Kira Koopman

Position: Head: Learning Digital (Group Human Capital)
Organization: Momentum Metropolitan Holdings Limited
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Kira Koopman is an experienced learning and capability leader specialising in digital learning transformation, culture change, and enterprise capability building. She works at the intersection of strategy, technology, and human behaviour, helping organisations move beyond “learning as content” toward learning as a driver of performance, culture, and strategic outcomes. With deep experience across large, complex organisations from financial services to the development sectors, Kira has led group-wide learning strategy design, large-scale digital learning ecosystems, and leadership and behavioural capability programmes that deliver measurable impact. Her work focuses on embedding learning into the flow of work, aligning capability building to business priorities, and designing systems that scale sustainably. A growing focus of her work is digital and AI capability building – not just from a tools perspective, but through the lens of organisational readiness, skills, governance, and behaviour change. She regularly works with leaders to explore how AI can be adopted responsibly and pragmatically within Learning & Development, avoiding hype while unlocking real value. Kira is known for translating complex ideas into practical frameworks and advocates for impact-led learning strategies, moving beyond completion metrics toward evidence of behaviour change, performance uplift, and organisational value. She holds a Master of Business Administration degree from UCT’s Graduate School of Business, and most recently, a Postgraduate Diploma in Futures Studies & Managing New Technologies from Stellenbosch Business School, specialising in technology adoption, culture change and organisational transformation.

Session Overview

From AI Tools to Organisational Capability: Building AI Fluency at Enterprise Scale
As artificial intelligence moves from experimentation to enterprise reality, organisations are discovering that AI adoption is no longer a technology challenge, but a capability, culture, and leadership challenge.
At Momentum Group, AI adoption accelerated rapidly with the rollout of tools such as Microsoft Copilot. However, early insights revealed familiar barriers: uneven AI maturity across the Group, anxiety about job impact, limited leadership fluency, and growing governance concerns around responsible use and data privacy. It became clear that AI could not remain an isolated learning initiative. It required an enterprise capability strategy.
This session shares Momentum’s practical journey in designing and implementing a tiered, organisation-wide AI capability approach spanning executive education, foundational learning for 13,000+ employees, social learning ecosystems, and role-specific capability pilots. Rather than focusing on tools, the strategy reframed AI as a workforce capability linked directly to productivity, culture, and organisational confidence.
Delegates will explore how the organisation moved beyond efficiency gains toward measurable behavioural change by embedding governance guardrails, leadership ownership, and protected experimentation time into the learning strategy. The session will also address emerging tensions facing many L&D teams today: managing fear and resistance, preventing over-reliance on automated outputs, and maintaining critical thinking in AI-enabled workplaces. Through a real-world case study grounded in financial services, attendees will gain practical insights into designing scalable AI fluency pathways, aligning executive sponsorship, and translating early productivity wins into sustainable business impact.
This session is ideal for L&D leaders, HR executives, and capability practitioners seeking to move from AI training initiatives to enterprise capability transformation.
Three Tangible Learnings
  1. How to reframe AI training from a learning intervention into an enterprise capability strategy supported by leadership ownership and governance guardrails.
  2. A practical case study of designing tiered AI fluency pathways across executives, managers, and employees to address uneven organisational readiness.
  3. How to convert early AI productivity gains into measurable behaviour change and business impact through social learning, experimentation, and capability measurement.

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R13,995

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Kira Koopman is an experienced learning and capability leader specialising in digital learning transformation, culture change, and enterprise capability building. She works at the intersection of strategy, technology, and human behaviour, helping organisations move beyond “learning as content” toward learning as a driver of performance, culture, and strategic outcomes. With deep experience across large, complex organisations from financial services to the development sectors, Kira has led group-wide learning strategy design, large-scale digital learning ecosystems, and leadership and behavioural capability programmes that deliver measurable impact. Her work focuses on embedding learning into the flow of work, aligning capability building to business priorities, and designing systems that scale sustainably. A growing focus of her work is digital and AI capability building – not just from a tools perspective, but through the lens of organisational readiness, skills, governance, and behaviour change. She regularly works with leaders to explore how AI can be adopted responsibly and pragmatically within Learning & Development, avoiding hype while unlocking real value. Kira is known for translating complex ideas into practical frameworks and advocates for impact-led learning strategies, moving beyond completion metrics toward evidence of behaviour change, performance uplift, and organisational value. She holds a Master of Business Administration degree from UCT’s Graduate School of Business, and most recently, a Postgraduate Diploma in Futures Studies & Managing New Technologies from Stellenbosch Business School, specialising in technology adoption, culture change and organisational transformation.