used two of our sessions to focus on AI. One was called “AI in Action.” For this, we reached out to people across the organization, some who are formal innovation leads and others who are just early adopters using AI in their daily work and gave them a showcase. We said, “Show your peers how you are using this in the real world.” It was a mix of sophisticated examples and everyday use cases. That session was an effective way to bridge the gap between learning fundamentals and seeing tangible applications from peers.

The second session was “What’s Next in AI.” We brought in an external leader who delivered an incredible session on where AI is headed, talking about agents, super agents, and beyond. It was eye-opening, and it helped us realize we need to be taking action now because the pace of innovation is not slowing down. That big-picture view was motivating and energizing.

Another initiative is part of our regular management and leadership program called “Lion Leadership.” We introduced a new course this year called “Leveraging AI for Client Services.” The goal was to move beyond foundational learning and focus on application, how to use AI to better serve clients and support teams in their day-to-day work. Again, it is all about helping people bridge that gap between knowing and doing.

Q: What challenges have you faced in rolling out AI training, and what lessons have you learned along the way?

The session I was just referring to, “Leveraging AI for client services,” we misjudged it a bit during the pilot phase. We initially designed the class for more senior-level, client-facing professionals and tried to hold the conversation at a more sophisticated level. We realized that just because these teams are more senior doesn’t mean they’ve spent much time with AI themselves. It doesn’t mean they know the space or the foundational concepts.

We approached the class with the assumption that participants already understood a lot about AI and had some grounding in the fundamentals. We had to take a step back, reframe the content, and spend more time reviewing those basics. We needed to help people get hands-on experience applying AI specifically through the lens of client services.

The big takeaway: Remember that people are still progressing through this journey, and it’s important not to jump too far ahead.

Q: With concerns about AI replacing jobs, how do you see humans and AI working together when it comes to the future of learning?

I love the quote from Scott Galloway: “AI will not replace our jobs. It is people who use AI that will.” What that tells us is that we don’t need to fear AI, we just need to learn how to use it.

The key is to see AI as an enhancement, a tool that supports and strengthens the work we already do. I don’t think we need to worry about it replacing us. Instead, we should ask ourselves: What can we learn to make AI work for us, whether that’s driving efficiency, sparking creativity, or helping us brainstorm more effectively? Whatever the function, AI can be a powerful aid in helping us become better at what we do.

Q: Along that line, do you have any advice for learning leaders promoting the use of AI within their organizations?

Meet people where they’re at. Some are early adopters, others aren’t. For some, this whole thing can feel overwhelming. Some folks who hear about it and feel a little intimidated, or who simply aren’t very tech-savvy. I’d say, don’t be afraid to go back to the fundamentals in your training. It’s okay to keep it basic. Offer sessions that say, “Hey, this might be your very first time using this tool. Let’s just open it up, try a few things, and see how it works.” Start there.

That kind of training isn’t something my team has directly led. That’s been driven by our global team, and I love it. The fact that those resources exist tells me, yes, that’s exactly where a lot of people need to begin.

So, don’t shy away from being “too basic,” some people need that. At the same time, look for opportunities to bridge the gap. Highlight those who are a few steps ahead, the ones who’ve been experimenting, pushing forward, doing amazing things. Shine a light on them. Let others see what’s possible, and get inspired. That’s often the moment where it clicks when someone sees a peer doing something exciting and thinks, “Okay, now I get it. I see what’s possible. I have some ideas. I’m ready to try it too.”

CDO Magazine appreciates Maria Weicker for sharing her insights with our global community.