When I chose a career in operations, it was because I loved solving problems and creating efficiencies. It was the behind-the-scenes magic that keeps everything running. But 2025 has been different. The pace of change is dizzying, and the role of operations leaders has shifted faster than I ever imagined.
I always thought I was tech-savvy, experimenting with new tools every week. Yet in 2025, keeping up has become a daily exercise. The more technology advances, the more I have had to be willing to try, adapt, and learn every single day.
Here are five challenges that have surprised me this year, and what they are teaching me about leading in operations.
At the start of my career, I only used the official tool stack. Policies were clear, and everything went through procurement. Now, employees are finding their own ways to work faster, often by bringing in unapproved tools. The upside is clear. These tools can dramatically boost efficiency. The downside is just as obvious. In industries dealing with sensitive data, they can create serious compliance risks.
I have learned that ignoring shadow tools does not make them disappear. It is safer to know what people are actually using and then decide what to approve or retire. Australian teams are also bringing in AI on their own. Microsoft’s 2024 Work Trend Index found that 84 percent of Australian workers use generative AI at work, which is even higher than the global average. That enthusiasm often arrives before formal governance.
What I do now: invite teams to surface the tools they rely on, run quick vetting, and route keepers into the official stack.
Every week, a new tool claims it will “revolutionise” the way we work. The launch of new AI features, ChatGPT updates, or automation platforms often creates a buzz that spreads across teams instantly.
The real challenge here is not adoption it’s discernment. Which tools genuinely move the needle, and which are just adding noise?
As leaders, I have learnt to slow down the decision-making process, set clear evaluation criteria, and resist the temptation to roll out tech just because it’s trending. That might mean running small pilots, getting feedback from frontline users, and measuring impact before committing time and resources.
When I first stepped into leadership, most of my time was spent on process design, communication, and stakeholder management. Now, I am increasingly drawn into technical territory, from understanding API workflows to troubleshooting low-code automations. Low-code and no-code platforms remain incredible for scaling operations. Yet without at least a basic grasp of how these systems work, it is impossible to spot risks, identify opportunities, or challenge vendor proposals effectively.
This shift is visible across companies. McKinsey’s latest State of AI survey reports that more than three-quarters of organizations now use AI in at least one business function, and adoption continues to expand across multiple functions. Leaders who understand how these systems connect can move faster and make better calls.
What I do now: protect one hour a week to build or test something. That practice builds the technical empathy I need for better decisions.
When I walk into the office, I often see generative AI tools open on screens. People are drafting emails, summarising documents, or doing quick research. This is a great sign that AI is being used. It has also made employees far less tolerant of repetitive admin tasks. The challenge for operations leaders is to help teams aim AI at the right problems. Writing an email is helpful. Automating the next three steps in the workflow is better.
Adoption is broad, but uneven. BCG’s 2025 AI at Work study found that leaders and managers are regular users, while frontline employees have stalled at about half using AI regularly. That gap explains why some teams feel transformed and others feel stuck at the “AI writes my emails” stage.
What I do now: run short show-and-tell sessions where people share real use cases that saved time or improved quality, then standardise the winners.
I have always been drawn to being a generalist. To me, it is one of the best assets in operations. This year, I have noticed more of my team leaning in that direction. They are eager to experiment with different skills and tools, but less interested in specialising. Is this just my team, or part of a broader shift?
Recent skills outlooks suggest breadth is rising in value. The World Economic Forum’s 2025 analysis highlights analytical thinking, resilience, agility, and leadership influence among the top core skills employers want, all of which reward versatile operators who can flex across functions.
What I do now: support role rotation and cross-training, while keeping access to deep specialists for high-stakes work.
2025 is testing operations leaders in ways we could not have predicted just a few years ago. The leaders who thrive will be those who embrace the reality of unapproved tools, filter through the tech noise, develop deeper technical fluency, guide their teams to use AI more effectively, and adapt to the growing value of generalists.
It is not about having the perfect plan. It is about staying curious, learning daily, and leading teams through change without losing sight of what matters most. That is building systems and cultures that work, no matter how fast the world moves.
