FROM THE PRESIDENTLaura Last
It’s hard to go more than a few minutes without hearing about artificial intelligence (AI), even in the highly regulated world of life sciences training. AI is quickly moving from an emerging concept to an everyday tool — one that is reshaping how we work, learn and perform.
For LTEN members, the question is no longer if AI will impact our work. It’s how we choose to use it.
In life sciences, that question comes with added complexity.
We operate in a risk-averse environment where accuracy, compliance and patient safety are non-negotiable. At the same time, our organizations expect us to move faster, do more with less and demonstrate clear impact.
That tension is real. It’s exactly why AI matters.
At its core, AI is not just about innovation — it’s about efficiency. It helps us accelerate development cycles, find and share knowledge faster and create more responsive learning experiences.
It’s also not just generative AI. We’re seeing a broader set of capabilities take hold, such as:
Predictive AI that helps identify performance gaps before they widen.
Adaptive systems that tailor content to individual needs.
Intelligent search that supports real-time decision-making in the field.
Automation that reduces manual effort in content development and updates.
Applied thoughtfully, these tools can strengthen how we approach content development, coaching, performance support and measurement. They can help us move faster without losing focus on quality — giving us better visibility into what’s actually driving performance.
None of this removes our responsibility to be careful. It increases it.
The challenge for learning and development professionals isn’t choosing between innovation and caution. It’s learning how to balance both.
That starts with governance and having clear guidelines, so everyone is working from the same playbook. It’s crucial to have a shared understanding of what tools are approved, how data can be used and where human oversight is required. It also means working closely with legal, compliance and IT — not as obstacles, but as our partners in responsible progress.
In many organizations, security policies can feel restrictive. But they are there for a reason. Our role is to operate within those boundaries while helping the organization evolve in thoughtful, appropriate ways.
At BeOne Medicines, we’ve taken that approach. We are very AI-forward as an organization, but we also have standard operating procedures that guide how it’s used. Following those guidelines allows us to move forward with both confidence and accountability.
That’s the mindset shift I’d encourage for all learning professionals.
Through all the talk about efficiency and capabilities, it’s important to remember that AI is not a shortcut. It’s not a replacement for expertise. It’s a capability — one that requires discipline to use well.
As you explore where AI fits into your work, consider a few questions:
Can it create meaningful efficiency?
What parameters need to be in place?
How will you ensure accuracy and compliance every step of the way?
How can you use AI to validate or expand on your ideas?
Because no matter how advanced these tools become, one thing will remain true: AI can accelerate our work, but it still requires human judgment. It still requires human review — and in our industry, it always will.
If we approach AI with both curiosity and discipline, we have an opportunity to elevate how we deliver value — not just faster, but better.
I’d encourage you to be part of that conversation. Talk with your peers. Share what’s working. Ask questions about what responsible use looks like inside your organization.
This is something we’re all figuring out together — and LTEN members are uniquely positioned to lead the way!
Laura Last is executive director, head of global talent development and enterprise learning for BeOne Medicines USA (formerly BeiGene USA), and president of the LTEN Board of Directors. Email Laura at laura.last@beonemed.com or connect through linkedin.com/in/lalast.
