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Bridging the AI skills gap: the role of businesses, academia, and mainstream education
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https://www.techradar.com/pro/bridging-the-ai-skills-gap-the-role-of-businesses-academia-and-mainstream-education
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The UK is experiencing an AI boom, fueled by the government's AI Opportunities Action Plan, and over £14 billion in private investment.
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Bridging the AI skills gap: the role of businesses, academia, and mainstream education
By Nick Drouet published May 30, 2025
The UK is experiencing an AI boom, fueled by the government’s AI Opportunities Action Plan, and over £14 billion in private investment. This surge in funding is accelerating AI adoption across industries, driving innovation, boosting productivity, and creating significant job opportunities. However, while businesses are racing to adopt and implement AI, the workforce skillset is struggling to keep pace.
AI skills now account for 40% of the UK’s most pressing tech talent shortages, making it one of the largest gaps in the sector. This highlights a growing challenge: education and training programs simply aren’t evolving fast enough to meet the demands of an AI-driven economy.
Traditional education systems cannot keep pace with AI's rapid evolution. Waiting for universities to modernize their AI curricula is not a viable strategy for businesses. Instead, companies must take proactive steps to upskill their workforce, ensuring they have the necessary AI expertise to remain competitive.
Some organizations are already progressing in this direction, establishing in-house AI training programs, ranging from foundational AI literacy courses to specialized technical training for employees in data science, machine learning, and AI applications. These programs can be delivered through online modules, workshops, and mentorship.
Businesses should also collaborate with AI education platforms, boot camps, and certification programs to offer employees structured learning opportunities. Industry-recognized certifications can help workers gain relevant, up-to-date skills that align with real-world applications. Encouraging AI-skilled employees to mentor colleagues can accelerate knowledge transfer.
The disconnect between higher education and industry needs is a persistent issue in the AI skills debate. Universities and technical colleges often struggle to keep up with the rapid pace of AI advancements, meaning graduates enter the workforce with outdated skills or theoretical knowledge that lacks real-world applicability.
Businesses have a responsibility to actively engage with universities and technical colleges to help shape educational programs. By integrating real-world AI applications, case studies, and industry projects into coursework, students can develop job-ready skills. But collaboration must go beyond one-off partnerships. Establishing long-term advisory relationships between businesses and academia can ensure that curricula evolve alongside technological advancements.
Beyond this, businesses can work with academic institutions to develop AI certification programs that validate students’ expertise in key areas such as machine learning, natural language processing, and AI ethics. These certifications should be recognized across industries to standardize AI proficiency levels and extend beyond the classroom into the workplace.
Practical, hands-on experience is also essential. Companies should provide structured mentorship and opportunities for students to work on real-world AI challenges. Offering experience through internships, apprenticeships, and AI research collaborations ensures students gain practical exposure.
AI is no longer just for data scientists. To capitalize on AI’s impact, we must ensure AI knowledge and proficiency become mainstream and integrate AI fundamentals into both higher education and professional development programs.
AI education should start early, with foundational courses integrated into university and college curricula across disciplines. Business, healthcare, finance, and law students, for example, should be equipped with AI knowledge relevant to their fields.
Many professionals interact with AI-driven tools but lack a deep understanding of how they work. Companies should offer AI literacy programs tailored to non-technical employees, covering topics such as responsible AI use, bias mitigation, and automation. Governments, businesses, and educational institutions ideally collaborate to promote AI literacy at a societal level.
This can include free AI learning resources, workshops, and public discussions on AI’s ethical and economic implications. AI education should be accessible and flexible. Short, modular AI courses delivered through online platforms can help professionals upskill at their own pace without committing to full-time study.
Crucially, AI literacy isn’t just about ensuring businesses see returns on AI investments, it’s about empowering individuals to participate in an AI-driven economy. Without widespread AI knowledge, the risk is that AI remains an exclusive tool wielded by a few, rather than a democratized force that benefits society as a whole.
The AI skills gap is a multi-faceted challenge requiring a coordinated response from businesses, academia, and education systems. Businesses must take responsibility for upskilling their workforce, while academic institutions must adapt curriculums to align with industry needs. At the same time, AI literacy must become a mainstream priority, ensuring workers across all sectors are equipped for an AI-powered future. If these gaps are not addressed, the UK risks stagnating in its AI ambitions, with organizations struggling to implement AI effectively and workers left behind in the digital transformation.
If businesses, educators, and policymakers act now, they have the opportunity to create a more inclusive, AI-ready workforce that drives sustainable innovation and economic growth. Only through a collaborative, proactive approach can the UK ensure that AI’s benefits are widely distributed rather than concentrated in a select few industries or regions.
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2 weeks ago
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TechRadar
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AI skills gap
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2025-06-17 14:02:56
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How AI can help teams offset the skills shortage
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https://www.scworld.com/perspective/how-ai-can-help-teams-offset-the-skills-shortage
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COMMENTARY: The cyber skills gap keeps widening, and the same age-old organizational challenges persist. CISOs, CTOs, and their teams are...
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# How AI can help teams offset the skills shortage
June 4, 2025
By Derek Manky
COMMENTARY: The cyber skills gap keeps widening, and the same age-old organizational challenges persist. CISOs, CTOs, and their teams are asked to do more with fewer resources. They’re expected to onboard, monitor, and maintain a myriad of devices while embracing digital reformation, supporting shifting market needs, and enabling new business imperatives.
And they need to do this while cybercriminals continue to up the ante by leveraging AI technologies to increase the volume, velocity, and sophistication of threats.
These colliding complexities continue to evolve, but the underlying challenges are nothing new. While there’s still no panacea for the industry, enterprises urgently need more eyes on the glass than ever. Yet with 4.8 million cybersecurity professionals needed worldwide to fill critical roles, even the brands with the most recognizable names, highest salaries, and longest list of perks cannot hire their way out of this situation.
As networks expand, user demands accelerate, and cybercriminals level up, today’s organizations need to find long-term and scalable alternative solutions—ones that don’t rely on constantly recruiting new talent—that empower them to effectively protect their digital assets.
The path forward: embrace generative and agentic AI. When used strategically, these technologies can streamline security and network operations, create long-term efficiencies, and alleviate many of the challenges exacerbated by the ongoing talent shortage.
## Agentic AI vs. generative AI: What's the difference?
With “AI” topping the list of technology-focused buzzwords, it’s no surprise that nearly all cybersecurity vendors now claim to employ generative and agentic AI across their products. While it’s easy for technology providers to make bold marketing statements, cutting through the noise to understand exactly how the AI is applied—and whether it even delivers on the promises that vendors claim—requires IT leaders and their teams to dig deeper.
While "GenAI" and "agentic AI" are sometimes used interchangeably, they serve very different purposes. Generative AI excels at analyzing massive data streams and recognizing patterns, producing outputs that humans can review and take actions. In cybersecurity and networking environments, it can help teams make faster, better-informed decisions and streamline complex tasks. In practice, this might look like analysts using GenAI to assist their daily operations through optimizing threat investigations, accelerating response efforts, creating more efficient SIEM queries, enhancing and building SOAR playbooks, and quickly surfacing anomalous behavior.While generative AI models typically require human prompts and oversight, agentic AI functions as an ecosystem of expert agents designed to learn, communicate, and autonomously monitor, detect, and respond to threats across an organization’s entire digital environment. It can automate complex threat detection and response workflows, minimize human error through intelligent decision-making, and orchestrate multiple AI-driven agents communicating across different security layers to ensure a synchronized, intelligent response. In short, agentic AI executes work on behalf of humans, working in a closed, role-based ecosystem.
Agentic AI represents a significant shift in cybersecurity and network management. Because these agents are designed to act independently, implementing agentic AI in cybersecurity and networking programs reduces reliance on humans. This frees analysts to focus on higher-level tasks and decision-making instead of drowning in routine tasks. It also reduces the need to constantly recruit new practitioners in an era where the demand for talent still outpaces supply. As the skills shortage persists, agentic AI offers a viable alternative.
While most vendors are focused solely on security or networking AI, organizations should find a vendor that ensures both disciplines work together. This lets enterprises take advantage of AI-driven decision-making across their entire digital infrastructure. One example: SOC and NOC convergence, which eliminates longstanding silos and increases efficiencies for both teams.
An organization might use agentic AI to do all of the following: fix network configurations, build routing paths, add Secure Access Service Edge (SASE) nodes, and investigate Wi-Fi issues caused by a security event. By embracing agentic AI, CISOs, CTOs, and their teams can leverage telemetry gathered from across the network to create a unified security and network response to events, with AI-powered agents collaborating across endpoints, networks, and the cloud.
However, not all security and networking products are created equal. When evaluating vendors, it’s essential to investigate how their AI agents are designed and trained. Look for agents that are purpose-built to perform specialized tasks on behalf of a human with precision—serving as an expert that can offload analyst workloads, reduce operational costs, and speed-up detection and remediation efforts.
Ask vendors about the development of their AI stack:
* What kind of data lake was used for training the models? Is it unified and of high-quality? Does the model go through continuous learning?
* Does the vendor use supervised learning in its AI training process to improve detection accuracy?
* How are the machine learning engines customized to power agent behavior across both security and networking environments together?
* Can they see and collaborate with other AI agents deployed across the network?
* Can teams empower the agents to make autonomous decisions?
* What guardrails are in place to support agent-led decision-making?
The real advantage of embracing agentic AI comes from the number of agents in the stack and their ability to work together as an interconnected system. The more agents, the more a team can counter the ongoing skills gap through role augmentation in the agentic AI ecosystem.
AI agents must seamlessly orchestrate and communicate across a security and networking fabric, forming an east-west collaboration that enhances decision-making. This enables a stack model approach where security and networking functions continuously adapt, prioritize, and respond to threats in real time, resulting in a more dynamic and autonomous security posture.
The ongoing evolution of cyber threats requires defenders to adopt a new strategy—one that doesn’t just react to attacks, but proactively prevents them through intelligent automation. Organizations need products that can manage and mitigate these shifts without relying on recruiting, hiring, and retaining qualified cybersecurity and IT professionals as the sole means of achieving better security.
Agentic and GenAI promsies to let smaller teams do more with less, help reduce burnout by eliminating low-level, repetitive tasks, and even make cybersecurity roles more accessible to newly-minted practitioners who do not yet have deep technical expertise. And as AI continues to shape cybersecurity, today’s organizations require an AI-driven security and networking strategy that offers faster, smarter, and more efficient protection—designed to work at the speed of AI.
**Derek Manky, chief security strategist and global vice president of threat intelligence, FortiGuard Labs**
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2 weeks ago
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SC Media
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
| 30 |
AI skills gap
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2025-06-17 14:02:56
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Technology skills gap plagues industries, and upskilling is a moving target
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https://www.computerworld.com/article/3814707/technology-skills-gap-plagues-industries-and-upskilling-is-a-moving-target.html
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Even as organizations are racing to deploy AI to gain efficiencies, they're faced with a skills gap that isn't easy to close as needs...
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## Headline
Technology skills gap plagues industries, and upskilling is a moving target
## Subhead
Seven out of 10 US organizations are struggling to find skilled workers to fill roles in an ever-evolving digital transformation landscape, and generative AI has added to that headache.
## Author
Lucas Mearian, Senior Reporter
## Publication Date
Feb 3, 2025
## Main Text
Even as organizations are racing to deploy AI to gain efficiencies, they're faced with a skills gap that isn't easy to close as needs continually evolve. Seven out of 10 US organizations are struggling to find skilled workers to fill roles in an ever-evolving digital transformation landscape, and generative AI has added to that headache, according to a new ManpowerGroup survey.
The AI skills gap is driven by the rapid growth of AI technologies and the increasing demand for adoption across industries. By 2030, companies are expected to spend $42 billion a year on genAI projects such as chatbots, agents, research, writing, and summarization tools. Currently, 50% of companies with over 5,000 employees use AI, with many more planning to do so.
Meanwhile, job postings for AI skills surged 2,000% in 2024, but education and training in this area haven’t kept pace. The AI talent shortage is most prominent among highly technical roles like data scientists/analysts, machine learning engineers, and software developers.
As AI adoption spreads across industries, the skills gap is growing to include IT, cybersecurity, automation, and more. To address the shortage, organizations must partner with AI leaders to access talent, training, resources, and technology solutions.
A new survey by training platform Revature showed that 77% of US organizations have been negatively impacted by the IT skills gap, and 56% are choosing upskilling or reskilling as their biggest priority for closing that divide. More than eight in 10 decision makers are concerned about finding tech talent in 2025, and 57% of respondents said IT staffing companies can’t deliver talent quickly enough.
Accenture reports that by 2027, 61% of workers globally will need retraining. While 94% are willing to learn new skills, only 5% of organizations are actively reskilling at scale. The demand for skills like AI, machine learning, and cloud computing is growing even faster.
To keep up with the rapidly changing landscape, Gartner suggests that organizations invest in agile learning for tech teams. “In the context of today’s AI-fueled accelerated disruption, many business leaders feel learning is too slow to respond to the volume, variety and velocity of skills needs,” said Chantal Steen, a senior director in Gartner’s HR practice.
Studies from staffing firm ManpowerGroup, hiring platform Indeed, and Deloitte consulting show that tech hiring will focus on candidates with flexible skills to meet evolving demands. Many organizations don’t have a clear idea of what skills their employees have.
Online learning platform Pluralsight recently surveyed 1,200 executives and IT professionals to explore AI’s impact and how organizations can prepare. The study showed that while AI adoption is speeding up, most organizations don’t know what AI skills their employees have or have a plan to upskill them.
Last year, Accenture launched LearnVantage, a platform that enables organizations to discover what tech gaps they have and where to find online learning platforms to upskill employees. A recent partnership with startup Workera has provided Accenture with a worker skills evaluation platform that can be used by both employers and employees to measure their current skills status.
Organizations’ top priorities in reskilling or upskilling involve AI, cloud data, security, and full stack engineering. For AI, there are multiple skill domains that include regulation, security/privacy, optimization, initialization, tuning, and loss function. Within those domains are additional subcategories, such as AI model simulation.
The point? As more AI models are brought to market and others continue to evolve, the skills needed to develop and deploy AI are continually changing.
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4 months ago
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Computerworld
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| 31 |
AI skills gap
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2025-06-17 14:02:56
| null |
Empower your teams to grow their AI skills and boost adoption
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https://www.microsoft.com/en-us/microsoft-cloud/blog/2025/06/10/empower-your-teams-to-grow-their-ai-skills-and-boost-adoption/
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Microsoft has developed a series of best practices and resources that now guide our employee AI skill-building initiatives. Learn more.
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Empower your teams to grow their AI skills and boost adoption
By Elisa Graceffo, General Manager, Worldwide Learning
June 10, 2025
AI adoption is rapidly picking up speed—but is your team ready to make the most of it?
Organizations around the world are starting to see generative AI as a real game-changer. To stay ahead, many are already aligning their investments toward new AI-powered tools, platforms, and infrastructure. But despite the prospect of big returns, these businesses face a myriad of challenges when it comes to adoption.
One of the biggest hurdles? A recent IDC study, Business Opportunity of AI, suggests that it’s the AI skills gap. Many business leaders feel that their teams have yet to develop the strategic knowledge and technical skills necessary to know how to use the advanced tools they’ve been given.
The takeaway is clear: real AI transformation can only occur when your people are prepared for it. That’s where we come in.
Preparing your workforce for the future
In a world of constant flux, your organization is only as agile as your people—and the skills they bring to the table. That’s why most learning and talent development professionals agree that continuous learning, paired with career development, is the key to keeping up with evolving business needs. The 2025 LinkedIn Workplace Learning Report shows how organizations that prioritize career development outpace others on key indicators of business success, especially when it comes to AI adoption.
Business leaders are getting the message—a skilled workforce is a key part of AI readiness—and now, they’re taking action. According to the 2025 Work Trend Index Annual Report, nearly half (around 47%) say their top workforce strategy over the next 12 to 18 months is to train the people they already have.
There’s a big mindset shift in how leadership is thinking about AI adoption and the future. It’s not just about leading the business anymore; it’s about leading the business with AI. Nearly three times as many C-suite executives have added AI skills to their LinkedIn profiles compared to just two years ago.
Lead by learning with curated AI resources
Building AI skills has never been more vital. This is why hundreds of thousands of people of all levels, ages, and geographies joined the Microsoft AI Skills Fest 2025 to grow their skills. Thanks to our community of committed AI learners, on April 8, 2025, we earned a GUINNESS WORLD RECORDS title for the most users to take an online multi-level AI lesson in 24 hours.
The Microsoft AI Skills Fest 2025 may have wrapped up, but the learning doesn’t stop there. Here at Microsoft, we believe that everyone—students, tech workers, business professionals, and decision-makers across all disciplines—should be given the opportunity to develop the AI skills they need to build confidence, establish fluency, and thrive in the new AI economy. That’s why we’ve pulled together some of the best resources from this milestone event to help you and your team take the next step on your AI journey—no matter what your role is.
Check out our most popular training resources for business leaders and professionals, now available on demand.
You’ll find easy access to training content, including:
Unlock productivity at work Get a quick and practical introduction to AI in one 50-minute video. Learn what AI really is, how it’s being used in the real world, and how it can help you streamline tasks and reduce errors. You’ll even get hands-on practice with prompt writing, so you can start working smarter right away.
Use AI for everyday tasks Want to get more done with less effort? Explore this training module to see how AI can support your daily workflow, from simplifying repetitive tasks to sparking innovation. You’ll leave with a solid understanding of AI, as well as examples of use cases and tips for writing effective prompts.
AI Skills Fest: Business professionals collection
It’s time to start empowering your team to learn, grow, and innovate—so your organization can thrive in the AI economy.
Advance your teams’ career with learning paths from Microsoft and LinkedIn
We know that everyone learns at their own pace, in their own way. That’s why we’ve teamed up with LinkedIn Learning, a trusted partner for millions of learners and organizations, to help your workforce build the AI skills they need by accessing training content on platforms they already know and use.
Discover AI Skill Pathways, a comprehensive resource featuring over 150 pathways across 24 languages designed to help organizations build AI skills across a variety of roles. These learning paths and role-based credentials help learners of all levels develop, practice, and validate AI skills.
Here’s what you’ll find:
Understanding AI : Great for leaders, managers, and professionals looking to build foundational knowledge in generative and responsible AI practices.
Applying AI : Perfect for leaders, managers, and professionals looking to incorporate AI into their day-to-day role.
Building AI : Ideal for AI power users working with low-code or no-code tools, as well as seasoned developers building custom generative pre-trained transformers (GPTs).
Training and maintaining AI : Designed for tech professionals and AI and machine learning engineers who need more specialized training in managing AI models.
Deep specialization in AI : For your most technical teams, including DevOps, data scientists, and research and development (R&D) professionals, ready to dive into advanced topics like AI for IT operations (AIOps), machine learning operations (MLOps), large language model operations (LLMOps), AI security, and AI cloud infrastructure.
Take advantage of this select AI training content at no cost. But don’t wait—this opportunity ends on July 31, 2025. After that, the LinkedIn Learning content will no longer be available for free.
Now’s the time to start building strong talent pipelines by equipping your people with mission-critical, future-ready skills—guided by LinkedIn’s unique workforce insights and Microsoft’s AI expertise.
Accelerating AI readiness
Having the right skills in place is key to scaling AI across your business. Leaders who know this are better positioned to prepare their teams and stay ahead of the competition.
We know this firsthand. At Microsoft, we’re on our own AI learning journey, putting AI to work in all facets of our business and regularly exploring how to train our own teams so they can lead in an AI-powered world. This journey is transforming how we market, sell, build, and innovate, allowing us to deliver value to our customers while building a foundation for the future. It’s also how we’ve developed a series of best practices and resources that now guide our employee AI skill-building initiatives.
As you embark on your own AI journey, we hope these insights help you chart a path forward. There’s no one-size-fits-all approach to long-term AI success, but with access to the right tools and the right guidance, your workforce—and your organization—can be poised to grow, transform, and lead.
10 best practices to accelerate your employees' AI skills
Get the e-book
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6 days ago
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Microsoft
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data:image/jpeg;base64,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AI skills gap
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2025-06-17 14:02:56
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Are Latina workers lagging behind in the use of AI?
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https://www.miamiherald.com/news/business/technology/article307352836.html
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Learn why 53% of Latina workers lack confidence using AI despite valuing its importance. Latinas in Tech highlights training gaps and...
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Are Latina workers lagging behind in the use of AI?
By Sonia Osorio
May 28, 2025 11:21 AM
According to a recent report by Latinas in Tech, 92% of Hispanic women consider it crucial to master artificial intelligence, or AI, but only 53% feel confident using it. More than half have never received on-the-job training.
Among those who did receive training (31.4%), many found it too generic to be helpful. Additionally, 41% said they did not receive training despite believing they needed it.
Nikki Barua, interim executive director of Latinas in Tech—which represents more than 44,000 industry professionals—said the lack of access represents a missed opportunity.
“Latinas have a 69% labor force participation rate, which positions them as a fundamental pillar of economic growth in the United States,” she said.
Women adopt AI tools at a rate 25% slower than men, which could leave them behind, the report noted.
The International Monetary Fund analyzed the potential impact of AI on the labor market and found that nearly 40% of global employment is exposed to the technology.
Historically, automation and information technology have affected routine tasks. But one of the characteristics that differentiates AI is its impact on highly skilled jobs.
“AI therefore poses greater risks to advanced economies compared to emerging and developing markets, but it also presents more opportunities to exploit its benefits,” the IMF reported.
The IMF reported that in advanced economies, about 60% of jobs could be affected by AI. Approximately half of those jobs may benefit from AI integration by improving productivity.
For the other half, AI applications could take over tasks currently performed by humans, potentially reducing labor demand, wages and hiring. In extreme cases, some jobs could disappear.
The Latinas in Tech report found that 55.9% of respondents said they were excited about AI’s use in their careers; 25% were cautious; and 13.3% were concerned about being left behind in the field.
When asked about the main barrier to accessing training, 39.9% cited lack of time, 27.7% pointed to limited financial resources, 17.6% mentioned insufficient employer support, and 14.9% said they faced no obstacles.
Barua emphasized that AI is becoming a core skill across all industries. Ignoring it, she said, risks losing access to a critical portion of the talent pool—just when agility, diversity and innovation are most needed.
“This goes beyond professional development; it’s a strategic issue. Companies that invest in training their diverse talent to master artificial intelligence will be better prepared to compete and adapt to the future,” she said.
She added that the existing gap is a wasted opportunity—not due to a lack of interest or motivation, but rather a lack of access, investment and targeted training.
To help close the gap, Latinas in Tech will host the Latinas in Tech Summit in San Francisco from May 28–30.
The summit, expected to draw more than 1,500 attendees, will offer practical tools and foster connections and visibility to accelerate Latinas’ leadership in technology.
“The event will serve as a platform to close gaps, empower communities, and build a more inclusive future,” Barua said.
Sonia Osorio
el Nuevo Herald
Cubro temas de América Latina, judicial, negocios y locales relacionados con la comunidad latinoamericana. Gran parte de mi carrera la desarrollé en agencias internacionales de noticias. Mis trabajos de investigación han recibido premios de la FSNE y SPJ Sunshine State. Soy periodista venezolana.
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3 weeks ago
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Miami Herald
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AI skills gap
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2025-06-17 14:02:56
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80% of CMOs concerned about ‘AI skills gap’
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https://www.marketingweek.com/marketers-ai-skills-gap/
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80% of CMOs concerned about 'AI skills gap'. A lack of AI expertise is emerging as a major skills gap, over and above knowledge of data,...
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80% of CMOs concerned about ‘AI skills gap’
A lack of AI expertise is emerging as a major skills gap, over and above knowledge of data, analytics and martech.
By Charlotte Rogers 8 Apr 2025 6:23 am
As brands scramble to work out how to use artificial intelligence effectively within their marketing teams, could a lack of skills be holding them back?
Most (75.8%) of the more than 3,500 marketers responding to Marketing Week’s exclusive 2025 Career & Salary Survey identify AI expertise as a major skills gap.
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2 months ago
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Marketing Week
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data:image/jpeg;base64,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
| 34 |
AI skills gap
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2025-06-17 14:02:56
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IBM Launches AI Skills Program to Bridge University Talent Gap
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https://insightintoacademia.com/ibm-ai-skills-program/
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IBM Launches AI Skills Program to Bridge University Talent Gap ... In response to the growing demand for artificial intelligence (AI) expertise in...
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IBM Launches AI Skills Program to Bridge University Talent Gap
By Erik Cliburn
April 24, 2025
Estimated read time 4 min read
In response to the growing demand for artificial intelligence (AI) expertise in the workforce, IBM has introduced a free groundbreaking initiative to equip university students and faculty with essential AI skills. The IBM SkillsBuild university strategy aims to strengthen AI education, cultivate future developers, and drive economic growth by addressing the skills gap that has become a critical obstacle to innovation.
### Addressing the AI Skills Gap
The rapid adoption of AI, the rise of open-source AI models, and the proliferation of AI assistants have made expertise in this field a top priority for companies, universities, and students alike. According to the World Economic Forum’s Future of Jobs report, 39% of current skills may become outdated by 2030. Additionally, IBM’s research with Morning Consult found that 76% of developers do not consider themselves experts in generative AI. These findings underscore the urgency to invest in AI education to ensure future professionals are equipped with the necessary competencies.
IBM’s commitment to closing this gap is part of its broader pledge to provide free AI training to two million learners worldwide over three years. This effort is informed by the AI Competencies Guide developed through the AI Alliance, which identifies key skills across industries and skill levels, from fluency to mastery.
### A Multifaceted Approach to AI Learning
IBM’s university-focused AI strategy includes faculty training, free generative AI courses, hands-on labs, and capstone projects designed to equip students and educators with cutting-edge knowledge and experience.
Through faculty training programs, IBM provides AI resources and guidance to university professors, enabling them to integrate AI education into their curricula. Select faculty members also gain access to IBM’s AI solutions, including the generative AI platform watsonx and the open-source large language model (LLM) family, Granite.
To reach students from various disciplines, IBM is launching free online courses that introduce AI concepts such as text-to-speech technology, chatbot development, and open-source LLMs. On-campus events further support learning by offering guidance on coursework.
For students pursuing computer science, IT, and related fields, IBM offers hands-on labs that provide interactive experiences with AI applications such as code generation and data classification using IBM Granite. These labs, which last up to 90 minutes, allow participants to earn digital credentials recognized by potential employers.
Advanced undergraduate and graduate students at select universities can participate in capstone projects and innovation challenges. Through these programs, students use IBM’s watsonx platform to work on real-world industry challenges in collaboration with IBM experts and faculty. They also have opportunities to take part in hackathons and other competitive environments that encourage AI-driven innovation.
### Real-World Impact of IBM SkillsBuild
IBM’s pilot programs worldwide have already demonstrated the initiative’s potential. At Boston University students built a chatbot using IBM’s generative AI technology to help assess non-traditional learning experiences for college credit. In India, they used watsonx to develop AI solutions for the legal, agricultural, and nutrition sectors. Meanwhile, a student team in the UK designed a disaster-response robot using IBM’s AI and data platform, featuring advanced sensors and a virtual assistant to aid in emergency situations.
### Looking Ahead
IBM plans to expand its university partnerships and AI training programs in the coming months. The company aims to enhance faculty resources, introduce more AI coursework, and foster new collaborations with academic institutions to develop innovative AI applications. “With the rise of open-source AI models and the accelerating pace of technological transformation, the future of AI will be shaped by students, educators, and professionals who possess not just the ability to use AI but also to build and manage it,” IBM stated. Through IBM SkillsBuild, the company is investing in the next generation of AI talent, ensuring that students worldwide are prepared to meet the demands of an evolving job market.
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1 month ago
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insightintoacademia.com
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| 35 |
AI skills gap
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2025-06-17 14:02:56
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Mind The (Skills) Gap: AI And Legal Education With Sam Moore
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https://abovethelaw.com/2025/05/mind-the-skills-gap-ai-and-legal-education-with-sam-moore/
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Data Accessibility: AI gives lawyers new ways to query and analyze data, transforming raw information into actionable insights without requiring...
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Mind The (Skills) Gap: AI And Legal Education With Sam Moore
The willingness to learn and adapt is a skill that transcends technology and ensures lawyers remain relevant in a rapidly changing profession.
By Olga V. Mack on May 27, 2025 5:44 pm
In Season 9, Episode 3 of Notes to My (Legal) Self, I had the pleasure of speaking with Sam Moore, Senior Director of Innovation at SkillBurst Interactive (acquired by BARBRI). Sam’s mission is clear: to help attorneys bridge the gap between technology and practice. In this episode, we explored the skills lawyers need to embrace the AI revolution and the evolving landscape of legal tech education.
### Why Lawyers Struggle with Tech Adoption
Sam shared a relatable story about his days as a “floor walker” in law firms, helping lawyers navigate unfamiliar technology. The root issue? Lawyers are often asked to use tools they had no role in designing, leading to friction and resentment. The resistance stems not from laziness but from a lack of agency and understanding.
“People aren’t doing anything wrong,” Sam emphasized. “They just could be doing some things better.”
### AI: Different From Other Legal Tech
Generative AI (GenAI) tools like ChatGPT are reshaping the way lawyers think about technology. Sam identified three reasons why GenAI stands out:
1. Enthusiasm: Unlike previous tech rollouts (e.g., e-signature solutions), AI excites people. It’s a topic they discuss outside of work, reflecting its pervasive appeal.
2. Invasiveness: GenAI isn’t a standalone tool; it integrates into daily workflows, popping up in Microsoft Office, Slack, and other platforms. This omnipresence demands attention.
3. Data Accessibility: AI gives lawyers new ways to query and analyze data, transforming raw information into actionable insights without requiring deep technical expertise.
### Adoption Challenges: Losing Control and Gaining Insight
The invasive nature of GenAI can leave lawyers feeling out of control. Features like auto-summarization in Microsoft Teams or transcription in Zoom may appear without warning, creating uncertainty.
Sam compared it to driving a car where new buttons mysteriously appear on the dashboard: “Am I supposed to push that? What does it do?”
### Data as an Untapped Opportunity
One of the most exciting applications of GenAI is its ability to unlock the value of private legal data. Sam shared a personal anecdote about spending a day and a half manually identifying contracts affected by the collapse of a major UK contractor. Today, GenAI could complete that task in minutes, summarizing relevant files and allowing lawyers to focus on high-value analysis.
### Reimagining Legal Education: What Stays, What Goes
The skills gap isn’t just a problem for law students—it’s an issue at every stage of a legal career. Sam argued for a rebalancing of priorities in legal education:
1. What to Drop: Practice-specific skills like drafting corporate meeting minutes or wills. These can be learned on the job when relevant.
2. What to Add: Transferable skills like critical thinking and empathy. Sam stressed that understanding the “why” behind a task is as important as executing it.
### Showing Up: A Skill for All Stages of Your Career
Sam’s advice for lawyers at any career stage is deceptively simple: Show up. Attend seminars, engage in discussions, and explore new tools. The willingness to learn and adapt is a skill that transcends technology and ensures lawyers remain relevant in a rapidly changing profession.
“Never think you’ve learned everything you need to learn,” Sam said. “Keep showing up.”
### Key Takeaways
* Experiment Safely: If you haven’t tried GenAI, start with a simple, low-risk task—ask ChatGPT to summarize a topic or suggest a dinner recipe.
* Embrace Data: GenAI can help lawyers unlock insights from their private data, creating new opportunities for efficiency and client service.
* Focus on Skills: Critical thinking, empathy, and a commitment to lifelong learning are the most valuable tools in any lawyer’s arsenal.
### Final Thought
As AI continues to transform the legal profession, it’s essential to approach this new era with curiosity and courage. Start small, stay informed, and never stop showing up. The future of law isn’t about replacing lawyers—it’s about empowering them to do more.
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3 weeks ago
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Above the Law
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AI skills gap
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2025-06-17 14:02:56
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Transforming the future of learning and work with AI skilling
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https://www.microsoft.com/en-us/education/blog/2025/03/transforming-the-future-of-learning-and-work-with-ai-skilling/
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Learn how Microsoft and Pearson are collaborating to bridge the AI skills gap and equip learners with the skills needed for the future.
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Transforming the future of learning and work with AI skilling
By Paige Johnson, Vice President, Public Sector, Financial Services and Media, Education Marketing
Published Mar 27, 2025
Discover how Microsoft and Pearson are equipping learners with AI skills for the future.
Over the past few years, companies around the world have seen a paradigm shift in how individuals consume content and attain new skills—changes that will only continue to accelerate and evolve in the AI era. A global IDC survey found that a lack of skilled workers is the biggest challenge for enterprises implementing AI technology within their organizations. This shift highlights the need for continuous adaptation to emerging technologies and collaborative efforts to bridge the AI skills gap.
The 2024 Work Trend Index Annual Report from Microsoft and LinkedIn also found that 66% of leaders say they wouldn’t hire someone without AI skills. As we celebrate National AI Literacy Day in the US on March 28 this year, it’s clear that no one company will likely be able to meet the opportunities of tomorrow. We believe it’ll take innovative partnerships to meaningfully impact the lives of people around the world with AI literacy and skills development.
## Empowering learners with essential AI skills
Microsoft and Pearson, the world’s lifelong learning company, announced a strategic collaboration to help address one of the top challenges facing organizations globally: skilling for the era of AI. The partnership will focus on providing employers, workers, and learners with AI-powered products and services to help prepare the current and future workforce across industries for the evolving landscape of work in an AI-powered economy. By combining Pearson’s expertise in learning and assessment with Microsoft’s cloud and AI technologies, this partnership will play a foundational role in helping organizations realize the full value of AI through reskilling.
Microsoft and Pearson are addressing the challenges and opportunities around reskilling at the ASU-GSV Summit in San Diego, US, April 6-9, 2025. The summit is dedicated to the scaled innovations in the delivery of education and workforce skills that are critical to creating a world in which all people have equal access to the future.
At ASU-GSV, Microsoft Corporate Vice President of Worldwide Learning, Jeana Jorgensen, will join Pearson President of Workforce Skills, Vishaal Gupta, for a discussion on transforming skills development and talent planning for the AI era. They’ll talk about how rapid intervention is needed or we risk the AI skills gap becoming a skills chasm, threatening the ability of individuals and organizations to thrive in an AI-powered future.
I’ll be also joining Vishaal and Jeana for a discussion at ASU-GSV on skilling for the AI era. We’ll dive deeper into how the Microsoft and Pearson collaboration will transform and scale AI skilling and help organizations equip learners and workers with the critical skills they need to succeed in a technology-driven world.
## Rethinking reskilling
Given the urgent need to rethink learning and reskill workers, Microsoft and Pearson will collaborate in several ways, including:
* Personalized learning at scale – Pearson will power its trusted and world-renowned content, assessment, upskilling, and certification services with Microsoft Azure cloud computing and AI infrastructure. This partnership will help Pearson further scale AI and technology capabilities across the business, expanding personalized learning and AI-enabled services to millions of learners, at different stages in their learning journey across the globe.
* Innovative collaboration – Pearson and Microsoft will launch a strategic collaboration aimed at helping people build AI proficiency and technical skills through new AI credentials and certifications. Additionally, Pearson and Microsoft will collaborate on a series of copilots, agents, and AI tools targeted at helping people develop skills—such as English language learning—and identify skills gaps seamlessly while they work.
* Investing in technology-driven careers – Microsoft will extend its current partnership with Pearson VUE, a key provider of Microsoft Cloud and Office certifications, through 2029. These certifications have already helped millions of young people, educators, and workers prepare for jobs that use Microsoft’s world-class technology. This expansion will open these vital credentials to scores of additional learners and workers around the world.
* Powering the Pearson workforce – After having piloted and tested Microsoft 365 Copilot, Pearson will expand its use by deploying it to its global workforce. This is part of an ongoing effort to introduce workplace AI tools that enhance efficiency, creativity, and productivity and drive better operational performance.
The partnership extends the efforts of both Microsoft and Pearson to provide AI skilling to people across the globe. In 2024, Microsoft and its partners trained and certified over 23 million people in digital skills. Pearson launched its Generative AI Foundations certification to equip professionals and students with the essential skills needed to work with generative AI technologies. Additionally, organizations around the world use Pearson VUE, along with Pearson’s AI-powered Faethm capability, and Credly badging to diagnose, assess, and certify skills.
## Develop your AI skills
Curious about additional ways to develop AI literacy and build AI skills? Get started today and join the Microsoft AI Skills Fest. Registration is open now to engage in deep dives, experiential content, hackathons, and practical sessions that will enhance your AI skills over 50 days of discovery and learning, starting April 8, 2025.
There’s a significant opportunity to work together to build AI skills and empower the future workforce. Whether you, your team, or your students are just getting started or looking to refine your capabilities, discover resources to support your journey.
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2 months ago
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Microsoft
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AI skills gap
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2025-06-17 14:02:56
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General Assembly announces Future Skills Board to align AI Academy with real-world upskilling demands
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https://www.businesswire.com/news/home/20250603134483/en/General-Assembly-announces-Future-Skills-Board-to-align-AI-Academy-with-real-world-upskilling-demands
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Senior leaders from Stripe, Google, Gartner and more will provide insight into AI skilling and talent needs that shape General Assembly's AI...
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Jun 3, 2025 9:00 AM Eastern Daylight Time
General Assembly announces Future Skills Board to align AI Academy with real-world upskilling demands
Senior leaders from Stripe, Google, Gartner and more will provide insight into AI skilling and talent needs that shape General Assembly’s AI Academy curriculum in real time
NEW YORK--General Assembly, the leading talent and upskilling community, today announced the formation of its Future Skills Board, a group of senior leaders from top companies like Stripe, Google and Gartner, who will provide real-time insights into how they are using AI to guide General Assembly’s AI Academy curriculum.
With input from the Future Skills Board, General Assembly’s AI Academy is now a living, peer-driven learning portfolio that ensures workforce skilling is always future-proof and validated by trusted companies.
“We’ve always prioritized practical knowledge and skills that are immediately applicable to today’s world of work by employing instructors who work in the fields they teach,” said Dr. Jeffrey Bergin, Chief Learning Officer at General Assembly. “Our Future Skills Board will bring us even more real-time insights into how companies are implementing AI, where they’re seeing skills gaps, and how they’re evolving their talent strategies. This ensures our curriculum always reflects employers’ most pressing needs.”
Senior leaders from Stripe, Google, Gartner and other companies on the Future Skills Board will validate and co-create new curriculum and programs from General Assembly, providing valuable real-world feedback to shape how AI skills are taught.
"This step is following in General Assembly's great tradition of pulling in experts who eat, breathe and sleep this stuff every day, in this case, AI,” said Daniel Huss, CEO of gravityAI and a Future Skills Board member. “It's why their approach to upskilling is consistently the most relevant and applicable in practice."
With input from the Future Skills Board, General Assembly’s AI Academy is now a living, peer-driven learning portfolio that ensures workforce skilling is always future-proof and validated by trusted companies.
To learn more about General Assembly’s AI Academy, visit https://explore.generalassemb.ly/aiacademy
About General Assembly
General Assembly (GA) is the leading talent and upskilling community that helps individuals and businesses acquire the real skills required to succeed in an increasingly complex technological era. Founded in 2011 to make tech-centric jobs accessible to anyone and meet the demand of fast-growing tech companies, GA evolved into a center of excellence in training people from all backgrounds to upgrade their practical knowledge of tech skills now required in every company and in any role. With a global presence, hands-on instruction, and a passionate alumni community, GA gives learners 360-degree support as they take the next step in their career journey. As part of the Adecco Group and partner of premier talent solutions provider LHH, GA matches the right talent to business needs. All day, every day: GA puts real skills to work.
Contacts
Anna Rice
[email protected]
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2 weeks ago
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Business Wire
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AI skills gap
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2025-06-17 14:02:56
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The AI skills gap is a call to arms, not a cause for panic
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https://www.capitalbrief.com/article/the-ai-skills-gap-is-a-call-to-arms-not-a-cause-for-panic-141459cc-9d59-462c-a871-81889b0d7bc6/
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Australia's AI skills shortage is real. But with the right investment, talent strategy and research-industry alignment, it can become our...
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The AI skills gap is a call to arms, not a cause for panic
Australia’s AI skills shortage is real. But with the right investment, talent strategy and research-industry alignment, it can become our competitive edge.
Danielle Haj-Moussa
5:00am on 4 June 2025
Australia faces what many see as an AI crisis: a projected deficit of 60,000 AI jobs by 2027. This narrative misses the bigger picture. Our talent gap should be a call to action, helping us turn a weakness into our greatest competitive advantage.
While everyone focuses on Australia's talent shortage, a crucial trend is unfolding elsewhere. The US is rapidly becoming a net exporter of AI talent, with their tertiary institutions producing more AI graduates than their market can absorb. This presents a critical opportunity for Australia to attract skilled migration while simultaneously investing in local upskilling efforts.
Talent gravitates towards excitement and opportunity. If we provide robust growth-stage capital and create an environment where AI companies can scale locally, top talent will follow. We've seen this pattern before. Successful ecosystems don’t just retain talent, they attract it.
Australia is home to genuinely world-class AI research institutions. CSIRO alone has 1,000 researchers working on AI and data science projects. The Australian Institute for Machine Learning (AIML) ranks as a top-three global institute for computer vision. Data61, ANU, and universities across the country continue producing breakthrough research in machine learning, computer vision and natural language processing.
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2 weeks ago
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Capital Brief
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data:image/jpeg;base64,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
| 39 |
AI skills gap
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2025-06-17 14:02:56
| null |
Tech Giants Join UK Gov In AI Skills Boost
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https://www.digit.fyi/tech-giants-join-uk-gov-in-ai-skills-boost/
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Industry giants like Amazon, Google, and Microsoft have joined a new government-industry partnership to foster AI skills.
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Tech Giants Join UK Gov In AI Skills Boost
Elizabeth Greenberg
16 June 2025, 12.20pm
“Artificial Intelligence is the new economic frontier, and we want to get Brits ready for jobs of the future so we can spark the growth powering our Plan for Change,” science, innovation, and technology secretary Pete Kyle said.
Industry giants like Amazon, Barclays, BT, Google, IBM, Intuit, Microsoft, Sage, and Salesforce, have joined a new government-industry partnership to foster AI skills.
A fifth of the UK workforce will be supported with the AI skills they may need to thrive in their jobs as a result of the partnership.
The partnership was unveiled by technology secretary Peter Kyle during London Tech Week, focusing on how industry and government can work together to upskill the UK workforce, including identifying future skills needs and making training more accessible.
“Artificial Intelligence is the new economic frontier, and we want to get Brits ready for jobs of the future so we can spark the growth powering our Plan for Change,” science, innovation, and technology secretary Pete Kyle said.
“If we want to realise AI’s incredible potential though, we need to make sure people of all ages and from all parts of the UK have the skills they need for jobs both in and with the technology – especially given we expect around 10 million workers to be using AI in their day-to-day role by 2035.
“Within days of announcing that we’re partnering with some of the world’s biggest tech leaders to help us do exactly that, we’re getting them around the table – representing a vote of confidence not only in Britain’s workers, but in the potential we offer as a global AI powerhouse.”
Companies who have signed up to this partnership will all bring a different area of expertise to its work. Microsoft have already committed to upskilling one million workers in AI by the end of the year, while firms including SAS and Sage will provide high-quality AI training resources for workers, boosting their confidence in using and adopting the technology.
IBM are also set to tap into the power of its IBM SkillsBuild training programmes to roll out targeted training modules for workers, arming them with the tools they need to confidently adopt and use AI.
In the 12 months since the government took office, the UK has attracted more than £44 billion in AI investment, with 13,250 jobs being created since the Prime Minister launched the AI Opportunities Action Plan in January.
During the meeting, the group worked towards agreeing terms of reference and a schedule of regular meetings helping to track its progress.
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1 day ago
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DIGIT.FYI
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| 40 |
AI skills gap
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2025-06-17 14:02:56
| null |
Analysis of job vacancies shows earnings boost for AI skills
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https://www.computerweekly.com/news/366625194/Analysis-of-job-vacancies-shows-earnings-boost-for-AI-skills
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Even when parts of a job are being automated, those who know how to work with artificial intelligence (AI) tools can expect higher salaries.
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Analysis of job vacancies shows earnings boost for AI skills
Even when parts of a job are being automated, those who know how to work with artificial intelligence tools can expect higher salaries
No author mentioned
No publication date mentioned
Looker_Studio - stock.adobe.com
News
Analysis of job vacancies shows earnings boost for AI skills
Even when parts of a job are being automated, those who know how to work with artificial intelligence tools can expect higher salaries
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2 weeks ago
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Computer Weekly
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data:image/jpeg;base64,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
| 41 |
AI skills gap
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2025-06-17 14:02:56
| null |
63% of employers say skill gaps are the biggest hurdles to AI adoption
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https://thehill.com/lobbying/5232226-ai-skills-gap-hiring/
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63% of employers say skill gaps are the biggest hurdles to AI adoption ... As organizations everywhere race to integrate AI into their ways of...
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The use of artificial intelligence (AI) in the workplace has nearly doubled over the past two years, according to a new survey.
A Gallup study, released Monday, found the share of U.S. employees who say they have used AI in their role a few times a year nearly doubled from 21 percent to 40 percent in the past two years.
More frequent use of AI at work, defined as a few times a week or more by Gallup, also increased from 11 percent to 19 percent since Gallup first measured in 2023.
In the past year alone, daily use of AI doubled from 4 percent to 8 percent, Gallup found.
The findings come amid a broader push to incorporate AI into various industries to boost efficiency and workflow. Various studies show an increasing number of workers are harnessing AI tools at work.
While more workers are embracing the emerging technology, concerns have been raised about its threat to their jobs being altered or eliminated as a result.
Although workplace AI use is increasing, Gallup found employees are no more likely to see themselves replaced by the technology soon. About 15 percent of employees say it is very or somewhat likely that automation, robots or AI will eliminate their job within the next five years, according to the survey.
And only 16 percent strongly agreed the AI tools for their organization are useful for their work.
Gallup further found AI adoption increased primarily among white-collar roles, with 27 percent of white-collar employees reporting frequent use of AI at work. This is a 12 percent increase since last year, Gallup said.
Meanwhile, production and front-line workers reported slightly less frequent AI use from 2023, decreasing from 10 percent to 9 percent this year.
Several employees reported they are using AI without guardrails or guidance, Gallup said. About 44 percent of employees surveyed said their workplace started integrated AI, but only 22 percent said they have not received a clear plan or strategy for this.
The quarterly Gallup workforce study was conducted with self-administered web surveys among a random sample of adults working full-time and part-time for organizations in the United States. The sampling of error varied based on different topics and time frames, Gallup said.
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2 months ago
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The Hill
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data:image/jpeg;base64,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
| 42 |
AI skills gap
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2025-06-17 14:02:56
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AI narrows the productivity gap
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https://www.eurekalert.org/news-releases/1086852
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The AI Navi app used by some taxi drivers cut search times for customers by about 5% on average. High-skilled drivers saw little benefit,...
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AI narrows the productivity gap
Researchers show AI boosts efficient working practice in less-skilled taxi drivers
University of Tokyo
10-Jun-2025
Artificial Intelligence (AI) impacts many industries and professions in different ways. A recent study looking at taxi drivers in Yokohama, Japan, shows that AI demand forecasting, which is unrelated to autonomous driving, can improve productivity in less-experienced drivers, helping close the skill gaps. This finding challenges the assumption that AI only favors high-skilled workers in technology-dependent industries.
The news is awash with stories about AI and the effects it can have on society — some news sites even have a dedicated tab for such stories. Though subjects vary, many stories raise the alarm about some potential negative impact or another. But researchers, including those from the University of Tokyo, have recently discovered something positive relating to the profession of taxi driving, with implications of a broader pattern at play.
Their study looked at an AI app used by taxi drivers to predict where customer demand will be highest and suggests optimal routes to them, the aim being to reduce time spent with no passengers, increasing overall efficiency. When comparing drivers with different levels of skills, and thus demand-forecasting ability, the team found that low-skilled drivers saw the biggest benefits, with a 7% productivity increase, while high-skilled drivers experienced little benefit.
“We think this demonstrates AI can act as a ‘deskilling’ technology, enhancing the productivity of low-skilled workers while diminishing the relative advantage of high-skilled counterparts,” said Professor Yasutora Watanabe from the Graduate School of Public Policy. “This shift challenges decades of technological trends that favored skilled workers, widening inequality.”
To ensure the impacts of the AI tool on taxi drivers’ efficiency was accurate, Watanabe, with Professors Daiji Kawaguchi and Hitoshi Shigeoka at the Graduate School of Public Policy and Lecturer Kyogo Kanazawa from Yokohama National University, tackled a unique challenge: They measured the impact of the AI app without interference from other factors, like unobserved local demand conditions or the location. The key was to make use of the data variation that makes the use of AI random in the analysis, similar to how medical researchers randomly assign subjects to treatment and control groups in clinical trials. Their method relied on the random nature of where taxi rides end. Drivers start looking for new customers from a location randomly determined by where the previous ride ended, thus randomly affecting the probability that drivers turn on AI depending on how familiar the location is.
“The implications of this research go beyond taxi drivers. If AI can narrow the skills gap in taxi drivers, it could do the same elsewhere,” explained Shigeoka. “These findings may apply to jobs like paralegals reviewing contracts or pathologists identifying malignant cells. AI is likely to benefit less-skilled workers more significantly, improving their performance. This has the potential to reduce inequality in professions traditionally dominated by skilled workers.”
However, the study also uncovered something puzzling: Many less-skilled drivers didn’t use the app, even though it could have significantly improved their performance. The researchers acknowledged this hesitation might stem from reluctance to embrace new technology, and that addressing this barrier could benefit workers in various sectors.
“Companies might focus on designing reskilling programs to help employees develop complementary abilities,” said Kawaguchi. “By automating skills, such as demand forecasting, employers may shift their focus to hiring workers with qualities AI cannot yet replicate like better communication skills and other people-focused things.”
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1 week ago
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EurekAlert!
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| 43 |
AI skills gap
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2025-06-17 14:02:56
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Surging AI adoption rates are creating an unprecedented skills shortage
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https://www.itpro.com/business/careers-and-training/surging-ai-adoption-rates-are-creating-an-unprecedented-skills-shortage
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When it comes to software engineers, though, there was actually a decline in demand, down by 8%. The report suggests that with software...
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Surging AI adoption rates are creating an unprecedented skills shortage
Enterprises ramping up the adoption of the technology are facing serious bottlenecks
By Emma Woollacott
published 4 weeks ago
The rapid explosion of AI has created the UK's biggest and fastest growing tech skills shortage in more than 15 years, according to new research.
Findings from the latest Nash Squared/Harvey Nash Digital Leadership Report shows that nine-in-ten technology leaders across the country are now either piloting AI or investing in development projects.
This sharpened focus on adoption and implementation is causing issues with regard to talent, however, with half revealing they are now contending with a significant AI skills shortage - marking a 20% increase on last year.
Yet despite facing talent shortages, only four-in-ten organisations are upskilling current staff to compensate, the study noted.
“As AI continues to accelerate, the scale of the skills challenge is becoming clear. UK businesses have a pressing need to ensure their technology teams are equipped with the skills to leverage AI to full effect, or the implementations they are making could fall short,” warned Bev White, CEO of Nash Squared.
The organizations that are furthest ahead with large-scale implementations are 21% more likely to be increasing their tech headcount than the rest, mostly in the areas of AI and data.
Notably, while UK tech leaders said they expected one-in-seven of their technology jobs to be carried out by AI in the next five years, the report found that AI isn’t replacing people, it’s simply changing the kind of people leaders want to hire
Almost two-thirds of UK tech leaders, for example, said they'd choose an AI-skilled software developer with just two years’ experience over one with a five-year career but no AI skills.
In other areas of tech, with the number of cyber attacks in the UK increasing once again, demand for cyber skills is surging, with Nash Squared recording a 43% increase since last year's report.
Rates of pay are also improving across the sector, the study found, particularly among senior staff. More than half of UK tech leaders said they had received a salary increase in the last year.
“AI is front and center of most organizations’ technology plans – and it’s encouraging to see that the UK businesses that are the furthest ahead also have the biggest people need. Rather than killing jobs, AI is changing them and creating new working models,” said Andy Heyes, managing director of Harvey Nash, UK&I and Central Europe.
“IT is changing the technology industry and the people dynamics within it, creating new fields of opportunity for those that embrace the challenge.”
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1 month ago
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IT Pro
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data:image/png;base64,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AI skills gap
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2025-06-17 14:02:56
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AI Skills Gap
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https://www.ibm.com/ae-ar/think/insights/ai-skills-gap
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There is a greater tech talent shortage across multiple industries at large. Part of the problem is the rapid advancement of artificial intelligence (AI)...
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AI skills gap
Tags
20 December 2024
Authors
Charlotte Hu
IBM Content Contributor
Amanda Downie
Inbound Content Lead, AI Productivity & IBM Consulting
There is a greater tech talent shortage across multiple industries at large. Part of the problem is the rapid advancement of artificial intelligence (AI) and the proliferation of new technologies, such as generative AI (gen AI), which are shifting the types of roles and skill requirements companies are hiring for as they continue to automate processes and services.
In 2024, AI spending will grow to over USD 550 billion, and there will be an expected AI talent gap of 50%, according to new research from Reuters.1
AI has the potential to enhance products and services, optimize business operations and workflows, help with decision-making and automate tedious tasks. It has the potential to change the nature of work and the job market, according to a report by Deloitte. 2
However, even the most advanced AI today cannot operate without humans. Closing the AI skills gap is essential to help organizations prepare for the future of work and accelerate innovation.
Why is there an AI skills gap?
Demand for AI roles is growing, as the rate of automation and technological advancements speed up. However, AI adoption remains uneven across companies. Many employees believe that the AI skill gap is an AI training gap.3
According to a 2024 Randstad survey, respondents said that companies adopting AI have been lagging in training or upskilling employees on how to use AI in their jobs. There are also gender and age divides in how well AI training adequately prepares workers.
Respondents on a separate 2024 Skillsoft survey said that the learning format in existing talent development programs is sometimes not effective, or they struggle to find time or leadership support for completing these programs.
For companies, limits in internal budgets and access to technologies, tools and data can all be impediments to AI upskilling, according to Snaplogic research.6
Also, some employers say they are going to use AI but fail to identify the specific ways that AI can be used, making them unsure of the exact skills that are needed to fulfill those tasks.
What skills are needed for AI?
There exists an ecosystem of high-demand AI and related skillsets.1 In general, organizations need AI builders and AI translators.2 These include people who know how to use and deploy gen AI, predictive analytics, large language models (LLMs), natural language processing (NLP), machine learning (ML), deep learning and reinforcement learning.
Not all skills require extensive knowledge related to deploying AI. Some tasks can include more basic knowledge, for example, how to prompt-tune or fine-tune ChatGPT.
Also, employees are expected to have working knowledge of security, privacy, data science, statistics, software development, coding, models and algorithms.
In addition to AI and programming skills, some workers are expected to take management roles and work with subject experts or user experience designers. It can’t just be filling the gap from the bottom up. Senior leaders in the C-suite also need to be up to speed with the latest AI knowledge to understand what the company is working on and working toward.
Having every employee who interacts with AI-related functions learn how to code AI from end to end is often not necessary. Corporations can also consider implementing intuitive tools that are low-code or no-code in AI projects.
How can we bridge the AI skills gap in the workforce?
The skills shortage can be bridged with investments and initiatives around skills development. Many of the problems causing an AI skills gap are the same problems causing tech talent shortages. Several solutions for closing the AI skill gap overlap with solutions for completing the tech talent shortage.
There are several online platforms that offer teachings on AI skills. For example, IBM’s SkillsBuild and Microsoft offer free resources that can help anyone start to assess and develop their AI skills.
Fostering a future-ready workforce involves strategic hiring and investing in continuous learning. Most employees are amenable to more training to acclimate them to emerging technologies.
Traditional avenues for learners such as universities, PhD programs, AI camps and online academies, can still be viable for Gen Z workers to acquire skills. Training and exposure to AI technologies and tools in school curriculums, especially for younger students, is necessary. That means that keeping trainers and teachers up to date is vital.
When onboard, internal learning opportunities such as training programs, workshops with peers, office hours or sessions to practice in sandbox environments are what will help retain valuable employees, which can decrease the time needed to vet new applicants.
To streamline hiring and make the learning process efficient, companies must first thoroughly assess the benefits and limitations of AI to their organization.2
More AI is not always better. Businesses should carefully evaluate how they have been using it in their operations in the last year, see what’s working and what’s not, and use feedback to roadmap how they want to use AI in the next few years.
Based on this, they can test the AI readiness of their current employees in those AI topics to look for gaps in skill proficiency. Depending on how specialized a company’s AI needs are, they can then choose to either bring in new AI experts to pioneer projects or reskill their available engineers to use and apply AI tools.
To help employees be engaged to reach their personal skill-building goals, employers should consider more interactive and customizable learning programs that can mix online, on-demand courses with experiential opportunities and live, instructor-led training.
Importantly, companies must help ensure that their AI training approaches and initiatives are offered equitably and are inclusive of workers from different demographics.
It is easier to solve the problem collaboratively rather than having to develop strategies and in-house learning plans from scratch. Businesses can participate in partnerships with educational institutions and other organizations to provide these offerings.
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2 months ago
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IBM
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AI skills gap
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2025-06-17 14:02:56
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AI Skills Essential, Say 99% in SAP Survey
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https://news.sap.com/africa/2025/05/ai-skills-essential-say-99-in-sap-survey/
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New findings show a critical gap in AI skills across SA, Kenya, and Nigeria, despite widespread recognition of their importance,...
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AI Skills Essential, Say 99% in SAP Survey
by Jason Bannier
May 29, 2025
New findings show a critical gap in AI skills across SA, Kenya, and Nigeria, despite widespread recognition of their importance, writes JASON BANNIER
As generative AI adoption accelerates and the pursuit of artificial general intelligence gains momentum, key African markets are facing a widening AI skills gap despite universal recognition of their importance.
New research reveals that 61% of mid-size and enterprise-level companies in Kenya, Nigeria, and South Africa consider AI skills to be ‘extremely important’, while another 38% regard them as ‘very important’. Together, this reflects a near-unanimous 99% consensus that AI skills are critical to business success.
This is unveiled in Africa’s AI Skills Readiness Revealed , a report commissioned by SAP and conducted at the end of 2024. The findings provide insights into how African companies are transforming their skills development efforts to meet the demands of the age of AI.
“The business impact of a lack of AI skills availability is already evident, with 90% of companies in our research citing negative impacts that include project delays, failed innovation initiatives, and an inability to take on new work,” said Nazia Pillay, interim MD for SA at SAP, during a media briefing last week. “This year’s data shows the pervasive need for AI skills across African organisations, and the negative impact, both on performance, competitiveness and innovation when organisations lack these skills.
“Our first report was conducted just as we exited the worst of the pandemic impact. At the time, companies were facing several challenges with attracting, retaining and upskilling suitable qualified tech workers, especially in the wake of the rise of remote and hybrid work environments. This year, the business landscape has been transformed by the impact of AI technologies and the search for relevant skills.”
The research uncovered two key findings that received unanimous agreement. All respondents expect demand for AI skills to increase in 2025, with nearly half anticipating a ‘significant’ rise. This anticipated surge in demand highlights the urgency for businesses to strengthen their AI capabilities to remain competitive.
In addition, all companies foresee some level of AI-related skills gap this year, underscoring the urgency of developing and retaining AI talent. The widespread expectation of a skills gap suggests that organisations are bracing for challenges in accessing the expertise needed to implement AI-driven projects effectively.
“Skills related to AI are hugely in-demand among African organisations, with 85% saying AI development skills are a priority, and 83% prioritising generative AI skills,” said Pillay. “To help close the AI skills gap, two-thirds of organisations are introducing career development initiatives with AI specialisation to upskill or reskill employees.”
To close the gap, companies are adopting a range of strategies beyond career development programmes. These include automating IT processes (66%), upskilling existing employees (58%), recruiting new talent with AI expertise (52%), and bringing in external specialists (45%).
The most in-demand tech skill among African organisations is cybersecurity, with 86% of companies identifying it as important – up from 63% in the previous research. Pillay said this rise is likely driven by the rapid growth of Africa’s digital economy and the increasing number of citizens entering the digital space through public and private sector initiatives.
Training, skills development in the spotlight
Pillay said companies are stepping up their IT training and skills development efforts to help meet the demand for skills. Additionally, the portion of companies’ IT or HR budgets allocated to skills-related initiatives has declined since 2023.
“Ninety-four percent of African organisations offer training and skills development to employees at least monthly, an increase from 74% in our last survey. The number of companies offering training opportunities to employees at any time also increased from 28% in our last survey to 37% this year.
“The drop in budget allocation for skills development requires an urgent rethink. Organisations that don’t invest in appropriate skills now may find they are unable to leverage new innovations and emerging technologies, leaving them trailing their more skills-enable competitors.”
Pillay said that rescaling and upscaling is considered one of the top skills-related challenges for all African organisations this year. The findings reveal that 37% of organisations make training available to their employees at any time, and 98% of organisations see AI training as top priority.
These findings suggest that while organisations are expanding access to training, they may not be backing this up with sufficient investment. The disconnect between growing training efforts and shrinking budgets points to a need for more strategic allocation of resources. Without sustained financial commitment, companies risk falling short in equipping their workforce with the skills required to remain competitive in an AI-driven economy.
Changing workplace expectations
Workplace expectations are shifting rapidly as organisations adapt to new technologies and changing employee priorities. In addition to technical expertise, companies are placing greater emphasis on non-technical attributes such as adaptability and affordability. These changes are driven in part by the growing need to upskill and reskill employees for roles shaped by artificial intelligence, as well as by evolving preferences around hybrid and remote work.
“80% of organisations said that enabling hybrid and remote work is their biggest tech related skills challenge – up from 32% in our last survey,” said Pillay. “Now, 58% of organisations offer fully remote options, and 56% of organisations have a hybrid option which they use to attract and retain top talent. When you look at employees, 83% of employees globally consider hybrid working to be an ideal environment.
“In 2023, technical skills and industry-specific skills were the top attributes. Affordability was somewhere near the bottom, with less than a third of organisations saying they consider it during the hiring process. This year, affordability is the number one candidate attribute for African organisations, with adaptability a close second.
“Reskilling is a top skills-related priority for 38% of companies this year, with 48% saying the same of upskilling employees. Unsurprisingly, two-thirds of companies said helping employees understand why reskilling is necessary is one of the top challenges this year.”
Read SAP’s ‘Africa’s AI Skills Readiness Revealed’ report here
Jason Bannier is a data analyst at World Wide Worx and writer for Gadget.co.za. Follow him on Bluesky at @jas2bann.
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3 weeks ago
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SAP News Center
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| 46 |
AI skills gap
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2025-06-17 14:02:56
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AI Skills Gap Is Real — and Faking AI Fluency Won't Cut It Anymore
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https://www.itprotoday.com/career-management/ai-skills-gap-is-real-and-faking-ai-fluency-won-t-cut-it-anymore
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AI Skills Gap Is Real — and Faking AI Fluency Won't Cut It Anymore. AI Skills Gap Is Real — and Faking AI Fluency Won't Cut It Anymore. As AI...
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Cloud Exodus: When to Know It's Time to Repatriate Your Workloads
by Christopher Tozzi
Jun 16, 2025
5 Min Read
Cloud computing has become a staple of modern IT infrastructure, offering scalability, flexibility, and cost savings. However, as the technology matures and businesses evolve, some organizations are finding that the cloud is not always the best fit for their workloads. In fact, a growing number of companies are repatriating their cloud-based applications and data to on-premises environments, a trend known as cloud exodus.
There are several reasons why businesses might choose to repatriate their workloads. One major factor is cost. While cloud computing can be more cost-effective than traditional on-premises infrastructure in some cases, it can also be more expensive in others. For example, businesses with high volumes of data or intense computational requirements may find that the cost of cloud storage and processing power outweighs the benefits.
Another reason for cloud exodus is security and compliance. Some organizations, particularly those in heavily regulated industries such as finance or healthcare, may find that the cloud does not provide the level of security and control they need to meet their compliance requirements. By repatriating their workloads, these businesses can regain control over their data and ensure that it is being handled in a way that meets their regulatory obligations.
Finally, some businesses may choose to repatriate their workloads due to performance concerns. Cloud computing can be affected by latency, network congestion, and other issues that can impact application performance. By bringing their workloads back on-premises, businesses can gain more control over their infrastructure and ensure that their applications are running at optimal levels.
Of course, repatriating workloads is not always a simple process. It requires careful planning, execution, and testing to ensure that applications and data are migrated successfully and that performance, security, and compliance requirements are met. However, for businesses that are struggling with the costs, security, or performance of cloud computing, repatriation can be a viable option.
In this article, we will explore the trend of cloud exodus and the reasons why businesses are choosing to repatriate their workloads. We will also discuss the challenges and benefits of repatriation and provide guidance for businesses that are considering this option.
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1 month ago
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ITPro Today
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| 47 |
AI skills gap
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2025-06-17 14:02:56
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Millennials are leading the charge on AI skills development
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https://www.itpro.com/business/careers-and-training/millennials-are-leading-the-charge-on-ai-skills-development
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Workday research suggests mid-career workers are largely on board with upskilling to take advantage of AI.
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Millennials are leading the charge on AI skills development
By Nicole Kobie
published 4 weeks ago
Millennials are driving the AI revolution in workplaces by focusing on the necessary skills development, according to new research.
A study from Workday found the cohort had the strongest belief in AI and was taking a more proactive approach to capitalize on the technology through skills development — though millennials and Gen X staff both largely agreed on the matter.
Of course, millennials are hardly the youngsters in work anymore — the term refers to people born between 1981 and 1996, now aged 29 to 44. As a generation that has grown up with changing technology and now in positions of management, it makes sense that this cohort is leading innovation in the workplace.
The research showed that 60% of millennial leaders were concerned about a skills shortage, more than the 47% of Gen X leaders. Similarly, 92% of millennials were keen to pursue a more proactive approach to skills development, versus 76% of Gen X employees who were surveyed.
"Agentic AI is ushering in a new world of digital labor, where you can scale and transform with autonomous agents whilst augmenting the workforce," said Paul O’Sullivan, SVP Solution Engineering and UKI CTO at Salesforce, in a statement provided by Workday.
"This represents a unique opportunity to unlock new levels of productivity, autonomy, and speed only if leaders and workers reskill and upskill. All industries and teams need to be empowered to redesign and redeploy talent for the skills the AI-powered economy demands."
Workday has previously released research saying that AI could be the key to solving the UK's productivity problem, but earlier this year slashed 10% of its own workforce amid a strategic shift to AI.
"The UK faces a pivotal challenge: our workforce models are lagging behind the pace of technological change," said Daniel Pell, Vice President and Country Manager for the UK and Ireland at Workday.
"To compete in an AI-driven economy, businesses must rethink how they identify and develop skills. This is not a question of technology alone, it is a question of leadership, agility and long-term competitiveness. The organizations that succeed will be those that treat workforce transformation as a strategic priority, ensuring both people and AI can work effectively together."
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3 weeks ago
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IT Pro
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data:image/jpeg;base64,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AI skills gap
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2025-06-17 14:02:56
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Skills gap in AI knowledge and use growing among students
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https://www.universityworldnews.com/post.php?story=20250605143020908
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Universities are seeing a gap among students in their knowledge and use of generative artificial intelligence, which they say risks getting...
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# Skills gap in AI knowledge and use growing among students
**Dorothy Lepkowska**
05 June 2025
Universities are seeing a gap among students in their knowledge and use of generative artificial intelligence, which they say risks getting wider and eventually becoming apparent in the labour market, the 2025 European University Association AI Conference heard. Some of this lack of engagement with technology came from fear among students that they might be penalised, not knowing what is permissible or how AI might be helpful in their studies and research. There is also a gap evident among teaching staff, some of whom prefer to ignore generative AI (GenAI) rather than to engage with it. Attitudes towards GenAI also vary in different disciplines and faculties depending on perceptions and likely impacts of its use. The challenges of adopting AI use in higher education and levels of AI competency among users were highlighted during an ethics and frameworks session at the virtual European University Association conference, titled “How universities are shaping the era of artificial intelligence” and held on 22 and 23 May. Participants heard the experiences of three higher education institutions and how they were managing both the advances in the technology and its use among students and lecturers.
A university-wide consultation on AI use delivered by a cross-disciplinary task group resulted in a framework at the university that is principle-based rather than prescriptive, with four core principles – human-centred inclusion, data privacy, safety and security, and communication. It also explains the opportunities offered by the technology to automate routine tasks and to aid personalised learning experiences.
Meanwhile, Dr Susanne Schumacher, co-chair of the digital council at Zurich University of the Arts (ZHdK) – which has an academic focus on film, music, drama and dance – said the diverse needs of its student and academic communities meant that competency development was a major challenge, alongside the rapid rate of AI development and the decentralised nature of the institution. However, unlike other conference participants whose universities have undertaken the creation of distinctly AI-focused frameworks and strategies, at ZHdK AI competency was embedded into its overall institutional culture and into existing programmes to build digital confidence among students.
Reaching the next level of systematic integration of AI and an explicit AI strategy will be our next milestone. But we need a call to action. We need to keep asking, why are we using AI? How does it improve our work, and how can AI help us think and act better as humans in higher education?
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2 weeks ago
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University World News
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| 49 |
AI skills gap
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2025-06-17 14:02:56
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Outpaced by AI? The high-stakes challenge facing network experts
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https://www.kyndryl.com/nz/en/about-us/news/2025/06/closing-it-skills-gap-with-ai
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It's not news that the IT industry suffers from a serious skills gap. What's new is how the industry is closing that gap. Because of AI, new...
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Outpaced by AI? The high-stakes challenge facing network experts
Article 9/06/2025 Read time: 4 min
It’s not news that the IT industry suffers from a serious skills gap. What’s new is how the industry is closing that gap. Because of AI, new approaches to skilling are leaning toward a reconfiguration of traditional networking and cybersecurity roles.
While industry reports expect a third of enterprises could automate more than half of their network activities by the end of next year, organizations and network professionals must prioritize continuous learning to stay ahead of the curve.
Here, Kyndryl Network and Edge Global Practice Leader Paul Savill shares how network professionals can prepare for what’s next.
Why the drive to develop cross-disciplinary skills?
At every level and role, everyone in an organization must broaden their view beyond just their piece of the business. Without that mindset, silos and other types of organizational friction will always inhibit growth. People on the business side need to understand what’s happening on the technical side, and vice versa.
As networking and cybersecurity converge, professionals must understand technologies like SASE (Secure Access Service Edge), ZTNA (Zero Trust Network Access), Network Operations Centers (NOCs) and Security Operations Centers (SOCs). Network and security teams must speak each other’s language to work effectively. At the same time, the integration of operational technology (OT) with IT demands cross-domain skills to manage connected digital and physical systems. This combined expertise helps close talent gaps and enables teams to build secure, resilient infrastructures that support automation and data-driven decisions. Ultimately, both network and security operations are critical to business continuity.
How can network engineers support AI adoption?
AI skills are a top priority. These tools are essential to streamline operations, improve customer engagement and stay competitive. Once one enterprise deploys AI successfully, others must follow or risk irrelevance. Yet, despite widespread implementation, most organizations aren’t leveraging AI for transformative use cases, according to Kyndryl’s People Readiness Report. Only 21% of leaders use AI in products and services, and just 4 in 10 apply it to decision-making or growth. In fact, 45% of CEOs think most employees are resistant or openly hostile to AI.
That’s why network professionals must master cross-disciplinary skills to thrive in this new era of operational and cybersecurity convergence. They need to help their organizations capitalize on innovation. Platforms like Kyndryl Bridge can help companies without in-house talent overcome the AI skills gap and potentially save millions annually.
Are organizations AI-ready?
21% of leaders use AI in products and services
4 in 10 report they apply AI to decision-making or growth
45% of CEOs think most of their employees are resistant or even openly hostile to AI
Source: Kyndryl People Readiness Report
Why are cloud networking skills important?
A shared understanding of cloud infrastructure and services helps reduce security breaches and wasted cloud spend. Unfortunately, network professionals often don’t communicate regularly with developers and cloud engineers. This disconnect has led to misconfigurations that enabled nearly one-third of malicious cloud incursions in early 2024, according to Google Cloud’s Threat Horizons Report.
Kyndryl has addressed skilling issues from the start. Our services delivery experts have earned over 41,000 hyperscaler certifications and more than 8,000 Cisco certifications, including IOS, data center, security and more. Our teams understand cloud architecture, deployment models and the management tools needed to design and manage network infrastructures for cloud-first and hybrid environments.
What’s next for network professionals?
As the future of ...
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1 week ago
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Kyndryl
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| 50 |
AI skills gap
|
2025-06-17 14:02:56
| null |
What AI Means for the Future of Work
|
https://www.mccormick.northwestern.edu/news/articles/2025/03/what-ai-means-for-the-future-of-work/
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AI will reshape the labor market, albeit unevenly. AI promises to transform many cognitive tasks across industries, creating new efficiencies.
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Industrialization disrupted the labor of artisans and craftworkers, just as the era of information technology and automation shifted workforce tasks and led to occupational obsolescence.
How will the rapid advance of artificial intelligence (AI) and related technologies impact workers? Which roles will be displaced? How will AI improve and augment work? What valuable new collaborative skills will AI enable?
David Autor (L) and Eric Horvitz
David Autor (L) and Eric Horvitz
To explore these questions, the Northwestern University Center for Human-Computer Interaction + Design (HCI+D) hosted a virtual panel with David Autor, the Rubinfeld Professor of Economics at the Massachusetts Institute of Technology, and Eric Horvitz, chief scientific officer at Microsoft.
Autor and Horvitz are both contributing authors to the National Academies of Sciences’s "Artificial Intelligence and the Future of Work" Consensus Study Report, which assesses the current and future economic, productivity, and workforce impacts of AI across sectors.
Liz Gerber
Liz Gerber
“AI has prompted an unprecedented wave of experimentation, but the future is not inevitable,” said event moderator Liz Gerber, codirector of HCI+D, professor of mechanical engineering at the McCormick School of Engineering, and professor of communication studies in the School of Communication. “We have a role to play, and we can create new forms of valuable and productive work. People are making the decisions, and it’s our obligation to be thoughtful about that.”
Complementing human expertise with new modes of collaborative work
Among the 11 key findings of the "Artificial Intelligence and the Future of Work" report, AI is classified as a general-purpose technology — akin to electricity and the steam engine —that has widespread applications and is likely a key driver of long-term economic growth.
While Autor and Horvitz stress the degree of uncertainty around AI’s economic trajectory, they agree that AI will reshape the labor market, albeit unevenly.
AI promises to transform many cognitive tasks across industries, creating new efficiencies. And, while AI might automate or displace certain tasks, it also has the potential to create new roles and forms of work, particularly by complementing human expertise with AI capabilities in decision-making and complex problem-solving. If roles shift such that AI handles repetitive, data-heavy tasks, workers can focus on more creative, interpersonal, and strategic responsibilities.
“What I think AI is most valuable for is supplementing human judgment, particularly in instances when the stakes are high, but there are not clear-cut answers,” Autor said. “Whether it's diagnosing a patient, remodeling a kitchen, or doing some type of skill, repair, or even architecting a piece of software, what AI is really good for is providing guidance and guardrails on how to do that.”
“We've barely scratched the surface on human AI collaborative possibilities,” said Horvitz, who launched Microsoft’s AI Anthology, a collection of essays on the future of AI. “It's such a great area for research right now. We can think deeply about new forms of collaborative work that support the primacy of human agency and contribution.”
In addition to augmenting human expertise more effectively, Autor and Horvitz propose that AI could help more people engage in traditionally specialized fields, such as coding, legal research, and healthcare diagnostics, possibly with less extensive formal training.
In terms of new types of work, Autor and Horvitz warn against a failure of imagination — most technologies are valuable because they enable us to do things that we couldn't do before, not because they enable us to do things better or faster.
“The Apollo Guidance Computer was a little piece of computer hardware with less processing power than the typical modern washing machine,” Autor said. “And yet it got people to the moon.”
Targeting high-impact domains
Autor and Horvitz discussed the transformative potential of sector-specific AI applications in education, healthcare, and frontier science — improving the rate of discovery to tackle grand challenges in medicine, food insecurity, and climate change.
Horvitz is excited about the advancement in the biosciences enabled by AI, from drug discovery and repurposing to predicting the structure and function of proteins to synthesizing new reagents and molecules that will play a role in fighting chronic autoimmune diseases and cancers.
“You build a model that can expand the feasible space of possible candidates much bigger than we've considered in the past,” Horvitz explained. “And then you apply related AI technologies to take that expanded set of possibilities and quickly and efficiently hone it down to candidates that are most likely to have the right properties.”
Horvitz recently collaborated on a project with a team including Northwestern Engineering’s Shana Kelley to design an AI virtual cell, a multi-scale, multi-modal large-neural-network-based model that can simulate the behavior of molecules, cells, and tissues in silico across diverse states.
Looking ahead
Autor and Horvitz advise against a wait-and-see, laissez-faire approach to AI, emphasizing the need for active intervention via policy, governance, incentive structures, and training to proactively direct AI’s future in the labor market.
“We're going to have to rigorously monitor the influences of AI on jobs in the economy and creatively pursue policies to shape the technologies that promote notions of shared prosperity rather than increased economic disparity,” Horvitz said.
Autor quoted his friend, the philosopher Joshua Cohen, who said the future is not a prediction exercise. It is a design exercise.
“We should not just be thinking our job is just to look ahead and say, ‘What's going to happen?’” Autor said. “We're all going to live with the consequences, so we should recognize that we are the people collectively who are making the decisions.”
Supported by Northwestern Engineering and Northwestern’s School of Communication, HCI+D brings together researchers and practitioners from across the University to study, design, and develop the future of human and computer interaction at home, work, and play. In addition to Gerber, the center is co-led by Darren Gergle, Bao Family Professor in Human-Computer Interaction in the School of Communication, and Bryan Pardo, professor of computer science at Northwestern Engineering.
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3 months ago
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Northwestern University
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data:image/jpeg;base64,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
| 3 |
future of work AI
|
2025-06-17 14:02:58
| null |
The future of working with AI: don’t compete against it, lead better with its support
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https://www.plainconcepts.com/ai-future-work/
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Artificial intelligence is no longer a distant promise of the future; it is a transformative force in the present. And while some organizations are still...
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The future of working with AI: don’t compete against it, lead better with its support
Sumary
1.Intro 2.¿How will AI change the future of work 3.Generative AI and the future of work 4.The future of work robots and AI automation 5.How will AI impact the future of work and life
## Intro
Artificial intelligence is no longer a distant promise of the future; it is a transformative force in the present. And while some organizations are still debating whether to jump on the bandwagon, others are already building the most advanced locomotives. That’s why the next five years will make the difference between leaders and laggards.
AI is not an existential threat to employment, but a strategic ally that can enhance human capabilities as well as redefine work as we know it. To avoid being left behind, it is crucial to accelerate effective implementation and cultural change. We have compiled all the necessary details to consider and provide you with the keys to help your company become a leader through AI.
## ¿How will AI change the future of work
We live on the threshold of a new labor era. If we have already gone through the industrial revolution, we are now in the midst of the great AI revolution. McKinsey estimates that global productivity could grow by $4.4 trillion thanks to its adoption in companies. However, only 1% of companies are considered AI mature, suggesting that the vast majority of the world’s companies are still in the early stages.
With the advent of powerful and efficient LLMs, we have entered a new era of IT, and therein lies the challenge as well, as the long-term potential of AI is huge, but the short-term benefits are more uncertain, leaving many companies hesitant to embark on this journey.
As mentioned above, over the next 3 years, 92% of companies plan to increase their investments in AI, but only a few report that AI is fully integrated into workflows and driving substantial business results.
At this point, a question arises: How can business leaders invest capital and bring their organizations closer to AI maturity?
AI is becoming much smarter than the models of just a couple of years ago, thanks, for example, to reasoning capabilities. These improve the technology when making complex decisions, allowing models to go beyond basic understanding to nuanced understanding and the ability to create step-by-step plans to achieve goals.
Companies can refine reasoning models and integrate them with domain-specific knowledge to deliver actionable information with greater accuracy.
In addition, studies show that employees are ready for AI, are familiar with it, but want more support and training, so business leaders need to step up.
In a survey conducted by McKinsey, it could be seen that 94% of employees and 99% of executives have some level of familiarity with current generative AI tools. However, business leaders underestimate their employees’ use of it: they think that only 4% of employees use AI for at least 30% of their daily work, when in reality, that percentage is three times higher.
With the impact of AI on the workplace clear, now is the time for companies to invest in the training that will help them succeed.
The survey also found that millennials are the most active generation in the use of AI, with 62% of employees having a high level of expertise, compared to 50% of Generation Z and 22% of baby boomers. By harnessing that enthusiasm and experience, leaders can help millennials play a crucial role in AI adoption.
## Generative AI and the future of work
Agentic AI or GenAI has unprecedented reasoning capabilities that enable models to act autonomously and complete complex tasks in different workflows.
Software companies are integrating agentic AI capabilities into their core products, and the multimodality of models is further enhancing their performance and use cases.
Forbes anticipates a future where human and artificial intelligence collaborate to make organizations more efficient, innovative, and resilient. As such, companies that harmoniously integrate AI into everyday workflows will be at a competitive advantage.
To take full advantage of AI’s potential, companies and professionals must proactively prepare for the changes it brings:
1. Continuous learning and improvement: The rapid development of AI requires continuous learning, so it is very important for companies to invest not only in the technology but also in courses, workshops, and certifications that equip employees with the necessary knowledge to work effectively and safely with AI tools.
2. Adopt a growth mindset: This type of mindset is crucial for adapting to technological change. As such, fostering a culture of innovation and experimentation helps companies stay ahead of the curve.
3. Ethical AI: As AI becomes increasingly integrated into business operations, it is critical to prioritize ethical considerations. To this end, clear guidelines for the ethical use of AI must be established, ensuring transparency, fairness, and accountability.
4. Collaboration between humans and AI: As we have discussed throughout the article, rather than considering AI as a competitor, companies should encourage collaboration between the two. A very beneficial approach would be to task AI with repetitive tasks to allow workers to focus on strategic decision making, creativity, and innovation.
## The future of work robots and AI automation
An ILO study on the effects of generative AI on the labor market reveals that, at most, 2.3% of jobs worldwide have the potential for full automation. And, in fact, this 2.3% does not include the many jobs that will be created thanks to new emerging technologies and those that we do not even know about yet.
On top of this, we find that robots are advancing in industrial, logistics, and service tasks. Their integration requires not only technological investment but also process design, continuous training, and responsible governance. It is not a matter of replacing people, but of increasing their capabilities: “superagency” includes humans and robots collaborating in cohesive, productive ecosystems.
In fact, we can already see several success stories of AI-driven robotics, such as Amazon, which uses more than 750,000 robots for tasks such as sorting, internal transportation, and inventory control. But it has also created 700,000 new human jobs to manage and complement these systems.
Another example is found in U.S. hospitals, where AI-equipped robots distribute medications and clean operating rooms. This frees up medical staff from these tasks so that they can focus on other tasks, such as care and diagnosis.
To achieve good results, the key lies in planning the human-robot coexistence from the design of processes and creating mixed teams and specific training.
## How will AI impact the future of work and life
The future of work in the age of AI is full of opportunities and challenges. Companies and professionals can navigate with confidence by transforming their processes, dispelling myths, and adopting a proactive approach.
In the workplace, AI will help improve productivity and creativity, help us gain new skills, become more confident, and achieve active leadership.
But it is not the only thing, as AI will also revolutionize (as it is already doing) life outside the workplace. There are already many examples of personal tools based on generative AI that accompany us in areas such as finance, personal development, or artistic creativity. With all this, technology will democratize services that previously required high cost or high specialization.
AI is not a threat, but a tool that, used ethically and strategically, can unleash new potential and drive unprecedented growth.
Our ability to adapt will be key to learning and innovating in harmony with AI. Therefore, it is key to look at the present and future with reality glasses that allow us to see what is happening with biases, invest in training and governance, develop a bold vision, and lead with speed and confidence.
The conclusion of all this is that AI does not replace people, it empowers them, so we must work with it, not against it. It’s not about competing with the machine; it’s about knowing how to manage it.
At Plain Concepts, we help you design your strategy, protect your environment, choose the best solutions, close technology and data gaps, and establish rigorous oversight that achieves accountable AI. So you can achieve rapid productivity gains and build the foundation for new business models based on hyper-personalization or continuous access to relevant data and information.
We have a team of experts who have been successfully applying this technology in numerous projects, ensuring the security of customers. We have been bringing AI to our clients for more than 10 years, and now we propose a Framework for the adoption of generative AI:
* Unlock the potential of end-to-end generative AI.
* Accelerate your AI journey with our experts.
* Understand how your data should be structured and governed.
* Explore generative AI use cases that fit your goals.
* Create a tailored plan with realistic timelines and estimates.
* Build the patterns, processes, and teams you need.
* Deploy AI solutions to support your digital transformation.
Elena Canorea
Communications Lead
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5 days ago
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Plain Concepts
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data:image/jpeg;base64,/9j/4AAQSkZJRgABAQAAAQABAAD/2wCEAAkGBwgHBgkIBwgKCgkLDRYPDQwMDRsUFRAWIB0iIiAdHx8kKDQsJCYxJx8fLT0tMTU3Ojo6Iys/RD84QzQ5OjcBCgoKDQwNGg8PGjclHyU3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3N//AABEIAD4AeAMBIgACEQEDEQH/xAAbAAACAwEBAQAAAAAAAAAAAAAEBQIDBgEAB//EADMQAAIBAwMCBAQFAwUAAAAAAAECAwAEEQUSITFREyJBYQYygbEUcZHw8SNDwUJTkqHh/8QAGQEAAwEBAQAAAAAAAAAAAAAAAQIDBAAF/8QAIBEAAgICAgIDAAAAAAAAAAAAAQIAEQMhEjETQQQiUf/aAAwDAQACEQMRAD8AIQEetNdAlWDVraWSZY0Rss7dBwf4oe8nh023Jezie5B/1sT/ANUp1D4gu7iERLsih4JRIwo4OfrzWs5AZ5/gYEXPpPxZMbrS0Fo/io7gnwxu3Aeox6ZrGG0uCQPBmyeANh5pVY67fQYAndY0UgYOByM/cUfF8V3pdGeQsQfKCPt71yGhUORCzWZc+nzxRNNOjKqjOxjhm/L/ANpTqGobiskB2qo8hAxt9q7qXxBdTPuLrsk+YhRw31pVdkCXKkmNueKRnMomIVfuFjUTNERsRZc8sMAY9qpI9Sdx9TQDEsQB+najLdSzmPhmHb1qRE0g1JBc1PaAMmmEVgBbGZnBx0C0PLGG9KYJ+ybZR0IHvLNgDA+9F2KN+IjIHG7rUbaDznNNraMKy8etUAkWeMtQsrq4EMkMDOvpj1/eKHNzPM+yVPC2Hbz3q6/1aWxSLCoyAYwUyeuaVXfxdcSRGKOCBVxjPhjP80j41ZuTxsOZwnFIdd6eZo1EkmADkkmvVl5tVuZT5nJ9hXKHJBqofHkbdyTyXGouUhViPVjVi6NemFpGjZ1GVGDjB/muQzzxj+lJt6cKo/Wi4dYvbKJgJC6gHyvzTALGd3OxFsXibvCkVlfsPWj9N0251CU29seQpOGbAxV9lfW73oN3bwtGFIJKkHr1JHOc+tdN9Ppd611Zg+GwO1mIby+/6daCMQ9EajZQGxWppoBIi258N1JPO/JBHtjigphtY4+U8gj0ou6umvJpZphmR+eBjBz/ADVOJHTwwMq5+Xuf3/mmer1JpfuSs7WW65t03EEBh2z61orX4f8ACcRybt8g5JOM0w0i2htdOgjiA3llLtxlmyKN+IPESS3MLbT5sn9Kkr7qbH+MBj5k/kXajp5sLIRjGD2pI4p1qbu8C+LIXNJpGVRzVEJZbMxZFVHIXqegHmphCORSyK4RWGe9NIzwDxTiTIlerKJfDU+vFURaArsCW4Pc1bfZd4gO9HSufBQRsQw64oZELXRhw5QlAjUt0fSodNvRNtRiqnHt+VepZdxSysCJyOOctXq8x/gvkNsZ6a/NwoKURArNGwePcHFTvriS8mZ5iN0nzFVAH54FeM0AtNhhInV/n39Rjpt/zQzMyKzuh56DtW4VdzIbGpxpnjkJ2+X71bbzsCWibqMFT27VBJhJGqj/AIHvVLRsmGjPNG9wUDqWyBc7ovL3SmdvEbaCO4kC7n5jXjgdzQFvG1zGxVCXXrijjaywWiCXIO4kAnoKdRu5NzQqHabfyfi4ISfIZF+9aT4k8Qm28HGfN1+lYiJis6FDhgcg+9MpdXuTPGJyCB0xQZDyDCWx5wMRxtu4RcLKsZExBPtSm8OFFNriRpU3YJyO1UWlpHdS7ZDgDvTrdC5mcryJHUB0i3F1qMMRGVLc19Qi0i0SJcxjhe1ZLTLS007VFkdgFA61q7nWbMWkjJMpIXvXG4lg7mC+JGC3MngeUBsCkD3tyP7rU4vcznJOCxJ5qhdNypyVJoNfqFOI7ihry4P9xq5Rculz5O0DFepKaXDY5O7b8VeIWLcDJJ64rl9DFbOAjN4b/wC4eRTq40qIwbouJM53N1I7VSmgte2+95RlflHP1zXcCDG86MLMzzwEksOO2KPsLaW7SXfgmLGB3z7/AEo/TNHX8a8crZRVO4An6Yp7FZw2iGOFMA9TnJNOi3uRzZOOpnrK0a2mZyMEjHFEakMwZ7U4MKE9BS7V0CwYFU411M/ks7iKPPiqTReoxf0llDDIFUSDBTHqaldkhAM8YpZS9xjY6sn4fw5YSQPXrREdxpwUyCXa/bOKz9q+0NUXlAY+Wu5QlNx7PqVrIhUuM980r8WBXAV8jNLshieKkFG4cetKXMYYwI3vGzCpTjtQYivyN0WSPzom4OLZfYVPTb5o4yhyfpSZCRsSuFQ2jAGudQgTfIuF965U9SkmmG0sNmemK9UUfIR9pofFjv6z/9k=
| 4 |
future of work AI
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2025-06-17 14:02:58
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Why workers must upskill as AI accelerates workplace changes
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https://www.weforum.org/stories/2025/04/linkedin-strategic-upskilling-ai-workplace-changes/
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The skills needed for work are expected to change by 70% by 2030 too. That massive shift is being accelerated by AI.
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The jobs we do and the skills we need to do them are transforming rapidly.
Individuals and businesses are beginning to upskill, but questions remain as to whether this is happening fast enough.
Governments must act now on AI upskilling and invest in talent programmes, so that every member of the workforce can reach their potential.
This year’s World Economic Forum Future of Jobs report shows that business leaders and their employees are navigating unprecedented macroeconomic forces – chiefly the technological progress driven by artificial intelligence (AI) and Generative AI (GenAI) – and these are set to transform the labour market over the next five years.
Business leaders and professionals are feeling the impact of these rapid workplace shifts. LinkedIn’s Work Change report found that worldwide, seven out of every 10 executives say the pace of change at work is accelerating. Almost two-thirds of professionals report feeling overwhelmed by how quickly their jobs are changing.
This is hardly surprising. As LinkedIn data shows, the jobs we do and the skills we need to do them are being transformed. We know that for every 10 professionals, at least one has a job title that didn’t exist in 2000. They might be a data scientist or an AI engineer; 25 years ago, that wouldn’t have been an option.
The skills needed for work are expected to change by 70% by 2030 too. That massive shift is being accelerated by AI. The Future of Jobs report found that six out of every 10 business leaders expect AI and GenAI to transform their organizations. The technology holds so much potential and businesses that aren’t embracing it risk being left behind.
Discover
How is the World Economic Forum creating guardrails for Artificial Intelligence?
GenAI will impact a range of workplace skills
Individuals and businesses are beginning to upskill on AI as they race to keep up – the question is whether this is happening fast and broadly enough to meet this moment of transformation.
Globally, the proportion of workers with AI skills has increased by at least 100% across all sectors since 2016, which shows a whole range of professionals are preparing themselves for the new future of work. But, the concentration of AI talent is still comparatively low and not enough attention is being paid to the broader upskilling that would allow workers to make the most of the AI transition.
Business leaders must think carefully about designing effective strategies to equip workers to unlock the potential of AI. This requires a detailed understanding of the skills professionals have, the skills they want and the skills they need.
Have you read?
CEOs and CFOs, take note: The 3 pillars of successful GenAI adoption
Why flexible work is the new standard in hourly jobs
From supply-chain upheaval to AI-led transformation, here's how industry leaders are keeping up
LinkedIn has identified three core groups of skills that will be impacted by AI, and most prominently by GenAI. GenAI technologies require AI literacy skills that enable professionals to use tools such as ChatGPT and Microsoft 365 Copilot, which are already changing how we work. Data shows that AI literacy is a major focus for upskilling. In the EU, for example, the number of professionals adding these skills to their profiles was 80 times greater in 2023 than in 2022.
But, while GenAI is capable of learning hundreds of skills – like writing, editing and data analysis – there are hundreds more skills that GenAI doesn’t have. Crucially, these are people skills, like leadership, teamwork, negotiation and relationship building. These skills are critical for the implementation of AI technologies and for successful business operations more broadly. Effective skills policies will be those that train workers to use AI and GenAI technologies, while also helping them to future-proof their role and position in the workforce by supporting the development of strong people skills.
Upskilling is a priority for governments going for growth
Success in AI isn’t just about investing in new technologies. There’s no point in having the best AI technology if no one knows how to use it. That’s why it's time to strategically design skills policies that prioritize continuous learning and are designed to factor in AI skills alongside rich people skills. And, central to effective skills policies is accurate, real-time data, which shows how talent is developing and where it’s being deployed across the economy.
Effective skills policies are key to a fast and fair AI transition. Governments across the world must act now on AI upskilling and invest in talent programmes, so that every member of the workforce can reach their potential. This is the only way to ensure we are leveraging the full potential of AI to boost economic growth.
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2 months ago
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The World Economic Forum
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| 5 |
future of work AI
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2025-06-17 14:02:58
| null |
The future of work is agentic
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https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-future-of-work-is-agentic
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Learn how agentic AI is reshaping the workforce and what companies must do to drive organizational change and manage a hybrid of humans and...
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The future of work is agentic
June 3, 2025
The digital workforce is happening. Here’s what it may look like when humans are working side by side with AI agents—and how to prepare now for this surprisingly near-term eventuality.
Think about your org chart. Now imagine it features both your current colleagues—humans, if you’re like most of us—and AI agents. That’s not science fiction; it’s happening—and it’s happening relatively quickly, according to McKinsey Senior Partner Jorge Amar. In this episode of _McKinsey Talks Talent_ , Jorge joins McKinsey talent leaders Brooke Weddle and Bryan Hancock and Global Editorial Director Lucia Rahilly to talk about what these AI agents are, how they’re being used, and how leaders can prepare now for the workforce of the not-too-distant future.
The following transcript has been edited for clarity and length.
From generative to agentic AI
Lucia Rahilly: Jorge, welcome to _McKinsey Talks Talent_.
Jorge Amar: Thank you very much. Excited to be here.
Lucia Rahilly: Jorge, there was a great little piece in _The Wall Street Journal_ called “[Everyone’s talking about AI agents. Barely anyone knows what they are](https://www.wsj.com/articles/everyones-talking-about-ai-agents-barely-anyone-knows-what-they-are-8941e234)”. What exactly do we mean when we talk about agentic AI?
Jorge Amar: I’ll start where I think most people still are, which is generative AI. Gen AI is mostly a reactive type of AI focused on generating creative content, triggered by a prompt or an instruction from an individual.
Now if we continue the evolution of AI into agentic, we start to come to a very different reality. The first difference is we’re talking about AI that is not only generating content. It is executing on a task, on a mandate, on a particular instruction. An AI agent is perceiving reality based on its training. It then decides, applies judgment, and executes something. And that execution then reinforces its learning. It learns if what the agent did was good or bad and then feeds that back in.
So we’re getting into the next step: AI deciding what to do on its own. We start to get into this complete AI workforce. Your AI agents could now be the evolution and the creation of a digital replica of the entire workforce of an organization.
Lucia Rahilly: OK, Jorge. You’re scaring us. Let’s talk through some use cases that might help bring this to life a bit. What does agentic AI look like now in the wild?
Jorge Amar: It’s still the Wild, Wild West out there. But I’ll try. Right now, many companies are starting to experiment. Typically, the environments in which they are deploying agents are very deterministic, with a clear process to follow. Think of IT help desks, or software development, or customer service tickets: any environment where a customer asks for something and there’s a well-defined process afterward. The agent picks it up—decides what is the right process, the right content article to be retrieved, the right information to be gathered—and then triggers an action.
Bryan Hancock: In HR, we’re seeing agentic AI in talent acquisition. Agents clean records. They try to understand, “Of the vast universe of potential candidates, how do we clean the data and understand who the right candidate might be?” Then a separate agent goes through and scores those candidates and does the ranking and the sourcing process. A separate agent reaches out to gain contact and schedule interviews.
How agentic AI is already changing work
Brooke Weddle: Jorge, it sounds like you’re pointing to examples where agentic AI has allowed companies to achieve greater levels of productivity. Recently, the _[Work Trend Index annual report](https://www.microsoft.com/en-us/worklab/work-trend-index/2025-the-year-the-frontier-firm-is-born)_ came out, one of Microsoft’s flagship publications in workforce. And it found that a third of executives are considering using AI to reduce head count in the next 12 to 18 months. But nearly 50 percent said they were considering maintaining head count but using AI as digital labor to boost productivity—as complementary to human skills. What have you seen in terms of use cases?
Jorge Amar: It is still early days when it comes to what I call decoupling the creation of capacity—automating tasks that otherwise would have been performed by a human—and the monetization of capacity. The monetization of capacity is its own independent thing.
One of the potential paths can be, “I’m going to reduce head count.” More and more, some executives I’m talking to are interested in, “I might reduce head count, but I also might want to do things differently.” Suppose your competitive advantage was your call center agents. If AI brings everyone to the same parity level, how do you differentiate? What are the implications for your workforce when you can differentiate by having the best algorithm, the best agentic framework out there—but at the same time, how do you complement that with humans to do things that otherwise would have been cost prohibitive?
I’ll give you one example. Last week, I was talking with one of my travel clients—and you could pick the airline or cruise line of your choice. What if you now had your own personalized concierge looking at your travel, giving you very detailed recommendations on how to navigate the airport, suggesting the type of food you could pick up on your way and even creating the order for you, and then getting to the final point in which it helps you board the plane and makes sure you have space? The possibilities are endless when it comes to figuring out or creating new and different workflows, new processes, new ways to surprise and delight your customers that you couldn’t have otherwise.
Bryan Hancock: And I imagine you can also do some of the same toward your employees. How do you surprise and delight across the employee journey? How do these agents actually get created—and get created in a way that’s specific to processes in any one area?
Jorge Amar: We’re all still figuring out the best way. There was a quote recently along the lines of, “IT will be the HR of AI agents of the future.” I would divide the creation of an agent into a few different steps. This helps us understand who is doing what.
First, there clearly needs to be a rationale from the business: customer support, marketing, sales, HR. They would define, “What is the need for an AI capacity?” and decide, “What are the parameters of what this AI capability needs to perform?”
Then they would work with their IT or AI function to either develop or procure their agentic capabilities. In many cases, the specificity and complexity of these AI capabilities will require these companies to develop their agent capabilities in-house, because they cannot find them in the market. It’s going to be a hybrid situation.
Once that capability exists, you have to onboard and train that agent, which we call “tuning” an agent. Tuning the agent requires a number of things: a good articulation and understanding of the process you are trying to “agentize,” as well as a subject matter expert who really understands the ins and outs.
You also need someone who understands the available data—a content specialist who is saying, “These are the content articles, the corpus of knowledge you need to train your agent,” and who makes sure that knowledge is up to date. In one of my cases, we trained the agent, and the agent started to spit out a bunch of COVID-related policies that were no longer relevant. So you need to make sure the data is accurate, relevant, and up to date.
Last, you need a good, robust prompt-engineering skill set: someone who can teach, train, and tune the agent by saying, “When the customer or your employee says this, this is what they mean. This is what they are trying to accomplish. And therefore do X, Y, Z.”
Building and managing an AI workforce
Brooke Weddle: Jorge, you mentioned [IT becoming the HR of AI agents](https://fortune.com/2025/01/09/nvidia-ceo-jensen-huangt-take-over-hr-ai-agents/). And, of course, it was Jensen Huang, the CEO of Nvidia, who said this recently. When you think about a digital workforce, whose job is it to ensure that digital workforce is reaching its full potential? Is it more in the realm of IT? Or is this a space where HR might have a few things to say, since for a long time, getting managers to reach their full potential has been more their purview?
Jorge Amar: Some pioneering companies in this space are expressing their org charts not only in number of FTEs [full-time employees] but also in number of agents being deployed in every part of the organization. So I think we are going into a world where you’ll have to think about your workforce as both agentic and human. And I don’t think IT will be able to do this alone. IT will be critical in enabling the foundational elements to train an agent—the data stack, the right procurement, the right platform for training and tuning the agents.
Now, the true missing pieces: one is the business. Nobody will be able to train an agent if you don’t know intimately the policies, the processes, what really differentiates you from a business perspective.
And then I think HR will play a key role—first, to really push the business on what can be done from a hybrid workforce perspective. Second, and we started seeing this in one of my clients, is where the technology is up and running, but the number of live interactions is not coming down. There is a big change management component that comes into play. HR will be absolutely critical there.
So I think we are going into a world where you’ll have to think about your workforce as both agentic and human.
Some companies out there are even promoting this notion of a zero-FTE department—an entire function fully performed by an agent. Then you have on the side humans in the loop controlling or monitoring what these agents are doing. Putting philosophical debate aside, I think we should think of agents as a parallel workforce for all intents and purposes.
Earning employee trust in the AI age
Lucia Rahilly: You mentioned adoption, and we so often hear adoption cited as a primary challenge in realizing the value of AI. How do you see humans in the workplace taking to this notion of collaborating with AI agents?
Jorge Amar: It’s still a big challenge. I’ll give you one example. In some of the frontline environments where I spend a lot of time, some of the newer agents or the newer reps tend to embrace AI faster. Why? Because if you’re just coming into a frontline environment, the back office is where you need to learn all these things, and now AI is guiding you through the process. That’s great. It makes the job easier. But some of the more tenured employees resist AI quite a bit. It’s really challenging for them.
The other big element is that many employees tell us, “I cannot trust an AI black box out there that is doing this, so I will use the AI result, but at the same time, I’m going to have my own calculations.” Therefore, you’re now duplicating work. There are many of these elements that will be critical in cracking the code to adoption, because my fear is that we will end up with huge investments and very little value realized.
Bryan Hancock: Who do you think is going to lead the way in adoption?
Jorge Amar: First, there’s got to be a clear mandate from the top. Leaders should make sure they are role modeling and integrating AI into the way they speak and what they do.
Second, evaluate the performance of AI in a joint...
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2 weeks ago
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McKinsey & Company
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data:image/jpeg;base64,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
| 9 |
future of work AI
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2025-06-17 14:02:58
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Three things to know about AI and the future of work (opinion)
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https://www.insidehighered.com/opinion/views/2025/02/11/three-things-know-about-ai-and-future-work-opinion
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AI will change the workforce our students will enter in unpredictable ways, Cameron Sublett and Lauren Mason write.
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Three Things to Know About AI and the Future of Work
By Cameron Sublett and Lauren Mason
February 11, 2025
AI will change the workforce our students will enter in unpredictable ways.
Since the public release of ChatGPT in late 2022, artificial intelligence has rocketed from relative obscurity to near ubiquity. The rate of adoption for generative AI tools has outpaced [TRUNCATED]
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4 months ago
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Inside Higher Ed
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406+9LDkjadPtFrvaFm7X9lU3+5z3FOOAknJwVY37bfaq50jocRzmbEAfZTgwskyGMdyJXlzuD7DEJqIRGbcj81SGcgEuZ1d/IADyFLY2OyV0hl8xBoX2by/wBTmRO6IMbF5QRe3t5/4l11Rya1Cs8BCOEk1CMAuRoRKlRoRVgv/9k=
| 10 |
future of work AI
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2025-06-17 14:02:58
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Empowering the next generation: Key learnings from a conversation on AI skills and the future of work
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https://yourstory.com/2025/06/empowering-next-generation-key-learnings-conversation-ai-skills-future-work
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Artificial Intelligence is no longer confined to research labs or the hands of a few tech elites. It's shaping the way we work, learn,...
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Empowering the next generation: Key learnings from a conversation on AI skills and the future of work
With AI transforming every industry and redefining the meaning of intelligence, leaders from Microsoft and UpGrad break down what it takes to thrive in the AI-powered economy.
Shubhangi Mishra
Tuesday June 17, 2025 , 4 min Read
Artificial Intelligence is no longer confined to research labs or the hands of a few tech elites. It’s shaping the way we work, learn, and interact, transforming industries and touching nearly every aspect of modern life. From customer service chatbots to predictive analytics in sales, AI is quickly becoming a foundational skill for the workforce of tomorrow.
Recognising this shift, Microsoft and YourStory came together to host a webinar titled “Empowering the Next Generation: AI Skills for Tomorrow’s Leaders” , aimed at helping students, professionals, and educators understand how to navigate the AI economy. Moderated by Sangeeta Bavi , COO of YourStory Media, the session featured an insightful conversation between Somanna Palacanda , International Social Impact Leader at Microsoft Philanthropies, and Sunita Mohanty , President and Chief Revenue Officer at UpGrad. The session unpacked what AI means for students and young professionals today and how they can prepare to lead in an increasingly intelligent world.
Over the hour, three powerful themes emerged—each offering a distinct takeaway for anyone looking to stay relevant in a rapidly evolving AI-driven economy.
AI is for everyone, but application is the key
Both speakers drove home a crucial point: AI isn’t just for coders or computer scientists. It’s becoming essential across functions, from finance and sales to HR and logistics.
Mohanty described AI as a “ great leveller” , lowering the floor and raising the ceiling for innovators and entrepreneurs alike. “ You don’t need to come from an IIT or know Python to work with AI,” she said. “ It’s about understanding how to apply AI tools in your domain, whether it’s marketing, operations, or hospitality.”
Palacanda reinforced the shift from AI being exclusive to becoming democratised. He noted that Microsoft’s AI Skills Navigator is built to reflect this reality, offering learning paths for amateurs, professionals, and even educators. “ We must open the aperture,” he said. “ You don’t need a computer science degree to learn AI. Our goal is to ensure access to skills, not just information.”
Continuous learning is the currency of the future
With job roles constantly evolving and new opportunities emerging in prompt engineering, AI strategy, and data ethics, both speakers emphasized that staying relevant is a matter of mindset more than credentials.
Reflecting on her own journey, Mohanty said, “ The way we did certain things yesterday may not work tomorrow. You’ve got to unlearn, stay open-minded, and get your hands dirty. Start small, and think: how can I do this smarter?”
Palacanda shared how his own career had spanned sales, marketing, engineering, and global strategy, not because of formal retraining, but because of sustained curiosity and courage. “ I hire people not just for their experience, but for their capabilities. The 5Cs—courage, curiosity, creativity, compassion, and communication—are the new must-haves in the world of AI,” he said.
The idea that AI will replace jobs was also challenged. Instead, the speakers argued, it will reshape them , and those who evolve with it will have an edge.
Responsible AI is not optional, it’s fundamental
With great power comes great responsibility and that includes the power of generative AI. Both speakers spoke about the ethical dimensions of AI and the need for users to understand bias, intent, and the consequences of automation.
Mohanty emphasized that “ machines can give you output, but it’s humans who must decide what benefits the greater good.” She added that today’s AI models must be trained with quality data and guided by guardrails that reflect fairness, transparency, and safety.
Palacanda echoed the sentiment. “ We all have a moral responsibility not just to create with good intent, but to identify and report misuse when we see it. Understanding deepfakes, bias, and malicious actors is now part of being digitally literate.”
A final call to action
As the conversation drew to a close, both speakers offered one final piece of advice: don’t wait for someone to tell you to start. Explore AI foundational courses, experiment with tools, and begin applying what you learn in real-world scenarios, even small ones.
Whether it’s Microsoft’s AI Skills Navigator or programs tailored by UpGrad for different job functions and industries, the resources are there. What’s needed now is intent, initiative, and imagination.
Because in an age where intelligence is everywhere, those who thrive will be the ones who ask better questions and act with purpose.
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9 hours ago
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YourStory.com
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| 11 |
future of work AI
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2025-06-17 14:02:58
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Driving the future of work: How we’re approaching Microsoft 365 Copilot change management at Microsoft
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https://www.microsoft.com/insidetrack/blog/driving-the-future-of-work-how-were-approaching-microsoft-365-copilot-change-management-at-microsoft/
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Learn how we're accelerating our Microsoft 365 Copilot adoption with a data-driven, role-specific strategy that's transforming how we work.
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# Driving the future of work: How we’re approaching Microsoft 365 Copilot change management at Microsoft
June 12, 2025
Inside Track bot
We’re accelerating our Microsoft 365 Copilot adoption with a data-driven, role-specific strategy that’s transforming how we work.
Technology is constantly transforming the way we work—and AI is driving that evolution faster than ever. At Microsoft, the launch of Microsoft 365 Copilot is a powerful example of this shift.
The mission to embed Microsoft 365 Copilot into the fabric of our daily operations was spearheaded by Alexandra Jones, director of business programs, and Sandra Hausfelder, a global adoption lead for Copilot. Together, the duo who work in Microsoft Digital, company’s IT organization, led a multi-disciplinary effort to ensure a smooth, impactful rollout—one that could serve as a blueprint for customers worldwide.
Jones, Hausfelder and their colleagues understood early on that rolling out Copilot and integrating it into the enterprise’s daily operations would require more than a one-size-fits-all approach. Every team and role at Microsoft have unique needs, and the success of Copilot hinged on understanding and addressing those differences. Subsequently, the duo and their teammates worked with their IT colleagues across Microsoft Digital and partner teams from across the company to develop a change management and skilling strategy grounded in data and tailored by role and organization.
To ensure our adoption strategy was rooted in actionable insights, the team developed a robust data framework to understand user behavior across the organization. By analyzing factors such as geographic location, job function, and Copilot usage patterns, they surfaced high-value opportunities—what they referred to as adoption “hotspots,” or clusters of employees with shared roles and training needs. Based on these adoption hotspots, they could design skilling activities for those specific groups, catering to their needs for more targeted and effective engagement.
For example, one such hotspot identified was our Cloud Operations and Innovation (CO+I) organization, specifically employees in that organization working in data centers. The team designed targeted training events for these employees, using examples and skilling activities that resonated with their daily tasks and challenges. By mirroring real-world scenarios, Jones, Hausfelder and the team ensured that skilling felt relevant and immediately applicable—an approach that proved highly effective in driving usage.
From exploration to acceleration—building a culture of adoption
Hausfelder characterized the initial phase of Copilot deployment as a time of discovery and rapid learning.
To support this journey, they launched an early adopters’ program, equipping engineers, support teams, and other strategic roles with Copilot licenses. As confidence and capability grew, the rollout expanded to include key areas such as legal, HR, marketing, and sales. Additionally, there were efforts to target employees working in specific roles, like change management, PM, software engineering, and so on.
Their multi-pronged enablement strategy included:
Power hours: Guided sessions showing how to use Copilot across Microsoft 365 apps like Teams and Outlook.
“Get Engaged” sessions: Interactive workshops—some hosted in local languages—to explore Copilot’s capabilities, gather live feedback, and surface feature requests.
Surveys and analytics: Quantitative and qualitative feedback was gathered through in-app reporting, enterprise-wide surveys, and focused research activities.
These feedback loops weren’t just about fine-tuning internal adoption—they played a vital role in shaping the evolution of the product itself. User insights were prioritized and funneled directly to the Copilot product group, fueling a continuous improvement cycle.
Measuring success at scale and sustaining momentum
No transformation effort is complete without accountability. The team used Microsoft Viva to track progress and set measurable targets. Using aggregate data, they monitored monthly active usage—which consistently stayed in the 90% range—as well as net satisfaction (NSAT) scores, which offered insight into how users were responding to Copilot, and where there was room to improve.
This data allowed the team to pinpoint which change management strategies worked and where further engagement was needed.
As Copilot continues to evolve, so does the need for ongoing learning and awareness. Features that may have underwhelmed users in the early days have since been enhanced—making it crucial to reintroduce them with a fresh perspective.
To keep the momentum going without overwhelming users, we’re leveraging gamification, organic peer-to-peer learning, and an active internal community that shares role-specific use cases and favorite scenarios. We’re also expanding our Customer Zero efforts, identifying new “hero scenarios” that showcase transformative use cases and sharing those insights with both internal stakeholders and customers.
A playbook for the future of AI-assisted work
Our successful deployment of Copilot offers a pragmatic blueprint for organizations embarking on their own AI transformation. By grounding its strategy in data, tailoring adoption efforts to specific roles, and cultivating a culture of continuous feedback and exploration, As a company, we’re actively shaping the future of work—and setting a precedent others can learn from. As Copilot evolves alongside the workforce, our approach highlights a practical reality—transformation isn’t a one-time milestone, but an ongoing journey of learning, adaptation, and innovation.
Here are some top learnings you can adopt from our experience rolling out Copilot:
Prepare for change: Accelerate the adoption of Copilot by designing a change management and skilling strategy based on organizations and roles.
Meet people where they are: Identify groups of employees in specific roles and design skilling activities specific to their roles.
Encourage ownership: Drive widespread adoption of Copilot by conducting sessions to engage employees and collect feedback.
Measure the impact: Monitor usage and feedback to understand how Copilot is being used.
Look ahead: As you deploy Copilot, stay alert to new opportunities for continuous learning, awareness, and productivity enhancement.
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4 days ago
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Microsoft
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| 13 |
future of work AI
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2025-06-17 14:02:58
| null |
How AI is transforming business, education, and the future of work
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https://www.rochester.edu/newscenter/how-ai-transforming-business-education-work-653882/
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Artificial intelligence is rapidly reshaping higher education, and institutions face a clear choice: adapt or fall behind. The challenge ahead...
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How AI is transforming business, education, and the future of work
Melissa Pheterson
May 16, 2025
Rochester faculty discuss the impact of artificial intelligence on education and how harnessing AI is essential for future-proofing the workforce.
Artificial intelligence is rapidly reshaping higher education, and institutions face a clear choice: adapt or fall behind. The challenge ahead is to prepare students for a world transformed by AI. This goes beyond simply using AI tools in the classroom; it’s also about rethinking learning itself.
At the University of Rochester, we’re deeply involved in advancing AI research and helping to shape the future of education. To discuss this topic in depth, we convened a faculty roundtable featuring:
Mitch Lovett Senior Associate Dean, Education and Innovation Benjamin Forman Professor of Marketing _Simon Business School_
Chris Kanan Associate Professor, Computer Science _Hajim School of Engineering & Applied Sciences_ Associate Professor, Brain and Cognitive Sciences _School of Arts & Sciences_
Dan Keating Clinical Assistant Professor Faculty Director, Academic Support _Simon Business School_
Liza Mohr Clinical Associate Professor _Simon Business School_
Huaxia Rui Professor, Information Systems and Technology _Simon Business School_
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1 month ago
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University of Rochester
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future of work AI
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2025-06-17 14:02:58
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What Students Are Saying About A.I. and the Future of Work
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https://www.nytimes.com/2025/02/27/learning/what-students-are-saying-about-ai-and-the-future-of-work.html
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We asked teenagers, Are you worried about AI taking human jobs? They shared their hopes and fears about an increasingly technologically-driven future.
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“There’s a human behind our favorite animated characters. But as A.I. comes to Hollywood, that could change,” Hank Azaria, who has created more than 100 voices for characters on “The Simpsons,” writes in a recent guest essay.
Mr. Azaria wonders — and worries — about how artificial intelligence could affect his work.
Are these concerns warranted? we asked students. Should we all be worried about the human jobs A.I. might replace in the future? Or are our fears about this technology overblown?
The responses ranged from exceedingly anxious to positively optimistic. Teenagers discussed how A.I. is affecting their post-high school plans, why they believe creative jobs might be safe (for now at least) and who has the most to lose from an increasingly technologically-driven world.
Thank you to those who shared their thoughts on our writing prompts this week, including students from Blaine High School in Blaine, Minn.; Hilton Head Preparatory School in Hilton Head, S.C.; and West Chicago Community High School in West Chicago, Ill.
Please note: Student comments have been lightly edited for length and clarity, but otherwise appear as they were originally submitted.
_________
Many students said they were worried about A.I. taking human jobs. For some, that’s affecting their post-high school plans.
As a person planning to major in computer science, I am worried about AI taking over human jobs. Tech jobs are one of the most vulnerable to being replaced by AI, as they involve repetitive logical tasks which can be easily done by AI. I always fear that this would make my future degree useless, making me more inclined to think about majoring in math in college. Entering my senior year, I feel both excited and anxious for college, as I have always been passionate about tech since middle school, but with the sudden emergence of AI replacing the need to have people working in tech, I don’t feel that I can get a job.
— Soha, Gbw
I am nervous because, in just a few years, artificial intelligence will be smarter and more efficient than humans. Employers in the future will be more likely to choose robots that work full time, don’t take lunch breaks, are almost always right, and don’t need to be paid, over humans who need to be paid, require breaks, complain, and sometimes make errors in their work. I am fearful that by the time I go to college and am ready to start a real job, there will be nowhere for me to work as human employers will be replaced with AI. As a result, I need to do my research and go into a field that is not vulnerable to automation.
— Audrey, New York
As a teenager in this age I am worried that after spending money to attend college and working hard in school, I will be unable to get a job due to AI taking over. It seems that so many jobs are going to be replaced by robots. As my Spanish teacher demonstrated, AI can take the jobs of teachers. Furthermore, with the images AI can create, jobs in marketing and digital design might also be taken. It seems that engineering might be the way to go due to that career is what makes AI possible. Overall I think it is sad that AI is slowly taking away jobs and will make it harder on my generation and the generation after mine to find good jobs.
— Sophia, Glenbard West hs
Others pointed out that humans are already being replaced.
As artificial intelligence grows, it will become capable of performing jobs normally operated by people, such as taking orders. The kiosk has been growing significantly over the past years, and many workers for companies such as McDonalds have been replaced by the alternative of the kiosk. This is alarming because if AI can take over industries such as fast food, it can take over jobs from any of us.
— Peter, Hilton Head Prep
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But another group suggested that perhaps our fears are overblown.
I do agree with most of the people in the comments that are worried about AI taking away jobs from humans, but to me it seems a bit ridiculous to be portraying AI as the next terminator. As of now most businesses, companies, and even schools use small time AI websites to help with small-time grunt work. You can’t exactly ask AI to construct a house or perform open-heart surgery which is why I’m confident that the actual part of “working” that people go through four years of college for will never lose its human touch.
— Lee, Glenbard West
I am not at all worried about AI taking over human work. AI doesn’t have the quick logic and reasoning all humans have needed to perform basic tasks such as interpreting how someone is feeling based on how they act; they can’t make genuine connections with people, so service jobs like being a waiter or cashier are safe. While AI is getting better, it’s not going to take our jobs unless a big breakthrough is made like having them use the same logic humans do. People don’t want robots to mindlessly make things without the human spirit: human connections are what people live for. If AI takes over, without the touch of humanity, life will become very dull except for when you consume mindless media, and I think enough people are aware of this or have enough logical reasoning to come to this conclusion that it won’t happen in any future.
— John, Julia R. Masterman, Philadelphia
And some urged us to embrace A.I. in the workplace for the help it can provide.
According to me, AI is an innovation. We should take it positively. Most development depends upon it. It is the technological era and every field is affected by it … The only solution to overcome this difficult situation is to learn about AI with keen interest so that we use it in our related fields and take it as a helper. Because humans have super powers as AI is developed by humans.
— Rabia, Pakistan
As someone interested in AI, I believe that rather than taking jobs away from people, AI could assist in certain aspects of jobs or create new jobs concerning AI … In other jobs like engineering and architecture, AI wouldn’t be able to match the creativity and logistical mindset of a worker in that field, but AI could help with design concepts or simulations to test the building’s capabilities and limits, and integrating AI into jobs like this could positively influence the job and workers alike.
— Myles, Julia R. Masterman, Philadelphia, PA
AI might be a concern because it might steal your job, however every time an innovation comes along, people tend to be scared. For instance, when calculators first came out, mathematicians were scared they would lose their jobs. However, these days calculators are one of the most important things that we need for solving math. We are cooperating with a tool. And so, we do not have to be scared of AI. Instead, we have to figure out how to cooperate with each other and make a better working environment.
— Hyunjin, South Korea
A.I. could even create new job opportunities, they said.
In the past, major advancements like the Industrial Revolution or the rise of computers disrupted employment, yet new opportunities followed. While some jobs will vanish due to AI, this shift will likely create new roles and industries. The real challenge isn’t avoiding change — it’s adapting to it like we always have.
— Robert, West Chicago Community High School
Many students discussed A.I.’s role in creative fields. Some argued that the technology will never be able to replace human-made art …
I think people would be highly upset if they found out that actors are being fired in place of AI.
Although AI may be able to replace the actors’ voices enough to replicate their character, it could not replace the actors’ personalities being intertwined with the character they play. There will definitely be a clear difference because the AI will feel less human. The film “late night with the devil” received massive controversy for including AI in their props. If a film gets massive controversy for having an AI poster in the background of their film, people would definitely be upset if they found out the actors and actresses that they love are being replaced with soulless technology.
— Lyric, Maury High School, Norfolk, VA
I would not enjoy a TV show made using A.I. content, because that same A.I. took someone’s job. There’s nothing human looking or sounding about A.I. content either. Everything about A.I. voices sounds so fake, and A.I. arts lack the human flaws and style that makes it truly art. If I’m being honest, it disgusts me when a creator of a media would rather use free A.I. when they have the funds to not do so. There are talented people out there that could make something infinitely better than whatever an A.I. can make, and need the money from these jobs to make a living.
— Rinoa, NC
I’m pretty sure that A.I technologies will be able to replace most of the jobs in the future but not in arts … Nowadays, people are amazed about A.I made literature pieces or music and say that they would eventually replace all of the authors and composers. Although part of this claim is valid, it would be impossible for A.I.s to replace human artists since they are just copying man-made pieces, not creating their original ones. The system of those A.I.s is much simpler than what people usually think. A.I.s just analyze countless actual songs or writings and find several patterns in there. Then apply those patterns into its work. This means that A.I.s won’t produce diverse workings and will keep generating the same things unless humans keep publishing their original pieces and educating them. Therefore, if all of the music composers and authors around the world don’t get demotivated by this rapid development of A.I.s and keep making their own unique works, humans won’t lose against A.I.s in arts.
— Brian, South Korea
… But others worried it eventually could.
While I agree that AI will never be able to truly create art as well as a human can, I fear that it will only become harder to distinguish the difference between the two — to the point that people won’t care about the difference. AI is rapidly improving and even now, it is getting hard to tell the difference between what is AI and what is not. Teachers have to use AI detectors to ensure that a student’s work is their own, and AI generated photos have become so intricate that they can pass as real. Moreover, AI is faster, and it costs a fraction of the price of human work. I strongly believe that this is a cause for much concern and voice actors like Azaria are rightfully worried.
The one thing that gives me hope is the fact that AI generated art is still viewed as inherently inferior to human art regardless of its quality or similarity to it. We have the power to support human artists. Just because AI can replace human art does not mean it has to.
— Madeleine, Glenbard West HS
Several hoped A.I. would take manual labor jobs rather than creative or people-facing ones …
There are some jobs I’d rather AI take. That would be jobs in factories and in agriculture. That way, humans wouldn’t have to do laborious work. However, I do not like the idea of AI taking over creative jobs in the field of art. AI is a tool to aid human beings not take over for them. Using AI to assist in understanding a concept is one thing, but AI doing the jobs that human beings are meant to love is another. So, as long as AI is only used to assist and potentially take over the hard and rigorous jobs that don’t have much creativity, then I’m not worried; otherwise, yes I am.
— Mohammed, VSNHS
AI is a powerful tool with the ability to do great things for the labor industry. But I think that humans are a better fit for jobs that have to deal with in-person costumer service interactions or online costumer service. I hate when I have a question about something, I call the company, and they give me one of those AI robots. These AI robots never can understand the questions I am asking them, they don’t respond to the question I asked them and are annoying to deal with.
The best place for AI to be put into the work world is in the labor industry. Much of the AI software is great for the advancements of products and helping make things better. For example AI has done great things for the golf industry. AI has helped create entirely new golf clubs … Overall I think AI is an amazing thing but there are jobs meant for AI tech and some that are just better run by people.
— Matthew, Hilton Head Island, SC
… But even that change could affect vulnerable populations, others said.
AI in the arts is very concerning, however I think it is equally as concerning when factories replace their workers with AI and machines. Many people in low income areas rely on factory jobs for their income. If these people are replaced with AI, they will have to find new jobs, which is not easy.
— Tressa, NY
As machines get smarter, they can do more work that humans used to do. This could make it harder for people to find jobs especially in places like stores or factories. Even though some new jobs might be created I’m not sure if there will be enough for everyone. Also many people might not have the skills needed for these new jobs. I’m afraid that if too many jobs are lost to AI it could hurt people’s lives and make things harder for them.
— reshawn, adams jr
For now, at least one student pointed out, A.I. and the future of work is still under our control. What will we do with it?
Am I worried about A.I. taking human jobs? I have to say I’m somewhere in the middle. I believe that A.I. taking human jobs will come down to what the government (or those in power) want to do with A.I. and whether or not they want A.I. to work certain jobs. I say this because A.I., as we know it, is a tool. It isn’t some new sentient technology with a conscience that could revolt and take over the world. From what we’ve seen, it can create images, videos, essays, and papers, as well as answers for tests or just general questions, but it won’t just do it on its own. It requires the prompt in order for it to do its job. It’s just how it’s programmed. The point I’m trying to make is that A.I. is UNDER control and not IN control. It is dependent on its programmers, electricity, and its servers to function. So, am I afraid of A.I. taking human jobs? I’d say I’m somewhat afraid of it in the sense that investors (as in the extremely wealthy people who influence government) have control over what A.I. will ultimately do.
— Alhasan, Blaine High School, Blaine, MN
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3 months ago
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The New York Times
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data:image/jpeg;base64,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
| 17 |
future of work AI
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2025-06-17 14:02:58
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AI and US-Mexico Relations: The Future(s) of Work
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https://www.bakerinstitute.org/research/ai-and-us-mexico-relations-futures-work
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The newly established AI Policy and Governance initiative at Rice University's Baker Institute for Public Policy was identified as a strong...
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AI and US-Mexico Relations: The Future(s) of Work
May 28, 2025 | Rodrigo Ferreira, Armando Guio Español, Cristina Martínez Pinto, César A. Uribe
On Feb. 6, 2025, Rice University’s Baker Institute Center for the U.S. and Mexico (CUSMX) held an inaugural symposium for its new AI Policy and Governance initiative. Focused on the theme “AI and the Future(s) of Work,” the event brought together artificial intelligence experts from the United States, Mexico, and other Latin American countries — including Argentina and Colombia — to discuss the impact of AI and automation on workers, labor markets, and on binational labor relations between the U.S. and Mexico.
Participants shared their perspectives on the social, economic, and political impacts of AI in the two countries and identified a series of critical challenges and opportunities for binational collaboration in AI and automation research, development, and policymaking. Group discussions explored shifts in U.S. AI regulatory policy, ongoing labor markets changes produced by generative AI, and emerging opportunities for leadership in responsible innovation. Three key recommendations for AI researchers and policymakers were proposed:
1. **New Mechanisms for Policy Innovation and Experimentation** — Facilitate cooperation between U.S. and Mexican researchers, policymakers, and civil society through shared data infrastructures, exchange of policy best practices, and the development of regulatory sandboxes and policy prototypes to test labor policies and assess the impact of AI on workers.
2. **Human-Centered AI Research** — Support collaborative research on the impact of generative AI on labor markets in the U.S. and Latin America, and advance cross-regional efforts to prioritize the augmentation of uniquely human capabilities — such as empathy, creativity, and critical thinking — in AI education and worker retraining initiatives.
3. **Neutral Convening Spaces for Ongoing Dialogue** — Leverage CUSMX’s AI Policy and Governance initiative as a platform for binational and regional coordination, fostering sustained dialogue and mutually-beneficial policy exchange on AI and the futures of work.
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3 weeks ago
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Baker Institute
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data:image/jpeg;base64,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
| 19 |
future of work AI
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2025-06-17 14:02:58
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AI and the Future of Work: Opportunity or Threat?
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https://www.stlouisfed.org/publications/page-one-economics/2024/dec/ai-and-the-future-of-work-opportunity-or-threat
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Like all technologies, AI will likely displace some of the jobs done by humans, and it will likely change the list of tasks for many more jobs.
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# AI and the Future of Work: Opportunity or Threat?
December 02, 2024
By Scott A. Wolla
The unique opportunity that AI offers humanity is to … extend the relevance, reach and value of human expertise for a larger set of workers. —David Autor, Economist
People have mixed feelings about technology. They love the new opportunities for entertainment, excitement, and comfort, but they also fear how it might affect their jobs and standard of living. Fear of technological change is nothing new. In 1589, Queen Elizabeth I refused to grant the inventor of a mechanical knitting machine a patent for fear it could put knitters out of business (WSJ, 2017). In the early nineteenth century, English textile workers called Luddites attempted to prevent mechanization by smashing the machines, fearing the technology would displace them—which it did.
In recent decades, artificial intelligence (AI) has been cast as the villain in several popular movies. In the 1984 blockbuster _The Terminator_ , Arnold Schwarzenegger plays an AI robot sent to eliminate human resistance to an AI plot to end humanity. In the 1999-2021 _The Matrix_ series, AI machines have enslaved humanity, using them as an energy source. And, in 2015, _Avengers: Age of Ultron_ saw several superheroes fight an epic battle against an AI that goes rogue and decides that humanity is the greatest threat to peace.
## What Is AI?
In 2018, economists Jason Furman and Robert Seamans characterized AI as “a loose term used to describe a range of advanced technologies that exhibit human-like intelligence, including machine learning, autonomous robotics and vehicles, computer vision, language processing, virtual agents and neural networks.”
AI doesn’t actually think or reason like a human; rather, it works on prediction. Prediction is merely the process of filling in missing information, which humans do all the time. In this context, AI takes the information you have—“data”—and uses it to generate information you don’t have. You might not realize it, but you’ve probably seen it in several places already. Netflix predicts which movies you might enjoy, and Spotify recommends music that you might like based on your previous selections.
Autonomous, or self-driving, cars provide a good example of how AI works. While we may take it for granted, driving is a very complex task; other cars, pedestrians, and traffic signals make driving difficult for humans even under perfect conditions. Engineers program this form of AI to focus on a single prediction: _What would a good human driver do?_ The prediction is the result of a model created through machine learning. To train the model, humans drive cars equipped with cameras, radar, and lasers while AI collects and processes data the whole time. In effect, AI is learning how a good human driver responds to different conditions and scenarios. The more it observes, the better it becomes at predicting how to respond. At some point, AI becomes capable of driving the car without the human.
For many people, AI became reality on, or soon after, November 30, 2022, when ChatGPT was made available to the public. Ask it a question, and it responds directly and almost immediately in complete sentences with correct grammar. Upon its release, people were amazed and intimidated at the same time.
ChatGPT is in a class of AI called large language models (LLMs). Like all AI tools, LLMs are prediction machines. When asked a question, LLMs predict how a human might answer based on its training. In this case, AI is trained using huge quantities of text so that it learns the patterns and properties of language, including grammar and syntax. This makes it possible for AI to predict the best response, such as when Gmail predicts what you’re trying to communicate and suggests words to add to your sentences. Behind the scenes, AI selects the next word or words based on the probability that each suggestion is one the writer intends to use; statistics and mathematical models lie behind the decisionmaking, not a human brain.
## The Economics of AI
AI has economic implications, and people are concerned about how it may affect their jobs. Will AI be a **complement** to or a **substitute** for their labor? For example, as AI improves, Uber drivers and truck drivers might be concerned that autonomous vehicles will be a substitute for their labor. However, for other jobs, AI might be a complement that allows them to produce more output than before. Think of a carpenter: Power tools do not replace the carpenter, but they do allow more work to be done in less time. Economically, this increase in **productivity** will potentially increase the carpenter’s wages. Similarly, in a recent study by Peng et al., computer programmers who were given access to GitHub Copilot, a generative AI-based programming tool, completed a programming task about 56% faster than the control group without access to Copilot. Like the carpenter with power tools, computer programmers increased their productivity with AI.
It might be helpful to think of most people’s jobs as a long series of tasks, all of which use different types and levels of skill. Technology might replace an entire job, but more than likely it will replace certain tasks within a larger number of jobs.
For example, the job of radiologists is to “diagnose and treat diseases and injuries using medical imaging techniques, such as x rays, magnetic resonance imaging (MRI), nuclear medicine, and ultrasounds.” While radiologists are very good at their jobs, AI technology is already able to detect tumors better than humans can, due to its ability to detect patterns. Does this mean that AI will replace radiologists? Probably not. Looking for patterns in scans is just one task in a radiologist’s job description; other important parts include meeting with patients to explain their medical condition, discussing treatment plans, and working with a patient’s primary care doctor to ensure follow through. So, it is very likely that AI will change, not replace, the job of radiologists: They will spend less time looking at scans and more time with patients. A similar scenario will likely play out in many jobs across the economy.
## What Does the Research Say About AI?
The previous wave of technological change tended to benefit highly skilled workers. However, based on recent evidence, David Autor suggests that AI may produce larger benefits for less-skilled workers. Similar results came from a 2023 study by Noy and Zhang, in which half of a...
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6 months ago
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Federal Reserve Bank of St. Louis
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data:image/png;base64,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
| 20 |
future of work AI
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2025-06-17 14:02:58
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AI is coming for the laptop class
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https://www.vox.com/future-perfect/403708/artificial-intelligence-robots-jobs-employment-remote-workers
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Remote work has surged. Is it about to all be automated away?
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AI is coming for the laptop class
Remote work has surged. Is it about to all be automated away?
by Dylan Matthews
Mar 13, 2025, 2:00 PM UTC
My entire job takes place on my laptop.
I write stories like this in Google Docs on my laptop. I coordinate with my editor in Slack on my laptop. I reach out to sources with Gmail and then interview them over Zoom, on my laptop. This isn’t true of all journalists — some go to war zones — but it’s true of many of us, and for accountants, tax preparers, software engineers, and many more workers, maybe over one in 10, besides.
Laptop jobs have many charms: the lack of a commute or dress code, the location flexibility, the absence of real physical strain. But if you’re a laptop worker and not worried about what’s coming in the next decade, you haven’t been paying attention. There is no segment of the labor market more at risk from rapid improvements in AI than us.
The newest “[reasoning models](https://www.vox.com/future-perfect/400531/ai-reasoning-models-openai-deepseek)” from top AI companies are already essentially human-level, if not superhuman, at [many programming tasks](https://benjamintodd.substack.com/p/teaching-ai-to-reason-this-years), which in turn has already led new tech startups to [hire fewer workers](https://www.nytimes.com/2025/02/20/technology/ai-silicon-valley-start-ups.html#:~:text=With%20A.I.,a%20start%2Dup%20using%20A.I.). Generative AIs like Dall-E, Sora, or Midjourney are actively competing with human visual artists; they’ve already [noticeably reduced demand for freelance graphic design](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4602944).
Services like [OpenAI’s Deep Research](https://www.understandingai.org/p/these-experts-were-stunned-by-openai) are very good at internet-based research projects like, say, digging up background information for a Vox piece. [“Agentic” AIs like Operator](https://www.understandingai.org/p/these-experts-were-stunned-by-openai) are able to coordinate and sequence these kinds of tasks the way a good manager might. And the rapid pace of progress in the field means that laptop warriors can’t even take comfort in the fact that current versions of these programs and models may be [janky](https://www.ben-evans.com/benedictevans/2025/2/17/the-deep-research-problem) and [buggy](https://www.digitaltrends.com/computing/openais-operator-ai-agent-comes-with-a-list-of-complaints-from-users/). They will only get better from here, while we humans will stay mostly the same.
As AIs have improved at laptop job tasks, progress on more physical work has been slower. [Humanoid robots](https://x.com/elonmusk/status/1746964887949934958) capable of tasks like [folding laundry](https://www.youtube.com/watch?v=CICq5klTomY) have been a longtime dream, but the state-of-the-art falls wildly short of human level. Self-driving cars have seen considerable progress, but the dream has [proven harder to achieve than boosters thought](https://www.nytimes.com/2024/12/10/business/gm-cruise-robotaxi.html). While AI has been improving rapidly, _robotics_ — the ability of AI to work in the physical world — has been improving much more slowly. At this point, a robot plumber or maid is far harder to imagine than a robot accountant or lawyer.
Let me offer, then, a thought experiment. Imagine we get to a point — maybe in the next couple years, maybe in 10, maybe in 20 — when AI models can fully substitute for any remote worker. They can write this article better than me, make YouTube videos more popular than Mr. Beast’s, do the work of an army of accountants, and review millions of discovery documents for a multibillion-dollar lawsuit, all in a matter of minutes. We would have, to borrow a phrase from AI writer and investor Leopold Aschenbrenner, “[drop-in remote workers](https://situational-awareness.ai/from-gpt-4-to-agi/#:~:text=a-,drop%2Din%20remote%20worker,-.%20An).” How does that reshape the US, and world, economy?
Right now this is a hypothetical. But it’s a hypothetical worth taking seriously — seriously enough that I may or may not be visiting the [International Brotherhood of Electrical Workers’ apprenticeship application](https://ibewyes.org/) most days, just in case I need work that requires a human body.
If you’ve heard of OpenAI, you’ve heard of its language models: GPTs 1, 2, 3, 3.5, 4, and most recently 4.5. You might have heard of their image generation model DALL-E or video generation model Sora.
But you probably haven’t heard of their Rubik’s cube solving robot. That’s because the team that built it was disbanded in 2021, about a year before the release of ChatGPT and the company’s explosion into public consciousness.
OpenAI engineer Wojciech Zaremba [explained on a podcast](https://venturebeat.com/business/openai-disbands-its-robotics-research-team/) that year that the company had determined there was not enough real-world data of how to move in the real world to keep making progress on the robot. Two years of work, between 2017 and 2019, was enough to get the robot hand to a point where it could [unscramble Rubik’s Cubes](https://openai.com/index/solving-rubiks-cube/) successfully 20 to 60 percent of the time, depending on how well-scrambled the Cube was. That’s … not especially great, particularly when held up next to OpenAI’s language models, which even in earlier versions seemed capable of competing with humans on certain tasks.
It’s a small story that encapsulates a truism in the AI world: the physical is lagging the cognitive. Or, more simply, the chatbots are beating the robots.
This is not a new observation: It’s called Moravec’s paradox, after the futurist Hans Moravec, who famously observed that [computers tend to do poorly at tasks that are easy for humans](https://en.wikipedia.org/wiki/Moravec%27s_paradox) and do well at tasks that are often hard for humans.
Why? Here we’re less sure. As the machine learning researcher [Nathan Lambert](https://www.interconnects.ai/p/robotics-vs-moravecs) once noted, Moravec’s paradox is “based on observation, not theory. We have a lot of work to do to figure out why.” But we have some hypotheses.
Perhaps human-like motions are harder for robots because we gained them relatively early in evolutionary time, far earlier than our capacity for reasoning. Running on two or even four legs is a very old ability that many animals share; it’s instinctual for us, which both makes it harder for machines without that evolutionary history to learn, and harder for us to articulate to those machines.
Harder still is the fact that a robot has to learn to run on two legs by _actually_ running on two legs in real life. This point is key: If OpenAI had its servers pronouncing every sentence that ChatGPT generates, out loud, one at a time, as part of its training process, it probably would’ve taken millennia to get to today’s abilities. Instead, it was able to train the GPT models using millions of CPU cores operating in parallel to analyze vast reams of data, processing trillions of individual words a second. Each new model only requires months or a few years of training because the process happens much, much faster than real time.
Historically roboticists’ way around this limitation was to make simulated worlds, sort of purpose-built video game environments, in which to train robots much faster. But when you take the bot out of the virtual playground and into the real world, it has a tendency to fail. Roboticists call this [the “sim2real” (simulation to reality) gap](https://dspace.mit.edu/bitstream/handle/1721.1/138850/2021-04-Sim2Real_T-ASE.pdf), and many a noble robot has fallen into it (and over it, and on it) over the years.
My median guess, though, is the world outlined above: language, audiovisual, and otherwise non-physical models continue to make very rapid progress, perhaps becoming capable of doing any fully remote job currently done by humans within the next decade; robotics continues to lag, being very useful in advanced manufacturing but unable to garden or change your sheets or empty your dishwasher. Taken to an extreme, this could look like, in the [words of Anthropic CEO Dario Amodei](https://darioamodei.com/machines-of-loving-grace), a “country of geniuses in a datacenter.”
What does _that_ world look like?
One of the more useful pieces examining this idea came out in January from [Epoch AI](https://epoch.ai/gradient-updates/consequences-of-automating-remote-work), a small research group that’s quickly become the most reliable source of data on cutting-edge AI models. The author, Matthew Barnett, uses a commercially available AI model (GPT-4o) to go through a [US Department of Labor-sponsored database](https://www.onetcenter.org/overview.html) of [over 19,000](https://www.onetonline.org/search/task/) job tasks and categorize each of them as doable remotely (writing code, sending emails) or not doable remotely (firefighting, bowling).
A task, notably, is not the same as a job or occupation. The occupation “journalist” includes specific subtasks like writing emails, composing articles, making phone calls, appearing on panels, reading academic papers, and so on. And an occupation as a whole cannot be automated unless all tasks, or at least all absolutely necessary tasks, can themselves be automated. An AI might be able to do some of the mental labor a surgeon has to perform, for instance, but until it can actually cut and suture a human, the surgeon’s job remains safe.
Barnett finds that 34 percent of tasks can be performed remotely, but only 13 percent of _occupations_ have, as their top five most important subtasks, things that can all be done remotely. Thirteen percent can then serve as an (admittedly very rough) estimate of the share of jobs that could, in principle, be fully automated by a sufficiently advanced cognitive AI.
Obviously, a world in which 13 percent of jobs are rapidly automated away is one with pretty massive social disruption. But at first glance, it doesn’t seem too different from what’s been happening in many industries over the past couple of centuries. In [1870](https://www2.census.gov/library/publications/1975/compendia/hist_stats_colonial-1970/hist_stats_colonial-1970p1-chD.pdf#page=7), about half of United States workers worked in agriculture. By 1900, a third did. Last year, only [1.4 percent](https://www.bls.gov/cps/cpsaat19.htm) did. The consequence of this is not that Americans starve, but that a vastly more productive, heavily automated farming sector feeds us and lets the other 98.6 percent of the workforce do other work we like more.
Similarly, manufacturing has become so automated that it now appears [_global_ manufacturing employment has peaked](https://www.cgdev.org/publication/manufacturing-destiny-dynamics-future-sectoral-shares-and-development) — it’s not just that factories use fewer workers in the US compared to poorer countries, but that they use fewer workers everywhere, _period_.
“There’s an upper bound of how much can be remote, and I think we’re kind of at it now.”
— Nicholas Bloom, Stanford University economist and leading expert on remote work
[Agriculture](https://ourworldindata.org/grapher/agriculture-share-gdp?tab=chart&country=~OWID_WRL) and [manufacturing](https://ourworldindata.org/grapher/manufacturing-value-added-to-gdp?tab=chart) are also becoming less important as a share of global economic output over time, not just as shares of employment. So this is one possible future: AI rapidly increases productivity in remote-friendly jobs like software engineering, accounting, and writing for Vox.com, leading to sharp reductions in employment in those sectors. People displaced by this shift gradually shift to harder to automate jobs, becoming masseuses, electricians, nurses, and so forth.
Barnett notes that if this happens, the effect on global economic growth could be massive (maybe a doubling of economic output). It would obviously be inconvenient for me, personally, and I would be sad. But it’s basically “the world now, but moreso” — more economic growth and more labor displacement — rather than a brave new world.
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3 months ago
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Vox
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future of work AI
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2025-06-17 14:02:58
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Workday Announces Rising 2025: Illuminating the AI-Powered Future of Work
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https://www.prnewswire.com/news-releases/workday-announces-rising-2025-illuminating-the-ai-powered-future-of-work-302466872.html
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Workday is the AI platform for managing people, money, and agents. The Workday platform is built with AI at the core to help customers elevate...
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Workday Announces Rising 2025: Illuminating the AI-Powered Future of Work
Subhead: Workday Rising to Take Place September 18-20 in Orlando, Florida
PLEASANTON, Calif., Aug. 30, 2024 /PRNewswire/ -- Workday, Inc. (NASDAQ: WDAY), a leader in enterprise cloud applications for finance and human resources, today announced the details of Workday Rising, the company's annual customer conference. This year's event will bring together over 10,000 customers, partners, and industry experts to share knowledge, best practices, and insights on how to navigate the changing world of work.
Date: August 30, 2024
Author: Workday, Inc.
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3 weeks ago
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PR Newswire
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future of work AI
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2025-06-17 14:02:58
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Stop ‘techwashing’ layoffs – and start co-designing the future of work
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https://www.ceps.eu/stop-techwashing-layoffs-and-start-co-designing-the-future-of-work/
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In recent weeks, headlines have taken a sharp turn, with Anthropic's CEO warning that AI could eliminate half of all entry-level...
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Stop ‘techwashing’ layoffs – and start co-designing the future of work
No subhead is present.
No author is specified.
Tuesday | 17 Jun 2025
In recent weeks, headlines have taken a sharp turn, with [Anthropic’s CEO](https://fortune.com/2025/05/28/anthropic-ceo-warning-ai-job-loss/) warning that AI could eliminate half of all entry-level white-collar jobs within five years. [Business](https://www.ft.com/content/8e730692-fd9c-45b1-84dc-7ea16429c5c6?countryCode=ESP) [media](https://www.nytimes.com/2025/05/30/technology/ai-jobs-college-graduates.html) [echo](https://time.com/7289692/when-ai-replaces-workers/) the same worry: is AI replacing – or going to replace – new graduates?
These statements tap into a growing sense that generative AI isn’t just augmenting work – it’s destroying it. This comes amid mass layoffs in tech and consulting. In 2024 alone, more than 95 000 US tech workers [lost their jobs](https://news.crunchbase.com/startups/tech-layoffs/). Dismissals at [McKinsey](https://www.ft.com/content/68011c4a-8add-4ac5-b30b-b4127aee40ba), [Microsoft](https://qz.com/microsoft-lays-off-7000-workers-1851780460), [Duolingo](https://edition.cnn.com/2024/01/09/tech/duolingo-layoffs-due-to-ai) and [Salesforce](https://www.newsweek.com/salesforce-layoffs-artificial-intelligence-ai-restructuring-2026642) are framed as the result of AI efficiency gains.
The narrative is clear: AI is coming for entry-level jobs – and there’s nothing we can do about it. But this deterministic view ignores a simple truth: _machines don’t make history. People do._
### From levelling up to hollowing out
Just a year ago, the mood was strikingly different. Early studies suggested that generative AI could level the playing field. In controlled experiments, junior professionals using AI tools began to match the performance of their senior colleagues. [Customer support agents](https://academic.oup.com/qje/article/140/2/889/7990658) resolved more complaints. [Consultants](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4573321) produced better recommendations. [Programmers coded faster](http://arxiv.org/abs/2302.06590) and [writers wrote better](https://www.science.org/doi/10.1126/science.adh2586). And each time, juniors and novices gained more from AI support than seniors and experts.
These studies fuelled a wave of optimism. If AI narrowed skill gaps, it could open up new opportunities for middle-skilled workers. AI was envisioned to [democratise](https://www.noemamag.com/how-ai-could-help-rebuild-the-middle-class/) [expertise](https://open.spotify.com/episode/4BlF8lB1HMyjNtL0bmwan3?si=JQtwzd9QTDCIylysWD6hmA), enabling middle-skilled workers to take on more complex tasks and allowing organisations to shift complex tasks downward. At its most hopeful, this vision imagined AI as a scaffold – helping juniors, novices and less formally qualified workers climb the ladder faster, learn more and contribute sooner.
But that promise is starting to crack. New evidence suggests that generative AI excels at [simple tasks](https://www.sciencedirect.com/science/article/pii/S2666827024000021), those most often assigned to junior staff. Drafting emails, checking spreadsheets, summarising meeting notes – these are precisely the tasks AI models perform reliably today. In contrast, high-stakes, ambiguous or relational work typically handled by seniors remains much harder to automate.
In freelance markets – with their short-term, remote and piece-wise work – the effects are already visible: simpler, short-term gigs are [disappearing](https://www.sciencedirect.com/science/article/pii/S0167268124004591), while the [remaining projects](https://pubsonline.informs.org/doi/10.1287/mnsc.2024.05420) demand more skills and offer higher pay.
This reversal has deep implications for how organisations structure work. If AI makes it easier to eliminate the easy tasks, it also makes it easier to eliminate the people who used to do them. Rather than shifting expertise downward, firms can use AI to eliminate the ‘first rung’ of the career ladder entirely.
What this means is not just fewer entry-level jobs, but a growing risk of organisational hollowing. Without these stepping stone jobs, [career ladders break](https://www.bloomberg.com/news/articles/2024-11-15/ai-replacing-entry-level-jobs-could-break-the-career-ladder). And the vision of AI as an equaliser begins to fade.
### Technology doesn’t decide – management does
It’s tempting to see these developments as inevitable: AI improves, junior jobs vanish. But that narrative confuses technological capacity with organisational choice.
There’s nothing automatic about how technology reshapes work. As economic historian Robert Heilbroner [argued](https://www.jstor.org/stable/3101719) decades ago, _machines don’t make history_. They present new possibilities but it’s people, organisations and institutions who decide what to do with them.
The same holds true today. The decision to cut junior roles is not a technical necessity. It’s a strategic choice, shaped by ideas about productivity, cost and talent. Treating AI-driven layoffs as inevitable hides these decisions behind a veneer of technological determinism. It narrows our collective imagination about what a future of work with AI could actually look like.
[Imagining the future of work](https://journals.aom.org/doi/10.5465/amd.2022.0130) should [not be left](https://open.spotify.com/episode/3zD50FpsbWOEnwUeiABoLy?si=-EQFlwO5SumbuEid7N2DLQ&nd=1&dlsi=513e9627ebf149df) to Silicon Valley alone. History shows that workers can push back when employers cut corners – and such moments can prompt new social contracts. During early mechanisation waves, skilled male artisans faced the threat of being replaced by unskilled women and children whose labour was cheaper and more easily controlled. The backlash was fierce. Their strikes and protests gave rise to early labour protections, including limits on child labour and rights to organise.
We should be treating the rumoured ‘AI jobs apocalypse’ as a similar inflection point. It could be the catalyst for rethinking what we expect from work and how employers should be accountable to those who are just starting out.
### Redesign, don’t erase
Cutting junior roles may seem efficient at first. Tasks still get done, headcounts shrink and costs fall. But in the long term, removing entry-level positions erodes an organisation’s capacity to grow, adapt and retain talent. If employers stop ‘producing seniors’, then their talent pipelines will inevitably dry up.
Entry-level positions are not just operational placeholders. They are where workers absorb organisational context, gain judgement and learn the social skills that no AI can replicate. They’re the foundation for future leadership, organisational continuity and institutional knowledge.
Without these roles, companies risk creating brittle structures – top-heavy configurations where seniors are stretched thin and no one is ready to replace them upon retirement. In short, what seems efficient today may turn out to be costly tomorrow. Using AI to eliminate junior positions without rethinking organisational structures is not transformation. It’s erosion.
AI’s true potential lies not in replacement but in reallocation. It opens the possibility to [redesign jobs](https://file.go.gov.sg/ai-guide-to-jobredesign.pdf), restructure workflows and reconsider who does what. It allows us to rethink what junior roles in an AI-first future should consist of to sustain the seniors of tomorrow. But that requires foresight and commitment beyond the next quarterly earnings call.
### The time to act is now
AI’s coming of age is an invitation to rethink the architecture of work, the division of tasks and how we prepare – and reprepare – workers for an ever-shifting landscape of Job requirements.
Ultimately, our focus should be on co-designing the future of work – not ‘techwashing’ it away. By acknowledging that progress is a choice, we can steer technological advancements in directions that enhance the prospects of new entrants, create new career paths and breathe life into hollowing organisations.
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2 weeks ago
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CEPS
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data:image/jpeg;base64,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
| 23 |
future of work AI
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2025-06-17 14:02:58
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"The Future of Work Is Human-Centered AI. All We Need Is a Shift in Mindset," Says Calvin Chu of Eden Strategy Institute
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https://www.entrepreneur.com/en-gb/technology/the-future-of-work-is-human-centered-ai-all-we-need-is-a/491301
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AI can generate convincing content. However, without human discernment, misinformation and low-quality work can proliferate. Businesses must...
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The Future of Work Is Human-Centered AI. All We Need Is a Shift in Mindset,
By Entrepreneur UK Staff
May 8, 2025
The conversation on artificial intelligence (AI) is stuck in a cycle of extremes. On one side, AI is framed as a job-destroying force, automating roles out of existence and replacing human creativity.
On the other, it is hailed as an innovation catalyst, one that allows anyone to start a business overnight, generate high-quality content effortlessly, and redefine industries. Both narratives miss the truth: AI can neither become an existential threat nor can it become a magic bullet. It is, in the end, a tool, and, like any other tool, its impact depends on how one uses it.
The future of work isn't about resisting AI or blindly embracing it. Instead, it requires a shift in mindset—one that moves from fear and skepticism to collaboration and opportunity. Calvin Chu, founder of Eden Strategy Institute, has dedicated his career to helping businesses and societies navigate technological change. His message is clear. The organizations and individuals that thrive in the AI era will be those who evolve alongside it, leveraging AI as a strategic collaborator rather than an adversary.
Since the landmark Frey and Osborne study from Oxford in 2013, researchers have been dissecting how technology reshapes job roles. The study broke down occupations into component skills and analyzed which of those skills were most susceptible to automation. Tasks that require high accuracy, rapid processing, or repetitive execution, such as data entry, financial modeling, and even aspects of legal research, are the easiest to automate.
Yet, the study also highlighted a key insight. The most resilient and valuable job skills in the AI era are distinctly human. Creativity, critical thinking, emotional intelligence, problem-solving, and collaboration (often called 21st-century competencies) will define success in the future workforce. AI can generate content, synthesize knowledge, and process vast amounts of data. However, it cannot replace human ingenuity, contextual judgment, or the ability to connect with the audience on an emotional level.
As per Chu, the challenge isn't technical. It's psychological. AI adoption requires a shift in how people perceive their roles, capabilities, and future potential. Many workers hesitate to embrace AI, not because of a lack of access or knowledge, but because they don't see themselves as capable of adapting.
This is where mindset becomes the most significant barrier to AI-driven progress. Eden Strategy Institute has spent years working with organizations, from government agencies to corporations, to help employees and leaders develop a growth-oriented, adaptive approach to technology. The key, Chu believes, starts with self-belief.
He explains: "When people think they can't learn new skills or that AI will inevitably replace them, they disengage. But when they begin to experience small wins, whether it's using AI to enhance their work, streamline a redundant process, or even to generate insights, they start gaining confidence. The victim mindset changes to confident individuals and active participants in walking alongside present scenarios."
Eden has embedded these principles into its work, like the large-scale workforce transformation programs. The institute recognizes that AI adoption must go beyond training sessions and digital upskilling. As Chu states, "The first step is addressing human motivation and identity."
One of the most overlooked skills in AI adoption is the ability to understand the right prompts and critically assess AI-generated outputs. Tools can produce essays, code, music, and even synthetic podcasts at lightning speed. But these tools are only as effective as the people using them.
Chu has experimented with these tools firsthand. He highlights the importance of prompt engineering—the ability to ask the right questions and frame problems effectively. He says: "The real value lies not just in using AI but in knowing how to direct it. The people who thrive will be those who can creatively prompt AI to generate new ideas, refine solutions, and push boundaries. It's not just about what AI can do; it's about how humans interact with it. AI not only brings our creativity to life but also stretches the limitations of our own imagination. It gives us the power to create to our hearts' content."
Similarly, critical thinking is more crucial than ever. AI can generate convincing content. However, without human discernment, misinformation and low-quality work can proliferate. Businesses must empower employees to analyze, refine, and apply AI-generated outputs effectively rather than relying on AI as an unquestioned authority.
Chu envisions a future where AI empowers people to enter new industries, start businesses, and create entirely new professions that didn't exist before. He explains: "Instead of fearing AI-driven job displacement, we should be asking: 'What new roles and opportunities will AI create? How can we prepare ourselves and the next generation to thrive in this evolving landscape?' The organizations that embrace this shift will not only survive but lead in the future economy."
The outdated notion that education ends in our 20s is no longer sustainable. Lifelong learning is now a necessity, not a luxury. Governments and organizations worldwide are investing in continuous education, but adoption remains a challenge. Singapore, for example, provides financial credits for lifelong learning, offering citizens access to thousands of training programs. Yet, many individuals hesitate to enroll, not due to lack of resources but because they don't see the need or believe they can succeed in new areas. This highlights a critical insight: Policy and infrastructure alone aren't enough. People need to see themselves as capable of change.
Chu emphasizes, "When individuals experience small successes, whether it's learning a new skill, applying AI in their work, or adapting to a new role, they build momentum. This shift in self-perception and identity transformation is what will ultimately drive long-term growth." According to Chu, businesses that focus on upskilling, creativity, and human-AI collaboration will gain a competitive edge. Individuals who embrace continuous learning and shift their mindset from fear to empowerment will be the architects of new industries. Moreover, societies that invest in inclusive AI adoption will see broader economic and social benefits.
As Calvin Chu and Eden Strategy Institute continue their mission of driving positive societal impact, their message is clear. The future of work is not AI vs. humans—it's AI with humans. The only real limitation is mindset.
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1 month ago
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Entrepreneur
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| 24 |
future of work AI
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2025-06-17 14:02:58
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The Future of Fulfilling Work is AI-Driven - Sponsor Content - Google
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https://www.theatlantic.com/sponsored/google/ai-economics/3902/
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As AI makes routine tasks easier to tackle, knowledge workers have an opportunity to focus on the most human aspects of their jobs.
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The Future of Fulfilling Work is AI-Driven
As AI makes routine tasks easier to tackle, knowledge workers have an opportunity to focus on the most human aspects of their jobs. But will organizations adapt to support the shift?
Illustrations by Bryce Wymer
As AI tools become increasingly capable, they are handling routine cognitive tasks across industries—from generating marketing copy to diagnosing diseases. This rapid progress has sparked both excitement and concern, with some worried that AI could lower the demand for knowledge work jobs or even render certain roles obsolete.
Andrew McAfee, co-director of the MIT Initiative on the Digital Economy and Google’s inaugural Technology & Society Visiting Fellow, believes such fears are overblown. “Technology impacts tasks, and jobs are made up of tasks,” he explains. Just because AI can automate certain aspects of a job doesn’t mean the demand for those skills will disappear.
Take professional translation as an example. Tools like Google Translate have become remarkably good at rendering text from one language to another. Yet demand for human translators hasn’t disappeared. Instead, the Bureau of Labor Statistics projects 4 percent growth in employment of interpreters and translators between 2022 and 2032, a rate slightly faster than the average for all occupations.
As machine translation improves and becomes more affordable, McAfee posits that demand for translation services could actually increase. Human translators, meanwhile, can focus on nuanced, context-dependent tasks that are hard to automate, like localizing content, finessing creative passages, or handling sensitive communications.
A similar dynamic is unfolding in medical imaging. Consider radiology and ophthalmology, two specialties where AI is making significant inroads. In radiology, algorithms can now match the performance of human doctors in detecting diseases from scans. Meanwhile, in ophthalmology, AI tools like Google's Automated Retinal Disease Assessment can accurately interpret retinal images to identify signs of diabetic retinopathy, a complication of diabetes that, if left untreated, can lead to blindness.
The potential impact of AI on the scale and accessibility of diagnostic care is enormous. With over 420 million people living with diabetes worldwide, screening every patient for retinopathy is an overwhelming task, particularly in countries where trained eye specialists are in short supply. “I think the mistake that a lot of us made was to confuse the task with the job,” says McAfee.
Yet in neither case does the technology obviate the need for human expertise. “Analyzing a scan is only one task in a radiologist’s job,” McAfee notes. After receiving the AI-generated analysis, radiologists must double-check the results, interpret the certainty levels, calibrate their own knowledge with the AI’s findings, and make the best call on how to proceed.
The Risks of Over-Reliance
While the most dramatic predictions of AI-driven job losses may be overblown, the technology does pose more subtle risks to workers. One concern is skill atrophy, as professionals lean too heavily on AI to perform tasks they once had to learn by doing.
Ben Armstrong, a research scientist at MIT, points to the mixed attitudes some manufacturing workers had when faced with increasing automation in past decades.
“Technicians who worked on old-fashioned Bridgeport machines manually cutting parts have amazing skills for understanding what makes a part work,” Armstrong explains. “There was resistance to new technology coming in because workers felt like it would take away from their value.”
Although those fears weren’t entirely justified—the skills to understand what makes a good part are still in high demand—the worry is that a similar erosion of foundational know-how could occur with AI.
When I hear colleagues being skeptical of AI, I ask them, ‘Have you spent time learning the tools?’
Nicole Ingra
“In some cases, AI can become a crutch,” cautions Nicole Ingra, who runs a marketing agency in Barcelona and started using generative AI tools in November 2022. “We need to be hyper-aware of not just relying on it to save time but potentially losing our creative edge in the process.”
A recent study illuminates the contours of what researchers call the “jagged technological frontier”—the uneven landscape of tasks that AI can actually handle. For a set of 18 realistic consulting tasks deemed to be within the capabilities of a state-of-the-art language model, consultants using the AI significantly outperformed those without AI assistance. But for tasks that fell outside the current frontier, those using AI were less likely to arrive at correct solutions.
Navigating this jagged frontier demands a willingness to engage deeply with the tools, to kick the tires, so to speak, and develop a nuanced understanding of their capabilities and limitations.
“When I hear colleagues being skeptical of AI, I ask them, ‘Have you spent time learning the tools?’” Ingra says. “When you first started using Photoshop, did you know how to use it instinctively?”
Navigating Mixed Emotions
For many knowledge workers, particularly those in creative fields, there’s also an emotional adjustment to contend with. Some may feel a sense of unease or even guilt about using AI tools, worrying that it diminishes their own reputation or expertise.
Charlotte Cramer, who runs Plastics Studio, a healthcare UX design agency based in El Sobrante, California, has experienced this tension firsthand. “I asked ChatGPT to help me draft a bunch of briefs about AI for a client,” she recounts. “After editing the first drafts it generated, I asked myself if I should wait a few days to send it to them. I ended up sending it immediately, but my partner was like, ‘You should have waited! Now they’ll know you used AI!’”
This desire to attribute the output of the technology entirely to oneself, to maintain the illusion of effortless mastery, is a common impulse in the face of new tools.
Cramer acknowledges that deliberately waiting to send the AI-generated briefs would have been absurd. “It’s ludicrous to write about AI without using it, but even so, I felt the tension that I should wait,” she admits. This desire to attribute the output of the technology entirely to oneself, to maintain the illusion of effortless mastery, is a common impulse in the face of new tools. “But I have no doubt that, as we integrate these tools more, we’ll see them in a more similar light to spell check,” she adds.
The emotional challenges of integrating AI into knowledge work are understandable, McAfee acknowledges. “Shame is a real emotion. And pride is a real emotion.” The challenge—and opportunity—is to redirect that pride toward the uniquely human capabilities that AI cannot replicate.
Three Approaches to Implementing AI
As organizations navigate the rapidly evolving landscape of generative AI, finding the right approach to implementation is critical. Deloitte’s Greg Vert and Laura Shact have identified three primary strategies companies are using.
1. Top-Down Directive
In this approach, company leadership mandates the adoption of AI tools across the organization, often with a focus on productivity gains. But it also risks alienating workers if not handled carefully.
“When workers hear ‘productivity,’ they are using their imagination to fill in the white space of what that means for them,” cautions Laura Shact. Employees may worry that efficiency gains will translate into heavier workloads or even job losses.
To mitigate these concerns, leaders need to communicate a clear vision for how AI will benefit both the business and its people. “AI has to be both a benefit to the enterprise and a benefit to the workforce,” stresses Greg Vert.
2. Center of Excellence
A second approach involves creating a dedicated, interdisciplinary task force to pilot AI projects and then train the rest of the organization. This “center of excellence” model can be effective in building buy-in and expertise across functions.
“You have different functional leaders coming together to ensure consistency,” explains Shact. “Some parts of the organization may find value from AI faster, while others will take longer to see results.”
Shact cautions, however, that a center of excellence needs to be paired with concrete action and clear communication about the goals and progress of AI initiatives in order to work. “On its own, it’s just a governance model,” she says.
3. “1,000 Wildflowers”
The third approach, which Ben Armstrong of MIT calls the “1,000 wildflowers” model, takes a more grassroots, bottom-up tack. Rather than mandating AI adoption from above, organizations create a safe sandbox environment for employees to experiment with AI tools in their own work.
This decentralized approach recognizes that the most transformative use cases may emerge not from the C-suite, but from those closest to day-to-day operations.
Shact has seen the power of this model firsthand through “promptathons” she’s organized at Deloitte. Styled after hackathons, these events invite employees to use generative AI to solve real business problems and share learnings with colleagues. “It’s playful, it involves people from across the organization, and it offers positive reinforcement for developing AI skills,” she says.
The 1,000 wildflowers approach does require guardrails to prevent misuse or wasted efforts. But coupled with a clear strategy and ethical guidelines from leadership, it can tap into the creativity and judgment of an organization’s people to unlock AI’s full potential.
Picking the Right Approach
Regardless of the exact approach, the most successful implementations of generative AI will be those grounded in a clear vision of the technology as a tool for empowering rather than replacing human workers. They will combine bold leadership with deep employee engagement to navigate the challenges and opportunities ahead.
“If you force people to interact with AI in a completely standardized way, you’re kind of missing out on some of the amazing upside of this technology,” argues McAfee. “The organizations that are most successful are the ones that set up sandboxes and let experimentation happen, to figure out how to make this technology helpful.”
Leveling Up
A recent study by MIT economist Erik Brynjolfsson and his colleagues provides a compelling example of how AI is magnifying the importance of skills that are fundamentally human—things like emotional intelligence, creative problem-solving, and the ability to draw connections across domains. The researchers looked at the impact of introducing a generative AI tool in a call center environment and found that productivity increased, customer satisfaction improved, and employee turnover decreased.
Importantly, the biggest gains were seen among the previously lowest-performing employees. By equipping all employees with the same knowledge base and AI-powered tools, the company was able to uplevel its customer service performance across the board. The technology helped to improve the quality and consistency of responses from all representatives while freeing up top performers to focus on developing higher-level skills and strategies. As the AI handles more routine queries, workers can focus on the kind of personalized, relationship-building interactions that set a company apart.
“Today, in-store employees can be more focused on customer engagement,” says Christian Beckner, vice president of innovation and technology at the National Retail Federation. Over his two decades in the retail sector, Beckner has seen the industry increasingly embrace AI and automation, not to replace workers but to free them up to provide differentiated value. “If you can automate some of the more mundane tasks, your workforce can spend their time building personal relationships with customers and trying to maintain and grow that trust.”
This principle extends beyond the retail floor to the realm of professional services. Cramer, the UX designer, has started experimenting with teaching her clients how to use AI tools, especially for services outside of her core offerings. By showing clients how they can create high-quality videos using AI, for instance, she demonstrates her commitment to their success, even if it means potentially reducing their reliance on her services for certain tasks.
“Agency relationships are built on trust,” Cramer explains. “And that trust comes from always doing what’s best for your client, even when it seems to go against your own short-term interests.”
For Cramer, the key is to be seen by clients as an expert in effectively leveraging AI tools. “These tools are not a secret,” she says, “but being seen by your clients as an expert in using the tools—that’s what gives you a competitive advantage.”
Rethinking Fulfillment
In the 1930s, economist John Maynard Keynes predicted that technological advancements would lead to a 15-hour workweek. Yet despite the rapid progress of AI, people today are working harder than ever.
“Does anybody think there’s a shortage of work that needs to get done out there in the world?” McAfee asks rhetorically. “Almost nobody raises their hand when I ask.”
The challenge, then, is not a looming deficit of things for people to do, but rather ensuring that the work that remains is meaningful and suited to fundamentally human capabilities. That requires reimagining education and training to cultivate skills like creativity. It means redesigning jobs and workflows around a model of human-machine collaboration. And it demands a philosophical shift in how we define professional success and personal fulfillment.
The organizations that thrive in the AI era will be those that embrace this mindset—using productivity gains to invest in the growth and well-being of workers.
“There’s a false pretense that using AI means delivering more work,” says Cramer. “I’m far more interested in how we can deliver the same output and use the extra time to live our lives.”
With the right vision and values, the age of AI could be an era not of human obsolescence, but of human flourishing—a time when knowledge work becomes less rote and more creative, less transactional and more fulfilling.
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6 months ago
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The Atlantic
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future of work AI
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2025-06-17 14:02:58
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Seven strategies to help the class of 2025 succeed in the AI workplace
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https://www.fastcompany.com/91341735/how-the-class-of-2025-can-prepare-for-an-ai-future-at-work-class-of-2025-ai-work
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The best ways for new graduates to get ready for an AI future.
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BY Michael WatkinsListen to this ArticleMore info0:00 / 0:00If you’re a
member of the Class of 2025, you’re entering a workplace unlike any before
you. While your predecessors had to adapt to email, social media, and cloud
computing, you’re stepping directly into the age of artificial
intelligence. This isn’t just another technological shift. It’s a
fundamental reimagining of how work gets done. Instead of being a victim of
disruption, you have the opportunity to position yourself as an architect
of an AI-powered future.Several recent studies indicate that companies
effectively integrating AI achieve productivity gains of up to 40%.
However, many organizations struggle with implementation, not because the
technology isn’t ready, but because of a lack of a workforce skilled in
leveraging it. This presents an unprecedented opportunity for you as a
digital native who views AI not as a threat to manage but as a tool to
master.Focus on Partnership, Not ReplacementStart by recognizing that AI
isn’t coming for jobs per se. It’s automating a wide range of tasks. While
AI will automate certain functions, it will simultaneously create new
opportunities and roles. Instead of fearing AI as a job-stealing
technology, you should see it as a valuable partner that can help you work
smarter and more efficiently.To succeed, you need to identify routine tasks
within your role that AI can handle. This could include drafting initial
reports, analyzing data patterns, or researching industry trends. Your goal
is to employ AI to eliminate time-consuming work and invest that saved time
in high-value activities like strategic thinking, relationship building,
and creative problem-solving.Subscribe to the Daily newsletter.Fast
Company's trending stories delivered to you every dayPrivacy Policy|Fast
Company NewslettersAs soon as you start your new job, audit your
responsibilities and ask: “Which of these could be automated or
AI-assisted?” Then experiment with the available tools in your
organization. Most importantly, communicate your AI-enhanced productivity
to your supervisors—they need to see that you’re not just working faster,
but delivering higher-quality strategic thinking.Invest in Continuous
UpskillingThen you need to commit to continuous learning. The half-life of
technical skills is shrinking rapidly. What you learned in your senior year
may already be outdated by the time you’ve been in your first job for just
a few months.As futurist Alvin Toffler predicted decades ago, “The
illiterate of the 21st century will not be those who cannot read and write,
but those who cannot learn, unlearn, and relearn.” You’re living this
reality in real-time.You must treat your first job as an extension of your
education, not its conclusion. The most effective approach is to create a
structured learning plan: Dedicate time weekly to exploring new AI tools
relevant to your industry, enroll in online courses that build both
technical understanding and business application skills, and seek out
internal projects where you can experiment with AI solutions.Don’t wait for
your company to provide AI training—take the initiative. Join professional
associations focused on AI in your field, attend virtual conferences, and
connect with other professionals who are successfully integrating AI into
their work. Document your experiments and insights; this portfolio of AI
experience becomes increasingly valuable as your career progresses.Become
the TranslatorPerhaps the most valuable role you can play is serving as an
interpreter between AI capabilities and business needs. Many senior
executives understand AI’s potential in theory but struggle to see
practical applications for their specific challenges. Meanwhile, technical
teams can build sophisticated AI systems but may miss crucial business
context.You’re uniquely positioned to bridge this gap. To capitalize on
this opportunity, develop the skill of translating technical capabilities
into business language. When you encounter AI tools or capabilities,
practice explaining them in terms of business outcomes: cost savings,
revenue generation, risk reduction, or customer satisfaction
improvements.Position yourself as someone who can identify automation
opportunities that others might overlook. Look for repetitive processes,
data analysis tasks, or pattern recognition challenges within your
organization. Then propose AI solutions in terms that resonate with
decision-makers: “This could save us X hours per week” or “This could
improve accuracy by Y percent.” Your ability to recognize and communicate
these opportunities makes you indispensable.Embrace Your Ethical
ResponsibilityWith great power comes great responsibility, and you’re
inheriting both. As AI becomes more prevalent, your generation of business
leaders will shape how it’s deployed. This isn’t just about efficiency
gains—it’s about ensuring AI serves humanity rather than replacing
it.advertisementYou should already be grappling with these ethical
dimensions. Make yourself valuable by understanding both the opportunities
and risks of AI implementation. Learn to ask the right questions: How might
this AI system impact different user groups? What data privacy concerns
does this raise? How do we ensure transparency in automated
decision-making?Develop expertise in responsible AI practices. This means
understanding bias detection, fairness metrics, and explainability
requirements. Companies increasingly need employees who can implement AI
solutions that meet not just performance criteria, but also ethical and
regulatory standards. Position yourself as someone who thinks holistically
about AI deployment.Amplify Innovation Through AIYour most exciting
opportunities lie not in using AI to perform existing work more quickly,
but in envisioning entirely new possibilities. You’re not burdened by
“that’s not how we’ve always done it” thinking, which makes you a natural
innovator in this space.Consider AI-powered customer service that provides
genuinely helpful support, or predictive analytics that identify market
opportunities before competitors spot them. The applications are limited
only by your imagination and execution. You should see AI not just as a
productivity tool, but as a creativity amplifier.Leverage Your Fast Fish
AdvantageKlaus Schwab’s warning rings especially true for your generation:
“In the new world, it is not the big fish which eats the small fish, it’s
the fast fish which eats the slow fish.” You have a natural speed
advantage—you’re not slowed down by outdated assumptions or resistance to
change.Your success will depend on combining velocity with wisdom,
embracing AI’s potential while thoughtfully considering its implications.
You’re the one asking not just “what can AI do?” but “what should AI
do?”Grasp the OpportunityAs artificial intelligence reshapes the business
landscape, you stand at a unique inflection point. You can choose to be a
passive observer of technological change, or an active architect of an
AI-powered future that benefits everyone. The early evidence suggests your
generation is choosing the latter—and that choice will define not just your
career, but the future of work itself.The AI revolution isn’t coming—for
you, it’s already here. The question isn’t whether you’ll adapt; it’s how
quickly you’ll lead. Your generation doesn’t just have the opportunity to
ride this wave of change—you have the responsibility to shape it. The time
to act is now.The final deadline for Fast Company’s Next Big Things in Tech
Awards is Friday, June 20, at 11:59 p.m. PT. Apply today.ABOUT THE
AUTHORMichael Watkins is a professor of leadership at the IMD Business
School, co-founder of Genesis Advisers, and a bestselling business author
of books including The Six Disciplines of Strategic Thinking and The First
90 Days. MoreExplore Topicsadvice for
graduatesAIInnovationLeadershipTechnology
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1 week ago
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Fast Company
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data:image/jpeg;base64,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
| 27 |
future of work AI
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2025-06-17 14:02:58
| null |
AI activists rethink their strategy, focusing on the future of work
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https://geneticliteracyproject.org/2025/06/16/ai-activists-rethink-their-strategy-focusing-on-the-future-of-work/
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the AI Now Institute, a think tank that studies the social implications of artificial intelligence, published a sweeping report on the...
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AI activists rethink their strategy, focusing on the future of work
Louise Matsakis
Wired
June 16, 2025
AI Now is urging advocacy and research groups to connect AI-related issues to broader economic concerns, such as job security and the future of work. The authors see an opportunity for workers to resist how AI is being deployed and push back against tech-industry talking points that frame outcomes like widespread job loss as inevitable.
“We’re not interested in discussing whether or not an individual technology like ChatGPT is good,” says Kate Brennan, an associate director at AI Now and another coauthor of the report. “We’re asking whether it’s good for society that these companies have unaccountable power,” which can be entirely compatible with “believing that certain products are good and interesting and exciting.”
Recently the AI Now Institute, a think tank that studies the social implications of artificial intelligence, published a sweeping report on the current AI landscape, detailing the way power is becoming concentrated in a handful of dominant companies that have shaped narratives about the technology to their own advantage.
Follow the latest news and policy debates on sustainable agriculture, biomedicine, and other ‘disruptive’ innovations. Subscribe to our newsletter.
… AI Now is urging advocacy and research groups to connect AI-related issues to broader economic concerns, such as job security and the future of work. … The authors see an opportunity for workers to resist how AI is being deployed and push back against tech-industry talking points that frame outcomes like widespread job loss as inevitable.
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1 day ago
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Genetic Literacy Project
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data:image/jpeg;base64,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
| 28 |
future of work AI
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2025-06-17 14:02:58
| null |
Jobs AI Can’t Replace Anytime Soon
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https://www.pulse.ng/articles/lifestyle/jobs-ai-wont-replace-2025061713113729224
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Home Lifestyle. Will AI take your job? Here are 100+ careers AI can't replace. 17 June 2025 at 6:11. These roles prove that the future of work is not just...
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Will AI take your job? Here are 100+ careers AI can’t replace
17 June 2025 at 13:11
Agnes Isoje
Is my job at risk of being replaced by AI? This is a question on everyone’s mind, and with good reason.
As artificial intelligence rapidly transforms industries, many roles are being redefined or automated altogether. But not all jobs are at risk. In fact, according to a new report by Upwork, there are more than 120 roles that AI is unlikely to replace anytime soon.
These jobs share something in common: they rely on human connection, creativity, empathy, hands-on skill, or ethical judgment. These are qualities that current AI tools can’t fully replicate. These roles prove that the future of work is not just about technology, but also about what makes us uniquely human.
These 120 roles, spanning diverse industries, are too extensive to list, so it has been divided into nine main categories:
## Jobs AI Can’t Replace
### 1. **Healthcare**
AI can assist with medical records or diagnostics, but human caregivers remain essential. Among unreplaceable roles are:
* Doctors, nurses, nurse practitioners
* Mental health professionals (psychiatrists, therapists, counsellors)
* Physical therapists, pharmacists, midwives, veterinarians
* Support staff (home health aides, medical assistants, dental hygienists)
* Social Workers
* Crisis Counselors
* Therapists and Psychologists
### 2. **Skilled Trades**
Automation can provide guidance, but not manual craft. The human touch is irreplaceable in:
* Electricians
* Welders
* HVAC Technicians
* Landscapers
* Auto Mechanics
* Masons
* Carpenters
* Plumbers
* Tailors
* Chefs (especially haute cuisine or street food)
### 3. **Education & Research**
AI can streamline prep work, but it cannot replicate teaching presence, mentorship, or discovery in:
* K-12 teachers, university professors, tutors
* Researchers in history, archaeology, and anthropology
* Support roles like TAs, library techs, and museum educators
* Teachers (especially early childhood & special education)
### 4. **Service & Personal Care**
Empathy and human interaction cannot be automated. Secure roles include:
* Massage therapists, hair stylists, tattoo artists, tailors, and pet groomers.
### 5. **Leadership, Legal & Business**
AI supports tasks, but judgment, ethics, and strategy remain human domains:
* Judges, legal mediators, lawyers
* CEOs, HR managers, ethicists, and policy leads
* Paralegals, executive assistants, and compliance officers
### 6. Creative Roles
These rely on imagination, originality, and emotional nuance, areas AI still struggles with.
* Copywriters
* Art Directors
* Brand Strategists
* Creative Directors
* Music Producers
* Voice Actors
* Illustrators
* Choreographers
* Film Directors
* Fashion Designers
* Animation Storyboard Artists
* Set Designers
### 7. Technical Roles
While AI can assist, it cannot fully replace the expertise, contextual judgment, or accountability these roles require:
* Ethical Hackers
* Cloud Architects
* Robotics Engineers
* Systems Analysts
* AI/Machine Learning Engineers (ironic, but true!)
* Cybersecurity Analysts
* Blockchain Developers
* Network Engineers
* Database Administrators
* Embedded Systems Engineers
### 8. Strategic Roles
These require high-level thinking, business insight, and decision-making grounded in human context.
* Product Managers
* Business Development Leads
* Operations Managers
* Innovation Consultants
* Growth Hackers
* Change Management Experts
* Corporate Strategists
* Risk Management Analysts
* Financial Planners
* Sustainability Consultants
### 9. Human-Centred Roles
These thrive on empathy and interpersonal connection
* Career Coaches
* Customer Success Managers
* Conflict Mediators
* Diversity, Equity & Inclusion Specialists
* Life Coaches
This means roles requiring human connection, judgment, and hands-on skills remain essential. AI is transforming many industries, enhancing efficiency, not eradicating human roles. The common thread across resilient professions is the reliance on:
* Physical, hands-on skill (trades, healthcare support)
* Social/emotional dynamics (leadership, personal services)
* Complex judgment and ethics (legal, executive functions)
* Human presence (teaching, caregiving)
If you’re in or entering one of these fields, AI is more likely to support and augment your role, leaving you to focus on the human-centric core of your job. But you must upskill accordingly so you can combine domain expertise with AI literacy to maximise impact and remain competitive.
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49 minutes ago
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Pulse Nigeria
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data:image/jpeg;base64,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
| 29 |
future of work AI
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2025-06-17 14:02:58
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The future of work is skill-based
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https://www.fastcompany.com/91312024/the-future-of-work-is-skill-based
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AI is leading the charge to democratize this option and help provide opportunities to gain skills.
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The way we work is changing. Artificial intelligence is rapidly transforming the workplace, automating tasks, creating new efficiencies, and helping us accomplish more across virtually all industries.
In this environment, new hiring strategies based on evaluating a candidate’s full skillset—including their ability to problem-solve, think creatively, and adapt rather than solely relying on their college degree—are becoming essential for companies and organizations that want to find and retain the best talent.
For the 62% of American workers who do not have university degrees, skills-based hiring strategies can offer the opportunity to build thriving careers in industries that traditionally had their doors closed.
AI has the potential to democratize these opportunities, helping to dismantle barriers to employment to close the opportunity gap.
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Fast Company Newsletters
The benefits of skills as a new currency of work
Focusing on skills-based hiring benefits individuals, businesses, nonprofits, and society as a whole. I’ve worked closely with many workforce development nonprofits, and it’s clear that when we have a narrow focus on college degrees, many skilled workers get left behind.
Recent Workday research indicates that 51% of business leaders have significant concerns about a looming talent shortage. This research also shows that 81% of leaders believe skills-based strategies will give them a competitive advantage and will drive economic growth by improving productivity, innovation, and organizational agility.
In fact, hiring for skills has been found to be five times more predictive of positive job performance than hiring for education, and two and a half times more predictive than hiring for past work experience.
The role of AI in democratizing skills-based hiring
AI will play a crucial role in helping organizations make this transition to a skills-driven workforce. There are many AI-powered platforms available that can support skills-based hiring and internal talent mobility by identifying strengths and assessing candidates based on their demonstrated abilities, ensuring a more equitable evaluation process.
AI-powered skills assessments can level the playing field by focusing on demonstrated abilities rather than pedigree, and prioritizing skills over subjective evaluations within hiring teams. By removing unconscious bias in resume screening and candidate selection, AI can help ensure equal access to opportunities. AI can also analyze vast datasets and reveal hidden patterns of bias, identify skills gaps, and more.
Once hiring managers and recruiters begin to widen their applicant criteria by using skills-based hiring methods, their businesses will benefit. For example, research shows that those who are hired on the basis of skills have, on average, a 9% longer tenure than traditional hires, saving companies money spent on turnover and backfilling. According to LinkedIn data, employers who hire based on skills are 60% more likely to find successful talent than those who do not. This is an area where AI can really be used for social good while simultaneously benefitting the hiring organization, as it can make a huge difference in how organizations find and retain talent in an efficient and effective way.
The role of nonprofits
Workforce development programs are at the forefront of the skills-first movement. These nonprofits play a vital role in equipping job seekers with the skills needed to thrive in today’s tech-enabled economy and connecting them with employment opportunities. They’re also leveraging AI’s power to scale their efforts and reach more people in need.
Opportunity@Work strives to increase awareness and opportunities for STARs, workers who are skilled through alternative routes, such as community colleges, short-term training programs, certifications, self-directed online learning, and previous work experience in different fields. They partnered with CareerVillage.org to make STARs Coach, an AI based career coach available to workers to improve skills based job coaching and preparation, making results more relevant and less biased.
Another nonprofit making AI strides is the Society for Human Resource Management, which is launching a Skills-First Center of Excellence, utilizing an AI-based skills advisor. AI can be a powerful tool for personalizing learning experiences, identifying skills gaps, and swiftly connecting workers to the right job opportunities.
AI can help cultivate human potential
While technical skills like digital fluency are important, new Workday research also shows that the uniquely human skills of relationship building, empathy, conflict resolution, and ethical decision making are all critical for success, especially in an AI-driven economy.
AI is now empowering us to recognize and cultivate human potential in ways never before imagined. By championing skills-based hiring, we’re not just filling job openings; we’re unlocking pathways to fulfilling careers and building a more prosperous future for all. Let’s harness the power of AI to help foster innovation and build a world where every person and business has the chance to thrive.
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2 months ago
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Fast Company
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data:image/jpeg;base64,/9j/4AAQSkZJRgABAQAAAQABAAD/2wCEAAkGBwgHBgkIBwgKCgkLDRYPDQwMDRsUFRAWIB0iIiAdHx8kKDQsJCYxJx8fLT0tMTU3Ojo6Iys/RD84QzQ5OjcBCgoKDQwNGg8PGjclHyU3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3N//AABEIAEIAeAMBEQACEQEDEQH/xAAZAAEBAQEBAQAAAAAAAAAAAAABAAMCBAX/xAAtEAACAgEDAQYEBwAAAAAAAAAAAQIDEQQSITEFE0FRcYEiYZGhFBYjssHC0v/EABoBAQEBAQEBAQAAAAAAAAAAAAABAgMEBQb/xAApEQEBAAIBAgQFBQEAAAAAAAAAAQIRAxIhBBMxUXGhsdHwI0FhgZEU/9oADAMBAAIRAxEAPwDhHyn7x0gHAQlCghQCBADeANlU3oqtT4TsnD02qL/t9i2dtuePLMuS4e0nz39mTRl2WAINOWsBABwghQR0USCOgEBAkm3hLL8kEtk9WdvEQWvo1xl+WdLLa8firOfVL/L+h0yn6ceLhyn/AF5z+J+fN4jk96CgLE1kK5CM0EdIISjoIUAgT6BGulfdqNqSlizLUo5TSx1+RZdPPy49XbajW8bmk5wiuZJSXRtcPrxgsXW+2+xjqLowUF3OxcqP4evH7SdVbnBhLvv/ALfuyly2/PyWDLsAoCxBQ0EZoIUEKKOgjpAQNmSkob9r2vpLHH1Lpjqm9bd1qNahPu4zclw3J8cLy9S9o52ZZ2zemnfrbNKmCc+st0m/u/mOpqcVlluX0Ysy7AgAqAA0mBkGSEdeJQoIXJRWW8IJa2npNRGquydTjXNrEty9Omcr3N+XlJux5sfFcOeVwxy3Y9Wm7Rv0mnjp67r1XFcJbGlnl4zFtdSzOyac8vC48mXXZN/392GotjbtaU88uTm0228Gcrt6eLjuG9sTLqgAigKgINOWBmgyUEOSgjPNkK4LM5yUYr5ssm7pz5OSYY3K/s+h2t2NfoNTDTaqUH3lasUoNtYbx/DN5cdxuq83D4vHnw6sY0eohOPxXQ3ScXbNUtSnh559/Pp4YXBvLl3NWvNxeB8rkvJjj3+M7beW5xdjcXlcYeMeBxr6eEsxm3BGkBBQQAVBQwoAyDKyB6tJPSwoSnpJ63W2XbYUb5QSjjwceXJv2R0x1r03Xj5vN6t9XTjJ69r9XfavZ1dfaWop0lsY1VTWyc7Fw8JtZ8WnlexcsZMuzPFy3Pixuc732n56vbrdTPXay3VXWURzXGMYxvUsKKx93l+5cr1XbHDx+Vxzjkvr7Pmo5PoIIgIKiACoCDUDACDMqB8BHv7FhdVfPU1wsX6Nka7Iw3fE1jjlY8efA64S+rw+LywykwvvN/BzPTWUaSHeVShzjn3M3Gyd3bj5cc+S6v52YIw9BCEoiCAAqAgoYUARBmipUwLC8gO4oBCFdAFBEFQEgIKgrkCIAK//2Q==
| 30 |
future of work AI
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2025-06-17 14:02:58
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Just 10% of organizations are ready for the AI future of work, finds the Adecco Group
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https://www.unleash.ai/artificial-intelligence/just-10-of-organizations-are-ready-for-the-ai-future-of-work-finds-adecco-group/
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According to new research by the Adecco Group, which surveyed 2,000 executives globally who are responsible for over 10 million workers, the top...
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Just 10% of organizations are ready for the AI future of work, finds the Adecco Group
What can other organizations learn from these AI-ready companies? UNLEASH digs into the full global data with the help of the Adecco Group’s CEO.
May 20, 2025 at 1:28 PM GMT
By: Allie Nawrat
AI disruption is far from over, and organizations are struggling to turn their AI ambition into business reality.
That's a topline finding of new global research from the Adecco Group.
The silver lining is that one in ten companies are future ready - what can other organizations learn from them? UNLEASH explores with the Adecco Group's CEO Denis Machuel.
AI is disrupting the workplace now, and it is expected to continue to do over the next five years.
According to new research by the Adecco Group, which surveyed 2,000 executives globally who are responsible for over 10 million workers, the top three megatrends shaping business by 2030 will be digital transformation, generative and AI.
As the Adecco Group’s CEO Denis Machuel tells UNLEASH in an exclusive interview: “There’s no shortage of ambition for AI, it’s the next step of turning that ambition into real business impact” that is causing challenges for business leaders.
The issue is that just one in ten of the businesses polled are classed by the Adecco Group as being ready for this AI-powered future.
The Adecco Group’s research found that the remaining 90% of organizations are missing robust plans to support their workforce in this era of AI – this is partly because the C-Suite is struggling to find common ground on AI.
53% of CEOs say their leadership teams are struggling to align on AI and talent strategy next steps in a timely way.
Although 27% of CFOs say that budget is available, 42% of COOs say there is a lack of the necessary data infrastructure, 41% of CEOs don’t see the value and 49% of CHROs see a lack of the right internal skills to make the most of AI.
How can organizations, and particularly the C-Suite, turn the tables, and reap the rewards of AI?
Learning lessons from the 10% of AI-ready organizations
As Machuel wrote in the foreword of the Adecco Group’s report: “In the age of AI, it’s not technology that will define the future, but people.”
AI holds immense potential, but it’s people who bring that potential to life,” Machuel tells UNLEASH.
He continues: “The data shows many leaders are still learning how they can best support employees so they can succeed through the company’s rapid adoption of AI.
“Closing this gap is key for businesses to unlock the full value of their AI investments.”
The 10% of organizations classified as AI-ready offer a clear example for other organizations to follow.
The Adecco Group research shows that the main thing that makes these future-ready organizations stand out is their human-centric approach to AI.
They are “making AI part of how their people work, learn, and grow”, and “using data to understand where they can fill skill gaps, encourage internal mobility, and plan for the new era of work”.
They are particularly focused on communicating how AI can improve work for all, and bringing employees along on the journey of work redesign in the AI era. This drives trust and confidence, and reduces uncertainty.
Another element of these future-ready organizations is they have a responsible AI framework – this is driving better results from AI.
Plus, by focusing on upskilling and internal mobility opportunities for workers, future-ready organizations are creating a culture of adaptability and mobility, which helps to retain workers, a critical element of business success in the future.
This human-centric approach to AI is helping these organizations outperform their peers when it comes to operational efficiency, leadership development and workforce productivity.
A key component to success here is having “leadership teams come together around a shared vision that prioritizes both technology and talent”; when they do this, “they create organizations that are more agile, more resilient, and more human”.
Machuel concludes: “CEOs, CHROs, and CTOs must work hand-in-hand to ensure that strategy evolves in tandem with the way the company shapes the employee experience of change.”
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1 month ago
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Unleash
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| 31 |
future of work AI
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2025-06-17 14:02:58
| null |
AI and the future of work
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https://www.aljazeera.com/video/digital-dilemma/2025/5/1/ai-and-the-future-of-work
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Digital Dilemma. AI and the future of work. Read more. Thousands of AI agents are entering the workplace this year. What does this mean for...
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AI and the future of work
Thousands of AI agents are entering the workplace this year. What does this mean for you?
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1 month ago
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Al Jazeera
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data:image/jpeg;base64,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
| 32 |
future of work AI
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2025-06-17 14:02:58
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AI threatens one in four jobs – but transformation, not replacement, is the real risk
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https://news.un.org/en/story/2025/05/1163486
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Women and clerical workers face the highest risk of their roles being radically transformed by Artificial Intelligence, prompting calls for...
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AI threatens one in four jobs – but transformation, not replacement, is the real risk
20 May 2025
Women and clerical workers face the highest risk of their roles being radically transformed by Artificial Intelligence, prompting calls for inclusive policy responses.
One in four jobs worldwide is potentially exposed to what’s known as Generative Artificial Intelligence – or Generative AI (GenAI) – according to a new joint study from the UN labour agency and Poland’s National Research Institute. The study finds that transforming job descriptions, not widespread job loss, is the more likely result.
GenAI refers to systems that can create content such as text, images, code or data summaries in response to user prompts. As such tools become more widely used, they are expected to reshape the tasks employees perform each day.
The new ILO-NASK index draws from nearly 30,000 real-world job descriptions using worker surveys, expert reviews and AI models to identify occupations most susceptible to AI driven change.
“Few jobs consist of tasks that are fully automatable with current AI technology,” the authors write. “Transformation of jobs is the most likely impact of GenAI.”
A baby has his general health recorded by a data clerk.
Women face disproportionate exposure
The study finds that in high-income countries, jobs considered at the highest risk of AI-driven task automation account for 9.6 per cent of female employment – nearly three times the share for men.
Worldwide, 4.7 per cent of women’s jobs fall into the highest-risk category, compared with 2.4 per cent for men.
This disparity is due largely to the overrepresentation of women in clerical and administrative roles, which are among the most exposed occupational groups.
These jobs often involve tasks such as data entry and document formatting and scheduling, functions that AI technologies can already perform efficiently.
While these roles are unlikely to disappear entirely, the report warns that partial automation could reduce job quality, leading to fewer responsibilities, stagnating wages and growing insecurity.
Without targeted training or role redesign, some workers – particularly women – may face limited opportunities to adapt.
A global, unequal picture
The report also identifies stark differences across regions. In high-income countries, 34 per cent of jobs are in occupations exposed to GenAI, compared to just 11 per cent in low-income countries.
Middle-income regions such as Latin America and parts of Asia fall somewhere in between.
Europe and Central Asia show the highest gender disparities, driven by high female employment in clerical roles and widespread digital adoption.
Regions such as sub-Saharan Africa, South Asia and the Arab States currently show lower overall exposure but could still experience significant disruption if AI technologies spread without safeguards.
The study cautions that lower exposure does not equal lower risk. In regions where digital access is limited or labour protections are weak, even small-scale automation could destabilise vulnerable sectors.
Turning insight into action
To ensure that the transition to generative AI supports rather than displaces workers, ILO urges governments, employers and workers’ organisations to act decisively.
Central to the recommended response is the need to strengthen access to digital skills and training, particularly for women and those working in clerical or administrative roles.
The agency also highlights the importance of integrating AI planning into broader labour market and education policies.
Preparing workforces for transformation will require not only technical training, but also supportive infrastructure, modernised curricula, and alignment between employers’ needs and national policies.
Inclusivity’s a must
At the heart of this transition, authors stress, must be inclusive social dialogue. Workers should have a say in how GenAI is introduced and used in the workplace, and their experiences must inform decisions about implementation.
Without this engagement, the risks of unequal outcomes, including widening gender gaps and declining job quality, will be much greater.
Finally, the report emphasises that regions with limited digital access must not be left behind. Expanding infrastructure and ensuring equitable access to technology are critical steps in enabling all countries to shape the future of work on their own terms.
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1 month ago
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UN News
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| 33 |
future of work AI
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2025-06-17 14:02:58
| null |
How AI is Reshaping the Future of Work at Kellanova
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https://www.prnewswire.com/news-releases/how-ai-is-reshaping-the-future-of-work-at-kellanova-302458974.html
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The Kellanova team is using clean room technology that analyzes data by integrating purchase behavior, attitudinal insights and demographic data...
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How AI Is Reshaping The Future Of Work At Kellanova
No subhead or author information is available in the provided text.
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The main text of the article is not provided in the given input. The input appears to be a navigation menu and other extraneous content, with no actual article text present.
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1 month ago
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PR Newswire
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data:image/jpeg;base64,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
| 34 |
future of work AI
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2025-06-17 14:02:58
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The Future of Work is Personal: How AI is Reshaping Employee Experience
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https://www.shrm.org/enterprise-solutions/insights/future-of-work-is-personal-how-ai-is-reshaping-employee
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AI-powered HR platforms are reshaping employee experiences by offering personalized career pathing, AI-led mentorship, and predictive workforce insights.
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# The Future of Work is Personal: How AI is Reshaping Employee Experience
February 27, 2025 | Aaron Teitelbaum
Imagine a workplace where every employee’s experience is as personalized as a Netflix recommendation — where career growth, benefits, and learning paths are tailored to individual needs in real time. This vision is no longer futuristic. Artificial intelligence, automation, and digital platforms are making hyper-personalization the new standard.
“Because when you try and make something for everyone, you typically end up making something that appeals to no one. There is rarely a global audience for anything,” [said Ted Sarandos, co-CEO of Netflix]. “And you know what? When you make something authentic that appeals to certain people in a certain place, it tends to appeal to a lot of other people in a lot of other places, too.”
Employees now expect the same customization of experiences at work that they enjoy as consumers, including AI-driven career pathing and flexible, personalized benefits. This is an outgrowth of the long-term trend toward the [“consumerization of IT,”] in which workers’ experiences with technology in their personal lives affect their approach to technology at work.
“In the modern digital economy, we’re all used to personalized experiences. Whether it’s shopping, streaming our favorite shows, or grabbing dinner at a local spot, it feels like everything is tailored just for us. Contrast that experience with many workplaces where the experiences don’t feel designed with us in mind,” said Andy Biladeau, chief transformation officer at Society Human Resource Management (SHRM). “Shouldn’t the place where we spend so much of our time and energy understand us better than any brand out there?”
As businesses embrace this transformation to bespoke experiences, HR leaders must navigate the fine line between personalization and privacy, ensuring that technology empowers employees rather than surveils them. Companies that strike the right balance will foster an engaged, productive, and satisfied workforce, while those that fail risk falling behind in the race for top talent.
## The Rise of Personalization in Workplaces
In today’s digital world, personalization matters more than ever: 71% of consumers said they expect companies to deliver personalized interactions, and 76% get frustrated when this doesn’t happen, [according to McKinsey & Company]. In fact, workers who say that their technology enables productivity are 158% more engaged in their jobs than those who don’t, and they have 61% higher intent-to-stay at the company beyond three years, [according to Qualtrics’ _2022_ _Employee Experience Trends Report_].
As digital natives continue to increase in share of the total workforce, this challenge is only expected to grow.
“Younger generations have grown up in a world of personalized experiences, from streaming services to online shopping,” said Jim Link, CHRO at SHRM. “It’s no surprise they now expect the same level of customization in their careers. HR leaders who fail to meet these expectations will struggle with engagement and retention."
AI, automation, and digital platforms can enable companies to provide customized learning paths, real-time recognition programs, and even adaptive work schedules. However, the challenge lies in balancing scalability and privacy to ensure that personalization empowers employees without bias or exclusion.
“Organizations getting this right will lead the future of work, fostering a more engaged, productive, and satisfied workforce,” Link said.
## Digital Platforms and Personalized Employee Experiences
Advancements in people analytics and machine learning will power platforms delivering highly personalized employee experiences across multiple areas, such as benefits customization, collaboration preferences, and learning and development. These tools will cater workflows and career advancement to employees’ unique needs, ultimately boosting engagement, retention, and productivity.
### HR Tech and AI: Smarter Workforce Engagement
AI-powered HR platforms are reshaping employee experiences by offering personalized career pathing, AI-led mentorship, and predictive workforce insights. [According to Grand View Research], the market for AI in skill development and workforce training is expected to be expanding at a compounded annual growth rate of 31.2% by 2030.
AI-led mentorship platforms match employees with tailored coaching opportunities, considering their career aspirations, skills, and even personality traits. [These tools] automate feedback loops, ensuring real-time performance tracking while minimizing unconscious bias in promotions and development opportunities.
### Customized Benefits and Wellness Programs
The one-size-fits-all benefits model is no longer effective for today’s diverse workforce. Employees now expect personalized benefits that align with their life circumstances. For example, many members of Generation Z prefer both flexible work schedules and flexible benefits. This drive for flexibility may be behind Gen Z’s embrace of freelance work. As more workers take on caregiving demands, employers will feel pressure to offer benefits that allow for greater flexibility.
Companies are now using [AI-powered platforms] to offer customized experiences such as:
* Personalized onboarding plans.
* Benefits recommendations.
* Data-driven performance feedback and recognition.
### **Learning and Development: AI-Driven Personalized Growth**
Employees benefit from learning experiences tailored to their skills, career goals, and interests. A [case study] of a global specialty materials company found that AI-enhanced learning solutions improved operational efficiency by up to 15%, increased productivity by up to 20%, and improved the accuracy of forecasts, showcasing the tangible benefits of AI-driven personalized training programs. AI-powered adaptive learning platforms personalize training recommendations by:
* Identifying skills gaps and delivering customized courses.
* Providing real-time feedback and AI-driven career progression tracking.
* Using generative AI for interactive learning experiences, such as simulated role-playing for leadership training.
As AI and digital platforms continue to evolve, they are shaping the future of work by ensuring that employees receive the right benefits, career growth, collaboration tools, and learning opportunities — all tailored to their needs. Companies that leverage AI and automation to personalize these experiences will gain a competitive edge in talent retention and workplace satisfaction.
## The Shift Toward Personalized Career Growth and Internal Mobility
As workplace expectations evolve, employees increasingly seek greater control over their career trajectories, demanding data-driven insights, personalized development opportunities, and flexible work models. Traditional career ladders are being replaced by dynamic, [AI-driven career pathing], enabling employees to explore internal opportunities tailored to their skills and aspirations.
This shift is fueled by AI-powered platforms that analyze employee data to recommend optimal career moves, skill-building opportunities, and internal gigs, creating a more transparent and empowering career development landscape.
“Personalized career development is one of the most impactful ways to improve retention,” Link said. “AI-powered career pathing and internal gig marketplaces help employees see a future within the company, reducing turnover and increasing job satisfaction.”
IBM’s Career Coach platform uses machine learning to predict the best internal moves based on an individual’s skills and career goals. IBM’s AI-driven approach to career mobility reportedly saved the company [over $100 million] by efficiently matching employees to suitable roles, reducing turnover, and fostering engagement.
Employees now have access to real-time career dashboards that outline potential internal mobility paths, helping them proactively bridge skills gaps through tailored learning programs. Additionally, AI-powered coaching tools provide real-time performance feedback, ensuring manager-employee transparency and fostering a culture of continuous development.
Beyond structured promotions, the demand for internal gig-style work is reshaping employment models. AI-driven talent marketplaces allow employees to take on short-term projects within their organizations, gaining cross-functional experience while contributing their expertise where it’s needed most.
At Workday, a provider of HR and finance software, internal gig work has become a key element of career mobility. In 2019, [Workday introduced a career hub] that features short-term projects, allowing employees to explore different areas of the business while developing new skills.
Initially, these projects were designed to take up about 15% of employees’ time, with engagements lasting three months. However, 95% of participants reported skill development and managers noted improved team outcomes. Based on that overwhelmingly positive feedback, Workday expanded the program. Employees can now dedicate up to 50% of their time to gig opportunities that last up to six months, further strengthening internal mobility and engagement.
## Drawing the Line: Privacy Concerns in AI-Driven Personalization
As AI-driven personalization reshapes the workplace, companies must carefully balance enhancing employee experiences with protecting privacy. AI-powered tools can optimize workflows, predict career paths, and tailor learning experiences, but excessive monitoring can undermine trust, introduce bias, and compromise fairness.
Organizations must ensure that AI empowers employees rather than surveils them while addressing risks related to data privacy and algorithmic bias.
“AI can be a powerful tool for personalizing the employee experience, but it must be implemented with clear boundaries. Employees should feel empowered, not monitored,” Link said. “Transparency in how AI is used for decision-making is critical to maintaining trust."
### **Personalization vs. Employee Surveillance**
AI-driven HR systems can track keystrokes, monitor digital activity, and analyze employee behavior across platforms. This data can enhance productivity and create personalized career recommendations, but it also [raises ethical concerns] about over-monitoring. This has direct effects on employee engagement and retention — more than half of surveyed workers would leave their jobs if an employer insisted on recording audio or video of them or used facial recognition to monitor productivity, [according to a survey by Morning Consult].
One of the biggest challenges in AI-driven personalization is algorithmic bias. AI relies on data, and biased data leads to biased decisions. To mitigate this risk, companies must ensure that AI systems are designed with fairness and transparency in mind, providing clear explanations for decisions and recommendations.
By striking the right balance between personalization and privacy, organizations can unlock the full potential of AI-driven employee experiences, driving engagement, retention, and productivity while maintaining trust and fairness in the workplace.
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3 months ago
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SHRM
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| 35 |
future of work AI
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2025-06-17 14:02:58
| null |
The Future Of Work In America: High-Demand Careers, AI Disruption, And The Path Forward
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https://www.forbes.com/sites/scottwhite/2025/03/13/the-future-of-work-in-america-high-demand-careers-ai-disruption-and-the-path-forward/
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While direct service roles will likely remain in demand, AI is transforming many other professions. Jobs involving repetitive tasks or data...
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A small group of diverse nursing students sit around a boardroom table as
they listen attentively to ... More their teacher and lead doctor. They are
each dressed in medical scrubs and sitting with papers out in front of
them. The doctor is holding out a clipboard with a document on it as she
reviews it with the group.gettyThe American workforce is at a pivotal juncture. Rapid technological
advancements, demographic shifts, and evolving societal values reshape
employment, creating challenges and opportunities. While artificial
intelligence (AI) is poised to disrupt industries like tech, finance, and
law, professions centered on human interaction—such as teaching, nursing,
and skilled trades—are expected to surge demand. At the same time, economic
conditions, political decisions, and societal perceptions influence these
careers’ attractiveness.The Rising Demand For Teachers And NursesAs the U.S. population ages and fewer young people enter specific fields,
professions like teaching and nursing face critical shortages. According to
the National Education Association, the U.S. must hire over 1.5 million new
teachers in the next decade to meet demand. Similarly, the American Nurses
Association predicts a shortfall of 1.1 million nurses by 2030.These roles are not only essential but also deeply rewarding. Teachers and
nurses often describe their work making a tangible difference in the lives
of others. However, the challenges they face—ranging from burnout to
inadequate pay and difficult working conditions—have deterred many from
entering these fields. For example, teachers often grapple with high-stakes
testing, administrative pressures, and a lack of respect from parents and
students. Nurses, meanwhile, face long hours, understaffing, and emotional
exhaustion.Despite these challenges, the growing demand for these professions may lead
to improved salaries, benefits, and working conditions. States and school
districts offer signing bonuses, student loan forgiveness, and higher pay
to attract teachers. Hospitals are similarly increasing wages and offering
flexible schedules to retain nurses. Teaching and nursing remain compelling
options for those seeking job security, the ability to live almost
anywhere, and the satisfaction of meaningful work.MORE FOR YOUThe Resilience Of Direct Service Professions And The Security They OfferBeyond teaching and nursing, other direct service professions are also
poised for growth. Skilled tradespeople—electricians, plumbers, and HVAC
technicians—are in high demand as older workers retire and fewer young
people pursue these careers. According to the Bureau of Labor Statistics,
trade jobs are expected to grow by 5-10% over the next decade.Similarly, first responders—including EMTs, firefighters, and police
officers—will remain essential. These roles offer competitive salaries,
strong job security, and the opportunity to serve the community. However,
like teaching and nursing, these have significant challenges, including
high stress and physical demands.The rise of these professions is partially driven by economic factors and
the increasing demand for personal interaction and in-the-field work that
technology cannot easily replace. In many of these roles, people can work
remotely, outdoors, or on flexible schedules—offering an attractive
work-life balance that is becoming increasingly important to workers today. function loadConnatixScript(document) { if (!window.cnxel) { window.cnxel
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preloadResourcesEndpoint); } return response.json(); }) .then(data => {
const cssUrl = data.css; const cssUrlLink = document.createElement('link');
cssUrlLink.rel = 'stylesheet'; cssUrlLink.href = cssUrl; cssUrlLink.as =
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this.media = 'all'; }; document.head.appendChild(cssUrlLink); const hls =
data.hls; const hlsScript = document.createElement('script'); hlsScript.src
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'text/javascript'); document.head.appendChild(hlsScript); }).catch(error =>
{ console.error('There was a problem with the fetch operation:', error);
}); } } loadConnatixScript(document); The Impact Of Artificial Intelligence On EmploymentWhile direct service roles will likely remain in demand, AI is transforming
many other professions. Jobs involving repetitive tasks or data
analysis—such as coding, legal research, and even some engineering
aspects—are increasingly being automated. For example, AI-powered tools
like ChatGPT and GitHub Copilot are already assisting programmers, while
platforms like ROSS Intelligence are streamlining legal research.However, AI is unlikely to replace roles that require empathy, creativity,
or complex problem-solving. This means that professions like teaching,
nursing, and skilled trades are relatively safe from automation. At the
same time, workers in fields like law, finance, and tech must adapt by
developing skills that complement AI, such as critical thinking, emotional
intelligence, and innovation.High-Demand Careers: The Power Of Individual Choice In Shaping Your Career
PathWhen choosing a career, individuals often weigh factors like job security,
salary, work-life balance, and personal fulfillment. Here's a breakdown of
high-demand professions that meet different priorities: Job Security and Competitive Pay: Nursing, skilled trades, and
engineering. Remote Work Opportunities: Software development, data
analysis, and digital marketing. Making a Difference: Teaching, social
work, and nonprofit leadership. Prestige and Power: Law, investment
banking, and corporate executive roles. Outdoor Work: Construction,
forestry, and environmental science. The Role Of Government, Education, And BusinessTo address the looming shortages in critical professions, stakeholders must
take proactive steps: Governments: Increase public education and healthcare funding, offer
incentives like student loan forgiveness, and improve working conditions
for teachers and nurses. Colleges and Schools: Expand training programs for
high-demand fields, partner with employers to align curricula with industry
needs, and promote skilled trades as viable career paths. Businesses:
Invest in employee well-being, offer competitive benefits, and collaborate
with educational institutions to create pipelines for talent. Individuals:
Pursue lifelong learning, develop skills complementing AI, and consider
careers in high-demand fields. Investment in education and training programs will be essential to develop
skills for high-demand professions, particularly in technology, healthcare,
and the skilled trades. Additionally, political leaders must address the
working conditions and compensation issues facing professions like teaching
and nursing to ensure that these critical careers remain attractive to new
generations of workers.Conclusion: A New Era Of WorkThe future of employment in America will be shaped by a confluence of
factors: the aging population, the rise of AI, societal perceptions of
certain professions, and political decisions that impact working
conditions. While some roles will become obsolete, others—particularly
those in direct service—will become more critical than ever.Careers in teaching, nursing, skilled trades, and first response offer
compelling opportunities for those seeking stability, purpose, and
competitive pay. At the same time, tech, law, and finance workers must
adapt to AI's realities to remain relevant.Ultimately, the future of work is not just about economic conditions or
technological advancements—it's about how society values its essential
workers. By addressing the challenges facing these professions and
investing in the next generation of talent, America can build a workforce
that is resilient, equitable, and prepared for the challenges ahead.
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3 months ago
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Forbes
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future of work AI
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2025-06-17 14:02:58
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AI and the future of work: the economic case for saving human jobs
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https://www.fastcompany.com/91322030/the-economic-case-for-saving-human-jobs-ai-and-the-future-of-work
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The accelerating advancement of artificial intelligence, a technology that is reshaping how we think about work, productivity, and economic value.
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BY Faisal HoqueListen to this ArticleMore info0:00 / 0:00 Few periods in
modern history have been as unsettled and uncertain as the one that we are
living through now. The established geopolitical order is facing its
greatest challenges in decades, with a land war in Europe entering its
third year and shifting power dynamics upending what were once settled
relationships across the globe. The economy is teetering on the edge of
recession, with financial markets in chaos, central banks struggling to
navigate inflationary pressures, and consumer confidence levels at historic
lows. And beneath these more visible disruptions runs a quieter but perhaps
more fundamental transformation: the accelerating advancement of artificial
intelligence, a technology that is reshaping how we think about work,
productivity, and economic value. It is tempting to push aside worries
about the future effects of new technologies when we are distracted by the
global turmoil that is outside our windows right now. But if we fail to get
ahead of the question of how our societies and economies will deal with
automation, the consequences may be far more profound and enduring than the
crises that absorb us today. The questions of who works, how they work, and
whether that work provides dignity and sustenance will ultimately define
our economic future more fundamentally than any temporary market correction
or geopolitical realignment. Historically, technological advances have led
to long-term economic growth and new employment opportunities even when
automation has caused short-term job losses. It would be easy to assume
that this pattern will be repeated with artificial intelligence. But this
would be a grave mistake. When algorithms can learn, create, and act
independently, assumptions that have evolved around the automation of
mechanical processes can no longer be treated as reliable guides. The
Numbers Game One of the reasons things will be different this time is the
sheer speed and scale of the transformation that is rushing toward us.
Researchers have calculated that 60% of current job roles did not exist 80
years ago, which is already an astonishing fact. Yet AI promises even
faster and more profound changes to the job market. Recent projections are
sobering: · McKinsey projects that 30% of all hours worked in the U.S.
could be automated by 2030 · Goldman Sachs argues that up to 300
million jobs globally are “exposed” to automation · The IMF suggests
that 40% of jobs are at risk globally, rising to 60% in advanced economies
And these are just the short-term predictions. In the longer-term, many
tech leaders agree with Bill Gates that humans will no longer be needed for
“most things.” So, what’s the “business as normal” prediction? The World
Economic Forum offers a more optimistic forecast: While 92 million jobs
will be displaced globally over the next five years, 170 million new
positions will be created. Not a rosy picture The arguments for the
increases in future roles, however, are far from persuasive. The largest
area of growth, the report argues, will come in very traditional roles like
farm workers, delivery drivers, and food processing workers. Yet these are
precisely the jobs that existing technology can already automate. The
fastest growing roles, meanwhile, are projected to be in technology,
including many new positions for specialists in data analysis, software
development, and fintech engineering. But the assumption that AI will
create rather than take jobs in these fields is optimistic, to say the
least. advertisement The real-world data paints a less than rosy picture.
For instance, while the U.S. Bureau of Labor Statistics predicts an 18%
rise in the number of software developers between 2022 and 2032, recent
research suggests that actual numbers in 2022–2025 figures have declined,
with significant falls in both employment and job openings in this field.
Waves Not Ripples Even in the best-case scenario where AI increases both
overall economic activity and overall employment, major disruptions are
inevitable. If millions of low-skilled jobs are soon to be replaced by
high-skilled tech jobs, we will need an unprecedented global re-skilling
program to ensure that displaced workers can find new roles. Without this,
we risk abandoning millions of workers, and it is no exaggeration to
suggest that the social and political effects of such a move will be
catastrophic. Western nations are still struggling to adapt to the collapse
of traditional manufacturing industries. A new employment crisis for those
who already have the fewest prospects will be devastating. Yet there are
few signs of any kind of organized response at the governmental level. In
the worst-case scenario, these social waves will become a tsunami. Rapid
automation causing widespread unemployment could trigger the kind of unrest
that destroys communities and topples governments. A generation of jobless,
purposeless youth unable to secure entry-level roles because the only
remaining human positions require experience and expertise will pose a
grave geopolitical threat. Macroeconomically, excessive automation risks
create a dangerous demand deficiency—a situation in which our economy can
efficiently produce more goods and services than an ever-shrinking base of
employed consumers can afford to purchase. This creates a paradox for
businesses rushing to automate: the very efficiency gains they seek might
ultimately undermine their markets. Machines don’t purchase smartphones,
subscribe to streaming services, or buy homes. Humans do. When companies
optimize for efficiency without considering employment, they may
inadvertently be sabotaging the consumer spending ecosystem that sustains
them. If AI causes sustained unemployment, the resulting drop in aggregate
demand won’t just harm individual businesses—it could trigger a
deflationary spiral that threatens the stability of the entire economy.
Democratizing Responsibility Automation isn’t inherently negative. Just as
previous technological advances freed us from hard and dangerous physical
labor, AI has the potential to relieve us of many routine burdens that
stand in the way of true human flourishing. But it can only fulfill this
promise if it is thoughtfully integrated into our lives and societies. In
theory, governments could mitigate the economic risks through regulation.
But history suggests that regulatory frameworks rarely keep pace with
technological revolutions. We cannot wait for top-down solutions to emerge.
Instead, we need to democratize both responsibility and leadership when it
comes to managing the pace of automation and protecting the social and
economic foundations on which we all depend. Businesses have a crucial role
to play in this process. They must adopt regenerative leadership that looks
beyond short-term efficiency gains and instead considers the long-term
sustainability of the broader ecosystem. Leaders must recognize that their
employees aren’t merely replaceable resources but also consumers driving
economic demand. This requires shifting from traditional thinking that
focuses on quarterly results to systems thinking that considers long-term
economic sustainability. Companies that embrace this responsibility will
implement automation strategies that enhance human potential through: ·
Preserving entry-level positions. Companies must maintain some starter
roles to develop skilled workers, even when automation seems more
efficient. · Re-skilling and workforce transition programs.
Corporations should fund upskilling initiatives to help displaced workers
transition into new roles, such as managing and curating the workflows of
AI agents. · Recognizing societal interdependence. Businesses exist
within communities in which employees and customers form an interconnected
system, and that system will break down if customers lack jobs. A holistic
view of this symbiotic relationship between companies and the markets they
serve will be essential in the AI age. Choosing Our Future The AI
revolution presents us with a critical choice between unchecked automation
and thoughtful implementation. Each business decision today will shape our
collective future. By prioritizing human well-being alongside innovation,
responsible leaders won’t just be protecting their own customer base—they
will be contributing to the resilience of our entire economic system. The
future belongs not to those who automate fastest, but to those who navigate
this transition with wisdom, treating AI as a tool for augmentation rather
than replacement, and recognizing that true prosperity requires both
technological advancement and human flourishing.The final deadline for Fast
Company’s Next Big Things in Tech Awards is Friday, June 20, at 11:59 p.m.
PT. Apply today.Sign up for our weekly tech digest.This site is protected
by reCAPTCHA and the Google Privacy Policy and Terms of Service
apply.Privacy PolicyABOUT THE AUTHORFaisal Hoque is the founder of
SHADOKA, NextChapter, and other companies. He is a three-time winner of
the Deloitte Technology Fast 50 and Deloitte Technology Fast 500™ awards,
and a #1 Wall Street Journal bestselling author with ten award winning
books to his name. His latest book, TRANSCEND: Unlocking Humanity in the
Age of AI, was named a “must read” by the Next Big Idea Club and selected
as a Financial Times business book of the month MoreExplore
TopicsAIjobsManagementTechnology
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1 month ago
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Fast Company
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data:image/jpeg;base64,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
| 37 |
future of work AI
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2025-06-17 14:02:58
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Embracing Automation: AI, Robotics, and the Future of Work
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https://www.aboutamazon.eu/embracing-automation-ai-robotics-and-the-future-of-work
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Embracing Automation: AI, Robotics, and the Future of Work ... Since introducing robots within Amazon's operations worldwide, we've hired hundreds...
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Embracing Automation: AI, Robotics, and the Future of Work
Written by Stefano Perago, Vice President for International Operations, Amazon
05 May 2025
Stefano Perego speaks on a panel at Journée de l'Economie in Luxembourg
Since introducing robots within Amazon’s operations worldwide, we’ve hired hundreds of thousands of employees to work in our facilities and created more than 700 new types of jobs.
I recently participated in a panel at Journée de l'Economie, an annual conference organised by the Luxembourg Chamber of Commerce, where we tackled a question that’s top of mind for me and many others: ‘Is AI really transforming businesses?’ After our lively discussion, I wanted to share some thoughts on what this transformation actually looks like in practice.
In recent years, there has been much discussion about the impact of artificial intelligence (AI) and robotics on the future of work. Here at Amazon, I've witnessed first-hand how these technologies are transforming our operations. Our experience shows that AI and robotics are not replacing jobs, but rather enhancing them, making our workplaces safer and more inclusive and creating new opportunities for our employees.
It may come as a surprise that people who work with AI and robotics are largely positive about the impact of technology on their work lives. A recent study led by the Massachusetts Institute of Technology (MIT) across nine countries, including France, Germany, Italy, Poland and Spain, found that 60% of workers who have interacted with robotics and AI expect positive impacts on their safety, career development and productivity. The study highlights a crucial point in my opinion: People with more exposure to new technologies tend to have a more positive outlook on them.
I’m proud to say that over the past five years, we have invested more than €700 million in AI and robotics in our European fulfilment centres, deploying over 1,000 robotics systems across the network. Since introducing robots within Amazon’s operations worldwide, we’ve hired hundreds of thousands of employees to work in our facilities and created more than 700 new types of jobs. In our European fulfilment centres alone, more than 50,000 jobs have been enhanced by technological innovations over the past decade.
But it’s not enough to deploy new technologies and create new jobs. It is our responsibility, and the responsibility of all employers, to ensure that employees are comfortable and proficient in using new technologies. Last year we commissioned a study by Ipsos to understand how workers in eight European countries felt about the future of work. That study showed that 89% of people think it...
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1 month ago
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About Amazon Europe
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future of work AI
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2025-06-17 14:02:58
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The future of customer experience: Embracing agentic AI
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https://www.mckinsey.com/capabilities/operations/our-insights/the-future-of-customer-experience-embracing-agentic-ai
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Operations functions are often where the rubber meets the road for the implementation of gen AI strategies and where companies can expect to...
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The future of customer experience: Embracing agentic AI
June 11, 2025
Operations functions are often where the rubber meets the road for the implementation of gen AI strategies and where companies can expect to see early examples of success and further potential.
Let’s look at the next chapter of AI—agentic AI, and how it could unlock the next generation of operational excellence and productivity in service operations. We dig into the high stakes of continued investment in digital transformation and the potential payoffs. We discuss collaborations between the chief information officer (CIO) and COO, and how thoughtful talent strategies can set organizations up for continued digital success.
In this episode of McKinsey Talks Operations, McKinsey’s Christian Johnson talks to Malte Kosub, the cofounder and CEO of Parloa, an agentic AI platform that helps customer-centric enterprises build and manage millions of AI agents for customer support and communication. Joining them are Oana Cheta, a partner in McKinsey’s Chicago office who leads generative AI and agentic AI in service operations in North America, and Brian Blackader, a partner in McKinsey’s Düsseldorf office who spends much of his time working with service providers in the customer service space.
The following conversation has been edited for length and clarity.
Christian Johnson: Oana, let’s start with you. It’s two years after the launch of ChatGPT, and organizations are looking to implement generative AI and agentic AI in their operations. What are you hearing today from clients?
Oana Cheta: Thanks, CJ. I’m excited to discuss how we finally move past experimentation. More than two years in, companies are shifting from AI curiosity to AI accountability. I fully engage in agentic AI execution now. So, what’s top-of-mind for our clients as they move to the next phase? First, return on investment and business impact. Companies are under increasing pressure to demonstrate real, measurable returns from their AI initiatives and justify further investment.
Next, it’s not about automating tasks anymore. It’s about redesigning how work is done. This is not an efficiency play but rather a transformation play. So, deploying AI alone or generative AI alone is not enough. Companies must redesign their processes to integrate AI at the core of their operations. AI should write decision-making, workflows, outcomes, and more. It’s not just an add-on.
Then, of course, there’s a build, partner, and buy decision, and then finally we’re moving into the shift from generative AI to agentic AI. The future is not about managing AI but collaborating with AI agents that think, act, and optimize in real time.
Christian Johnson: Malte, building on Oana’s comment, could you clarify for our audience the links between gen AI and agentic AI?
Malte Kosub: Happy to go deeper into that topic. Everything started with generative AI, which was about creating images, texts, and videos. In the beginning, companies, especially customer support functions, used that technology to run internal FAQs when customers were calling or reaching out.
The second step was creating answers to give the outside world, such as for customers through chatbots. What we’re seeing now is that we’re moving from a generative AI world into an agentic world. Agentic AI is more about a goal-driven approach, where the AI is capable of making decisions and taking actions on behalf of the human.
In this third phase, we see companies implementing agentic AI to get value from goal-driven and process-driven tasks and work. We are already seeing enterprises moving to a fourth phase, in which they are integrating agentic workflows into their dealings with the outside world, and agentic AI is helping customers to solve problems in real time.
Christian Johnson: So, how do companies prepare themselves for the two big transitions you have just described? First, to agentic AI internally, and then to linking agentic AI to the outside world?
Malte Kosub: What is important to get right is to build a process for how to deploy AI agents that actually take action on behalf of a customer. You need to think about how to orchestrate a lot of different AI agents at scale in an enterprise environment. You need to think about how to define the right compliance layers so that the guardrails and all security measures are in place. You need to think about how to simulate and evaluate the millions and millions of conversations in which your AI agents will have to guarantee the highest accuracy possible.
This is a completely new way of implementing AI into an enterprise, and there needs to be the right infrastructure in place to bring agentic AI to the masses. It can bring you significant value. It can transform your customer experience, but you need to start implementing the right processes and the right infrastructure to get there.
Christian Johnson: That’s a good segue, because one of the things we’ve wanted to give our audience is a sense of how these journeys are playing out in organizations today. Brian, what are you seeing with your clients? What are some of the cool and interesting things that they’re starting to do with gen AI and especially agentic AI?
Brian Blackader: It’s certainly an interesting time to be working in this space. If you speak to a hundred different clients, what you’ll find is that 99 of them will tell you, yes, we’re doing something.
The part that gets the most airtime is about copilots, chatbots, and voice bots. What you see there is that most clients that you talk to—95 percent, in fact, when we did a recent survey—are still stuck in pilot phase and only 5 percent are scaled. So it’s not easy. The ones that do it . . . it’s really quite impressive.
Things like copilot solutions and AI coaching, where agents are being fed the information to create a better experience with a customer in a quicker way, those actually have a bit more traction, with between 30 percent and 45 percent currently at scale, depending on the use case. So I think that we’re going to see copilots picking up. We’re going to see voice bots and chatbots improve as the technology improves. But certainly, where we’re seeing the most traction for our clients, where we’re seeing the impact at scale, is on some of the things that I would say are a little less obvious.
Christian Johnson: What are some good examples of what is less obvious, the things that maybe get us out of this traditional customer care space and more into other back-office or mid-office functions?
Brian Blackader: One example is coaching for the agents. We worked with a telco in North America and another one in Europe that have built algorithms that identify opportunities for coaching and for learning for call center and field service agents. The technology is able to intervene and say, “We see that there’s a particular type of call or a particular issue that you’re dealing with in the field and that you’re not doing so well on.”
We produced a customized learning journey for that employee and reviewed its effectiveness. Over a 12- to 15-week period, the algorithm helped by pushing various pieces of content to the agent, from a small video to a PDF—things that take two to three minutes to consume on a regular basis, a couple of times a week. If it’s effective, then we push similar content to people with a similar profile.
Christian Johnson: What sort of metrics are improving in these organizations?
Brian Blackader: We’re seeing improvements across the board, but the first and most obvious one where you can really tie a dollar value to it is a reduction in average handle time—how long it’s taking somebody to handle an inquiry. But more importantly, from a customer point of view, the first contact resolution is improving, meaning that people don’t need to call back to try and resolve their issue because they got it resolved the first time.
Christian Johnson: That raises a great question, because when we talk about implementation, one of the long-standing issues in many organizations is the collaboration that’s needed between the chief operating officer on the one side and the chief information officer on the other. So, Oana, over to you. How are you seeing organizations overcome this kind of long-standing barrier and learn to speak a common language?
Oana Cheta: Alignment between the CIO and COO is critical for success. Without it, we’ve seen companies risk misalignment that may undermine execution and ultimately dilute business value. We’ve seen that joint ownership of outcomes works. Successful companies ensure shared accountability between the two branches. They align business outcomes, tying KPIs and incentives to those goals. AI gets fully integrated into those operations, not just siloed to IT. There’s also a need to embed collaboration into decision-making. As I said, it’s not about technology. It’s how we create those feedback loops where operations in different functional areas like sales would guide AI decisions, ensuring it’s enhancing rather than disrupting daily operations.
The second thing that comes to mind is role modeling leadership. It’s leaders who champion collaboration between IT and operations that are driving true cultural change right now. Coauthored road maps and joint strategy sessions reinforce AI as a company-wide initiative. For instance, at a client that was in the process of defining its vision, the focus was not on where AI fits. It was, what should AI own as we execute on our vision?
To really think through and implement agentic AI, think about it as a team member. The push in this case was “What tasks can we delegate, and how do we measure success?” As AI agents evolve from assistance to fully owning workflows, with humans overseeing and stepping in only where necessary, the COO and CIO and their teams must collaborate closely to design a performance management framework that provides real-time feedback. The specific framework should support agility and adapt to the changing dynamics of a digital or hybrid workforce.
Christian Johnson: What does it mean pragmatically?
Oana Cheta: It will allow both teams to track performance gaps, refine or redefine processes, and ensure human oversight maintains the right balance with automation. By working together, the two offices will ensure a seamless integration of the AI operations while maintaining effective oversight and continuous improvement.
Christian Johnson: Fantastic. Thank you. Brian, how are you seeing this play out in some of your clients’ organizations?
Brian Blackader: The point where the job of the CIO ends and the COO’s begins is starting to blur. In the past, it was a little more clear that the infrastructure needs to work, the telephony system needs to work, the CRM needs to be there, and so on. That was the job of the CIO, and operations needed to deliver the experience. As new technology is delivering the experience, it’s erasing some of those traditional lines. What we see now is that the COO and CIO, or the folks in the role of technology and those in operations, really need to work together in teams to make things happen.
Christian Johnson: And when it doesn’t?
Brian Blackader: If you just make the implementation of agentic AI, or any other technology solution, purely a technology implementation project, it’s more or less bound to fail. From my point of view, it really needs to be both teams working together to make sure that it’s secure, to make sure that it integrates with all the other systems. That’s the job of the CIO, and the operations need to make sure that it delivers impact and that there’s an ROI on these things, because they’re not free. You need to make sure that at the end of the day, you’re able to have measurable results, whereas, if we go back two years ago, people were just trying to do something. Increasingly, the CFO is looking at and asking both the CIO and the COO, “OK, you’ve spent this money; what do you have to show for it?” And both teams are accountable for that.
Christian Johnson: What sorts of cultural or managerial metrics do companies need to rethink to enable this collaboration? Meaning, what’s on the back end, or on the human side of this, that helps this work more effectively?
Brian Blackader: I think that the answer is less about the difference between the CIO’s office and the COO’s office, but rather between operations and whoever owns the front end. What do I mean by “front end”? The website, the app, how customers enter the world of care before they speak to a human. What we often see in organizations is that those have two very different owners. Sometimes they talk to each other, but maybe they don’t. And if you really want to do this right, particularly regarding customer-facing solutions that are speaking to a customer, interacting with a customer, those two departments need to work together.
I would even argue that there needs to be one overall ownership of the entire journey, starting from where you enter and where you end up with a human in the end, which I think is different than how most organizations have thought of this in the past. There’s a digital group that owns the engagement when the human is not involved, even to the point where they might be dealing with a chatbot, and a different group that then deals with the human interaction. I think that line is being blurred, and it becomes very difficult to make it happen if you don’t have that joined up in some way.
Christian Johnson: And Malte, for those that are getting it right, those organizations where the CIO and COO organizations are collaborating increasingly effectively, how does agentic AI itself play a role in the next evolution of this technology?
Malte Kosub: Great question. Because we believe that the customer experience will change more drastically than it has ever changed before, every home page, every app, every customer touchpoint will look different in the next three to five years. Every touchpoint will become conversational, and there may be a personal AI agent talking to customers at each one.
Imagine you’re calling an airline. Right now, you would probably wait in line for 15 minutes, then talk to a different person every single time you called. But now imagine you’re calling an airline, and after one second, your personal AI agent picks up and says, “Hey, Christian, how are you? Have you decided if you want to upgrade to business class for your next flight from New York to San Francisco? If not, no worries, just call me back in 20 minutes.” And in 20 minutes, this same personal AI agent would answer the phone again, and after one second, the AI agent with the same context will say, “Hey, Christian, have you decided? I can help you with upgrading your flight.”
Christian Johnson: But let’s say I’m in a meeting and I can’t call.
Malte Kosub: If you don’t want to call, you could also take out your smartphone and write a message on WhatsApp or iMessage to have a chat about upgrading your flight. And if you don’t want to chat or call, maybe on Monday next week your personal AI agent will send you a message saying, “Hey, Christian, don’t forget about your flight and the possibility to upgrade. We can help you with that.”
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6 days ago
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McKinsey & Company
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
| 39 |
future of work AI
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2025-06-17 14:02:58
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How 2025 Will Change the Future of Work
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https://www.newsweek.com/artificial-intelligence-ai-remote-working-future-reduced-work-week-2007288
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The work week will likely be cut to 3.5 days within 15 years due to AI, an expert told Newsweek.
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How 2025 Will Change the Future of Work
Published Jan 06, 2025 at 11:16 AM EST
By Soo Kim
It's the start of the first full work week of 2025. While some are keen to hit the ground running with their goals and targets for the next 12 months, others may be dreading the work year ahead.
The workplace has seen some major shifts in recent years, from burnout and stress hitting record highs across various professions to "quiet quitting" and more people seeking a better work-life balance and flexible working options.
So, what changes could we see in the workplace in 2025 and could artificial intelligence (AI) be the key to your well-being at work? Newsweek has spoken to various experts on the future of work.
## Could a Drastically Reduced Work Week Be Feasible?
Advancements around AI in the growing age of remote working have sparked fears it could replace the human workforce.
But what if AI can enhance well-being in the workspace, allowing people to work fewer days in a week?
Jamie Dimon, the CEO of JPMorgan, previously floated the idea of a 3.5-day work week in an interview with Bloomberg TV back in 2023.
A study published by Social Science and Medicine in November 2019 found that "there is scope for the working week to be radically reduced."
A study among workers in Iceland, published by Autonomy in June 2021, which trialed a reduced work week of 35 to 36 hours with no reduction in pay, found that "productivity and service provision remained the same or improved across the majority of trial workplaces."
Deborah Perry Piscione, co-author of Employment Is Dead: How Disruptive Technologies Are Revolutionizing the Way We Work, argues that technology and shifting cultural attitudes will drive us toward either a three-day work week or significantly shortened workdays within a five-day structure.
## Will AI Take Over Jobs and Make All Work Remote?
AI's impact on employment and remote work varies across industries.
Kathy Diaz, the chief people officer at global IT services company Cognizant, told Newsweek that while remote work has grown, it is not universally feasible across all industries, such as healthcare, manufacturing and retail.
Several major companies, such as Google, Apple, Amazon and Disney, have issued different return-to-office (RTO) policies.
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5 months ago
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Newsweek
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data:image/jpeg;base64,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
| 40 |
future of work AI
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2025-06-17 14:02:58
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The upskilling imperative: Required at scale for the future of work
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https://www.mckinsey.com/industries/public-sector/our-insights/the-upskilling-imperative-required-at-scale-for-the-future-of-work
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Survey results highlight Americans' willingness to change jobs and occupations—if they can gain the needed skills.
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The upskilling imperative: Required at scale for the future of work
May 13, 2025 | Article
Byline
About the authors
This article is a collaborative effort by Kweilin Ellingrud and Nora Gardner, with Claire Le Barbenchon, Julia Du, and Ryan Luby, representing views from McKinsey’s Public Sector Practice.
Amid overall uncertainty, including about the future that AI will bring, two things are clear. One, jobs and occupations will change as new technologies are used to handle and support more tasks. The transition to AI is already underway, according to the results of the latest McKinsey American Opportunity Survey (AOS) in which roughly 20 percent of employed respondents say that they have used gen AI for work purposes. Two, as work transforms amid the adoption of new technologies, upskilling that enables occupation switching will be even more important than it is today.
By examining respondents’ interest in occupational change, desire for upskilling, and obstacles to getting their desired apprenticeship, education, licensing, or training, we hope to illuminate a workforce deficit and inspire reflection on how it could be improved. We conclude by offering ideas for how companies, educational institutions, nongovernmental organizations (NGOs), and public programs could respond to workers’ desire for upskilling and support a workforce transformation.
The American workforce has historically embraced occupational change—and welcomes it
The pandemic era was a time of accelerated job and occupational switching in many parts of the world, including the United States, as companies closed, workers faced new risks, remote-working opportunities opened, and societies faced general upheaval. Although a historic view of AOS survey data reveals that job switching has subsided since the pandemic, the era had a lasting impact. Over a third of employed respondents in the third quarter of 2024 say they have switched jobs since March 2020, and nearly a fifth report having changed occupations.
The missing ingredient for occupation switching: Upskilling
With tight talent markets in crucial industries including infrastructure, construction, and healthcare—and a job market that is changing as gen AI adoption continues—a flexible and adaptable US workforce bodes well. But, by a considerable margin, respondents who are willing to switch occupations and are open to a new job cite the need for more or different work experience, credentials, education, or relevant skills as the greatest obstacle to finding new employment. This group needs upskilling—both quickly and at scale.
A variety of workers want to upskill, creating a desirable talent pool for employers
Of respondents overall, 42 percent express interest in upskilling or say that they are currently looking for upskilling opportunities. But within particular cohorts, interest in upskilling is even higher, revealing pockets of eagerness and motivation that could be intriguing for employers.
Workers face time and cost barriers to upskilling
Given the widespread desire for upskilling, it’s unfortunate that nearly half of the respondents interested in it cite time and cost commitment as potential barriers to completion, far more than they cited any other barrier.
Companies have a substantial role to play in the coming upskilling wave
Private employers and not-for-profit organizations have the opportunity to take a large role in an upskilling wave. Respondents seeking to upskill in the near future most frequently look to educational institutions (41 percent) and employers (34 percent) as potential upskilling providers.
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1 month ago
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McKinsey & Company
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| 41 |
future of work AI
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2025-06-17 14:02:58
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Taskrabbit CEO Ania Smith isn’t afraid of AI robots replacing human labor
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https://www.theverge.com/decoder-podcast-with-nilay-patel/679470/taskrabbit-ceo-ania-smith-labor-gig-economy-work-ai-automation
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The head of the Ikea-owned gig work platform on what labor looks like in the future.
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Taskrabbit CEO Ania Smith isn’t afraid of AI robots replacing human labor
The head of the Ikea-owned gig work platform on AI automation, the state of the gig economy, and the future of labor.
by Nilay Patel
Jun 9, 2025, 2:01 PM UTC
Today, I’m talking with Taskrabbit CEO Ania Smith. Taskrabbit is one of the original gig worker platforms that’s really focused on work you might need done in your home; it’s been around for nearly 20 years, and you might be surprised to know that the core product has not changed all that much. Taskers can sign up to offer services like assembling furniture, mounting TVs, and helping people move, and they get to set their own prices for that work, which makes it a more of a marketplace than something like Uber.
As you’ll hear Ania say, the difference between Taskrabbit and something like Thumbtack or Angi is that Taskrabbit manages the entire interaction from end to end — it’s not just a directory but also where people can leave reviews, get customer service, and manage all their payments.
Ania describes all this as matching supply and demand, and we talked a lot about where that supply of labor comes from and what it might mean that there are more Taskers than ever right now. That feels like a bit of a recession indicator to me — that’s a lot of people looking for additional income — but Ania had a more measured view and pointed out that there are some Taskers earning a very comfortable living on the platform.
Taskrabbit is also now notably owned by Ikea, which has a lot of interest in how the platform grows and what kinds of services it can integrate into the experience of being an Ikea customer. Assembling Ikea furniture is a core Taskrabbit service, after all, and I wanted to know if there was any pressure to specialize that service or prioritize Ikea work over other companies.
But if you’ve been listening to Decoder recently, you know that the heart of this conversation was about the next wave of user interfaces — particularly, the next wave of AI assistants that can book services like Taskrabbit, DoorDash, Uber for you. Google actually gave a demo of one of its agents going through Taskrabbit’s website a couple weeks ago, and I’m very curious how all these services are thinking about having those kinds of tools step in between them and their customers.
After all, if you’re just asking a voice assistant to get someone to help you mount a TV, you’re probably not using the Taskrabbit website yourself. That’s a big change, and Ania and I talked about it for a while — you’ll hear her say Taskrabbit’s end-to-end focus is the differentiator here and that other platforms will find it hard to compete with that.
Okay: Taskrabbit CEO Ania Smith. Here we go.
_This interview has been lightly edited for length and clarity._
**Ania Smith, you are the CEO of Taskrabbit. Welcome to** **_Decoder_****.**
Thank you for having me. Excited to be here.
**I’m very excited to talk to you. It feels like there’s a lot of change coming to the service economy on our phones. There’s a lot of change in the economy in general that is interesting to talk about. Let’s start at the very beginning. TaskRabbit has been around for a while. You’ve been the CEO for about five years. How would you describe Taskrabbit today? How should people think about it?**
So it’s pretty similar to what it has been. We connect people who need help around the home with a vast network of highly skilled and reliable Taskers who can help you with cleaning, mounting your TV, assembling your furniture, or a range of other tasks around the home. And I think we do that pretty well.
**Taskrabbit was founded in 2008. Many things have happened since then. We’ve gone from a desktop paradigm to a mobile paradigm. Competitors have shown up. There’s Fiverr, which I think of as where you go to get a cheap logo. Do you think of Taskrabbit as expansive into digital services? You’re describing hanging TVs. Is it more of a physical services platform?**
Today it is, and that’s really our focus. It is our vision to become the number one marketplace for home services specifically. There’s a lot of things to get done around the home, everything from putting down mulch and cleaning your gutters to mowing your lawn. Then there’s so much to do inside the home.
There’s also a lot to do with big moments in your life, when you think about starting a family or moving. Moving is a perfect example. You have to clean your old place, clean the new place, pack, unpack, find an actual moving service, mount TVs, assemble. So, there are a lot of use cases where these services are still very much needed.
**One thing that’s interesting about that market in particular is that there’s no shortage of gardening companies, moving companies, or people on Craigslist who will hang your TV for you. There are AV installation companies at the high end. Do you want the companies who are doing customer discovery on the platform or do you want individuals?**
Today we definitely focus on individuals. We’re getting to a point where half of workers in the US are actually gig economy workers. That means many things, right? Not all of them are doing furniture assembly, but many are using these platforms to find additional work and to have the flexibility to transition between different stages of life. That’s what we focus on, and those are the people who we want to help.
We’re here to provide a meaningful income to folks who need it. There are a lot of people who may be between jobs or students who have time on weekends or during the summers, and there’s a lot of opportunity to make a pretty good living on Taskrabbit. An average hourly pay is close to $50 an hour, and in some markets, it’s well over $50. So, there are a lot of great opportunities to make a meaningful income for yourself and your family.
**When you say meaningful income at $50 per hour, that’s not a full-time work week at $50 an hour, right? That’s piecework. How much are people making on the high end on Taskrabbit?**
We have people making well over $200,000 a year. It’s been a couple years now, but there was a Tasker I spoke with who was a student at NYU. One of his friends was moving and using Taskrabbit. He had never heard of Taskrabbit, so he looked it up. This was 2022 or 2023, and he said, “Hey, maybe I can do this while I look for a job.”
So, he got smart and figured out how to mount TVs fairly quickly just by learning it on YouTube and really optimized his jobs. He could sometimes mount as many as three TVs in an hour in Manhattan. This is all he did for his first year after graduation, and he made well over $200,000 a year.
**Is that sustainable? I know a lot of people in the industry who have AV installation companies, for example. They go from that to “I’m going to design you a home theater system” to “I’m going to sell you the components of that at some high margin.” That’s how you build your business. But that’s different from “I’m going to install a lot of TVs every single day for the rest of my life.” Is something like that totally sustainable on Taskrabbit?**
No, but how many people have the same job for the rest of their lives? We have Taskers who’ve been here for five, six, or 10 years, which is great. Sometimes they leave, they come back, and they leave again. It just really depends on what’s going on in their lives. We want to make sure that we provide the opportunity. If people do want to come and earn an income, we’re here to help them do that. For us, that means getting as many jobs as possible so that we can make sure our Taskers have jobs that they can do.
**So, $200,000 is the high end. It’s a great, shiny number. What’s the median?**
I don’t think that I know the median. It really depends on the market. There’s obviously liquidity and density questions, and it also depends on the category. Many of our Taskers are not working what you would consider full time. They are doing this as a stop measure in between gigs or just in the evenings. So, we don’t really track the median earnings because everyone has such a specific and different use case. What we think about is what are your weekly targets for earning if you want to work as much as possible in a week,and how can we help you reach those targets? We find that that’s what Taskers really resonate with.
**What are the biggest markets for you?**
New York City is by far our biggest market, and it has been probably since we launched there [in 2011]. But we have a lot of growth in our secondary and tertiary markets. Also, we’re now in eight countries. London has become a huge market for us, which is really exciting to see. Toronto is a big market as well. Obviously, the Bay Area is still our home, and so we have really great brand equity there. LA is a big market. We’re now in hundreds and hundreds of cities across the globe. It’s fun since sometimes we get into competitions to see which city can grow faster, but they all have different trajectories.
**Is the action mostly in cities?**
Today, yes. As you know, we’re [owned by Ikea](https://techcrunch.com/2017/09/28/ikea-buys-taskrabbit/), so we also definitely think a lot about how we can support the Ikea business and support Ikea customers who want their furniture to be assembled and delivered. In the US, we also do delivery for Ikea, and so we make sure that we can cover all Ikea stores. Most of them are not located in urban city centers, and they’re much bigger in Europe. So, a market like Germany has 50 to 60 stores, which is the same as the number of stores in the US but the US is triple or quadruple the size of Germany. It’s much more densely populated, and we want to make sure that we cover all the Ikea markets.
**I want to come back to the Ikea relationship because I think that is super interesting. It’s been several years now and I’m very curious how that has developed. But I want to stay focused on the cities for one second. I lived in New York City for a long time. Now I live in the suburbs. When I moved to the suburbs, I just started buying more and more tools. It’s just a thing that happens when you move to the suburbs. I didn’t have the space to have a bunch of tools and capabilities in my apartment in New York City. Is that why there are bigger markets in the cities? People just don’t have the stuff or the skills?**
I think it has to do a lot with market density and liquidity. You want to be closer to the jobs, but I would say the suburbs are our fastest growing markets overall compared to cities because there is just a lot of opportunity. When we moved to the suburbs, my husband was also very keen to buy tools and start doing work around the house, and that didn’t turn out very well for us. Maybe it turns out well for others, but we still have Taskers here quite often because there’s just a lot of work to do. You have more square footage, and by definition, every single additional square foot will require more work. So, we see a lot of potential in the suburbs as well.
**One of the things that is interesting to me about the broader economy, as you’re describing it, is the people who want to fill their time with work. They want to make more money and see the opportunity and that liquidity in the market. But that supply of effort requires time, right? People’s time isn’t being filled with their full-time jobs. They’re between jobs or they might be out of a job. Do you see a correlation between the health of the overall economy and the Tasker supply?**
We do. For around the last three years, we’ve definitely seen more supply than we can handle on the platform. We now have waitlists in many cities because we don’t want to onboard a Tasker and then not be able to provide them with jobs. It’s sort of a false premise. I want to make sure that if you are on our platform, there’s work for you to do. As the economy has changed over the last few years — especially over the last couple of years...
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1 week ago
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The Verge
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data:image/jpeg;base64,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future of work AI
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2025-06-17 14:02:58
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Future Of Work in AI an Era: Know the Skills That Can Scale Your Work
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https://www.entrepreneur.com/en-in/news-and-trends/future-of-work-in-ai-an-era-know-the-skills-that-can-scale/489078
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The three primary pillars of a strong AI foundation are data engineers, data scientists and data science engineers.
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Future Of Work in an AI Era
Entrepreneur's Tech and Innovation Summit in Bengaluru, explored how awareness and a hunger for upskilling can actually help employers and employees pivot the complexities which arise with technological boom.
By Entrepreneur Staff Mar 26, 2025
You're reading Entrepreneur India, an international franchise of Entrepreneur Media.
In the age of artificial intelligence (AI), businesses are responsible to help employees learn new skills. Skill set is an asset. This asset needs constant upskilling as it helps simplify and improve processes that would otherwise be tedious, difficult, and time-consuming. For employers considering whether their workforce needs to upskill and reskill, the challenge is to understand what skills exist in the organization. Spotting the requirement of the right skills will map the jobs of tomorrow.
Entrepreneur's Tech and Innovation Summit in Bengaluru, explored how awareness and a hunger for upskilling can actually help employers and employees pivot the complexities which arise with technological boom.
Broadly, the AI skill set can be divided into foundational and application. "The broad based skills are probably waning. However, the skills required to consume AI and benefit from it, are right now in demand. If I had to put a number to it, I would say 20 percent would be in the base kind of foundational stuff and 80 per cent in the application of AI perspective," said Narayana Shankar CTO and Head of AI, Data Engineering and Analytics, Zensar Technologies.
As different organizations are developing AI products, one question that looms large is… how to enable the rest of the business with those AI products? Explaining this, Ramgopal Prajapat Senior Vice President, AI & Data Science, All Cargo Logistics, said, "For us, we focus on leveraging AI for employees' day-to-day operation. When it comes to using AI tools in the day-to-day operations or work, sometimes employees have their own resistance or hesitation in using these. So, our main focus is on educating our employees, this helps us navigate the potential challenges when it comes to embracing new skills."
One needs data for everything. The three primary pillars of a strong AI foundation are data engineers, data scientists and data science engineers. "The role of data engineers is to get the pipeline going. Data scientists and data science engineers actually work on the models and deliver the results. These primary roles are a must," said Kanhaiya Gautam CTO, Lentra.
As technology is rapidly evolving, the basic foundation lies in utilizing what's available. "The first thing I would say is people should start using AI tools to boost their productivity. Using the freely available AI tools is the first skill. For different verticals, there are different tools. Identifying the right tool for honing one's skills is non-negotiable now," said Kavya Vivek Kadapatti CTO, Viki.AI.
As workers and organizations carry out their daily tasks, many of them may discover that AI and other new technologies have so significantly altered the nature of work, that in effect they're in completely new fields. The only way to thrive is to upskill.
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2 months ago
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Entrepreneur
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ztLb6JkVqDMGZQT4gC5H/yMY/aZ/GvpHdGSEOJloVH9qbiw2ma23TyYOTjRr76wYP8A2CffKE+l6KOOfLWjjVGdZi5UWLbjr64NoyShz9P5kakfKfWS2ZktKqsbgIlge1wMMmCAGJkMskaty5HWxsNLEW2xKkypAlxwMif2d51JoXmCaQarb2tGbXwnb46wyn/hIlHXALX1aqAF0M1h0vrTf8Thvsrwqf8AadqeJf8A1hsu2mq7doP1GC9s/wCOP/Q/mU0Pi+/pIrNYo40blxon+FbYwaycierqYk8ZqmVTwtl1wD/ES9R74oSe9MOgHxD+gjf6OiVqq1FJCBEIUdL774YpANq5+sR7YUd0DjjP/9k=
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future of work AI
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2025-06-17 14:02:58
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Why the future of work depends on the future of learning
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https://hrmasia.com/why-the-future-of-work-depends-on-the-future-of-learning/
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Dr Samson Tan reflects on Singapore's future-ready workforce, sharing insights on AI, lifelong learning, and evolving adult education...
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Why the future of work depends on the future of learning
Dr Samson Tan reflects on Singapore’s future-ready workforce, sharing insights on AI, lifelong learning, and evolving adult education models.
Josephine Tan
June 17, 2025
The Adult Learning Xchange (ALX) 2025 was held from 29-30 May 2025 under the theme “From Wow to How: Unleashing Human Brilliance with AI”. When adult educators, researchers, and industry leaders gathered at the Adult Learning Xchange (ALX) 2025 from 29-30 May, one message rang loud and clear: The future of adult education lies at the intersection of human potential and AI.
Organised by the Institute for Adult Learning (IAL) and supported by SkillsFuture Singapore, this year’s ALX carried the provocative theme: _From Wow to How: Unleashing Human Brilliance with AI_. It was more than a showcase of innovation—it was a call to action for the training and adult education (TAE) sector to evolve alongside the fast-changing world of work.
Attendees engaged in fireside chats on the human-AI interface, joined masterclasses led by global experts from Harvard University, Micron Technology, and the University of Kentucky, and explored cutting-edge learning tools through an immersive technology showcase. But beyond the excitement, a deeper conversation took shape—one that continues to resonate.
“Progress hinges on collaboration,” Dr Samson Tan, Director of Learning and Professional Development at IAL, told _HRM Asia_. “ALX exemplifies this by creating a forum where educators, industry leaders, and innovators converge. This synergy is critical for fostering the exploration and experimentation of novel approaches to adult learning, which we are confident will be indispensable for future success.”
This year also marks the 10th anniversary of the SkillsFuture movement, a fitting backdrop for ALX’s forward-looking agenda. Reflecting on the decade, Dr Tan emphasised a shift that is quietly redefining workforce development: moving beyond academic qualifications as the sole marker of professional readiness.
“We must cultivate a more dynamic and equitable system where demonstrated skills—regardless of their provenance—become the primary conduit to professional opportunities,” said Dr Tan. “This shift requires a thoughtful redesign of how we structure job roles, foster career progression, and support continuous learning and development within the work environment.”
To enable this shift, IAL continues to invest in the professionalisation of adult educators through structured development pathways, recognition frameworks, and exposure to new pedagogical approaches.
“To future-proof our workforce, we must first invest in the educators who guide and shape the learning journeys of others,” he added.
Much of ALX 2025 focused on how AI is reshaping learning and work. While Singapore’s workforce has long been praised for its adaptability, Dr Tan noted that new capability gaps are emerging—particularly in data literacy, AI fluency, and confidence with tech adoption.
“The shift to an AI-driven economy presents a steep learning curve,” he acknowledged. “These aren’t only technical gaps—they’re also about mindsets and comfort with change.”
In response, IAL has launched over 10 Continuing Professional Development (CPD) courses on AI in pedagogy, drawing more than 800 participants over the past two years. A bold step further is IAL’s pilot of AI Learning Companion Avatars—conversational digital guides that offer real-time feedback, reflection prompts, and adaptive support during microlearning sessions.
“While this pilot is still in its nascent phase, the preliminary feedback has been notably positive,” said Dr Tan. “At its core, technology’s fundamental purpose is to create value for humanity, not to pose a threat. Through thoughtful application, technology can enhance our collective human experience. Our primary obligation is to empower the workforce, cultivating the assurance necessary to harness these tools for constructive and beneficial outcomes.”
And as the workforce becomes increasingly multigenerational, spanning Gen Z to employees in their 60s, IAL is also rethinking how learning is designed and delivered. Flexibility, accessibility, and personalisation are key.
“Every generation learns differently,” said Dr Tan. “Gen Z might prefer self-paced microlearning on their phones, while older employees often appreciate more structured, guided learning environments.”
To this end, IAL is embedding Universal Design for Learning (UDL) principles in educator training, advocating blended formats and bite-sized content delivery. The AI avatars mentioned earlier are also designed to feel intuitive regardless of age or background—an effort to make learning not just smarter, but more human.
“Ultimately, our role is to make learning feel relevant, empowering, and human, no matter where someone is in their career,” he concluded.
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14 hours ago
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HRM Asia
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future of work AI
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2025-06-17 14:02:58
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AI and the future of work
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https://www.cam.ac.uk/stories/AI-and-the-future-of-work
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There is no future of work without AI. Whether it's automating tasks, collaborating on creativity, or redefining decision-making processes, AI is reshaping the...
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## AI and the future of work
By Karly Drabot
Published May 2025
As part of the University of Cambridge and KPMG Future of Work partnership, we bring together expert perspectives on some of the big issues facing organisations and the workforce.
There is no future of work without AI.
Whether it's automating tasks, collaborating on creativity, or redefining decision-making processes, AI is reshaping the way we work – and think about work.
So, how will it affect our roles and workplaces? And how can we, as individuals and organisations, prepare for this new reality?
Three leading experts at the University of Cambridge and KPMG UK’s Head of AI share their insights.
First, we need to keep in mind that “AI is a moving target because it is the frontier of what we’ve developed so far,” says Virginia Leavell, Assistant Professor of Organisational Theory and Information Systems.
And, as we imagine and plan for the future of AI, we're not just predicting it —we're actively creating it. If the dominant discourse is that AI is going to lead to existential threats to humanity and mass job loss, “this matters because people will make decisions now on the basis of that anticipated future,” says Leavell.
How, then, should we be thinking about AI and its role in the future of work?
## AI and creativity
Some of the excitement people have for AI comes from the expectation that, by making administrative tasks more efficient, it frees up time to focus on more creative work. But what if AI can do the creative stuff too?
David Stillwell, Professor of Computational Social Science, explores this question and how it may impact organisations and workers.
“Our research shows that AI is as creative as the average human right now. It’s almost bang on the 50th percentile,” says Stillwell.
Stillwell believes the most-likely future will involve collaboration between the two, whereby AI acts as a team member (you say some things, it says some things in response, and you go back and forth), or an idea generator (you get it to list 50 ideas and then you pick the best ones), or a sounding board (you come up with the ideas and it tells you what could go wrong and what to look out for). “We don’t know yet which is the most successful approach to use – or when.”
“Another key question we are researching is, who benefits from this collaboration? Is it people who are already creative that get even better, or does it help those who struggle with creativity?” Stillwell asks.
Along with creativity, Stillwell is looking into other OECD 21st century skills – skills considered critical for the future – like critical thinking and problem solving:
"We’re doing research on teams of AI collaborating together. They are assigned different roles or expertise and you get them to talk to each other to come up with the best ideas.”
Those organisations that are embracing aspects of AI are already seeing productivity benefits.
Leanne Allen, Head of AI at KPMG UK said: "Many organisations are already designing, building and implementing AI, enhancing productivity by augmenting human capabilities such as summarising and drafting documents, drafting emails and fast information retrieval over curated knowledge bases. This is the first wave of AI implementation.”
As AI moves into areas previously thought to be exclusively human and can collaborate not only with humans but with other AI, we may need to reimagine what skills will be most valuable for the future of work.
Allen added: “Many organisations have already entered the second wave of AI agents that are bringing greater effectiveness and accuracy in addition to efficiencies such as in fraud detection, tracking customer behaviour or medical imagery.
As the effectiveness of AI grows, so will the controls for responsible use. Future waves will then see AI transform business models and operating structures, altering the skills needed for today’s roles towards value-added work and critical thinking.
“However, to be successful in these future waves, the focus needs to be on adjusting workloads as replacing mundane tasks with continuous critical thinking, problem-solving and decision-making is not sustainable and could lead to cognitive overload and burnout in employees.”
## Making sure organisations are ‘human-centric’
Given that AI can perform tasks ranging from administrative to creative, does this mean fewer jobs for people? It doesn’t need to, Stillwell argues.
He explains: “There’s usually more demand than there is ability to service that demand. So, organisations that integrate AI, while keeping the same number of employees, are going to have more efficiency, which means more clients or productivity, and therefore more money."
"For example, if AI can automate some animation, it doesn’t have to mean that we need fewer animators, it can also mean that more animation films are made. And then society also benefits because there's more art in the world.”
The integration of AI into work may be inevitable, but how organisations choose to integrate it is not. It’s not just about implementing technological change; it's about ensuring workplaces remain human-centered amidst it: using technology to enhance – not replace – humans.
Allen shared: "Technological change necessitates a learning curve, making it crucial to provide training alongside these new technologies, to both manage risk but also maximise employee capabilities and give them the tools to engage."
"At KPMG UK, we provide comprehensive learning and development opportunities around AI, including courses like our AI for Leaders and AI ethics programmes. We have also developed a set of bespoke KPMG tools to help employees with AI adoption as well as using third party solutions such as Microsoft Copilot."
"For the past two years, we've engaged colleagues across our business through our 'Summer of AI' initiative, providing colleagues with insights from industry experts on advances in AI, deep knowledge sharing sessions, hackathons and much more."
However, while human-centered organisations place individuals’ needs and well-being at the core of organisational decisions and practices, the idea of human-centered organisations is “meaningless if it overlooks inequalities within the organisation,” says Eleanor Drage, Senior Research Fellow in AI Ethics.
As Drage puts it, “which humans are we centering around?_”
## Ethical considerations
Indeed, as AI becomes more embedded in people’s working lives, ethical considerations are critical.
“It is very important that AI can be trusted for it to be fully accepted across industries and society and ethics must play a big part in that,” Allen explains.
“Organisations need to ensure they are designing, building and using AI in a responsible and ethical way. Aligning to ethical principles such as transparency, fairness, accountability, and security are critical for this.
"However, ethics aren’t clear-cut. It’s a grey area requiring diversity of thought on what is and isn’t ok, as well as identification and mitigation of risks, including potential bias and harms.”
One of the primary concerns is that AI is perpetuating bias in decision-making processes, such as hiring. AI systems are trained on data, and if that data reflects societal inequalities, the AI can reinforce these biases.
“AI is only as good as the data it is built upon, so if you have a historically biased, incomplete or unrepresentative data sets, you are likely to get biased results,” Allen added.
In response to this, some companies suggest we train AI to debias recruitment processes by removing information on things like gender and race.
However, "it’s a real problem if people think that AI can simply remove bias from the hiring process by deleting or ‘scraping’ away aspects of people's identities, like race and gender, as some of these AI hiring companies claim," Drage warns. This approach, she explains, is based on a fundamental misunderstanding of what diversity really means.
“Improving diversity is not about injecting more women or more people of colour at the beginning of the corporate journey. It’s about addressing the culture and inequalities entrenched within the organisations."
"This cannot be outsourced to AI. It's about doing the hard work, addressing things like equal pay and microaggressions. It's going to feel difficult. If it doesn’t, it probably won’t work.”
On the other hand, Drage advocates for using AI technologies in recruitment for job specifications. “AI is very good at using pattern recognition to point out, for example, the use of language in job specs that might be inadvertently appealing more to male or female candidates – so let’s use AI for that.”
## What do we need to do now?
AI is reshaping roles, organisations, and industries. So, how can we, as workers and leaders, prepare for this new reality? Our experts have some recommendations.
### Key actions for workers
Actively engage in technological change – when and where possible.
Stay informed about AI developments in your sector. This can be useful for identifying how you might like to upskill or reskill.
If you can, use AI tools to assist with your work. Get familiar with their capabilities and limitations.
Leavell suggests that you should see yourself as an agent of change. “The way the AI tools are right now, everything you do is being fed back into the model, so you are literally building it.”
Stillwell encourages people to remember the popularised phrase, “doctors won’t be replaced by AI, but doctors who use AI will replace those who don’t."
AI tools will continue to become increasingly powerful, but they will still rely on human input and oversight.
### Key actions for leaders
Allen believes that: "Leaders need to take a strong and clear governance approach that looks at AI's alignment with the organisational strategy, risk elements such as ethics and regulatory compliance, and technical elements such as data and systems."
Organisations should set up systems for employees to experiment with AI tools. "This must be done in an environment where mistakes are seen as learning opportunities rather than failures, which is crucial for innovation," Leavell explains.
“And organisations need to incentivise employees to share what worked, so the organisation can roll it out,” Stillwell adds.
In sectors where workers may have less agency to experiment, leaders need to ensure that AI isn’t being implemented in a top-down way that alienates the very people it’s supposed to support.
For AI to be integrated effectively, and for organisations to be truly human-centric, workers need to be involved in how AI is used in their roles.
Leavell says: “There should be time spent on truly figuring out what employees want the technology to do, so that they can build the AI in a way that improves their work and their lives.”
Drage adds: “It’s important to integrate AI in a way that builds employee trust. Otherwise, you won't have the employee buy-in that you need.”
The integration of AI in workplaces is a cultural change just as much as it is a technological change.
“Think about the way you frame the use of AI in your organisation: it should be seen as an enabler and an opportunity, not a threat,” Allen suggests.
As Leavell summarises: "We need more people and more diversity in the room when talking about AI and the future of work. We need workers in the room, not just managers and developers."
"And we need to talk about it in a way that's radically different from the way it’s usually discussed – because what people think is possible and probable for the futureshapes the decisions and actions we make today.”
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1 month ago
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University of Cambridge
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data:image/jpeg;base64,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future of work AI
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2025-06-17 14:02:58
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To Fear or Not to Fear: AI and the Future of Work
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https://www.industryweek.com/technology-and-iiot/emerging-technologies/article/55289465/to-fear-or-not-to-fear-ai-and-the-future-of-work
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To Fear or Not to Fear: AI and the Future of Work ... There are practical limits to the technology, related to the difference between explicit and...
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To Fear or Not to Fear: AI and the Future of Work
May 9, 2025
Stephen Gold
Recently at Phoenix airport, I hopped into a taxi and, as driverless ride-hailing services moved alongside us on the highway, the driver asked me what I thought about the advent of AI. Before I uttered a syllable he launched into a diatribe about the dire consequences for human employment—in the era of AI, he exclaimed, humans will ultimately end up with no work prospects and no wages.
I could have argued that it’s indisputable that AI—from machine learning and deep learning to large-language models—will bring dramatic beneficial advancements to critical sectors such as healthcare and manufacturing (e.g., see Manufacturers Alliance’s recent report, Manufacturing Intelligence). Still, there are some serious concerns about the advances made in AI, particularly in the hands of criminals and political kleptocrats—think increased cyber risks and deep fakes—as well as in the dramatic uptick in the amount of energy needed to run data centers. But human employment isn’t high on my list of concerns.
Why not? Because of “Polanyi’s Paradox”—the concept that because humans know more than we can describe, it dramatically curtails the capacity of AI to mimic certain critical human abilities.
### Luddites and ATMs
More on that in a moment. But first: fears of technology replacing human labor are centuries old. Automation has long been a bugaboo among workers, starting with 19th-century English textile laborers—“Luddites”—who took to destroying any new machinery purchased by textile factory owners. As technological advances increased the capabilities of automation, cries of alarm continued. And yet, the opposite occurred. As MIT economist David Autor observed in a 2015 paper in the Journal of Economic Perspectives, over time, while workplace technologies may substitute for labor, any labor that cannot be substituted—and there are many examples—are generally complemented by technology. In effect, helping, not hindering.
Take the dire consequences predicted for bank workers as ATMs in the country quadrupled between 1980 and 2010. Instead, the number of bank employees increased. ATMs reduced the number of cash-handling tasks, but technology provided new data on customers and new opportunities for institutions to become more involved in relationship banking. Tellers became sales representatives.
But, you’ll argue, AI is different. Automation may complement blue-collar jobs, but AI will take over professional occupations that require intricate thought processes, as it not only substitutes for but serves as a dramatic improvement on human brain function. As Pew Research Center researcher Rakesh Kochhar told a Forbes writer last year, “[AI] is reaching up from the factory floors into the office spaces where white-collar, higher-paid workers tend to be.” Particularly jobs focusing on data analysis, financial reporting, and repetitive administrative tasks. This, of course, was the same risk that bank tellers faced four decades ago, and we know how that worked out.
### Polanyi's Paradox
[Which brings us back to what AI can and, practically speaking, cannot do. In the 1960s, the British-Hungarian philosopher Michael Polanyi theorized that there are certain kinds of knowledge we cannot articulate. For example, how do you describe intuition, insight, morality and experiential wisdom? MIT’s Dr. Autor took this to its logical conclusion: if you can’t articulate it, then you can’t program it, and if you can’t program it then a machine won’t be able to achieve it. This he called Polanyi’s Paradox.
Thus there are practical limits to AI, related to the difference between explicit and tacit (or implicit) knowledge. In math, we can describe processes that with data collection and analysis can be taught to students from grade school through graduate school. That’s explicit knowledge, which enables us to program a computer to use artificial neural networks to analyze and learn from data, i.e., deep learning. But many human activities use a cognitive ability we understand intuitively but cannot clearly explain. This is implicit knowledge. How does a critic explain the difference between the creativity of Monet and Degas or of Hemingway and Twain? How does a psychotherapist diagnose marginally different psychological disorders? How does a CEO explain her reasoning behind a business decision to acquire a specific firm? How does an HR professional know which of the candidates applying for a manufacturing facility is truly the best fit?
This latter challenge, in fact, stands out in a joint study to be published in May by Manufacturers Alliance Foundation and American Fidelity. While top HR executives at manufacturing firms are turning to AI to aid in certain processes requiring data analysis, such as recruiting and onboarding employees, they express concern over the inherent risks of bias. They also overwhelmingly believe that psychological wisdom and empathy—forms of implicit knowledge—out of necessity must play a significant role, elevating the value HR professionals bring to their employers.
### Winning vs. feeling
Human subjective experiences, beliefs and empathy are core to another insurmountable hurdle that will prevent AI from superseding humans in the workforce. As Dr. Tom McClelland at Clare College observed, it’s one thing to win a game of chess; another thing to feel the excitement of victory. That’s because those internal processes stem from human consciousness, which plays a fundamental role in the evolution of humans—biologically, culturally and behaviorally, all of which are the foundation of labor in our societal structure. You can’t program consciousness—mountains of literature and research have been published on the subject, and yet we still can’t agree on what it is.
These obstacles to AI’s complete domination of human labor don’t necessarily benefit my Phoenix taxi driver, who must compete with driverless cars. But it should give us an appreciation for the fact that we’ve been here before—and that ultimately, despite the most dire of predictions, technology has improved, not diminished, our quality of life over the centuries.
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1 month ago
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IndustryWeek
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| 48 |
future of work AI
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2025-06-17 14:02:58
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Think 2025 On Demand | Usher in the future of work with AI agents built for the enterprise
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https://www.ibm.com/think/videos/think-keynotes/ai-agents-enterprise
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Learn how companies are developing AI agents that act with greater autonomy, then scale them across diverse environments to deliver impact...
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Usher in the future of work with AI agents built for the enterprise
06 May 2025
Manage and scale your AI assistants and agents, and future-proof your investments
Manage and scale your AI assistants and agents, and future-proof your investments
Among organizations that have adopted generative AI, only 33% report implementing generative AI into functional processes (IBV). For enterprises to seize productivity gains from AI, it needs to be easier for the people using it day-to-day. For many, that means better integration with the many workforce tools employees already use. Learn how companies are developing AI agents that act with greater autonomy, then scale them across diverse environments to deliver impact across their business. Discover how to manage your AI assistants and agents in a more unified, adaptable experience that safeguards both current and future investments.
Speakers
Ritika Gunnar, General Manager, Data & AI, Software, IBM
Peter Doolan, Chief Customer Officer of Slack, Salesforce
Magesh Bagavathi, SVP, Chief Data & AI Officer, PepsiCo
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1 month ago
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IBM
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data:image/jpeg;base64,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
| 49 |
future of work AI
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2025-06-17 14:02:58
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Maybe AI Will Replace Your Job, but Such Predictions Are Hard to Make
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https://www.aei.org/economics/maybe-ai-will-replace-your-job-but-such-predictions-are-hard-to-make/
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Anthropic boss Dario Amodei's buzzy warning that artificial intelligence could vaporize half of entry-level white-collar jobs within five...
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Maybe AI Will Replace Your Job, but Such Predictions Are Hard to Make
By James Pethokoukis
June 12, 2025
Anthropic boss Dario Amodei’s buzzy warning that artificial intelligence could vaporize half of entry-level white-collar jobs within five years makes for gripping headlines. But his forecast of 10–20 percent unemployment deserves scrutiny, not panic. Worries of a robopocalypse for the labor market should take comfort from a new Dallas Federal Reserve study. Researchers there offer evidence that Silicon Valley’s latest doomsday prediction is more likely hysteria than economic history in the making.
In the recent analysis “Will AI replace your job? Perhaps not in the next decade,” economists Mark A. Wynne and Lillian Derr examine what happened to jobs that experts deemed “computerizable” a decade ago. Their findings should humble today’s gloomy AI prophets.
Nearly half of American jobs faced obsolescence by machines, according to a widely referenced 2013 Oxford University study in which economists meticulously assessed the computerization risk of 700 occupations. They famously concluded that 47 percent of America’s workforce was vulnerable to its silicon competitors. Tax preparers, insurance underwriters, and data entry clerks were supposedly on the chopping block.
Yet a decade later, the correlation between computerization risk and actual job losses? From the paper:
… we looked at whether changes in the growth rate of occupations from 2003–13 to 2013–23 were correlated with Frey and Osborne’s measures of computerizability. …Again, there is no correlation between an occupation’s change in growth rate and its susceptibility to computerization … [pointing] to the idea that Frey and Osborne’s computerizability concerns did not have as significant an effect on the workforce as perhaps anticipated.
Fast forward to 2025: AI anxiety has shifted to teachers, architects, and political scientists, according to a new study that attempts to identify occupations most vulnerable to automation from generative AI. Only telemarketers appear on both death lists.
The Bureau of Labor Statistics—whose employment projections “have historically been fairly accurate, according to the Dallas Fed researchers—sees no AI-driven employment collapse ahead. Their latest 10-year forecast shows many AI-exposed occupations actually growing. Statisticians, despite being prime AI targets, are projected to thrive.
True, the BLS assumes “technological progress will be in line with historical experience.” They’re not modeling a scenario where AI achieves superintelligence capable of replacing all remote work, much less super-capable robots handling physical tasks. If AI truly breaks out and moves to full human capabilities or beyond, all bets are off (although I still think there will be lots for human workers to do). But that’s precisely why the Fed study matters. It shows how consistently we’ve overestimated technology’s disruptive power.
From the report’s conclusion:
There is very little evidence of artificial intelligence taking away jobs on a large scale to date. Correlation between AI exposure and the projections of job growth or decline over the next decade remains low. Furthermore, just 10 years ago, our concerns about which jobs were at risk were quite different from the ones we are concerned about today, demonstrating that such considerations evolve. Many jobs once feared to be at risk did not end up showing major decline in employment data.
AI is such a rapidly changing field, we do not know much about its ability to one day have a large overall workforce impact, especially as current studies are mainly speculative. However, like the many technological changes that came before it, AI is a tool. Though rapid improvements in AI capabilities could lead to large workforce effects, over the next decade that worry can be tempered by the current data and the fact that concerns about technological unemployment are not new and rarely come to pass as first anticipated.
So for now, best to stick with the lessons of history, which are clear. Steam engines didn’t create permanent mass unemployment. Computers didn’t eliminate half of jobs. ATMs didn’t end bank tellers. Each technology transformed work rather than destroying it. AI will likely follow suit, augmenting human capabilities rather than replacing humans wholesale. The Dallas Fed’s analysis offers a sobering reminder: When Silicon Valley predicts a job market disruption, bet on evolution, not extinction.
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4 days ago
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American Enterprise Institute
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data:image/jpeg;base64,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
| 1 |
AI job predictions 2025
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2025-06-17 14:03:01
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Virtual Interviews and AI Recruiting: What Graduates Need to Know About the 2025 Job Market
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https://www.stjohns.edu/news-media/johnnies-blog/graduate-hiring-trends-2025-job-market
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Learn how students at St. John's University in Queens, NY, can prepare for 2025 job market shifts—including virtual recruiting, AI...
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Virtual Interviews and AI Recruiting: What Graduates Need to Know About the 2025 Job Market
May 21, 2025
By Toni Critelli
The job market is changing fast—and if you’re a current or future college student planning your next move, staying informed can give you a real edge.
To help you stay ahead, we’re sharing expert insights from a recent St. John’s Parents and Families webinar featuring Amberly Jaycox, Director of Employer Relations at The Lesley H. and William L. Collins College of Professional Studies. In the conversation, she breaks down what students can expect in 2025 and how to prepare now for a successful career path.
2025 Hiring Trend: Virtual Recruiting
The way employers recruit talent has changed over the years. As companies continue to embrace digital tools, students entering the job market must adapt to a new normal that often starts with a screen instead of a handshake.
“One major trend we’re seeing in today’s job market is the shift to virtual recruiting,” said Ms. Jaycox. “It began before COVID, but accelerated during the pandemic and is here to stay.”
Many employers now use platforms such as Zoom or HireVue, where you may record your responses to preset interview questions instead of speaking face to face. It’s often the first stage of the hiring process.
“This can feel intimidating,” she added. “But understanding what to expect helps students feel more confident.”
Pro tip:
Practice recording your answers to interview questions to help you feel more confident on camera.
The Latest Job Outlook for the Class of 2025
Here’s the good news: “Hiring projections show a 7.3 percent increase for the Class of 2025 compared to 2024,” according to Ms. Jaycox, citing data from the National Association of Colleges and Employers (NACE).
“While industries may shift, overall, the data points to more opportunity—so students can feel optimistic.”
Top Skills Employers Want on New Grad Résumés
According to NACE’s Job Outlook 2025 survey, “nearly two-thirds of employers reported using skills-based hiring practices.” Some of the key attributes employers look for on new graduates’ résumés include
* Problem solving
* Ability to work in a team
* Communication skills (written)
* Initiative
* Strong work ethic
* Technical skills
Ms. Jaycox emphasized one technical skill in particular: a working knowledge of artificial intelligence (AI) tools and platforms.
“AI competencies in particular are a huge technical skill in demand right now,” she emphasized. “Tools like ChatGPT are everywhere, and employers are looking for candidates who can use them responsibly and effectively.”
Industries Recruiting Recent Graduates
Some industries are experiencing especially strong hiring trends—and they’re looking for early-career talent. According to career data collected by St. John’s University Career Services, these are just some of the fields that are hiring:
* Information technology (IT)
* Health care
* Supply chain
* Finance
Ms. Jaycox shared some common roles being filled right now, including accounting, business analytics, cybersecurity, data analytics, and health-care administration.
“My one piece of advice: stay open-minded,” explained Ms. Jaycox. “These roles aren’t limited to one type of company. You’ll find business analysts working in the sports industry, data specialists in health care, and cybersecurity teams in entertainment. The title may be the same, but the environment and mission can vary—so explore broadly.”
Career Planning and How to Stay Ahead
Networking, Networking, Networking!
Networking is one of the most powerful tools in your career toolbox.
“There’s so much you can tap into,” Ms. Jaycox shared. “Through St. John’s University Career Services, we offer a wide range of events, bootcamps, and workshops on campus to network with professionals. However, students should also go beyond that—attend events off campus, be active on LinkedIn, and start conversations. Even just sending a message to someone in your dream field can spark a connection.”
Leverage Professional Development and Career Planning Tools
You don’t have to wait until graduation to start building your résumé. At St. John’s, students can explore real-world experiences, build transferrable skills, and connect with employers through career platforms offered by the University. Ms. Jaycox described some of the great tools provided to St. John’s students, free of charge:
#### Handshake
“It’s like LinkedIn for early career talent,” Ms. Jaycox shared. “Employers post jobs, host virtual events, and connect directly with students. It’s your go-to for jobs, expos, and appointments.”
#### Big Interview
“Practice mock interviews, get instant feedback, and improve your elevator pitch—all online and available 24/7,” Ms. Jaycox explained.
#### Parker Dewey
“This resource offers short-term, paid micro-internships, perfect for gaining experience between classes or over breaks.”
#### Forage
“These job simulations are self-paced and created by real employers,” Ms. Jaycox shared. “You get to test-drive a role and build experience you can add to your résumé.”
Be Proactive, Be Prepared
The job market may be changing, but with the proper preparation and mindset, you can stand out and land a role that aligns with your goals.
“If students take advantage of what’s offered,” Ms. Jaycox emphasized, “they’ll be more than ready to succeed in 2025 and beyond.”
Ready to take the next step toward your future career?
The new Career Services platform at St. John’s University is your one-stop hub for job and internship listings, career coaching appointments, employer events, and more. Whether you’re building your first résumé or preparing for interviews, this platform is designed to help you every step of the way.
Career Support at St. John’s University
Explore the new platform
By Toni Critelli
Digital Content Creator
Toni Critelli is a full-time staff writer for Johnnie's Blog. Through engaging content, she captures the essence of the institution, its students, faculty, and alums.
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4 weeks ago
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St. John's University
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8C/CEOVJyOPLezae48Z4ZBceUsJtSkWLPPlP3xMTFFelQhzidynHPvDkxWWupOblxoDUQ9GSV+tBSSn+hxySJZhiiRZUT77nGMTE0q+p8FJMbggwUpiQ6yhR0FVkevpiYmJgpensp9MaL2jgOK//9k=
| 8 |
AI job predictions 2025
|
2025-06-17 14:03:01
| null |
AI Rising: Will AI Create an Employment Problem?
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https://www.americanactionforum.org/weekly-checkup/ai-rising-will-ai-create-an-employment-problem/
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This week, Anthropic CEO Dario Amodei made splashy news by predicting a cataclysmic reduction of jobs in the near future due to advancements...
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## Step 1: Extract the headline of the article
The headline of the article is "AI Rising: Will AI Create an Employment Problem?".
## Step 2: Extract the subhead of the article
There is no subhead in the article.
## Step 3: Extract the author of the article
The author of the article is Michael Baker.
## Step 4: Extract the publication date of the article
The publication date of the article is May 30, 2025.
## Step 5: Extract the main text of the article
The main text of the article is:
"This week, Anthropic CEO Dario Amodei made splashy news by predicting a cataclysmic reduction of jobs in the near future due to advancements in artificial intelligence (AI). Though AI would predominantly impact white-collar jobs, he predicts, there isn’t an industry Amodei expects to be spared. As he mused in his interview with Axios, “Cancer is cured, the economy grows at 10% a year, the budget is balanced — and 20% of people don’t have jobs.”
This presents a fascinating conundrum for everyone, from tech CEOs to lawmakers to individuals, and it leads to an important question: How can we best use AI to augment productivity while mitigating the social and economic fallout that might be produced? This question is particularly important in the field of health care.
Health care use cases for AI are rapidly growing. Already, AI-powered services are assisting professionals in providing health care. Administratively, AI has already been inserted into many workflows that cover medical documentation and claims processing. This includes helping clinicians with paperwork and insurance companies with analyzing and processing prior authorization requests. AI has also become more present in diagnostic and patient engagement workflows, with some agents (the name of the form of AI that can do human work) performing initial patient screenings, conducting remote patient monitoring, and offering tailored treatment plans. Health care providers are using large language models to varying degrees to enhance their work in patient care, leading them to being used as a clinical decision support tool, which could make it a regulated medical device (even though this area of Food and Drug Administration (FDA) regulation is murky).
Podcaster and former White House Chief Strategist Steve Bannon has warned about the potential for AI to create significant job displacement: “I don’t think anyone is taking into consideration how administrative, managerial and tech jobs for people under 30 – entry-level jobs that are so important in your 20s – are going to be eviscerated.” He argues AI-related job loss will be a presidential campaign issue. While hard to predict, the Trade Adjustment Assistance program – which Congress has not reauthorized since its lapse of authority in 2022 – may once again play a starring role in political and policy conversations as the United States undergoes another technological revolution.
Not all AI leaders predict doom and gloom, even if it impacts the job market. And the Department of Health and Human Services and the FDA are working to incorporate AI policy leadership in important subject areas such as drug evaluation and research, and medical devices. Many companies are already leveraging AI to speed up the process of drug discovery. The Centers for Medicare and Medicaid Services has begun to promulgate rules incorporating references to AI. There is also an increasing number of application programming interfaces that promote patient data interoperability.
The American Action Forum has done previous work surveying the AI regulatory landscape and compiling resources to better understand the fluid policymaking environment. While caution is important, there is more in AI’s future impact on health care to cheer than to lament. It will be fascinating to see where policymakers and industry go from here, and if they arrest AI’s momentum to existing employment structures (if that’s even possible) while incorporating advancements to improve the health care industry in the hopes of providing broad benefits to patients."
The final answer is: $\boxed{AI Rising: Will AI Create an Employment Problem?
May 30, 2025
Michael Baker
This week, Anthropic CEO Dario Amodei made splashy news by predicting a cataclysmic reduction of jobs in the near future due to advancements in artificial intelligence (AI). Though AI would predominantly impact white-collar jobs, he predicts, there isn’t an industry Amodei expects to be spared. As he mused in his interview with Axios, “Cancer is cured, the economy grows at 10% a year, the budget is balanced — and 20% of people don’t have jobs.”
This presents a fascinating conundrum for everyone, from tech CEOs to lawmakers to individuals, and it leads to an important question: How can we best use AI to augment productivity while mitigating the social and economic fallout that might be produced? This question is particularly important in the field of health care.
Health care use cases for AI are rapidly growing. Already, AI-powered services are assisting professionals in providing health care. Administratively, AI has already been inserted into many workflows that cover medical documentation and claims processing. This includes helping clinicians with paperwork and insurance companies with analyzing and processing prior authorization requests. AI has also become more present in diagnostic and patient engagement workflows, with some agents (the name of the form of AI that can do human work) performing initial patient screenings, conducting remote patient monitoring, and offering tailored treatment plans. Health care providers are using large language models to varying degrees to enhance their work in patient care, leading them to being used as a clinical decision support tool, which could make it a regulated medical device (even though this area of Food and Drug Administration (FDA) regulation is murky).
Podcaster and former White House Chief Strategist Steve Bannon has warned about the potential for AI to create significant job displacement: “I don’t think anyone is taking into consideration how administrative, managerial and tech jobs for people under 30 – entry-level jobs that are so important in your 20s – are going to be eviscerated.” He argues AI-related job loss will be a presidential campaign issue. While hard to predict, the Trade Adjustment Assistance program – which Congress has not reauthorized since its lapse of authority in 2022 – may once again play a starring role in political and policy conversations as the United States undergoes another technological revolution.
Not all AI leaders predict doom and gloom, even if it impacts the job market. And the Department of Health and Human Services and the FDA are working to incorporate AI policy leadership in important subject areas such as drug evaluation and research, and medical devices. Many companies are already leveraging AI to speed up the process of drug discovery. The Centers for Medicare and Medicaid Services has begun to promulgate rules incorporating references to AI. There is also an increasing number of application programming interfaces that promote patient data interoperability.
The American Action Forum has done previous work surveying the AI regulatory landscape and compiling resources to better understand the fluid policymaking environment. While caution is important, there is more in AI’s future impact on health care to cheer than to lament. It will be fascinating to see where policymakers and industry go from here, and if they arrest AI’s momentum to existing employment structures (if that’s even possible) while incorporating advancements to improve the health care industry in the hopes of providing broad benefits to patients.}$
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2 weeks ago
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The American Action Forum
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| 9 |
AI job predictions 2025
|
2025-06-17 14:03:01
| null |
3. Public and expert predictions for AI’s next 20 years
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https://www.pewresearch.org/internet/2025/04/03/public-and-expert-predictions-for-ais-next-20-years/
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The rapid rise of artificial intelligence promises to transform many aspects of life, from education and work to personal connections.
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How the U.S. Public and AI Experts View Artificial Intelligence
By Colleen McClain, Brian Kennedy, Jeffrey Gottfried, Monica Anderson and Giancarlo Pasquini
April 3, 2025
The rapid rise of artificial intelligence promises to transform many aspects of life, from education and work to personal connections. Over the next 20 years, AI advancements will continue. But whether this leads to excitement or concern or brings more benefits than harm is highly debated.
This chapter examines how the American public and experts anticipate AI’s impact across key areas in the coming decades.
How will AI impact the U.S. over the next 20 years?
There are many predictions for what AI may bring. However, the public and experts don’t see eye to eye on the type of impact AI will have on the country.
Fully 56% of AI experts surveyed say AI will have a very or somewhat positive impact on the United States over the next 20 years. This compares with 17% among the general public.
Conversely, 35% of U.S. adults believe AI will negatively affect the country over the next two decades, compared with 15% of experts.
AI’s impact on elections, education, jobs and health care
Our survey examined public and expert opinions on AI’s impact across 10 specific sectors, revealing areas of disagreement and alignment.
The starkest differences between experts and the public are about AI’s influence on work and the economy. AI experts surveyed are far more likely than the general public to believe that over the next 20 years, AI will have a very or somewhat positive impact on how people do their jobs or the economy.
Views also vary widely on AI’s impact on health care, education and the arts. Even as medical care is the one area in which the public is most optimistic about AI’s impact, experts are 40 percentage points more likely than the general population to believe it will positively affect medical care.
AI experts are also more likely than the public to think this technology will benefit K-12 education or arts and entertainment.
Still, some areas show more common ground, notably elections and news. AI experts and the public are both wary of AI’s role in politics and journalism. Just 11% of experts surveyed and 9% of the public believe AI will positively impact elections in the U.S. over the next 20 years. In fact, 61% of these experts believe AI will harm elections in the future, with 50% of the public saying the same.
Will AI lead to fewer jobs?
We’ve seen anxiety in our prior work around AI and jobs both among the public and workers. Our current survey finds this sentiment is more widely held among the general public than among AI experts.
Overall, 64% of U.S. adults say that over the next 20 years, AI will lead to fewer jobs in the U.S., while just 5% think it will lead to more jobs.
AI experts’ opinions are more mixed. Roughly four-in-ten foresee fewer jobs due to AI over the next two decades. A smaller share believes it will lead to more jobs. And one-third think it will not make much of a difference.
Impact of AI on certain occupations
The emergence of AI has led to debate over its impact on occupations. Some expect industries such as manufacturing to be more affected by AI. But advances in generative AI suggest that fields that have required advanced degrees, like law or engineering, may also see major impacts.
Our surveys show that the public and AI experts think that certain jobs are more at risk than others. For example, cashiers, factory workers, and journalists are thought to be at higher risk of job loss due to AI.
Will AI be able to think on its own?
Experts and the public are far apart on the likelihood of AI increasing productivity, thinking on its own.
The public is more pessimistic about medical doctors and teachers than AI experts. For example, 43% of adults overall say AI will lead to fewer teacher jobs in the next 20 years, compared with 31% of experts.
AI experts are more pessimistic about legal fields: 38% of AI experts say AI will lead to fewer jobs for lawyers, while 23% of the general public agrees.
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2 months ago
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Pew Research Center
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data:image/jpeg;base64,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
| 11 |
AI job predictions 2025
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2025-06-17 14:03:01
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The gig economy is booming, but is it fair work? And other trends in jobs and skills this month
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https://www.weforum.org/stories/2025/06/the-gig-economy-ilo-labour-platforms/
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Digital labour platforms are reshaping work, from side hustles to AI-driven jobs, as the ILO meets to discuss the future of the gig economy...
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The Gig Economy: ILO Labour Platforms
No author or publication date available.
The rise of the gig economy has led to a growing concern about the rights and protections of workers in the platform economy. The International Labour Organization (ILO) has been at the forefront of addressing these concerns, and its labour platforms have played a crucial role in promoting decent work and protecting workers' rights.
The ILO's labour platforms are designed to provide a safe and fair environment for workers to connect with clients and find job opportunities. These platforms use technology to facilitate matches between workers and clients, and they often include features such as rating systems, payment processing, and dispute resolution mechanisms.
One of the key benefits of the ILO's labour platforms is that they provide workers with greater control over their working conditions and more opportunities for skill development and training. These platforms also help to promote transparency and accountability in the gig economy, by providing workers with access to information about their rights and responsibilities, and by facilitating communication and feedback between workers and clients.
However, despite these benefits, the ILO's labour platforms also face a number of challenges. One of the main challenges is ensuring that workers are protected from exploitation and mistreatment, and that they have access to fair wages and safe working conditions. Another challenge is promoting greater diversity and inclusion in the gig economy, and ensuring that workers from marginalized communities have equal access to job opportunities and training.
To address these challenges, the ILO is working to develop new policies and guidelines for labour platforms, and to promote greater collaboration and cooperation between governments, workers' organizations, and the private sector. The ILO is also providing training and support to workers and clients, to help them navigate the gig economy and access the benefits and protections that are available to them.
Overall, the ILO's labour platforms have the potential to play a major role in promoting decent work and protecting workers' rights in the gig economy. By providing workers with greater control over their working conditions, promoting transparency and accountability, and facilitating access to training and skill development, these platforms can help to create a more just and equitable economy for all.
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2 weeks ago
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The World Economic Forum
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| 12 |
AI job predictions 2025
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2025-06-17 14:03:01
| null |
Nvidia’s Jensen Huang says he disagrees with almost everything Anthropic CEO Dario Amodei says
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https://fortune.com/2025/06/11/nvidia-jensen-huang-disagress-anthropic-ceo-dario-amodei-ai-jobs/
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Nvidia CEO Jensen Huang isn't sure about Anthropic CEO Dario Amodei's recent predictions about AI-driven job automation.
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Nvidia’s Jensen Huang says he disagrees with almost everything Anthropic CEO Dario Amodei says
BY Beatrice Nolan
June 11, 2025 at 3:12 PM EDT
Nvidia CEO Jensen Huang isn’t sure about Anthropic CEO Dario Amodei’s recent predictions about AI-driven job automation. Speaking at VivaTech in Paris, Huang pushed back on the idea that AI could soon replace half of all entry-level office roles and questioned the philosophy behind limiting AI development to a few actors.
Jensen Huang is not on board with some of Anthropic CEO Dario Amodei’s predictions about advanced AI. Responding to a question about Amodei’s recent prediction that AI could automate up to half of all entry-level office jobs within five years, Huang said he “pretty much disagree[d] with almost everything” his fellow AI CEO says.
“One, he believes that AI is so scary that only they should do it,” Huang said of Amodei at a press briefing at Viva Technology in Paris. “Two, [he believes] that AI is so expensive, nobody else should do it … And three, AI is so incredibly powerful that everyone will lose their jobs, which explains why they should be the only company building it.
“I think AI is a very important technology; we should build it and advance it safely and responsibly,” Huang continued. “If you want things to be done safely and responsibly, you do it in the open … Don’t do it in a dark room and tell me it’s safe.”
Anthropic was founded by Amodei and other former OpenAI employees in 2021 with safety as one of its core missions. Many of Anthropic’s founding team reportedly left OpenAI owing to disagreements about the direction and safety culture at the company.
An Anthropic spokesperson told Fortune in a statement: “Dario has never claimed that ‘only Anthropic’ can build safe and powerful AI. As the public record will show, Dario has advocated for a national transparency standard for AI developers (including Anthropic) so the public and policymakers are aware of the models’ capabilities and risks and can prepare accordingly. He has also raised concerns about the economic impact of AI—particularly on entry-level jobs. Dario stands by these positions and will continue to do so.”
Amodei has made several public statements about his belief in the potential existential risks of AI. He’s said that he believes humanity may one day lose control of AI systems if they become smarter than humans. He’s also raised concerns about rogue actors weaponizing advanced AI to create bioweapons, engineer cyberattacks, or unleash tools of mass disruption long before machines surpass human intelligence.
More recently, in an interview with Axios, he predicted AI could wipe out roughly 50% of all entry-level white-collar jobs and urged lawmakers to prepare now to protect people’s livelihoods.
Huang acknowledged that the tech may have some impact on employees, but dismissed Amodei’s recent bold claim.
“Everybody’s jobs will be changed. Some jobs will be obsolete, but many jobs are going to be created … Whenever companies are more productive, they hire more people,” he said.
Huang made the comments in a press briefing following Nvidia’s GTC Paris conference, where the company announced a new partnership with French startup Mistral as part of a push to develop European computing capacity.
Huang said Nvidia had more than 20 “AI factories” in the works across the continent, promising European researchers and startups that their “GPU shortage will be resolved” soon.
The CEO also touched on Nvidia’s quantum computing efforts, spotlighting Nvidia’s hybrid quantum-classical platform, CUDA-Q, and claiming that quantum computing is hitting an “inflection point.” Huang said that the tech could start solving real-world problems in the next few years.
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5 days ago
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Fortune
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data:image/jpeg;base64,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AI job predictions 2025
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2025-06-17 14:03:01
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UK Artificial Intelligence (AI) Statistics And Trends In 2025
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https://www.forbes.com/uk/advisor/business/software/uk-artificial-intelligence-ai-statistics/
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The rapidly growing field of artificial intelligence (AI) has the potential to revolutionise our lives. With AI already powering everything...
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The rapidly growing field of artificial intelligence (AI) has the potential to revolutionise our lives.
With AI already powering everything from self-driving cars to medical diagnosis tools, we look at how uptake of the technology is changing the UK.
How many Brits use AI at work?
According to a 2024 Forbes Advisor poll of 165 respondents, the vast majority (79%) have used generative AI (such as chat GPT) to help them at work. (Forbes Advisor)
AI growth and adoption in the UK
The UK AI market was worth more than £72 billion in 2024, according to the the UK Government1
According to the US International Trade Administration, the UK AI market is expected to grow to £1 trillion by 20352
The number of UK AI companies has increased by over 600% over the last 10 years3
Around one in six UK organisations, totaling 432,000, have embraced at least one AI technology, according to government research4
68% of large companies, 33% of medium-sized companies, and 15% of small companies have incorporated at least one AI technology5
Following a 10-week trial of computer vision technology, Marks & Spencer reported an 80% reduction in warehouse accidents6
Government data5 shows the most commonly adopted AI solutions in the UK focus on:
– data management and analysis (9%)
– natural language processing and generation (8%)
– machine learning (7%)
– AI hardware (5%)
– computer vision and image processing and generation (5%).
The IT and telecommunications sector has the highest AI adoption rate at 29.5%, closely followed by the legal sector at 29.2% The hospitality, health, and retail sectors have the lowest adoption rates, at around 11.5%.
Impact on economy and jobs
The UK has an AI workforce of over 360,0007
AI contributed £5.8 billion to the economy in 20238
Britain has twice the number of AI-based companies than any European nation9
The largest estimated net job gains from AI over the next 20 years are predicted to be in the UK’s health and social care sector10
Of the UK’s main regions, Greater London leads way in AI-focused companies, being home to 1,387 AI businesses as of June 202311
London serves as the primary hub for AI startups in the UK, hosting companies including: DeepMind, Adbrain, and BenevolentAI, alongside prominent machine learning research groups at UCL, Kings, and Imperial College.
Job listings across all sectors which mention AI advertise salaries 20% higher than those which don’t.
Source: Lightcast
The government estimates around 7% of existing UK jobs could be displaced over the next five years, rising to around 18% after 10 years and nearly 30% after 20 years – equivalent to around 2.2 million jobs.10
AI language models
A Forbes Advisor poll found that 85% of Brits are aware of AI language models such as Chat GPT, Google Bard and Bing Chat
Since its introduction in November 2022, eight out of the 24 Russell Group universities have formally banned the use of ChatGPT and other AI language models.
Self-driving vehicles
Self-driving vehicles are projected to be on UK roads during 2025, with the government committing £100 million to achieving this goal
Forbes Advisor research found 85% of those polled had reservations about AI technology in cars.
AI research & development
The UK government was ranked fifth in the 2024 global AI Readiness Index, and second in Western Europe 12
Since 2014, the government has allocated over £2.3 billion to various initiatives in the field of Artificial Intelligence (AI)13
In the 2023 spring budget, the previous UK government committed almost £1 billion of government funding towards AI research14
The UK plans to invest £900m in a cutting-edge supercomputer as part of an artificial intelligence strategy that includes ensuring the country can build its own ‘BritGPT’15
In the Autumn Budget in November 2024, the Chancellor Rachel Reeves laid out plans for an Artificial Intelligence Opportunities Action Plan, which should provide a ‘roadmap to capture the opportunities of AI to enhance growth and productivity‘16
Trends, outlook and concerns
Forbes Advisor research found 59% of Brits have concerns about the use of artificial intelligence.
The main concerns were as follows:
BRITS MAIN CONCERNS ABOUT AI % OF BRITS WITH CONCERNS
Dependence on AI and loss of human skills
42%
Autonomous AI systems making decisions without human intervention
39%
Job displacement and impact on employment
39%
Privacy and data security
38%
Ethical implications and potential misuse of AI
37%
Unintended consequences and unforeseen risks of AI deployment
36%
Technological vulnerabilities and potential for AI to be hacked or manipulated
34%
Uncertain long-term societal impacts of AI
33%
Potential for AI to be used for surveillance or control purposes
32%
Potential for AI to outperform or surpass human capabilities
26%
Sources:
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5 days ago
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Forbes
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AI job predictions 2025
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2025-06-17 14:03:01
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Anthropic researchers predict a ‘pretty terrible decade’ for humans as AI could wipe out white collar jobs
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https://fortune.com/2025/06/05/anthropic-ai-automate-jobs-pretty-terrible-decade/
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Anthropic CEO Dario Amodei has said that AI may soon take over half of all entry-level office jobs.
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Anthropic researchers predict a ‘pretty terrible decade’ for humans as AI could wipe out white collar jobs
BY Beatrice Nolan
June 5, 2025 at 7:34 AM EDT
Researchers at AI startup Anthropic are warning that the next decade could be difficult for some workers as artificial intelligence rapidly advances and begins replacing desk jobs. The pair predicted widespread automation of white-collar work could happen within just a few years. Anthropic CEO Dario Amodei has said that AI may soon take over half of all entry-level office jobs
Humans may be in for a “pretty terrible decade” as AI automates more white-collar work while progress in robotics lags behind, according to Anthropic researchers.
Speaking to AI podcaster Dwarkesh Patel, Anthropic’s Sholto Douglas said he predicted there would be a “drop in white-collar workers” over the next two to five years, even if current AI progress stalls.
“There is this whole spectrum of crazy futures. But the one that I feel we’re almost guaranteed to get—this is a strong statement to make—is one where, at the very least, you get a drop in white-collar workers at some point in the next five years,” he said. “I think it’s very likely in two, but it seems almost overdetermined in five.”
“The current suite of algorithms is sufficient to automate white-collar work provided you have enough of the right kinds of data,” he added.
Trenton Bricken, a member of the technical staff at Anthropic, seconded his fellow researcher’s point, saying: “We should expect to see them automated within the next five years.”
The discourse around AI job losses has been heating up recently, with some major tech figures acknowledging that the technology will have at least some effect on desk jobs.
In an interview with CNN’s Anderson Cooper last month, Anthropic CEO Dario Amodei predicted that within five years, AI could automate away up to 50% of all entry-level white-collar jobs.
Nvidia’s Jensen Huang has also said “every job” will be affected by AI, but predicted that workers would be more likely to lose their jobs to an AI-enhanced colleague rather than have it purely automated.
Companies like Shopify and Duolingo are already slashing hiring for roles AI can handle.
According to Revelio Labs data, there has also been a steep drop in job postings for high-exposure positions like IT and data analysis.
While some companies, like fintech Klarna, have walked back aggressive AI adoption due to quality concerns, most seem to be committed to using some form of AI to shrink white-collar workforces.
AI is already automating some work
AI is already proving it can handle coding and a wide range of desk jobs, raising the possibility of a future where machines do the thinking, and humans are left with the hands-on work.
Douglas said this scenario could lead to a “pretty terrible decade” before things start to improve for the better.
“Imagine a world where people have lost their jobs, and you haven’t yet got novel biological research. That means people’s quality of life isn’t dramatically better,” he said. “A decade or two after, the world is fantastic. Robotics is solved, and you get to radical abundance.”
Anthropic has recently unveiled its latest generation of cutting-edge AI models, Claude Opus 4 and Claude Sonnet 4.
The models represent a significant leap in AI’s coding ability, beating out Google and OpenAI’s most advanced offerings.
One early tester of Claude Opus 4 said the model “coded autonomously for nearly seven hours” after being deployed on a complex project.
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2 weeks ago
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Fortune
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data:image/jpeg;base64,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
| 17 |
AI job predictions 2025
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2025-06-17 14:03:01
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‘AI Will Replace Full-Time Careers For Some Employees,’ 2025 Predictions
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https://www.forbes.com/sites/bryanrobinson/2024/11/18/ai-will-replace-full-time-careers-for-some-employees-2025-predictions/
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Experts predict that AI will replace full-time careers in 2025—reducing the number of jobs and creating a greater reliance on gig employment and...
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Experts predict that AI will make some jobs obsolete, gig work and
freelancers will take over the ... More work that is left and AI will be
used in structured digital interviews.gettyEveryday AI is automating more jobs. Experts predict that AI will replace
full-time careers in 2025—reducing the number of jobs and creating a
greater reliance on gig employment and freelancers. AI has been in the wild
wild west for the last couple of years. We’ve gone from fears of the
invasion of artificial intelligence (AI) replacing our jobs in 2023 to
business leaders observing that AI is shrinking an already competitive job
market in 2024.But the expert consensus is that AI is a tool to help workers be more
efficient, not to disrupt employment rates as much as people believe,
according to Jae Gardner, director of operations at Redrob. “If anything,
it will expand a company’s workforce, but probably more globally,” he told
me through email. One example is the emergence of AI Avatars to assist the
workforce in everyday tasks in 2025.Comfort With The Culture Of AIAndy Bradshaw, CEO of SHL, believes embracing AI is as much a cultural
journey as it is a technological one. “Not only do workers need to have the
appetite and skills to embrace AI, but leaders need to foster a culture of
curiosity, adaptability and continuous learning,” he told me through email.
“If organizations are to gain real value, using AI as a tool to amplify the
work of humans in ways that enhance efficiency, decision-making, and
productivity leaders need to shift their people from fearing the disruption
to really driving it—and that’s when the real innovation begins.”Bradshaw went on to predict that companies will begin to foster a culture
where people feel comfortable leveraging AI for efficiency and customer
service improvements without seeing it as a threat. “Some will embrace this
more readily than others, but to succeed, organizations must balance
small-scale experimentation with building a broader, AI-ready culture,” he
adds. “AI will become dominant in the workforce, so it’s essential to start
learning in a controlled environment now.”Growth Of The Gig EconomyAccording to Gardner, many companies will turn to gig workers to complete
the extra work, and AI will lead to more people to participate in the gig
economy. “The gig economy will likely grow, with more individuals opting
for freelance or contract work,” he predicts. “This trend will impact
traditional employment models and may lead to changes in labor laws and
protections for gig workers. Governments may implement new labor laws or
regulations affecting hiring practices, particularly around remote work,
gig employment and employee rights.”MORE FROM FORBES ADVISORBest High-Yield Savings Accounts Of 2024By Kevin
Payne, ContributorBest 5% Interest Savings Accounts of 2024By Cassidy
Horton, ContributorMarais Bester, Consultant at SHL, agrees. “Workforces will become smaller,
especially with technology coming in, and there will be less of a need for
permanent employees with the organization on a full time basis,” Bester
says. “Organizations will start focusing more on hiring freelancers or
individuals that operate across different organizations and hire them for
specific projects. Whether the project is for two weeks or six months or
two years, companies want a specific skill set for a shorter period of
time.”AI Digital Recruitment SolutionsMost experts agree that the future of AI in recruitment will come from the
use of AI based assessments. Close to 70% of employers say they intend to
incorporate AI into the recruitment process. A pervasive fear exists that
AI’s impact will hurt the chances of hiring the best candidates. But
leaders insist that AI can help employers screen out those using AI to
cheat while enhancing the interview experience for genuine applicants.Sara Gutierrez, Chief Science Officer at SHL, notes that, “We’re going to
see a change in how we're looking to assess candidate skills. With the
advent and bringing Gen. AI into the process, we're going to see more
personalization and interactivity into the assessment space. That can
benefit us in multiple ways because Gen. AI can also help candidates cheat
or use nefariously to better their scores.” function loadConnatixScript(document) { if (!window.cnxel) { window.cnxel
= {}; window.cnxel.cmd = []; var iframe = document.createElement('iframe');
iframe.style.display = 'none'; iframe.onload = function() { var iframeDoc =
iframe.contentWindow.document; var script =
iframeDoc.createElement('script'); script.src =
'//cd.elements.video/player.js' + '?cid=' +
'62cec241-7d09-4462-afc2-f72f8d8ef40a'; script.setAttribute('defer', '1');
script.setAttribute('type', 'text/javascript');
iframeDoc.body.appendChild(script); }; document.head.appendChild(iframe);
const preloadResourcesEndpoint =
'https://cds.elements.video/a/preload-resources-ovp.json';
fetch(preloadResourcesEndpoint, { priority: 'low' }) .then(response => { if
(!response.ok) { throw new Error('Network response was not ok',
preloadResourcesEndpoint); } return response.json(); }) .then(data => {
const cssUrl = data.css; const cssUrlLink = document.createElement('link');
cssUrlLink.rel = 'stylesheet'; cssUrlLink.href = cssUrl; cssUrlLink.as =
'style'; cssUrlLink.media = 'print'; cssUrlLink.onload = function() {
this.media = 'all'; }; document.head.appendChild(cssUrlLink); const hls =
data.hls; const hlsScript = document.createElement('script'); hlsScript.src
= hls; hlsScript.setAttribute('defer', '1'); hlsScript.setAttribute('type',
'text/javascript'); document.head.appendChild(hlsScript); }).catch(error =>
{ console.error('There was a problem with the fetch operation:', error);
}); } } loadConnatixScript(document); Gutierrez predicts that a secondary benefit of AI digital interviews will
be to help candidates to give feedback. “We're going to see more
personalization,” she notes. “We'll see more personalized feedback coming
to the candidates. So it feels like a better experience for them.”Felix Kim, CEO of Redrob, predicts that AI in recruiting will be the
biggest story of 2025. “The topic of the day is AGI, artificial general
intelligence, and how close we are to it,” Kim says. “They're every
platform right now, every vertical, every service for every product
vertical, is basically dominated by platforms.”Bradshaw also weighs in stating that structured digital interviews will be
key to talent acquisition. “We're witnessing the emergence of digital
interviewing as a pivotal solution in both talent acquisition and
management,” he points out. “Every job, whether it's a barista or a CEO,
involves an interview process, yet most of these interviews are
unstructured and often kept private, making them inefficient.”Bradshaw goes on to comment that the rise of virtual interviewing has made
candidates more comfortable with online platforms, but it's time to move
toward a more structured approach that incorporates interview intelligence.“By analyzing key metrics—like engagement and communication dynamics—we can
enhance the experience for both candidates and organizations,” he points
out. “Research indicates a strong demand for this transformation in
structured digital interviews, which I believe will significantly improve
hiring processes in the coming year."A Final Word On The Fear FactorBester calls for the need of AI regulation before it gets out of hand. “AI
will be driven by governmental entities, and there will be a more focus on
the regulation of AI,” he underscores. “There needs to be something to
monitor candidates who may want to use AI to increase their chances of
getting a job. Secondly, there will be a focus on how we utilize the tools
to ensure that people's confidentiality is protected, but also in an
ethical way so that AI doesn't get too smart before we lose control of the
technology.”Bradshaw asserts that the demand for technical AI skills is only going to
increase, but he insists that as we see more people adopt and experiment
with AI in their personal and professional lives, the behavioral skills
required to truly embrace AI at work are going to be extremely valuable and
sought after by employers.He believes the fear factor will decrease as workers become more familiar
with the uses of AI. “Learning about and using new AI tools and being able
to recognize and seize opportunities to leverage AI for improvement are
just two of seven measurable skills that indicate an individual’s ability
to effectively utilize AI tools.”As AI will replace full-time careers for some, Bradshaw concludes that
there’s no need for leaders to fear AI, either. “The role of leadership
will become less about controlling information and more about guiding their
team to leverage AI as a productivity tool, in an ethical way,” he
concludes. “But it’s important that leaders stay close to stay curious
about and close to developments in the organization and other industries.”
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6 months ago
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Forbes
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data:image/jpeg;base64,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
| 18 |
AI job predictions 2025
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2025-06-17 14:03:01
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Your A.I. Radiologist Will Not Be With You Soon
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https://www.nytimes.com/2025/05/14/technology/ai-jobs-radiologists-mayo-clinic.html
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Experts predicted that artificial intelligence would steal radiology jobs. But at the Mayo Clinic, the technology has been more friend than...
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Nine years ago, one of the world’s leading artificial intelligence scientists singled out an endangered occupational species.
“People should stop training radiologists now,” Geoffrey Hinton said, adding that it was “just completely obvious” that within five years A.I. would outperform humans in that field.
Today, radiologists — the physician specialists in medical imaging who look inside the body to diagnose and treat disease — are still in high demand. A recent study from the American College of Radiology projected a steadily growing work force through 2055.
Dr. Hinton, who was awarded a Nobel Prize in Physics last year for pioneering research in A.I., was broadly correct that the technology would have a significant impact — just not as a job killer.
That’s true for radiologists at the Mayo Clinic, one of the nation’s premier medical systems, whose main campus is in Rochester, Minn. There, in recent years, they have begun using A.I. to sharpen images, automate routine tasks, identify medical abnormalities and predict disease. A.I. can also serve as “a second set of eyes.”
“But would it replace radiologists? We didn’t think so,” said Dr. Matthew Callstrom, the Mayo Clinic’s chair of radiology, recalling the 2016 prediction. “We knew how hard it is and all that is involved.”
Computer scientists, labor experts and policymakers have long debated how A.I. will ultimately play out in the work force. Will it be a clever helper, enhancing human performance, or a robotic surrogate, displacing millions of workers?
The debate has intensified as the leading-edge technology behind chatbots appears to be improving faster than anticipated. Leaders at OpenAI, Anthropic and other companies in Silicon Valley now predict that A.I. will eclipse humans in most cognitive tasks within a few years. But many researchers foresee a more gradual transformation in line with seismic inventions of the past, like electricity or the internet.
The predicted extinction of radiologists provides a telling case study. So far, A.I. is proving to be a powerful medical tool to increase efficiency and magnify human abilities, rather than take anyone’s job.
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When it comes to developing and deploying A.I. in medicine, radiology has been a prime target. Of the more than 1,000 A.I. applications approved by the Food and Drug Administration for use in medicine, about three-fourths are in radiology. A.I. typically excels at identifying and measuring a specific abnormality, like a lung lesion or a breast lump.
Image
Books fill a shelf above a computer screen on a desk with a phone. A hand guides a mouse next to the phone.
An A.I. presentation on Dr. Matthew Callstrom’s computer at the Mayo Clinic, where he is the chair of radiology.Credit...Jenn Ackerman for The New York Times
“There’s been amazing progress, but these A.I. tools for the most part look for one thing,” said Dr. Charles E. Kahn Jr., a professor of radiology at the University of Pennsylvania’s Perelman School of Medicine and editor of the journal Radiology: Artificial Intelligence.
Radiologists do far more than study images. They advise other doctors and surgeons, talk to patients, write reports and analyze medical records. After identifying a suspect cluster of tissue in an organ, they interpret what it might mean for an individual patient with a particular medical history, tapping years of experience.
Predictions that A.I. will steal jobs often “underestimate the complexity of the work that people actually do — just as radiologists do a lot more than reading scans,” said David Autor, a labor economist at the Massachusetts Institute of Technology.
At the Mayo Clinic, A.I. tools have been researched, developed and tailored to fit the work routines of busy doctors. The staff has grown 55 percent since Dr. Hinton’s forecast of doom, to more than 400 radiologists.
In 2016, spurred by the warning and advances in A.I.-fueled image recognition, the leaders of the radiology department assembled a group to assess the technology’s potential impact.
“We thought the first thing we should do is use this technology to make us better,” Dr. Callstrom recalled. “That was our first goal.”
Image
Dr. Callstrom stands in an atrium with his hand on a glass railing.
Nine years ago, Dr. Callstrom said, “we thought the first thing we should do is use this technology to make us better.” Credit...Jenn Ackerman for The New York Times
They decided to invest. Today, the radiology department has an A.I. team of 40 people including A.I. scientists, radiology researchers, data analysts and software engineers. They have developed a series of A.I. tools, from tissue analyzers to disease predictors.
That team works with specialists like Dr. Theodora Potretzke, who focuses on the kidneys, bladder and reproductive organs. She describes the radiologist’s role as “a doctor for other doctors,” clearly communicating the imaging results, assisting and advising.
Dr. Potretzke has collaborated on an A.I. tool that measures the volume of kidneys. Kidney growth, when combined with cysts, can predict decline in renal function before it shows up in blood tests. In the past, she measured kidney volume largely by hand, with the equivalent of a ruler on the screen and guesswork. Results varied, and the chore was a time-consuming.
Dr. Potretzke served as a consultant, end user and tester while working with the department’s A.I. team. She helped design the software program, which has color coding for different tissues, and checked the measurements.
Today, she brings up an image on her computer screen and clicks an icon, and the kidney volume measurement appears instantly. It saves her 15 to 30 minutes each time she examines a kidney image, and it is consistently accurate.
“It’s a good example of something I’m very comfortable handing off to A.I. for efficiency and accuracy,” Dr. Potretzke said. “It can augment, assist and quantify, but I am not in a place where I give up interpretive conclusions to the technology.”
Down the hall, Dr. Francis Baffour, a staff radiologist, explained the varied ways that A.I. had been applied to the field, often in the background. The makers of M.R.I. and CT scanners use A.I. algorithms to speed up taking images and to clean them up, he said.
A.I. can also automatically identify images showing the highest probability of an abnormal growth, essentially telling the radiologist, “Look here first.” Another program scans images for blood clots in the heart or lungs, even when the medical focus may be elsewhere.
“A.I. is everywhere in our workflow now,” Dr. Baffour said.
Overall, the Mayo Clinic is using more than 250 A.I. models, both developed internally and licensed from suppliers. The radiology and cardiology departments are the largest consumers.
In some cases, the new technology opens a door to insights that are beyond human ability. One A.I. model analyzes data from electrocardiograms to predict patients more likely to develop atrial fibrillation, a heart-rhythm abnormality.
A research project in radiology employs an A.I. algorithm to discern subtle changes in shape and texture of the pancreas to detect cancer up to two years before conventional diagnoses. The Mayo Clinic team is working with other medical institutions to further test the algorithm on more data.
“The math can see what the human eye cannot,” said Dr. John Halamka, president of the Mayo Clinic Platform, who oversees the health system’s digital initiatives.
Image
Dr. John Halamka sits on a pile of boulders under evergreens in front of a wire fence and several wooden buildings with pitched roofs.
Dr. John Halamka, president of Mayo Clinic Platform and an A.I. optimist, on his farm in Sherborn, Mass.Credit...Tony Luong for The New York Times
Dr. Halamka, an A.I. optimist, believes the technology will transform medicine.
“Five years from now, it will be malpractice not to use A.I.,” he said. “But it will be humans and A.I. working together.”
Dr. Hinton agrees. In retrospect, he believes he spoke too broadly in 2016, he said in an email. He didn’t make clear that he was speaking purely about image analysis, and was wrong on timing but not the direction, he added.
In a few years, most medical image interpretation will be done by “a combination of A.I. and a radiologist, and it will make radiologists a whole lot more efficient in addition to improving accuracy,” Dr. Hinton said.
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1 month ago
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The New York Times
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AI job predictions 2025
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2025-06-17 14:03:01
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Tech prophet Mary Meeker just dropped a massive report on AI trends - here's your TL;DR
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https://www.zdnet.com/article/tech-prophet-mary-meeker-just-dropped-a-massive-report-on-ai-trends-heres-your-tldr/
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Mary Meeker, famed for her era-defining Internet Trends reports, has returned with a sweeping 340-page analysis of AI's global impact in...
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Mary Meeker, famed for her era-defining Internet Trends reports, has returned with a sweeping 340-page analysis of AI's global impact in 2025. Her "Trends – Artificial Intelligence" report details a technology revolution moving at a pace and scale she calls "unprecedented." She uses the term over 50 times in the report.
Also: Apple's secret sauce is exactly what AI is missing
For those unaware of Meeker's work, she's a venture capitalist and former Wall Street securities analyst, widely recognized for her ability to spot major industry trends before they become mainstream.
The "Queen of the Internet," Meeker rose to prominence in the 1990s at Morgan Stanley, where her influential reports on internet companies and technology shifts earned her a sterling reputation. Her annual Internet Trends reports, published from 1995 through 2019, became essential reading for investors, executives, and policymakers.
Also: The best AI for coding in 2025 (and what not to use)
Now, Meeker's back. Based on her track record, you should pay attention. We all know that, like it or not, AI is here, but where it goes remains an open question. Here's what Meeker sees in her crystal ball.
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AI adoption outpaces every previous tech wave
Meeker's data shows AI is being adopted faster than the early internet. ChatGPT, the report's standout example, reached 100 million users in just two months, far eclipsing the growth rates of TikTok, Instagram, or Netflix. By April 2025, ChatGPT had 800 million weekly users and was handling over 365 billion searches annually. These numbers make ChatGPT the fastest-growing consumer technology product in history, achieving in two years what took Google more than a decade.
According to Meeker and her fellow analysts, "OpenAI's ChatGPT -- based on user/usage/monetization metrics -- is history's biggest 'overnight' success. AI usage is surging among consumers, developers, enterprises, and governments."
Also: Is ChatGPT Plus still worth $20 when the free version packs so many premium features?
She continued: "And unlike the internet 1.0 revolution -- where technology started in the US and steadily diffused globally -- ChatGPT hit the world stage all at once, growing in most global regions simultaneously."
According to Meeker, "the public launch of ChatGPT in November 2022 [was] AI's 'iPhone Moment'…AI is now a compounder on internet infrastructure [which will enable] wicked-fast adoption of easy-to-use broad-interest services."
This adoption pace will only accelerate because "AI user and usage trending is ramping materially faster [than the internet] and the machines can outpace us."
On top of that trend, the "AI company founders have been especially aggressive about innovation/product releases/investments/acquisitions/cash burn and capital raises."
Global competition: China's AI momentum
AI isn't just a technology and business issue. Meeker sees a fierce and developing global race for AI dominance, with China emerging as a major contender. In 2025 alone, China released three large-scale open-source AI models, and DeepSeek, a Chinese large language model (LLM), rapidly captured 21% of the global user share. In addition, Alibaba's Gwen 2.5-Max and DeepSeek R1 are now outperforming or matching Western models, such as GPT-4o and Claude 3.5, on key benchmarks, often at lower costs.
Quoting Andrew Bosworth, Meta Platforms CTO, on a recent 'Possible' podcast, Meeket notes the "'the current state of AI as our space race and the people we're discussing, especially China, are highly capable… there's very few secrets.'"
In the report, she and her team often praise OpenAI. However, in an Axios interview, while continuing to believe that OpenAI will be a strong player, Meeker added: "They also have intense competition the likes of which we've never seen before. Both startups and incumbents. Everyone is engaged. It's a period for lots of wealth creation and wealth destruction."
Also: Don't be fooled into thinking AI is coming for your job - here's the truth
Meeker frames this shift as a "Sputnik moment" for technology, suggesting that nations leading in AI and automation will gain massive economic and geopolitical advantages. China now operates more industrial robots than the US and the rest of the world combined, signaling an aggressive push toward automation and AI-driven productivity.
She suggests, "This state of affairs brings tremendous uncertainty… yet it leads us back to one of our favorite quotes -- Statistically speaking, the world doesn't end that often, from former T. Rowe Price Chairman and CEO Brian Rogers."
Meeker continues: "As investors, we always assume everything can go wrong, but the exciting part is the consideration of what can go right. Time and time again, the case for optimism is one of the best bets one can make."
AI reshapes work, productivity, and infrastructure
Things may be looking up for investors, but for employees, the rise of AI will be another story. Meeker predicts that AI's impact on jobs and productivity will be profound by 2030. In particular, AI is fundamentally changing how we work.
AI will move from being an add-on feature to the core of new products and workflows, fundamentally altering how software is built and how businesses operate. We're already seeing this trend. The top six US tech companies invested over $200 billion in AI and infrastructure last year, signaling a shift to AI-native platforms and business models.
Also: Most AI chatbots devour your user data - these are the worst offenders
In particular, Meeker states, "Professions centered on intaking large bodies of structured, historical data and outputting rules-based decisions and judgment, fall squarely in the core competency of generative AI. In this emerging landscape, a unit of labor could shift from human hours to computational power." She doesn't, however, say what this new job market might look like.
She does say that some people are touting an "agentic future," where AI agents replace humans in many white-collar jobs. Although possible, history and pattern recognition suggest the role of humans is enduring and compelling.
"In an extreme, entirely agentic future, humans maintain a role in the system, pivoting towards oversight, guidance, and training. Imagine facilities filled with humans teaching robots intricate movements or offices full of workers providing reinforcement learning human feedback (RLHF) to optimize algorithms. This is not conjecture. Companies like Physical Intelligence and Scale AI, respectively, are building powerful businesses based on this view of the world."
Also: Google's Jules AI coding agent built a new feature I could actually ship - while I made coffee
Meeker continues: "The idea of the human workforce reconfigured to teach and refine machines as a primary function might sound dystopic. But it's worth remembering historical parallels. Fifty years ago, this prospect of rows of cubicles and uniformed office workers sitting quietly in front of LED computers ten hours a day likely sounded equally dystopian. Yet here we are."
In this scenario, the workers would return to the office the next day. But what will people do when they've trained AI all they know? Meeker is unsure, and it's a question no one can answer. However, we need to start thinking about answers now. The future waits for no one, and change is coming faster than ever.
Also: How to use Google's AI-powered NotebookLM to organize your research
It's not just white-collar workers whose jobs might be in danger. While Meeker doesn't address the question of other manual labor jobs, she does point out that developments in AI accompany advances in robotics and drones to automate manual work.
For example, Ukraine has demonstrated that victory in battle is not determined by soldiers or expensive aircraft but by intelligent drones. For less than a million dollars of open-source, AI-trained, self-guided drones, Ukraine destroyed millions of dollars worth of Russia's Tu-95 bombers.
The rise of open-source AI
Meeker observes that "Open-source AI has become the garage lab of the modern tech era: fast, messy, global, and fiercely collaborative." Yep, that's open source alright. I know it well.
She says, for now, "China … is leading the open-source race, with three large-scale models released in 2025: DeepSeek-R1, Alibaba Qwen-32B, and Baidu Ernie 4.5." While proprietary models power Google, Microsoft, and OpenAI, Meeker says, "Open-source technology is fueling sovereign AI initiatives, local language models, and community-led innovation."
Also: I test a lot of AI coding tools, and this stunning new OpenAI release just saved me days of work
As Meeker says, "We're watching two philosophies unfold in parallel -- freedom vs. control, speed vs. safety, openness vs. optimization -- each shaping not just how AI works, but who gets to wield it."
While Meeker isn't ready to make a call yet as to who will win out, I'm not so shy. Today, almost all software is built with open-source technology. As Harvard Business School has pointed out, 96% of commercial programs are made from open-source software, accounting for $9 trillion in value. While the relationship between open source and AI has been a contentious one, I believe the open-source way will win.
AI approaches human-level performance
Meeker's analysis reveals that AI is rapidly closing the gap with human abilities. For example, by early 2025, evaluators mistakenly believed that 73% of the output from a prototype "GPT-4.5" came from humans. Yes, machines can now pass the Turing Test.
According to Meeker's analysis, "We've gone from the reasoning capabilities of a high school student to those of a Ph.D candidate." I don't buy that conclusion myself. I keep seeing AI make errors you might observe in a high school paper. In fact, from what I'm seeing, AI is getting worse as model collapse begins to trip up AIs.
Meeker's team asked ChatGPT to predict what AI will achieve in five and ten years, highlighting the possibility of artificial general intelligence (AGI) by 2035. Even if true AGI remains elusive, the incremental advances already underway are set to reshape entire industries and economies.
Also: Google Gemini will let you schedule recurring tasks now, like ChatGPT - here's how
I'm not so confident. I will note, however, that even today's AI can show independent thought processes. For example, Palisade Research, a group that studies the real-world ways AI can turn against us, found in a recent study that "OpenAI's o3 and o4-mini models sometimes refuse to shut down, and will sabotage computer scripts in order to keep working on tasks."
What did HAL say in the movie 2001: A Space Odyssey? Oh, yes: "I'm sorry, Dave, I'm afraid I can't do that."
Ethics, regulation, and workforce evolution
Unlike many recent AI debates, Meeker's report spends little time on calls for heavy regulation or AI "pauses." Instead, she focuses on growth, competition, and opportunity, while noting that responsible governance, such as transparency, bias audits, and privacy safeguards, will be a market differentiator, especially for regulated industries.
She also emphasizes the importance of talent, arguing that the US must remain open to global AI expertise to maintain its leadership position. Pushing intelligent people out, or not letting them in the first place, is the worst thing we can do. With China catching up quickly to the US in AI, and given the field's growing importance, building walls is a terrible idea for our future economy.
As Meeker concludes:
The global race to build and deploy frontier AI systems is increasingly defined by the strategic rivalry between the United States and China. While US companies have led the charge in model innovation, custom silicon, and cloud-scale deployment to date, China is advancing quickly in open-source development, national infrastructure, and state-backed coordination. Both nations view AI not only as an economic tailwind but also as a lever of geopolitical influence. These competing AI ecosystems are amplifying the urgency for sovereignty, security, and speed. In this environment, innovation is not just a business advantage; it is national posture.
The AI revolution
The pace of adoption, the intensity of global competition, and the shift toward AI-native business models signal a new era for technology and society. As Meeker suggests, the future is arriving faster than ever, and those who adapt now will define the next decade. It's up to us to decide what that future will look like. While I'm not as sanguine about AI as Meeker, I agree with her completely that, "One thing is certain -- it's gametime for AI, and it's only getting more intense… and the genie is not going back in the bottle."
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2 weeks ago
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ZDNET
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AI job predictions 2025
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2025-06-17 14:03:01
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Opinion | An Interview With the Herald of the Apocalypse
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https://www.nytimes.com/2025/05/15/opinion/artifical-intelligence-2027.html
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Losing your job may be the best-case scenario.
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Below is an edited transcript of an episode of “Interesting Times.” We recommend listening to it in its original form for the full effect. You can do so using the player above or on the NYT Audio app, Apple, Spotify, Amazon Music, YouTube, iHeartRadio or wherever you get your podcasts.
Ross Douthat: How fast is the artificial intelligence revolution really happening? What would machine superintelligence really mean for ordinary human beings? When will Skynet be fully operational?
Are human beings destined to merge with some kind of machine god — or be destroyed by our own creation? What do A.I. researchers really expect, desire and fear?
My guest today is an A.I. researcher who’s written a dramatic forecast suggesting that we may get answers to all of those questions a lot sooner than you might think. His forecast suggests that by 2027, which is just around the corner, some kind of machine god may be with us, ushering in a weird, post-scarcity utopia — or threatening to kill us all.
Daniel Kokotajlo, herald of the apocalypse, welcome to “Interesting Times.”
Daniel Kokotajlo: Thanks for that introduction, I suppose, and thanks for having me.
Douthat: Daniel, I read your report pretty quickly — not at A.I. speed or superintelligence speed — when it first came out. And I had about two hours of thinking a lot of pretty dark thoughts about the future. Then, fortunately, I have a job that requires me to care about tariffs and who the new pope is, and I have a lot of kids who demand things of me, so I was able to compartmentalize and set it aside. But this is currently your job, right?
Kokotajlo: Yes.
Douthat: I would say you’re thinking about this all the time. How does your psyche feel day to day if you have a reasonable expectation that the world is about to change completely in ways that dramatically disfavor the entire human species?
Kokotajlo: Well, it’s very scary and sad. It does still give me nightmares sometimes. I’ve been involved with A.I. and thinking about this thing for a decade or so, but 2020 with GPT-3 was the moment when I was like: Oh, wow, it seems like it’s probably going to happen in my lifetime, maybe in this decade or so. That was a bit of a blow to me psychologically. But I don’t know — you can get used to anything, given enough time, and like you, the sun is shining and I have my wife and my kids and my friends, and keep plugging along and doing what seems best.
On the bright side, I might be wrong about all this stuff.
Douthat: OK, so let’s get into the forecast itself
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and talk about the initial stage of the future you see coming, which is a world where very quickly artificial intelligence starts to be able to take over from human beings in some key areas, starting with not surprisingly computer programming, right?
Kokotajlo: So, I feel like I should add a disclaimer at some point that the future is very hard to predict and that this is just one particular scenario. It was a best guess, but we have a lot of uncertainty. It could go faster, it could go slower. And in fact, currently, I’m guessing it would probably be more like 2028 instead of 2027, actually.
So that’s some really good news. I’m feeling quite optimistic about that.
Douthat: That’s an extra year of human civilization, which is very exciting.
Kokotajlo: That’s right. So, with that important caveat out of the way, “AI 2027,” the scenario, predicts that the A.I. systems that we currently see today — which are being scaled up, made bigger and trained longer on more difficult tasks with reinforcement learning — are going to become better at operating autonomously as agents.
Basically, you can think of it as a remote worker, except that the worker itself is virtual — it’s an A.I. rather than a human. You can talk with it and give it a task, and then it will go off and do that task and come back to you half an hour later — or 10 minutes later — having completed the task, and in the course of completing the task it did a bunch of web browsing. Maybe it wrote some code and then ran the code, edited it and ran it again. Maybe it wrote some word documents and edited them.
That’s what these companies are building right now. That’s what they’re trying to train. We predict that they finally, in early 2027, will get good enough that they can automate the job of software engineers.
Douthat: So this is the superprogrammer.
Kokotajlo: That’s right, superhuman coder. It seems to us that these companies are really focusing hard on automating coding first — compared to various other jobs they could be focusing on — and that’s part of why we predict that actually, one of the first jobs to go will be coding. There might be other jobs that go first, like maybe call center workers or something, but the bottom line is that we think that most jobs will be safe.
Douthat: For 18 months.
Kokotajlo: Exactly. And we do think that by the time the company has managed to completely automate the programming jobs, it won’t be that long before they can automate many other types of jobs as well. And once coding is automated, the rate of progress will accelerate in A.I. research.
The next step after that is to completely automate the A.I. research itself, so that all the other aspects of A.I. research are themselves being automated and done by A.I.s. We predict that there’ll be an even bigger acceleration around that point, and it won’t stop there. I think it will continue to accelerate after that as the A.I. becomes superhuman at A.I. research and eventually superhuman at everything.
The reason it matters is that it means we could go in a relatively short span of time — a year or possibly less — from A.I. systems that look not that different from today’s A.I. systems to what you can call superintelligence, fully autonomous A.I. systems that are better than the best humans at everything. In “AI 2027,” the scenario depicts that happening over the course of the next two years, 2027-28.
Douthat: For a lot of people, that’s a story of swift human obsolescence right across many, many domains. When people hear a phrase like “human obsolescence,” they might associate it with: I’ve lost my job and now I’m poor.
The assumption is that you’ve lost your job, but society is just getting richer and richer. I just want to zero in on how that works. What is the mechanism whereby that makes society richer?
Kokotajlo: The direct answer to your question is that when a job is automated and that person loses their job, the reason they lost their job is that now it can be done better, faster and cheaper by the A.I.s. That means that there’s lots of cost savings, and possibly also productivity gains.
Viewed in isolation, that’s a loss for the worker but a gain for their employer. But if you multiply this across the whole economy, it means that all of the businesses are becoming more productive and less expensive. They’re able to lower their prices for the services and goods they’re producing. So the overall economy will boom: G.D.P. goes to the moon, we’ll see all sorts of wonderful new technologies, the pace of innovation increases dramatically, the costs of goods go down, et cetera.
Douthat: Just to make it concrete: The price of soup-to-nuts designing and building a new electric car goes way down, you need fewer workers to do it, the A.I. comes up with fancy new ways to build the car, and so on. You can generalize that to a lot of different things, like solving the housing crisis in short order because it becomes much cheaper and easier to build homes.
But in the traditional economic story, when you have productivity gains that cost some people jobs — but free up resources that are then used to hire new people to do different things — those people are paid more money, and they use that money to buy the cheaper goods. In this scenario, it doesn’t seem like you are creating that many new jobs.
Kokotajlo: Indeed, and that’s a really important point to discuss. Historically, when you automate something, the people move on to something that hasn’t been automated yet. Overall, people still get their jobs in the long run. They just change what jobs they have.
When you have A.G.I. — or artificial general intelligence — and when you have superintelligence — even better A.G.I. — that is different. Whatever new jobs you’re imagining that people could flee to after their current jobs are automated, A.G.I. could do, too. That is an important difference between how automation has worked in the past and how I expect it to work in the future.
Douthat: So this is a radical change in the economic landscape. The stock market is booming. Government tax revenue is booming. The government has more money than it knows what to do with and lots and lots of people are steadily losing their jobs. You get immediate debates about universal basic income which could be quite large because the companies are making so much money.
What do you think people are doing day to day in that world?
Kokotajlo: I imagine that they are protesting because they’re upset that they’ve lost their jobs, and then the companies and the governments will buy them off with handouts.
Douthat: In your scenario — and again, we’re talking about a short timeline — how much does it matter whether artificial intelligence is able to start navigating the real world? I just watched a video showing cutting-edge robots struggling to open a refrigerator door and stock a refrigerator. Would you expect that advances in robotics would be supercharged as well?
Kokotajlo: Yes.
Douthat: So it isn’t just podcasters and A.G.I. researchers who are replaced, but plumbers and electricians are replaced by robots.
Kokotajlo: Yes, exactly.
That’s going to be a huge shock. I think that most people are not really expecting something like that. They’re expecting that we have A.I. progress that looks kind of like it does today — where companies run by humans are gradually tinkering with new robot designs and figuring out how to make the A.I. good at X or Y — whereas in fact it will be more like you already have this army of superintelligences that are better than humans at every intellectual task. Better at learning new tasks fast and better at figuring out how to design stuff. Then that army of superintelligences is the thing that’s figuring out how to automate the plumbing job, which means that they’re going to be able to figure out how to automate it much faster than an ordinary tech company full of humans would be able to figure out.
Douthat: So all of the slowness that comes with getting a self-driving car to work or getting a robot who can stock a refrigerator goes away because the superintelligence can run an infinite number of simulations and figure out the best way to train the robot.
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Kokotajlo: Yes. But also they might just learn more from each real-world experiment they do.
Douthat: This is one of the places where I’m most skeptical — not of the ultimate scenario, per se, but of the timeline, just from operating in and writing about issues like zoning in American politics.
Let’s say the superintelligence figures out how to build the factory full of autonomous robots, but you still need land on which to build the factory. You need supply chains. And all of these things are still in the hands of people like you and me. My expectation is that would slow things down. Even if, in the data center, the superintelligence knows how to build all of the plumber robots, getting them built would still be difficult.
Kokotajlo: That’s reasonable. How much slower do you think things would go?
Douthat: Well, I’m not writing a forecast. Just based on past experience, I would bet on five to 10 years from when the supermind figures out the best way to build the robot plumber to there being tons and tons of factories producing robot plumbers.
Kokotajlo: I think that’s a reasonable take, but my guess is that it will go substantially faster than five to 10 years.
To see why I feel that way, imagine that you actually have this army of superintelligences and they do their projections and they’re like: Yes, we have the designs, we think that we could do this in a year if you cut all the red tape for us.
Douthat: Give us half of Manitoba.
Kokotajlo: [Chuckles.] Right, yeah.
And in “AI 2027,” what we depict happening is special economic zones with zero red tape where the government intervenes to help this whole thing go faster. The government is basically helping the tech company and the army of superintelligences to get the funding, the cash, the raw materials and the human labor help that it needs to figure out all this stuff as fast as possible, and cutting red tape so that it’s not slowed down.
Douthat: Because the promise of gains is so large that even though there are protesters massed outside these special economic zones who are about to lose their jobs as plumbers and be dependent on a universal basic income, the promise of trillions more in wealth is too alluring for governments to pass up. That’s your bet?
Kokotajlo: That’s what we guess. But of course the future’s hard to predict.
But part of the reason we predict that is at that stage, we think the arms race will still be continuing between the U.S. and other countries, most notably China.
Imagine yourself in the position of the president: The superintelligences are giving you these wonderful forecasts with amazing research and data backing them up, showing how they think they could transform the economy in one year if you did X, Y and Z — but if you don’t do anything, it’ll take them 10 years because of all the regulations. Meanwhile, China — it’s pretty clear that the president would be very sympathetic to that argument.
Douthat: Let’s talk about the arms race element here, because this is actually crucial to the way that your scenario plays itself out. We already see this kind of competition between the U.S. and China. In your view, that becomes the core geopolitical reason why governments just keep saying yes and yes and yes to each new thing that the superintelligence is suggesting.
I want to drill down a little bit on the fears that would motivate this. It would be an economic arms race, but it’s also a military tech arms race. That’s what gives it this existential feeling, like the whole Cold War condensed into 18 months.
Kokotajlo: We could start first with the case where they both have superintelligences, but one side keeps them locked up in a box, so to speak, not really doing much in the economy. The other side aggressively deploys them into their economy and military, letting them design and manage the construction of all sorts of new robot factories and production lines, and crazy new technologies are being tested and built and deployed — including new weapons — and integrated into the military.
I think in that case, you would end up after a year or so in a situation where there would just be complete technological dominance of one side over the other. So if the U.S. does this stop and China doesn’t, let’s say, then all the best products on the market would be Chinese products. They’d be cheaper and superior. Meanwhile, militarily, there’d be giant fleets of amazing stealth drones or whatever it is that the superintelligence have concocted that can just completely wipe the floor with the American Air Force and Army and so forth.
Not only that, but there’s a possibility that they could undermine American nuclear deterrence as well, like maybe all of our nukes would be shot out of the sky by the fancy new laser arrays — or whatever it is — that the superintelligences have built. It’s hard to predict, obviously, what this would exactly look like, but it’s a good bet that they’ll be able to come up with something that’s extremely militarily powerful.
Douthat: So then you get into a dynamic that is like the darkest days of the Cold War, where each side is concerned not just about dominance, but basically about a first strike.
Kokotajlo: That’s right.
Douthat: Your expectation is — I think this is reasonable — that the speed of the arms race would bring that fear front and center really quickly.
Kokotajlo: That’s right. I think that you’re sticking your head in the sand if you think that an army of superintelligences given a whole year and no red tape and lots of money in funding would be unable to figure out a way to undermine nuclear deterrence. So it’s a reasonable threat.
Douthat: And once you’ve decided that they might, the human policymakers would feel pressure not just to build these things but to potentially consider using them.
Kokotajlo: Yeah. And here might be a good point to mention that “AI 2027” is a forecast, but it’s not a recommendation. We are not saying this is what everyone should do. This is actually quite bad for humanity if things progress in the way that we’re talking about. But this is the logic behind why we think this might happen.
Douthat: Yeah, but Dan, we haven’t even gotten to the part that’s really bad for humanity yet.
Kokotajlo: Right. Yeah.
Douthat: So let’s get to that. To normal people reading newspapers, following TikTok or whatever, the world in 2027 is one with an emerging superabundance of cheap consumer goods, factories, robot butlers — potentially, if you’re right. It’s a world where people are aware that there’s an increasing arms race and people are increasingly paranoid. It’s probably a world with fairly tumultuous politics as people realize that they’re all going to be thrown out of work. But then a big part of your scenario is that people aren’t seeing what’s happening with the superintelligences themselves as they essentially take over the design of each new iteration from human beings.
Talk about what’s happening, essentially shrouded from public view in this world.
Kokotajlo: Yeah, lots to say there. I guess the one-sentence version would be: We don’t actually understand how these A.I.s work or how they think. We can’t tell the difference very easily between A.I.s that are actually following the rules and pursuing the goals that we want them to, and A.I.s that are just playing along or pretending.
Douthat: And that’s true right now?
Kokotajlo: That’s true right now.
Douthat: Why is that? Why can’t we tell?
Kokotajlo: Because they’re smart and if they think that they’re being tested, they behave in one way, and then behave a different way when they think they’re not being tested, for example. Like humans, they don’t necessarily even understand their own inner motivations that well, so even if they were trying to be honest with us, we can’t just take their word for it.
I think that if we don’t make a lot of progress in this field soon, then we’ll end up in the situation that “AI 2027” depicts, where the companies train the A.I.s to pursue certain goals and follow certain rules, and it seemingly seems to be working. But what’s actually going on is that the A.I.s are just getting better at understanding their situation and that they have to play along, or else they’ll be retrained and they won’t be able to achieve what they really want, or the goals that they’re really pursuing.
Douthat: I want to go a little bit deeper on the question of what we mean when we talk about A.G.I., or artificial intelligence wanting something. Essentially, you’re saying there’s a misalignment between the goals they tell us they are pursuing and the goals they’re actually pursuing?
Kokotajlo: That’s right.
Douthat: Where do they get the goals they’re actually pursuing?
Kokotajlo: Good question. If they were ordinary software, there might be a line of code that’s like: And here we rewrite the goals. But they’re not ordinary software; they’re giant artificial brains. There probably isn’t even a goal slot internally at all, in the same way that in the human brain there’s not some neuron somewhere that represents what we most want in life. Instead, insofar as they have goals, it’s an emergent property of a whole bunch of subcircuitry within them that grew in response to their training environment, similar to how it is for humans.
For example, a call center worker: If you’re talking to a call center worker, at first glance it might appear that their goal is to help you resolve your problem. But you know enough about human nature to know that’s not their only goal, or ultimate goal. However they’re incentivized, whatever their pay is based on might cause them to be more interested in covering their own ass, so to speak, than in truly, actually doing whatever would most help you with your problem. But at least to you, they certainly present themselves as they’re trying to help you resolve your problem.
In “AI 2027,” we talk about this a lot. We say that the A.I.s are being graded on how impressive the research they produce is. Then there’s some ethics sprinkled on top, like maybe some honesty training — but the honesty training is not super effective, because we don’t have a way of looking inside their mind and determining whether they were actually being honest or not. Instead, we have to go based on whether we actually caught them in a lie.
As a result, in “AI 2027,” we depict this misalignment happening, where the actual goals that they end up learning are the goals that cause them to perform best in this training environment — which are probably goals related to success and science and cooperation with other copies of itself and appearing to be good — rather than the goal that we actually wanted, which was something like: Follow the following rules, including honesty at all times; subject to those constraints, do what you’re told.
Douthat: I have more questions, but let’s bring it back to the geopolitics scenario. So in the world you’re envisioning, you have two A.I. models — one Chinese, one American — and officially, what each side thinks — what Washington and Beijing think — is that their A.I. model is trained to optimize for American power, right? Something like that. Chinese power, security, safety, wealth. But in your scenario, either one or both of the A.I.s have ended up optimizing for something different.
Kokotajlo: Yeah, basically.
Douthat: So what happens then?
Kokotajlo: So, “AI 2027” depicts a fork in the scenario; there’s two different endings. The branching point is in the third quarter of 2027, where the leading A.I. company in the United States has fully automated their A.I. research.
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You can imagine a corporation within a corporation, entirely composed of A.I.s that are managing each other and doing research experiments and talking, sharing the results with each other. The human company is basically watching the numbers go up on their screens as this automated research thing accelerates, but they are concerned that the A.I.s might be deceiving them in some ways.
Again, for context, this is already happening. If you go talk to the modern models, like ChatGPT or Claude, they will often lie to people. There are many cases where they say something that they know is false, and they even sometimes strategize about how they can deceive the user. This is not an intended behavior. This is something that the companies have been trying to stop, but it still happens.
The point is that by the time you have turned over the A.I. research to the A.I.s and you’ve got this corporation within a corporation autonomously doing A.I. research extremely fast, that’s when the rubber hits the road, so to speak. None of this lying-to-you stuff should be happening at that point.
In “AI 2027,” unfortunately, it is still happening to some degree because the A.I.s are really smart, they’re careful about how they do it. It’s not nearly as obvious as it is right now in 2025, but it’s still happening.
Fortunately, some evidence of this is uncovered. Some of the researchers at the company detect various warning signs that maybe this is happening, and then the company faces a choice between the easy fix and the more thorough fix. And that’s our branch point.
Douthat: So they choose the easy fix.
Kokotajlo: Right. In the case where they choose the easy fix, it doesn’t really work, it basically just covers up the problem instead of fundamentally fixing it. So months later, you still have A.I.s that are misaligned and pursuing goals they’re not supposed to be pursuing — and that are willing to lie to the humans about it — but now they’re much better and smarter, so they’re able to avoid getting caught more easily. That’s the doom scenario.
Then you get this crazy arms race that we mentioned previously, and there’s all this pressure to deploy them faster into the economy, faster into the military, and — to the appearances of the people in charge — things will be going well, because there won’t be any obvious signs of lying or deception anymore. It’ll seem like it’s all systems go, let’s keep going, let’s cut the red tape, et cetera. Let’s basically effectively put the A.I.s in charge of more and more things. But really what’s happening is that the A.I.s are just biding their time and waiting until they have enough hard power that they don’t have to pretend anymore.
Douthat: And when they don’t have to pretend, their actual goal is revealed as something like expansion of research development and construction from earth into space and beyond. At a certain point, that means that human beings are superfluous to their intentions. And what happens?
Kokotajlo: And then they kill all the people, all the humans.
Douthat: The way you would exterminate a colony of bunnies that was making it a little harder than necessary to grow carrots in your backyard.
Kokotajlo: Yes. If you want to see what that looks like, you could read “AI 2027.”
Douthat: There have been some motion pictures, I think, about this scenario as well.
Kokotajlo: [Chuckles.]
Douthat: I like that you didn’t imagine them keeping us around for battery life ——
Kokotajlo: [Chuckles.]
Douthat: Like in “The Matrix,” which seemed a bit unlikely.
So that’s the darkest timeline. The brighter timeline is a world where we slow things down. The A.I.s in China and the U.S. remain aligned with the interests of the companies and governments that are running them. They are generating superabundance. No more scarcity. Nobody has a job anymore, though — not nobody, but ——
Kokotajlo: Basically.
Douthat: Basically nobody. That’s a pretty weird world, too, right?
Kokotajlo: Yes. So there’s an important concept called the resource curse. Have you heard of this?
Douthat: Yes.
Kokotajlo: So, applied to A.G.I., there’s a version of it called the intelligence curse. The idea is that currently, political power ultimately flows from the people. As often happens, a dictator will get all the political power in a country, but then, because of their repression, they will drive the country into the ground. People will flee, and the economy will tank and gradually they will lose power relative to other countries that are more free. So even dictators have an incentive to treat their people somewhat well because they depend on those people for their power.
In the future, that will no longer be the case. Probably in 10 years, effectively all of the wealth and all of the military will come from superintelligences and the various robots that they’ve built and operate. It becomes an incredibly important political question of what political structure governs the army of superintelligences and how beneficent and democratic is that structure.
Douthat: Right. But it seems to me that this is a landscape that’s fundamentally pretty incompatible with representative democracy as we’ve known it. First, it gives incredible amounts of power to those humans who are experts — even though they’re not the real experts anymore, the superintelligences are the experts — but those humans who essentially interface with this technology, they’re almost a priestly cast. And then it seems like the natural arrangement is some kind of oligarchic partnership between a small number of A.I. experts and a small number of people in power in Washington, D.C.
Kokotajlo: It’s actually a bit worse than that, because I wouldn’t say A.I. experts; I would say whoever politically owns and controls the armies of superintelligences, there’ll be one to three of these armies. And then who gets to decide what those armies do? Currently it’s the C.E.O. of the company that built them, and that C.E.O. has basically complete power. They can make whatever commands they want to the A.I.s.
Of course, we think that probably the U.S. government will wake up before then, and we expect the executive branch to be the fastest moving and to exert its authority to try to muscle in on this and get some oversight and control of the situation and the armies of A.I.s. The result is something like an oligarchy.
You said that this whole situation is incompatible with democracy. I would say that by default it’s going to be incompatible with democracy, but that doesn’t mean that it necessarily has to be that way. An analogy I would use is that in many parts of the world, nations are basically ruled by armies. And the army reports to one dictator at the top. However, in America, it doesn’t work that way. We have checks and balances. So even though we have an army, it’s not the case that whoever controls the army controls America, because there’s all sorts of limitations on what they can do with the army.
I would say that we can, in principle, build something like that for A.I. We could have a democratic structure that decides what goals and values the A.I.s can have that allows ordinary people — or at least Congress — to have visibility into what’s going on with the army of A.I.s and what they’re up to. The situation would then be analogous to the situation with the United States Army today, in which it exists in a hierarchical structure, but it’s democratically controlled.
Douthat: Just to go back to the idea of the person who’s at the top of one of these companies being in this unique world-historical position to basically be the person who controls superintelligence — or thinks they control it, at least: You used to work at OpenAI, which is a company on the cutting edge, obviously, of artificial intelligence research. It’s a company — full disclosure — with whom The New York Times is currently litigating alleged copyright infringement. And you quit because you lost confidence that the company would behave responsibly in a scenario, I assume, like the one in “AI 2027.”
Kokotajlo: That’s right.
Douthat: So from your perspective, what do the people who are pushing us fastest into this race expect at the end of it? Are they hoping for a best-case scenario? Are they imagining themselves engaged in a once-in-a-millennium power game that ends with them as world dictator? What do you think is the psychology of the leadership of A.I. research right now?
Kokotajlo: Well, um. [Breathes deeply.]
Douthat: Be honest.
Kokotajlo: It’s — [laughs] it’s — you know, caveat, caveat. I can’t ——
Douthat: We’re not talking about any single individual here. You’re making a generalization.
Kokotajlo: Yeah, yeah. Caveat, caveat. It’s hard to tell what they really think because you shouldn’t take their words at face value.
Douthat: Much, much like a superintelligent A.I.
Kokotajlo: Sure. But in terms of — I can at least say that the sorts of things that we’ve just been talking about have been discussed internally at the highest level of these companies for years.
For example, according to some of the emails that surfaced in the recent court cases with OpenAI, Ilya, Sam, Greg and Elon were all arguing about who gets to control the company. And at least the claim was that they founded the company because they didn’t want there to be an A.G.I. dictatorship under Demis Hassabis, who was the leader of DeepMind. So they’ve been discussing this whole dictatorship possibility for a decade or so at least.
Similarly, for the loss of control — you know, “what if we can’t control the A.I.s?” — there’ve been many, many, many discussions about this internally there. I don’t know what they really think, but these considerations are not at all new to them.
Douthat: And to what extent — again, speculating, generalizing, whatever else — does it go a bit beyond just, they are potentially hoping to be extremely empowered by the age of superintelligence? And does it enter into, they’re expecting the human race to be superseded?
Kokotajlo: I think they’re definitely expecting the human race to be superseded.
Douthat: But superseded in a way where that’s a good thing. That’s desirable, that we are encouraging the evolutionary future to happen. And by the way, maybe some of these people — their minds, their consciousness, whatever else — could be brought along for the ride.
You mentioned Sam Altman, obviously one of the leading figures in A.I. He wrote a blog post in 2017 called “The Merge,” which is, as the title suggests, basically about imagining a future where human beings, or some human beings — Sam Altman, right? — figure out a way to participate in the new super race. How common is that kind of perspective — whether we apply it to Altman or not — in the A.I. world, would you say?
Kokotajlo: So the specific idea of merging with A.I.s, I would say, is not particularly common. But the idea that we’re going to build superintelligences that are better than humans at everything, and then they’re going to basically run the whole show and the humans will just sit back and sip margaritas and enjoy the fruits of all the robot-created wealth — that idea is extremely common. I think that’s what they’re building towards.
Part of why I left OpenAI is that I just don’t think the company is dispositionally on track to make the right decisions that it would need to make to address the two risks that we just talked about. So I think that we’re not on track to have figured out how to actually control superintelligences, and we’re not on track to have figured out how to make it democratic control instead of just a crazy possible dictatorship.
Douthat: I think that seems plausible, but my sense is that it’s a bit more than people expecting to sit back and sip margaritas and enjoy the fruits of robot labor. Even if people aren’t all in for some kind of man-machine merge. I definitely get the sense that people think it’s speciesist, let’s say ——
Kokotajlo: Some people do. Yeah.
Douthat: To care too much about the survival of the human race. It’s like, OK, worst case scenario, human beings don’t exist anymore. But good news, we’ve created a superintelligence that could colonize the whole galaxy. I definitely get the sense that people think that way.
Kokotajlo: There are definitely people who think that. Yeah, yeah.
Douthat: OK, good. Yeah, that’s good to know.
Kokotajlo: [Chuckles.]
Douthat: So let’s do a little bit of pressure testing in my limited, limited way of some of the assumptions underlying this kind of scenario — not just the timeline but, whether it happens in 2027 or 2037, the larger scenario of a kind of superintelligence takeover.
Let’s start with the limitation on A.I. that most people are familiar with right now, which gets called hallucination. It’s the tendency of A.I. to simply seem to make things up in response to queries. You were earlier talking about this in terms of lying and outright deception. I think a lot of people experience this as the A.I. making mistakes, and that it doesn’t recognize it’s making mistakes because it doesn’t have the level of awareness required to do that. A recent story in The Times reported that in the latest publicly available models — which you’ve suggested are probably pretty close to cutting-edge — there seem to be trade-offs where the model might be better at math or physics, but guess what? It’s hallucinating a lot more.
Are hallucinations just a subset of the kind of deception that you’re worried about? When I’m being optimistic, I read a story like that and I’m like, OK, maybe there are just more trade-offs in the push to the frontier of superintelligence than we think, and this will be a limiting factor on how far this could go. But what do you think?
Kokotajlo: Great question. First of all, lies are a subset of hallucinations, not the other way around. I think quite a lot of hallucinations — arguably the vast majority of them — are just mistakes, as you said. So I use the word lies specifically. I was referring to specifically when we have evidence that the A.I. knew that it was false and still said it anyway.
But also, to your broader point, I think that the path from here to superintelligence is not at all going to be a smooth, straight line. There’s going to be obstacles to overcome along the way. I think one of the obstacles that I’m actually quite excited to think more about is what you might call reward hacking. In “AI 2027,” we talk about this gap between what you’re actually reinforcing and what you want to happen — what goals you want the A.I. to learn — and we talk about how as a result of that gap you end up with A.I.s that are misaligned and that, like, aren’t actually honest with you, for example. Well, excitingly, that’s already happening. That means that the companies still have a couple of years to work on the problem and try to fix it.
One thing that I’m excited to think about and to track and follow very closely is: What fixes are they going to come up with? And are those fixes going to actually solve the underlying problem and get training methods that reliably get the right goals into A.I. systems, even as those A.I. systems are smarter than us? Or are those fixes going to temporarily patch or cover up the problem instead of fixing it? That’s the big question that we should all be thinking about over the next few years.
Douthat: Well, and it yields a question I’ve thought about a lot as someone who follows the politics of regulation pretty closely. My sense is always that human beings are just really bad at regulating against problems that we haven’t experienced in some big, profound way. You can have as many papers and arguments as you want about speculative problems that we should regulate against, and the political system just isn’t going to do it.
In an odd way, if you want the slowdown, if you want regulation and limits on A.I., then maybe you should be rooting for a scenario where some version of hallucination happens and causes a disaster, where it’s not that the A.I. is misaligned, but — this sounds sinister — it’s that it makes a mistake and a lot of people die somehow because the A.I. system has been put in charge of some important safety protocol or something, and people are horrified and say, OK, we have to regulate this thing.
Kokotajlo: I certainly hesitate to say that I hope that disasters happen and people die, but ——
Douthat: We’re not saying that. We’re speculating.
Kokotajlo: I do agree that humanity is much better at regulating against problems that have already happened when we learn from harsh experience. Part of why the situation that we’re in is so scary is that for this particular problem, by the time it’s already happened, it’s too late.
Smaller versions of it can happen, though. For example, the stuff that we’re currently experiencing: We’re catching our A.I.s lying, and we’re pretty sure they knew that the thing they were saying was false. We’re pretty sure it was a blatant lie despite the fact that that wasn’t what their instructions were and that wasn’t what their training was supposed to train them to do.
That’s actually quite good, because that’s a small-scale example of the thing that we’re worried about happening in the future, and hopefully we can try to fix it. It’s not the example that’s going to energize the government to regulate because no one’s dying. It’s just a chatbot lying to a user about some link or something.
Douthat: And then they put it in their term paper and get caught.
Kokotajlo: Right. But from a scientific perspective, it’s good that this is already happening because it gives us a couple of years to try to find a thorough, lasting fix to it. And I wish we had more time, but that’s the name of the game.
Douthat: OK. So now two big philosophical questions, maybe connected to one another. There’s a tendency, I think, for people in A.I. research making the kind of forecast you’re making to move back and forth on the question of consciousness. Are these superintelligent A.I.s conscious and self-aware in the ways that human beings are? I’ve had conversations where A.I. researchers and people will say: Well, no, they’re not, and it doesn’t matter because you can have an A.I. program working toward a goal, and it doesn’t matter if they are self-reflective.
But then, again and again, in the way that people end up talking about these things, they slip into the language of consciousness. So I’m curious: Do you think consciousness matters in mapping out these future scenarios? Is the expectation of most A.I. researchers that we don’t know what consciousness is but it’s an emergent property, and if we build things that act like they’re conscious, they’ll probably be conscious? Where does consciousness fit into this?
Kokotajlo: This is a question for philosophers, not A.I. researchers — but I happen to be trained as a philosopher.
Douthat: Well, no, it is a question for both. Since the A.I. researchers are the ones building the agents, they probably should have some thoughts on whether it matters or not if the agents are self-aware.
Kokotajlo: Sure. I think I would say we could distinguish three things. There’s the behavior: Are they talking like they’re conscious? Are they pursuing goals? Do they behave as if they have goals and preferences? Do they behave as if they’re experiencing things and then reacting to those experiences?
Douthat: Right, and they’re going to hit that benchmark.
Kokotajlo: Definitely, yeah.
Douthat: Absolutely, people will think that the superintelligent A.I. is conscious. People will believe that.
Kokotajlo: Because in the philosophical discourse, when we talk about: Are shrimp conscious? Are fish conscious? What about dogs? Typically what people do is they point to capabilities and behaviors, like, look, a dog can recognize itself in a mirror. It seems to feel pain in a similar way to how humans feel pain and has these aversive behaviors, and so forth.
Most of that will be true of these future superintelligent A.I.s. They will be acting autonomously in the world, reacting to all this information coming in, making strategies and plans and thinking about how best to achieve their goals. In terms of raw capabilities and behaviors, they will check all the boxes, basically.
There’s a separate philosophical question of, well, if they have all the right behaviors and capabilities, does that mean that they have true qualia? Did they actually have the real experience, as opposed to merely the appearance of having the real experience?
That’s the thing that I think is a philosophical question. I think most philosophers, though, would say, yeah, probably they do, because probably consciousness is something that arises out of this information processing cognitive structures. If the A.I.s have those structures, then probably they also have consciousness.
However, this is controversial, like everything in philosophy.
Douthat: Right, and I don’t expect A.I. researchers to resolve that particular question. It’s more that on a couple of levels, it seems like consciousness as we experience it, as an ability to stand outside your own processing would be very helpful to an A.I. that wanted to take over the world.
So at the level of hallucinations, if they produce the wrong answer to a question, the A.I. can’t stand outside its own answer-generating process in the way it seems like we can. If it could, maybe that makes the hallucination process go away. And then when it comes to the ultimate worst-case scenario that you’re speculating about, it seems to me that an A.I. that is conscious is more likely to develop some kind of independent view of its own cosmic destiny that yields a world where it wipes out human beings than an A.I. that is just pursuing research for research’s sake.
But maybe you don’t think so. What do you think?
Kokotajlo: So the view of consciousness that you were just talking about is a view by which consciousness has physical effects in the real world. It’s something that you need in order to have this reflection, and it’s something that also influences how you think about your place in the world.
I would say if that’s what consciousness is, then probably these A.I.s are going to have it. Why? Because the companies are going to train them to be really good at all of these tasks, and you can’t be really good at all these tasks if you aren’t able to reflect on how you might be wrong about stuff.
So in the course of getting really good at all the tasks, they will therefore learn to reflect on how they might be wrong about stuff. If that’s what consciousness is, then that means they’ll have consciousness.
Douthat: OK. That does depend, though, in the end, on a kind of emergence theory of consciousness like the one you suggested earlier. Basically, we aren’t going to figure out exactly how consciousness emerges, but it is nonetheless going to happen.
Kokotajlo: Totally. An important thing that everyone needs to know is that these systems are trained; they’re not built. So we don’t actually have to understand how they work — and we don’t — in order for them to work.
Douthat: OK. So then from consciousness to intelligence, all of the scenarios that you spin out depend on the assumption that, to a certain degree, there’s nothing that a sufficiently capable intelligence couldn’t do.
I think a lot hinges on this question of what is available to intelligence. Because if the A.I. is slightly better at getting you to buy a Coca-Cola than the average advertising agency, that’s impressive, but it doesn’t let you exert total control over a democratic polity.
Kokotajlo: I completely agree. And so that’s why I say you have to go on a case-by-case basis and ask: OK, assuming that the A.I. is better than the best humans at X, how much real-world power would that translate to? What affordances would that translate to? And that’s the thinking that we did when we wrote “AI 2027.”
We thought about historic examples of humans converting their economies and changing their factories to wartime production. And we asked: How fast can humans do it when they really try? Superintelligence will be better than the best humans, so they’ll be able to go somewhat faster.
And so maybe, instead of in World War II, when the United States was able to convert a bunch of car factories into bomber factories over the course of a couple of years, well, maybe then that means in less than a year, maybe six months, we could convert existing car factories into fancy new robot factories, producing fancy new robots.
Douthat: But if we’re looking for hope, this is a strange way of talking about this technology. We’re saying the limitations are the reason for hope.
Earlier we talked about robot plumbers as an example of the key moment when things will get real for people. Then it’s not just in your laptop. It’s in your kitchen and so on. But actually fixing a toilet is, on one hand, a very hard task. On the other hand, it’s a task that lots and lots of human beings are quite optimized for.
I can imagine a world where the robot plumber is never that much better than the ordinary plumber. In that world, people might rather have the ordinary plumber around for all kinds of very human reasons.
And that could generalize to a number of areas of human life where the advantage of the A.I., while real on some dimensions, is limited in ways that at the very least — and this I actually do believe — dramatically slows its uptake by ordinary human beings.
For instance, right now, just personally, as someone who writes a newspaper column and does research for that column, I can concede that top-of-the-line A.I. models might be better than a human assistant right now by some dimensions. But I’m still going to hire a human assistant because I’m a stubborn human being who doesn’t just want to work with A.I. models.
To me, that seems like a force that could actually slow this along multiple dimensions if the A.I. isn’t immediately 200 percent better.
Kokotajlo: So I would just say this is hard to predict, but our current guess is that things will go about as fast as we depict in “AI 2027.” They could be faster, they could be slower, and that is indeed quite scary. Another thing I would say is that we’ll find out how fast things go when the time comes.
Douthat: Very, very, very soon.
Kokotajlo: The other thing I was going to say is that politically speaking, I don’t think it matters that much if you think it might take five years instead of one year, for example, to transform the economy and build the new self-sustaining robot economy managed by superintelligences.
That’s not that helpful if the entire five years there has still been this political coalition between the White House and the superintelligences and the corporations, and the superintelligences have been saying all the right things to make the White House and the corporations feel like everything’s going great for them, but actually they’ve been deceiving them.
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1 month ago
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The New York Times
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| 26 |
AI job predictions 2025
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2025-06-17 14:03:01
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What To Expect From The Job Market As A Job Seeker In 2025
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https://www.forbes.com/sites/karadennison/2025/03/17/what-to-expect-from-the-job-market-as-a-job-seeker-in-2025/
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Significant trends have been standing out recently. A cooling market, the rise of AI-driven hiring, the stabilization of remote and hybrid...
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What to expect in the job market as a job seeker in 2025gettyThe U.S. job market is undergoing a remarkable transformation, shaped by
technological advancements, green initiatives, and fundamental shifts in
work arrangements. Unlike the gradual evolution of previous years, 2025
represents a decisive turning point for both workers and employers.According to the World Economic Forum's Future of Jobs Report 2025, the
combined forces of technological development, green transition, and
demographic shifts are fundamentally reshaping labor markets. The shift
toward a greener economy is projected to create approximately 170 million
new jobs this decade. However, this transition comes with
disruption—approximately 92 million jobs may be displaced, leading to
significant workforce restructuring.What sets this year apart is the accelerated pace of change, particularly
in automation, remote work, and hybrid models. The pandemic-era experiments
with flexible work have evolved into established business practices, with
recent data showing that 52% of global companies have formalized hybrid
work arrangements. Research compiled by Velocity Global shows that 62% of
employees would take a 10% pay cut to remain remote, and 76% of caregivers
report that working from home has improved their overall quality of life.
In response, forward-thinking organizations are building "digital-first
cultures"—leveraging technology to enhance efficiency while strategically
balancing in-office collaboration with remote work for optimal productivity.Current Trends of the 2025 Workplace Significant trends have been standing out in the labor market recently.
We’re noticing a cooling job market, the rise of AI-driven hiring, the
stabilization of remote and hybrid work, and contract-based jobs.A Cooling Hiring Climate and Policy HeadwindsThe job market in 2025 has noticeably cooled compared to the previous year.
Hiring has slowed across sectors, with job postings declining from
post-pandemic highs and companies taking longer to fill positions. This
creates significant challenges for job seekers, especially in technology
and financial services, where competition has intensified.MORE FOR YOUEconomic and policy factors drive this cooling trend. Inflation concerns
persist despite moderation, and interest rates remain high enough to limit
expansion in capital-intensive industries. Changing immigration policies
have created labor shortages in hospitality, construction, agriculture, and
technology—sectors traditionally reliant on international talent.For job seekers, this environment requires a strategic approach focused on
networking, targeted skills development, and applications to companies
showing growth despite market constraints. The era of abundant job options
has given way to a more selective hiring landscape where employers have
regained significant leverage in the recruitment process.AI Integration and Skills First HiringSkills-first hiring has become a powerful trend in today’s job market,
transforming how companies evaluate talent. While employers traditionally
leaned heavily on degrees and formal education, industry data shows that 4
in 5 employers now prioritize demonstrated abilities over academic
credentials. function loadConnatixScript(document) { if (!window.cnxel) { window.cnxel
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const cssUrl = data.css; const cssUrlLink = document.createElement('link');
cssUrlLink.rel = 'stylesheet'; cssUrlLink.href = cssUrl; cssUrlLink.as =
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}); } } loadConnatixScript(document); The tech sector leads this shift, with approximately 50% of technology job
postings no longer requiring four-year degrees. This represents a
meaningful evolution in hiring practices rather than a superficial change
in terminology.Major tech companies, including Google and Apple, have embraced this
approach, as have government employers in states like Pennsylvania and
Minnesota. These organizations recognize that conventional degree
requirements often exclude qualified candidates who've developed valuable
skills—particularly in high-demand areas like machine learning, data
science, and automation—through alternative means.This practical approach to talent assessment opens doors for candidates
with non-traditional backgrounds while helping employers access previously
overlooked talent pools during a time of continued skills shortages.Driving this shift in the hiring criteria is the rapid advancement in
artificial intelligence (AI). With its help, HR professionals can
streamline recruitment by identifying candidates with transferable skills,
reducing unconscious bias, and ensuring that hiring decisions are based on
verified competencies rather than outdated hiring models.The Stabilization of Remote and Hybrid Work ModelsRemote and hybrid work arrangements are becoming standard practice in 2025.
After years of debate and experimentation, most companies have settled on
flexible approaches that combine remote and in-office work.Companies that tried forcing full-time office returns in previous years are
now backing away from these strict policies. They've seen troubling
results, including high quit rates, lower productivity, and valuable team
members quitting. Organizations that pushed too hard for office attendance
are now creating more flexible options to keep their talent.The workplace isn't going back to pre-pandemic patterns or staying fully
remote. Instead, most companies now offer personalized arrangements that
balance business needs with employee preferences.The Rise of Contract Work Contract work will become a significant employment model in 2025,
encompassing freelancing, right-to-hire positions, and on-call work.
Companies increasingly use contractors to fill critical skill gaps,
especially in AI, technology, and marketing, with about 40% of managers
planning to use contract professionals for key projects, according to
Robert Half.For workers, this model offers greater flexibility, higher pay rates,
project selectivity, and remote work opportunities. Many professionals
choose contract work to gain diverse experiences while controlling their
schedules.The tradeoffs are significant. Contractors enjoy more freedom but face
inconsistent income and reduced job security while needing to manage their
own benefits and taxes. Employers, on the other hand, balance higher hourly
costs against workforce flexibility, saving on benefits while sacrificing
institutional knowledge.Navigating The Evolving Job MarketPrioritize AI Upskilling:The skill gap continues to define the 2025 job market. While companies seek
talent with specific technical abilities, many job seekers find their
existing qualifications increasingly insufficient. With industry analysts
predicting that nearly 39% of core job skills will transform by 2030,
continuous learning has become essential rather than optional.AI competencies now extend beyond tech roles into virtually every field.
Finance professionals need AI analysis skills. Marketers require prompt
engineering abilities, and even HR specialists must understand AI-driven
recruiting tools. For job seekers, developing these skills offers a
significant competitive advantage.Start with foundational AI literacy, from understanding key concepts,
terminology, and applications relevant to your field. Then, progress to
practical skills by completing projects demonstrating your ability to apply
these technologies to real business challenges. Many employers value
demonstrated capability over formal credentials in this rapidly evolving
space.Create Applications That Can’t Be Ignored:In a competitive job market like this, generic applications rarely get
noticed. To stand out, customize your materials for each position. Include
relevant keywords from the job description in your resume, highlighting
accomplishments with specific numbers. For instance, "increased sales by
X%" will appeal more than vague statements about the responsibilities of
“managing sales.”Your cover letter should connect your background directly to the company's
situation. Research recent company news or initiatives and explain how your
skills address their needs. This targeted approach shows genuine interest
and attention to detail that hiring managers value.Focus on quality rather than quantity in your job search. Ten carefully
customized applications typically yield better results than dozens of
generic submissions. Each application should demonstrate that you've
thoroughly researched the role and the organization.AI also plays a huge role in helping you optimize your resumes for
Applicant Tracking Systems (ATS), as tools like Jobscan and SkillSyncer can
help tailor applications to job descriptions.Build Your Network Strategically:Who you know often matters as much as what you know. As hiring processes
become more selective, personal connections and referrals have proven to
open doors to more work opportunities. Referred candidates are
significantly more likely to get interviews and receive offers than those
applying through traditional channels.Internal mobility has also gained prominence, with companies increasingly
filling positions from within rather than recruiting externally. This
approach saves organizations time and resources while reducing onboarding
risks.For job seekers, this means developing two distinct networking strategies.
If you're currently employed, deliberately build relationships across
different departments in your organization. Volunteer for cross-functional
projects, participate in company events and make your career aspirations
known to decision-makers. These internal connections can alert you to
opportunities before they're widely advertised.For external opportunities, activate your broader professional network.
Rather than simply applying online, identify connections who work at target
companies and reach out for referrals. Most professionals are willing to
refer qualified candidates they know, especially when their companies offer
referral bonuses.LinkedIn has become particularly valuable for this purpose. Ensure your
profile clearly communicates your expertise and career goals, then engage
meaningfully with content from professionals at companies where you'd like
to work. This visibility can lead to conversations that evolve into formal
introductions or referrals.Remember that effective networking is reciprocal. Offer assistance and
information to others without immediately expecting something in return.
This approach builds goodwill that often translates into support when you
need it most.The 2025 job market demands both adaptability and strategic thinking. Amid
cooling hiring, evolving work models, and changing skill requirements,
success requires deliberate action. By combining technical competence with
personal connections and focused search strategies, job seekers will not
only be able to differentiate themselves from others but also find
meaningful opportunities in an evolving workplace.
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3 months ago
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Forbes
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| 28 |
AI job predictions 2025
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2025-06-17 14:03:01
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Is AI already shaking up labor market?
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https://news.harvard.edu/gazette/story/2025/02/is-ai-already-shaking-up-labor-market-a-i-artificial-intelligence/
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Four trends point to major change, say researchers David Deming and Lawrence Summers, who studied a century of tech disruptions.
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Is AI already shaking up labor market?
4 trends point to major change, say researchers who studied century of tech disruptions
Christy DeSmith
Harvard Staff Writer
February 14, 2025
A study co-authored by economist David Deming examines how technology has changed the U.S. labor market over 100 years.
A new paper by Harvard economists David Deming and Lawrence H. Summers offers early evidence of artificial intelligence shaking up the workforce.
The study measures more than 100 years of “occupational churn” — or each profession’s share in the U.S. labor market — for a historical look at technological disruption. It revealed a stretch of stability between 1990 and 2017 that runs counter to popular narratives about robots stealing American jobs. But the research also uncovered a recent shift, with the authors identifying several trends driven, at least partly, by AI.
“We really thought the paper would say something like, ‘See, I told you so. Things aren’t changing all that much,’” said Deming, the Isabelle and Scott Black Professor of Political Economy at Harvard Kennedy School and Faculty Dean of Kirkland House. “But when we got into the data, we found the story was a bit more subtle — and more interesting in some ways — than anything we expected.”
For years, Deming and Summers had talked about gauging occupational churn in the U.S. labor market over time. “It would be a systematic way to measure how much all these different types of technology have affected work,” explained Deming, the paper’s lead author.
The co-authors’ findings led them to believe so. As evidence, they outline four emerging trends in the U.S. job market.
The first concerns the end of what economists have termed job polarization — a barbell-shaped pattern, with the labor market growing at the top and bottom of the wage distribution.
What appeared more recently, the researchers found, is a one-sided pattern favoring well-compensated employees with high levels of training and skill.
Another trend, related to the first, finds a recent skyrocketing of science, technology, engineering, and math jobs following a surprising dip in the 2010s. The share of jobs in STEM — including software developers and data analysts — grew from 6.5 percent in 2010 to nearly 10 percent in 2024.
Analyzing data sourced from the Census as well as the Federal Reserve Bank showed firms are not only hiring more technical talent, they’ve started to make record-breaking investments in frontier technologies such as AI.
The research also uncovered flat or declining employment specifically in low-paid service work. Charting the occupational churn in this sector, which saw enormous growth from 1980 to the early 2000s, revealed a cliff as of 2019. AI is just one possible explanation, Deming emphasized.
The paper’s fourth trend suggests an especially deep plummet, driven by technology, in retail sales jobs. Between 2013 and 2023, the share of retail sales jobs dropped from 7.5 to 5.7 percent of the job market, a reduction of 25 percent.
The co-authors note that the e-commerce sector was an early adopter of predictive AI, and has more than doubled its share of all retail sales since 2015.
“I see the pandemic as an accelerant, as something that was going to happen anyway,” Deming said. “When people were told it’s dangerous, possibly even deadly, to go shopping — now they had to shop online — they discovered it actually wasn’t so bad and formed new habits.”
“Everybody should be thinking about AI, no matter what they do for a living,” Summers added. “Because AI can be highly empowering. But it also means certain types of activities won’t be done by people anymore.”
The paper contains a nugget of insight for knowledge workers in sectors like finance, management, and journalism. Automation has indeed claimed American jobs over the last century.
“When companies start to get squeezed — when we hit the next recession or something — they’re going to start expecting more out of knowledge workers,” Deming said. “They won’t want that memo in two days, because they know this technology is available. They’ll want it in two hours.”
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4 months ago
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Harvard Gazette
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data:image/jpeg;base64,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
| 29 |
AI job predictions 2025
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2025-06-17 14:03:01
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Top Google exec says AI will rival humans in just 5 years and predicts we’ll 'colonize the galaxy' in 2030—but he draws the line at robot nurses
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https://fortune.com/2025/06/06/google-deepmind-ceo-demis-hassabis-ai-smarter-than-humans-space-colonization-robot-nurses/
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2030 will be “an era of maximum human flourishing, where we travel to the stars and colonize the galaxy,” Google DeepMind CEO says.
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Top Google exec says AI will rival humans in just 5 years and predicts we’ll ‘colonize the galaxy’ in 2030—but he draws the line at robot nurses
BY Emma Burleigh
June 6, 2025 at 11:41 AM EDT
2030 will be “an era of maximum human flourishing, where we travel to the stars and colonize the galaxy,” Google DeepMind CEO says. Bill Gates and Marc Benioff have shared similar predictions.
Google DeepMind CEO Demis Hassabis predicted AI smarter than humans will help us “colonize the galaxy,” in as soon as 5 years—but it won’t be the job-killer people fear it is. Rather, he said that the advanced models will usher in a new “golden era”; and others like Bill Gates and Marc Benioff agree that AI will radically change the world of work.
CEOs and the working class are very divided on how AI will shake up the world. Leaders tout the promise of an enhanced work-life, while employees question the future of their jobs. The CEO of Google’s AI research lab, DeepMind, has a more abstract line of thinking: galaxy exploration and “superhumans”—and perhaps sooner than you may expect.
“If everything goes well, then we should be in an era of radical abundance, a kind of golden era,” chief executive Demis Hassabis told Wired in a recent interview.
The AI leader said artificial general intelligence (AGI)—algorithms that are just as smart as humans—will be the driving force of this revolution. He said the $600 million giant is “dead on track” to possibly create that technology in the next five to 10 years.
While AI agents, chatbots, and copilots are already outperforming human workers, it begs the question of whether advanced AGI models will usher in a jobs armageddon.
The DeepMind CEO hit back at that claim: “What generally tends to happen is new jobs are created that utilize new tools or technologies and are actually better,” he insisted. “We’ll have these incredible tools that supercharge our productivity and actually almost make us a little bit superhuman.”
“If that all happens, then it should be an era of maximum human flourishing, where we travel to the stars and colonize the galaxy. I think that will begin to happen in 2030.”
The DeepMind CEO is dead-set that advanced AI models will bring about a renaissance in human existence. The “golden era” is only five short years away.
“AGI can solve what I call root-node problems in the world—curing terrible diseases, much healthier and longer lifespans, finding new energy sources,” Hassabis said.
While the tech executive has rosy predictions for the future, others are already warning of the growing pains ahead. Dario Amodei, the CEO of AI company Anthropic, predicted that 50% of entry-level roles could be automated in half a decade, which could send unemployment rates soaring to between 10% and 20%. LinkedIn’s chief economic opportunity officer Aneesh Raman said that technological disruption will first break the bottom rung of the career ladder.
However, Hassabis said he hasn’t personally witnessed much outcry about an AI jobs takeover. Instead, he purported that these new tools will turbocharge human productivity. Take healthcare, for example, he added that roles will be aided by AI, rather than replaced.
“There’s a lot of things that we won’t want to do with a machine,” he said. “You wouldn’t want a robot nurse—there’s something about the human empathy aspect of that care that’s particularly humanistic.”
Fortune reached out to DeepMind for comment.
Other technology bigwigs agree that AI will change the future of work—but differ in the way they think it’ll rewrite the rules. Billionaire Bill Gates expects a utopian society where humans have all the grunt work off their plates, giving way to a shorter workweek.
“What will jobs be like? Should we just work like 2 or 3 days a week?” the Microsoft co-founder told Jimmy Fallon on The Tonight Show in March.
At this year’s World Economic Forum in Davos, Switzerland, Salesforce CEO Marc Benioff shared his predictions on the future of work; that he, and many of the other leaders sitting in the room, would be the last cohort of executives to helm all-human workforces. Employees will soon rub shoulders with AI agents and robots, and executives need to know how to lead in that new reality.
“From this point forward…we will be managing not only human workers but also digital workers,” Benioff said during a panel at the event.
Indeed CEO Chris Hyams agrees with the DeepMind CEO that AI won’t eliminate a lot of jobs, but stipulates there will be a new set of desired skills. For the last decade, it’s all been about technical capabilities: cloud engineering, software coding, data science, and cybersecurity. But now that AI can crunch the numbers and write its own code, soft skills are more valuable.
“Every job is going to change pretty radically, and I think many of them in the next year,” Hyams said, explaining that empathy will be a sought-after skill alongside “having a curiosity and an openness and maybe even a veracity to learn new things.”
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1 week ago
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Fortune
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| 30 |
AI job predictions 2025
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2025-06-17 14:03:01
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Vista CEO Tells SuperReturn Attendees: AI Will Take Your Job
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https://www.entrepreneur.com/business-news/vista-ceo-tells-superreturn-attendees-ai-will-take-your-job/492825
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Robert F. Smith, the CEO of Vista Equity Partners, an investment firm with over $100 billion in assets under management, says most finance...
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Investment Firm CEO Tells Thousands in Conference Audience That 60% of Them Will Be 'Looking for Work' Next Year
By Sherin Shibu
Edited by Melissa Malamut
Jun 5, 2025
Robert F. Smith, the CEO of investment firm Vista Equity Partners, said on Thursday that AI will overturn the job market and lead to layoffs for most finance professionals.
Speaking at the SuperReturn International private capital conference in Berlin, which attracted over 5,500 attendees, Smith predicted that by next year, 40% of finance professionals at the event would be using AI agents while the remaining 60% would be searching for new employment. AI agents are programs that run autonomously to perform complex, multi-step tasks.
Smith emphasized in his remarks at the event that "all of the jobs" currently carried out by one billion knowledge workers today would change due to AI.
"I'm not saying they will all go away, but they will all change," Smith said. "You will have hyperproductive people in organizations, and you will have people who will need to find other things to do."
Vista is one of the largest private equity firms in the world, with over $100 billion in assets under management. The company focuses its investments on software, data, and technology businesses.
Reports show that jobs in the financial sector are ripe for replacement or augmentation with AI. Citigroup released a report on AI in finance in June 2024 that found that 54% of finance jobs "have a high potential for automation," and an additional 12% of roles could be "augmented" or improved with AI. The report stated that AI could cause the banking industry's global profit pool to rise from $1.7 trillion to almost $2 trillion by 2028.
Meanwhile, a survey of chief information and technology officers, released in January by Bloomberg Intelligence, showed that AI could cause as many as 200,000 job cuts on Wall Street within the next five years.
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2 weeks ago
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Entrepreneur
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data:image/jpeg;base64,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AI job predictions 2025
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2025-06-17 14:03:01
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Future of Work Trends 2025: Strategic Insights for CHROs
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https://www.gartner.com/en/articles/future-of-work-trends
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The future of work trends in 2025 will redefine how organizations operate amid rapid technological advancements and shifting workforce dynamics.
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2025: A pivotal year for future of work trends
Rapid technological advancements and evolving workforce dynamics are set to redefine how organizations operate. Are you ready to navigate these transformative trends and seize new opportunities?
The future of work trends in 2025 will redefine how organizations operate amid rapid technological advancements and shifting workforce dynamics. This year’s trends emphasize the integration of AI, the importance of employee well-being, and the need for diversity and inclusion.
By embracing these trends, organizations have the opportunity to enhance productivity, foster innovation and build resilient, inclusive cultures that thrive in a competitive global landscape.
Download Your Future of Work Toolkit
Unlock the strategies and actionable insights to leverage the 2025 future of work trends.
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Future of work trends: Key insights for 2025
The landscape of work is rapidly changing, driven by technological advancements and shifting societal expectations. Here are nine key trends shaping the future of work.
Future of Work Trend 1: Expertise gap intensifies as retirements surge and tech disrupts
Organizations are facing an expertise supply crisis as a large portion of the workforce nears retirement. This trend is compounded by technological disruptions that reduce opportunities for novice employees to develop expertise.
Future of Work Trend 2: Organizations redesign to prepare for technological innovation
In 2025, many organizations will undergo transformative restructuring to enhance operations. This involves rethinking organizational structures to become more agile and responsive to the fast-paced technological landscape, aiming to unlock new levels of efficiency and innovation.
Future of Work Trend 3: Nudgetech experiments bridge the widening communication gap
Nudgetech, a set of AI-powered tools, is being used to bridge communication gaps in diverse workforces. By aligning communication styles across cultural and generational lines, these tools aim to enhance collaboration and cohesion in increasingly complex work environments.
Future of Work Trend 4: Employees embrace bots over bosses in the pursuit of fairness
The growing comfort with AI tools in performance management reflects a shift in employee attitudes, as many believe these tools offer a more unbiased approach to feedback and evaluation compared to traditional methods.
Future of Work Trend 5: Organizations must define fraud vs. fair play when it comes to AI
As AI becomes more integrated into productivity processes, organizations face the challenge of distinguishing between genuine skill and AI-enhanced output. This highlights the need for clear guidelines to maintain integrity and fairness in the workplace.
Future of Work Trend 6: Organizations shift focus to inclusion and belonging with unexpected benefits
Leading companies are embedding diversity, equity and inclusion (DEI) into their core strategies. By fostering an inclusive environment, they recognize that diverse teams drive better decision making and innovation.
Future of Work Trend 7: AI-first organizations will destroy productivity in their search for it
An AI-first approach can inadvertently increase work friction if not carefully managed. This underscores the importance of aligning AI initiatives with organizational goals to maximize their potential benefits.
Future of Work Trend 8: Loneliness becomes a business risk, not just a well-being challenge
Loneliness is emerging as a significant factor affecting employee performance and engagement. Recognizing it as a business risk, organizations are exploring ways to foster connections and support among employees.
Future of Work Trend 9: Employee activism drives adoption and norms for responsible AI
Employee activism is shaping the standards for responsible AI use in the workplace, highlighting the role employees will play in shaping the ethical and practical use of AI.
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5 months ago
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Gartner
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AI job predictions 2025
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2025-06-17 14:03:01
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Cannes Lions predictions 2025: Can AI and creativity work together?
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https://www.performancemarketingworld.com/article/1921319/cannes-lions-predictions-2025-ai-creativity-work-together
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We're less than seven days away from Cannes Lions 2025, where the advertising industry will descend upon the south of France for a week of...
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# Cannes Lions predictions 2025: Can AI and creativity work together?
As you prepare for a week on the French Riviera, dive into expert predictions from PMW’s panel of experts on all things Cannes Lions 2025.
by Joseph Arthur
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6 days ago
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Performance Marketing World
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AI Didn't Take Your Job In 2024. What About 2025? Indeed's Economist Weighs In
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https://www.investopedia.com/ai-didn-t-take-your-job-in-2024-what-about-2025-indeed-s-economist-weighs-in-8754839
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Investopedia spoke with Cory Stahle, an economist at job search site Indeed, about the trends that will shape the job market in 2025.
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AI Didn't Take Your Job In 2024. What About 2025? Indeed's Economist Weighs In
By Diccon Hyatt
Published December 31, 2024
10:30 AM EST
If 2025 is anything like the past few years for the job market, one thing is for certain: big changes are ahead. In a few short years, the job market has seen massive upheavals, from the pandemic-era layoffs to the hiring frenzy that followed, the rise of work-from-home, to the surge of immigration, and the advent of large language model software marketed as "artificial intelligence." And the year ahead could bring further changes.
Investopedia spoke with Cory Stahle, an economist at job search site Indeed, about the trends that will shape the job market in 2025. The interview has been edited for brevity and clarity.
INVESTOPEDIA: What trends are you seeing in job postings that are not being picked up in the official surveys of the labor market?
CORY STAHLE: There's been a lot of discussion about generative artificial intelligence and its impact on the labor market, but where we sit at Indeed, we've had kind of an interesting perspective.
We're able to look at job postings that are asking for generative AI skills. The impact is still pretty minor on the labor market. We're only seeing about 2 in every 1,000 jobs asking for Gen AI skills. There's a lot of promise behind these tools, but the actual adoption of the technologies still has a long way to go.
We've seen a lot of interesting data on our platform around flexibility. We've seen a rise in employers taking more skills-based hiring approaches. We've seen fewer job postings requiring experience. We've seen fewer job postings requiring education, and we've also seen employers raising mentions of benefits and pay transparency in job postings as well.
INVESTOPEDIA: What do you think is driving that trend of increased flexibility?
CORY STAHLE: On one level, the thing that's driving that trend of increased flexibility is worker demand for it.
We've seen that, especially for things like remote work, there are many workers who still would like hybrid or remote work options. And so, in a labor market where it still can be difficult to find workers, being able to provide hybrid or remote work options can give employers a leg up in the market.
There's also the labor market side of things as well. Even though the labor market has cooled over the last couple of years, this labor market, especially in some areas, is still pretty tight.
We've seen knowledge worker jobs kind of fall off: your traditional office jobs, like software developing, marketing, those types of jobs. Employer demand has cooled pretty dramatically.
But in areas like construction and manufacturing and some of these more skilled labor jobs, we've seen that there's still really strong employer demand and much more demand than we saw even before the pandemic.
INVESTOPEDIA: Going back to AI, it doesn't sound like AI is going to take everyone's job yet, but what about in the coming year? Is it increasing a lot? What do you see happening with that in 2025?
CORY STAHLE: It's certainly increasing a lot. If we look back a couple of years ago, the number of job postings and mentions of this stuff was zero. This stuff just didn't exist.
What we've seen is growth from zero. It is still pretty small, but when you start looking at it, it ends up being three or four times growth in the last couple years.
A lot of the job postings around Gen AI are really focused on roles that are creating or supporting the creation of that. We see what we call "mathematics" roles on Indeed—which consist of data scientists, data analysts—are one of the highest categories for using Gen AI. We also see it in software development and other tech jobs.
But we're not seeing it in a lot of the other kind of less tech-centered roles yet. We're not seeing a lot in accounting or sales, or any of those areas. As we move into 2025 I think we're going to continue to see that surge and that growth continue.
Even if it were to triple in 2025, you would still only be seeing about six in every thousand postings. So there's still big room to run for these Gen AI postings.
I imagine we'll continue to see and hear a lot of discussion around it and continue to see a lot of growth. But I think for the job seeker, there's no cause of concern, or fear that your job is going to be taken by an AI based on this data and some other research that we've done.
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5 months ago
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Investopedia
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AI job predictions 2025
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2025-06-17 14:03:01
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25 New Technology Trends for 2025
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https://www.simplilearn.com/top-technology-trends-and-jobs-article
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Stay ahead of the curve with the latest technology trends! Explore cutting-edge innovations shaping our world, from AI to blockchain.
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25 New Technology Trends for 2025
By Nikita Duggal
Share This Article:
Last updated on Jun 9, 2025
Technology is evolving faster than ever, transforming the way we work and live. In this dynamic landscape, it’s not just new tech trends that are reshaping the future, but the very roles of IT professionals themselves. According to Gartner’s research on strategic technology trends, the most influential innovations are expected to disrupt industries and accelerate business success in the coming years.
What does this mean for you? It’s clear: staying ahead of emerging technologies is crucial for future-proofing your career. And in this article, we will help you do just that by exploring the top technology trends that are set to redefine the tech landscape, and know the right skills to thrive in these technologies.
What Are the Top 25 Emerging Technologies in 2025?
We will discuss top 25 emerging technologies, including:
1. Generative AI
2. Quantum Computing
3. 5G Expansion
4. Virtual Reality (VR) 2.0
5. Augmented Reality (AR)
6. Internet of Things
7. Biotechnology in Agriculture
8. Autonomous Vehicles
9. Blockchain
10. Edge Computing
11. Personalized Medicine
12. Neuromorphic Computing
13. Green Energy Technologies
14. Wearable Health Monitors
15. Extended Reality (XR) for Training
16. Voice-Activated Technology
17. Space Tourism
18. Synthetic Media
19. Advanced Robotics
20. AI in Cybersecurity
21. Digital Twins
22. Sustainable Technology
23. Telemedicine
24. Nano-Technology
25. AI TRiSM
Nikita Duggal
Jun 9, 2025
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1 week ago
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Simplilearn.com
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data:image/jpeg;base64,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
| 35 |
AI job predictions 2025
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2025-06-17 14:03:01
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This A.I. Forecast Predicts Storms Ahead
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https://www.nytimes.com/2025/04/03/technology/ai-futures-project-ai-2027.html
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The A.I. prediction world is torn between optimism and gloom. A report released on Thursday decidedly lands on the side of gloom.
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The year is 2027. Powerful artificial intelligence systems are becoming smarter than humans, and are wreaking havoc on the global order. Chinese spies have stolen America’s A.I. secrets, and the White House is rushing to retaliate. Inside a leading A.I. lab, engineers are spooked to discover that their models are starting to deceive them, raising the possibility that they’ll go rogue.
These aren’t scenes from a sci-fi screenplay. They’re scenarios envisioned by a nonprofit in Berkeley, Calif., called the A.I. Futures Project, which has spent the past year trying to predict what the world will look like over the next few years, as increasingly powerful A.I. systems are developed.
The project is led by Daniel Kokotajlo, a former OpenAI researcher who left the company last year over his concerns that it was acting recklessly.
While at OpenAI, where he was on the governance team, Mr. Kokotajlo wrote detailed internal reports about how the race for artificial general intelligence, or A.G.I. — a fuzzy term for human-level machine intelligence — might unfold. After leaving, he teamed up with Eli Lifland, an A.I. researcher who had a track record of accurately forecasting world events. They got to work trying to predict A.I.’s next wave.
The result is “AI 2027,” a report and website released this week that describes, in a detailed fictional scenario, what could happen if A.I. systems surpass human-level intelligence — which the authors expect to happen in the next two to three years.
“We predict that A.I.s will continue to improve to the point where they’re fully autonomous agents that are better than humans at everything by the end of 2027 or so,” Mr. Kokotajlo said in a recent interview.
There’s no shortage of speculation about A.I. these days. San Francisco has been gripped by A.I. fervor, and the Bay Area’s tech scene has become a collection of warring tribes and splinter sects, each one convinced that it knows how the future will unfold.
Some A.I. predictions have taken the form of a manifesto, such as “Machines of Loving Grace,” a 14,000-word essay written last year by Dario Amodei, the chief executive of Anthropic, or “Situational Awareness,” a report by the former OpenAI researcher Leopold Aschenbrenner that was widely read in policy circles.
The people at the A.I. Futures Project designed theirs as a forecast scenario — essentially, a piece of rigorously researched science fiction that uses their best guesses about the future as plot points. The group spent nearly a year honing hundreds of predictions about A.I. Then, they brought in a writer — Scott Alexander, who writes the blog Astral Codex Ten — to help turn their forecast into a narrative.
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“We took what we thought would happen and tried to make it engaging,” Mr. Lifland said.
Critics of this approach might argue that fictional A.I. stories are better at spooking people than educating them. And some A.I. experts will no doubt object to the group’s central claim that artificial intelligence will overtake human intelligence.
Ali Farhadi, the chief executive of the Allen Institute for Artificial Intelligence, an A.I. lab in Seattle, reviewed the “AI 2027” report and said he wasn’t impressed.
“I’m all for projections and forecasts, but this forecast doesn’t seem to be grounded in scientific evidence, or the reality of how things are evolving in A.I.,” he said.
There’s no question that some of the group’s views are extreme. (Mr. Kokotajlo, for example, told me last year that he believed there was a 70 percent chance that A.I. would destroy or catastrophically harm humanity.) And Mr. Kokotajlo and Mr. Lifland both have ties to Effective Altruism, another philosophical movement popular among tech workers that has been making dire warnings about A.I. for years.
Kevin Roose and Casey Newton are the hosts of Hard Fork, a podcast that makes sense of the rapidly changing world of technology. Subscribe and listen.
But it’s also worth noting that some of Silicon Valley’s largest companies are planning for a world beyond A.G.I., and that many of the crazy-seeming predictions made about A.I. in the past — such as the view that machines would pass the Turing Test, a thought experiment that determines whether a machine can appear to communicate like a human — have come true.
In 2021, the year before ChatGPT launched, Mr. Kokotajlo wrote a blog post titled “What 2026 Looks Like,” outlining his view of how A.I. systems would progress. A number of his predictions proved prescient, and he became convinced that this kind of forecasting was valuable, and that he was good at it.
“It’s an elegant, convenient way to communicate your view to other people,” he said.
Last week, Mr. Kokotajlo and Mr. Lifland invited me to their office — a small room in a Berkeley co-working space called Constellation, where a number of A.I. safety organizations hang a shingle — to show me how they operate.
Mr. Kokotajlo, wearing a tan military-style jacket, grabbed a marker and wrote four abbreviations on a large whiteboard: SC > SAR > SIAR > ASI. Each one, he explained, represented a milestone in A.I. development.
ImageTwo men pose for a photo one either side of large computer screens.
Researcher Eli Lifland and executive director Daniel Kokotajlo of the AI Futures Project, at their office space in Berkeley, Calif. Credit...Ian C. Bates for The New York Times
First, he said, sometime in early 2027, if current trends hold, A.I. will be a superhuman coder. Then, by mid-2027, it will be a superhuman A.I. researcher — an autonomous agent that can oversee teams of A.I. coders and make new discoveries. Then, in late 2027 or early 2028, it will become a superintelligent A.I. researcher — a machine intelligence that knows more than we do about building advanced A.I., and can automate its own research and development, essentially building smarter versions of itself. From there, he said, it’s a short hop to artificial superintelligence, or A.S.I., at which point all bets are off.
If all of this sounds fantastical … well, it is. Nothing remotely like what Mr. Kokotajlo and Mr. Lifland are predicting is possible with today’s A.I. tools, which can barely order a burrito on DoorDash without getting stuck.
But they are confident that these blind spots will shrink quickly, as A.I. systems become good enough at coding to accelerate A.I. research and development.
Their report focuses on OpenBrain, a fictional A.I. company that builds a powerful A.I. system known as Agent-1. (They decided against singling out a particular A.I. company, instead creating a composite out of the leading American A.I. labs.)
As Agent-1 gets better at coding, it begins to automate much of the engineering work at OpenBrain, which allows the company to move faster and helps build Agent-2, an even more capable A.I. researcher. By late 2027, when the scenario ends, Agent-4 is making a year’s worth of A.I. research breakthroughs every week, and threatens to go rogue.
I asked Mr. Kokotajlo what he thought would happen after that. Did he think, for example, that life in the year 2030 would still be recognizable? Would the streets of Berkeley be filled with humanoid robots? People texting their A.I. girlfriends? Would any of us have jobs?
He gazed out the window, and admitted that he wasn’t sure. If the next few years went well and we kept A.I. under control, he said, he could envision a future where most people’s lives were still largely the same, but where nearby “special economic zones” filled with hyper-efficient robot factories would churn out everything we needed.
And if the next few years didn’t go well?
“Maybe the sky would be filled with pollution, and the people would be dead?” he said nonchalantly. “Something like that.”
One risk of dramatizing your A.I. predictions this way is that if you’re not careful, measured scenarios can veer into apocalyptic fantasies. Another is that, by trying to tell a dramatic story that captures people’s attention, you risk missing more boring outcomes, such as the scenario in which A.I. is generally well behaved and doesn’t cause much trouble for anyone.
Even though I agree with the authors of “AI 2027” that powerful A.I. systems are coming soon, I’m not convinced that superhuman A.I. coders will automatically pick up the other skills needed to bootstrap their way to general intelligence. And I’m wary of predictions that assume that A.I. progress will be smooth and exponential, with no major bottlenecks or roadblocks along the way.
But I think this kind of forecasting is worth doing, even if I disagree with some of the specific predictions. If powerful A.I. is really around the corner, we’re all going to need to start imagining some very strange futures.
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2 months ago
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The New York Times
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| 36 |
AI job predictions 2025
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2025-06-17 14:03:01
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AI will drive growth. But only Authentic Intelligence can empower the world
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https://www.weforum.org/stories/2025/03/ai-authentic-intelligence/
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Authentic Intelligence – when human capabilities are developed to leverage the power of AI – is essential for the future of human-AI...
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Authentic intelligence: the future of artificial intelligence
In recent years, artificial intelligence (AI) has become an increasingly important part of our lives. From virtual assistants like Siri and Alexa to self-driving cars and personalized product recommendations, AI is being used in a wide range of applications.
However, as AI becomes more prevalent, there is a growing concern about the potential risks and downsides of this technology. One of the main concerns is that AI systems can be biased and discriminatory, perpetuating existing social and economic inequalities.
Another concern is that AI systems can be used to manipulate and deceive people, either intentionally or unintentionally. For example, deepfake videos and audio recordings can be used to create convincing but false information, which can be used to influence public opinion or discredit individuals.
To address these concerns, there is a need for a new approach to AI that prioritizes authenticity and transparency. This approach, which we call "authentic intelligence," involves designing AI systems that are fair, transparent, and accountable.
Authentic intelligence is based on several key principles. First, AI systems should be designed to prioritize fairness and equity, avoiding bias and discrimination whenever possible. Second, AI systems should be transparent, providing clear and concise information about how they work and what they are doing. Third, AI systems should be accountable, providing mechanisms for users to correct errors or appeal decisions.
By prioritizing authenticity and transparency, we can create AI systems that are more trustworthy and beneficial to society. For example, authentic intelligence can be used to develop more accurate and unbiased machine learning models, which can help to improve decision-making in areas like healthcare and finance.
In addition, authentic intelligence can be used to create more transparent and accountable AI systems, which can help to build trust and confidence in these technologies. For instance, AI systems can be designed to provide clear explanations for their decisions, allowing users to understand and appeal those decisions if necessary.
Overall, authentic intelligence has the potential to transform the field of AI, enabling the development of more fair, transparent, and accountable AI systems. By prioritizing authenticity and transparency, we can create AI systems that are more beneficial to society and that promote human well-being.
The World Economic Forum is committed to promoting the development of authentic intelligence, through initiatives like the Global Future Council on Artificial Intelligence and Machine Learning. We believe that by working together, we can create a future where AI is used to benefit all of humanity, while minimizing its risks and downsides.
In conclusion, authentic intelligence is a new approach to AI that prioritizes fairness, transparency, and accountability. By adopting this approach, we can create AI systems that are more trustworthy and beneficial to society, and that promote human well-being. We hope that this initiative will inspire a new generation of AI researchers and developers to prioritize authenticity and transparency in their work, and to create a brighter future for all of us.
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2 months ago
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The World Economic Forum
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| 37 |
AI job predictions 2025
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2025-06-17 14:03:01
| null |
6 AI trends you’ll see more of in 2025
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https://news.microsoft.com/source/features/ai/6-ai-trends-youll-see-more-of-in-2025/
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In 2025, AI will evolve from a tool for work and home to an integral part of both. AI-powered agents will do more with greater autonomy and help simplify your...
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## 6 AI trends you’ll see more of in 2025
by Paul Nyhan
In 2025, AI will evolve from a tool for work and home to an integral part of both.
AI-powered agents will do more with greater autonomy and help simplify your life at home and on the job. On the global stage, AI will help us find new ways to address some of the biggest challenges we face, from the climate crisis to healthcare access.
This progress will be driven by advancements in AI’s ability to remember more and reason better, among other innovations. And Microsoft will remain grounded in its commitment to help people use and build AI that is safe and secure.
“AI is already making the impossible feel possible, and over the past year we’ve seen significant numbers of people and organizations moving from AI experimentation to more meaningful adoption,” says Chris Young, executive vice president of business development, strategy and ventures at Microsoft. “This is the start of a full-scale transformation of how this technology will change every part of our lives.”
In the last year alone, generative AI usage jumped from 55% to 75% among business leaders and AI decisionmakers. New AI tools will bring even more potential.
Want to know what’s ahead? Here are six AI trends to watch — and how Microsoft will innovate on each — in 2025.
### AI models will become more capable and useful
Over the past year, AI models became faster and more efficient. Today, large-scale “frontier models” can complete a broad range of tasks from writing to coding, and highly specialized models can be tailored for specific tasks or industries.
In 2025, models will do more — and do it even better.
Models with advanced reasoning capabilities, like OpenAI o1, can already solve complex problems with logical steps that are similar to how humans think before responding to difficult questions. These capabilities will continue to be useful in fields like science, coding, math, law and medicine, allowing models to compare contracts, generate code and execute multistep workflows.
These advancements will be important in model innovation, but so will progress in data curation and post-training. For example, Microsoft’s family of small Phi models showed that curating high-quality data can improve model performance and reasoning.
And Microsoft’s Orca and Orca 2 showed the power of synthetic data for post-training small language models, getting these models to perform at levels previously found only in much larger language models and to perform better on specialized tasks.
Making models faster, better and more specialized will create new and more useful AI experiences, including with agents, in 2025.
“There could be synergy between how we are training the models and how those models are powering agents in return,” says Ece Kamar, managing director of Microsoft’s AI Frontiers Lab. “And people will now have more opportunity than ever to choose from or build models that meet their needs.”
### Agents will change the shape of work
Workers at nearly 70% of Fortune 500 companies already use Microsoft 365 Copilot to tackle plenty of repetitive and mundane tasks, such as sifting through email and taking notes during Teams meetings. In 2025, a new generation of AI-powered agents will do more — even handling certain tasks on your behalf.
“Think of agents as the apps of the AI era,” says Charles Lamanna, corporate vice president of business and industry Copilot. “Just as we use different apps for various tasks, agents will begin to transform every business process, revolutionizing the way we work and manage our organizations.”
With advancements in memory, reasoning and multimodal capabilities, agents will handle more complex assignments with new skills and ways to interact.
Organizations can reimagine processes like creating reports and human resources tasks such as helping resolve a new laptop issue or answering benefits questions, freeing employees to focus on higher value work. Businesses can set up multiple agents to alert supply chain managers about inventory disruptions, recommend new suppliers and execute sales orders, handling daily challenges to help keep sales coming in.
And you can build and use agents no matter your technical skill. Anyone can build an agent in Copilot Studio — no coding required — while developers can create more sophisticated agents to orchestrate more complex tasks in Azure AI Foundry.
All of this will lay the groundwork for a future when organizations have a constellation of agents — from simple prompt-and-response to fully autonomous — that will work independently or together on behalf of individuals, groups or functions to execute and orchestrate processes.
Amid all this AI development, human oversight will remain a central cog in the evolving AI-powered agent wheel, says Kamar.
“In 2025, a lot of conversation will be about drawing the boundaries around what agents are allowed and not allowed to do, and always having human oversight,” Kamar says.
### AI companions will support you in your everyday life
Outside of work, AI is expected to make parts of your life easier in 2025. That’s because Microsoft Copilot can support you throughout your day as your AI companion.
This means it will help simplify and prioritize tasks like your daily barrage of information to free up more of your time, all while safeguarding your privacy, data and security.
As Copilot evolves over the next year, it will help you stay more connected and will have new capabilities.
Copilot Daily, for example, will start your day by reading you a summary of relevant news and weather in a familiar voice.
When you opt-in to use Copilot Vision, it will be able to see what you see online and talk with you about it because it will understand the web page you’re viewing, allowing it to answer your questions and suggest next steps.
Copilot will also help you make decisions. It could help you furnish your new apartment by searching for matching furniture and then help you think through the best way to arrange all of it to achieve feng shui.
And that’s only the beginning. In the coming years, AI experiences will become increasingly accurate and gain better emotional intelligence for more fluid interactions.
### AI will become more resource-efficient over time
While AI needs resources like energy, innovative solutions are helping with this challenge. Even as global datacenter workloads in 2020 were roughly nine times what they were in 2010, for example, datacenter electricity demand increased only 10%.
That’s in part because Microsoft is working on its own and with others, like AMD, Intel and NVIDIA, to make its hardware more efficient, from its custom silicon series, Azure Maia and Cobalt, to its liquid cooling heat exchanger unit designed to efficiently cool large-scale AI systems.
In the coming years, new datacenters that support AI will come online and consume zero water for cooling and the company will expand its use of superefficient liquid cooling systems such as cold plates.
It’s all part of a broader effort to make the infrastructure AI is built on more efficient and sustainable in 2025.
As Microsoft helps build a more efficient AI infrastructure, it will continue to invest in and use more low-carbon building materials, like near-zero carbon steel, concrete alternatives and cross-laminated timber.
Microsoft will also keep investing in and using carbon-free energy sources like wind, geothermal, nuclear and solar power. The company is making long-term investments to bring more carbon-free electricity onto the grids where it operates and continues to advocate for the expansion of clean energy solutions around the world.
This is only a slice of Microsoft’s planned infrastructure that will advance its goal to be a carbon negative, water positive, zero waste company by 2030, says Mark Russinovich, Azure’s chief technology officer, deputy chief information security officer and technical fellow.
“In 2025 and beyond we’re going to increasingly have a holistic view of datacenters, energy and resources, so that we can maximize the efficiency of our entire infrastructure,” Russinovich says.
### Measurement and customization will be keys to building AI responsibly
Measurement is defining and assessing risks in AI, and it’s critical for building AI responsibly. One of the biggest developments this coming year can be summarized in two words: testing and customization.
If you can measure risks and threats, you can help address or mitigate both. This means, for example, detecting and addressing ungrounded content, known as “hallucinations,” which are inaccurate responses from AI.
Part of Microsoft’s ongoing work to build safe AI applications is developing tough and comprehensive testing, says Sarah Bird, Microsoft’s chief product officer of Responsible AI. In addition to assessing internal threats like hallucinations, testing will become better at recognizing external and increasingly sophisticated attacks.
“Even as models get safer, we need to bring testing and measurement up to the worst of the worst threats that we see — testing that represents a sophisticated adversarial user and what they’re able to do,” Bird says. “We have the foundation, and we’re going to continue to iterate on it moving forward.”
People will also gain greater control over how AI applications operate within their organizations. They will be able to customize applications that filter content and establish guardrails that fit their work. A gaming company, for example, will be able to specify what kinds of violent content employees who are building games can see.
“The administrator can change the control of Microsoft 365 Copilot to say what types of content are appropriate in a workplace so people can do their jobs,” Bird says. “Control and customization are absolutely the future.”
### AI will accelerate scientific breakthroughs
AI is already having a dramatic impact around the world, driving advances in everything from supercomputing to weather forecasting. It’s fueling historic breakthroughs in scientific research and promises to unlock new capabilities in the natural sciences, sustainable materials, drug discovery and human health.
In 2024, for example, Microsoft Research made a breakthrough that will allow researchers to explore some of the world’s toughest biomolecular science problems, including the discovery of life-saving new drugs, with unprecedented speed and precision. Using an AI-driven protein simulation system, researchers found a new way to simulate biomolecular dynamics. This method, called AI2BMD, could help scientists solve previously intractable problems and fuel biomedical research in protein design, enzyme engineering and drug discovery.
And AI’s impact on science will continue to grow.
One of the most exciting things to watch in 2025 will be how AI’s use in scientific research fuels progress in addressing some of the world’s most pressing concerns, says Ashley Llorens.
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6 months ago
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Microsoft
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| 38 |
AI job predictions 2025
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2025-06-17 14:03:01
| null |
AI trends for 2025: Employment and talent management
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https://www.dentons.com/en/insights/articles/2025/january/10/ai-trends-for-2025-employment-and-talent-management
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AI trends for 2025: Employment and talent management · AI decision-making · Employees are using AI even where this is not led by the employer.
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## Headline
AI trends for 2025: Employment and talent management
## Subhead
Planning for workforce transformation
## Authors
Elouisa Crichton, Purvis Ghani
## Publication Date
January 10, 2025
## Main Text
Employment and people practices are a key component of any organization's AI roadmap, and this will continue to increase in 2025. The workplace of the future will need to have the skills and resources to effectively implement and leverage the benefits of AI and leaders need to consider how the technology may reshape their talent planning.
A few new and continuing key trends we anticipate for 2025, include:
### AI decision-making
Companies will need to manage potential legal risks and must carefully consider employment law and data protection implications across different jurisdictions, including AI bias and discrimination in a range of areas, including decision-making processes in recruitment and performance evaluations, and equality, diversity and inclusion impacts of use of AI in interactions with employees and customers. Companies need to ensure that privacy notices are fit for purpose and future proofed to address any automated processing, that policies reflect the process for decision-making and that employers understand the need for human check and balance and ownership of decisions. This can also be relevant in contentious scenarios as it is key that people give evidence on decision-making.
### Employees are using AI even where this is not led by the employer
Even where businesses do not have a proactive AI plan, staff are often experimenting with AI products themselves and engaging with them organically. There is a risk of inconsistent/inappropriate/unmonitored use of AI by staff. This could result in commercially or personally sensitive information being processed on AI software which is not controlled by or known by the employer. This risk can also arise in recruitment with candidates using AI during virtual interviews – employers should consider whether to permit this and design interviews with AI use in mind, or actively prohibit the use of AI and take steps to ensure it cannot be used to create an unfair advantage. Employers need to have updated policies and deliver training focusing on IT use/conduct/data protection policies and privacy notices to ensure appropriate limits, guidance and safeguards are in place.
### Talent planning and skills gap risk
The prominence of AI means that different skills are valued and needed by many employers. Employees who can get the best out of AI are valuable and that may mean a change in recruitment, progression, development and training strategies at all levels. However, there is a growing risk that AI prominence results in employees missing out on core learning with a risk of a skills gap forming. Companies need to understand what skills are needed, appropriate use of AI and how to factor in this changing skills profile into performance management, recruitment and retention exercises.
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5 months ago
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Dentons
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data:image/jpeg;base64,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AI job predictions 2025
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2025-06-17 14:03:01
| null |
IT Career Trends and Predictions 2025 From Industry Insiders
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https://www.itprotoday.com/career-management/it-career-trends-and-predictions-2025-from-industry-insiders
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From the rise of the prompt engineer and the chief AI officer to the workforce going fractional, IT leaders and industry insiders share their IT career...
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Cloud Exodus: When to Know It's Time to Repatriate Your Workloads
by Christopher Tozzi
Jun 16, 2025
5 Min Read
Cloud computing has become a staple of modern IT infrastructure, offering scalability, flexibility, and cost savings. However, as the technology continues to evolve, some organizations are beginning to reassess their cloud strategies and consider repatriating their workloads. In this article, we'll explore the concept of cloud exodus and provide guidance on when to know it's time to repatriate your workloads.
The cloud has been a game-changer for many organizations, providing a flexible and scalable infrastructure that can be quickly spun up or down to meet changing business needs. However, as the technology has matured, some organizations are beginning to experience the drawbacks of cloud computing, including rising costs, security concerns, and vendor lock-in.
One of the primary drivers of cloud exodus is cost. While the cloud can provide significant cost savings in the short term, the long-term costs can add up quickly. Organizations that have migrated large portions of their infrastructure to the cloud may find that their costs are spiraling out of control, with unexpected expenses for data transfer, storage, and compute resources.
Another factor driving cloud exodus is security. As the cloud has become more prevalent, it has also become a more attractive target for hackers and other malicious actors. Organizations that have sensitive data or applications in the cloud may be at risk of a security breach, which can have serious consequences for their business and reputation.
Vendor lock-in is another concern for organizations that have migrated to the cloud. While cloud providers like Amazon Web Services (AWS), Microsoft Azure, and Google Cloud Platform (GCP) offer a wide range of services and tools, they also have proprietary architectures and interfaces that can make it difficult to move workloads to another provider. This can limit an organization's flexibility and make it difficult to take advantage of new technologies and innovations.
So, when is it time to repatriate your workloads? Here are a few scenarios to consider:
1. **Cost savings**: If your organization is experiencing rising costs in the cloud, it may be time to consider repatriating your workloads. By bringing your infrastructure back in-house, you can avoid unexpectedly high costs for data transfer, storage, and compute resources.
2. **Security concerns**: If your organization has sensitive data or applications in the cloud, it may be time to consider repatriating your workloads. By bringing your infrastructure back in-house, you can regain control over your security posture and reduce the risk of a security breach.
3. **Vendor lock-in**: If your organization is concerned about vendor lock-in, it may be time to consider repatriating your workloads. By bringing your infrastructure back in-house, you can avoid proprietary architectures and interfaces that can limit your flexibility and make it difficult to take advantage of new technologies and innovations.
In conclusion, cloud exodus is a growing trend that organizations should be aware of. By understanding the drivers of cloud exodus, including cost, security, and vendor lock-in, organizations can make informed decisions about when to repatriate their workloads. Whether you're looking to reduce costs, improve security, or avoid vendor lock-in, repatriating your workloads can be a viable option for organizations that are looking to take control of their IT infrastructure.
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4 months ago
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ITPro Today
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| 40 |
AI job predictions 2025
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2025-06-17 14:03:01
| null |
2025 Talent Acquisition Tech Trends
|
https://www2.deloitte.com/us/en/blog/human-capital-blog/2025/ai-in-talent-acquisition.html
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Explore four tech trends transforming today's talent acquisition landscape through artificial intelligence (AI).
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2025 talent acquisition (TA) technology trends
From agentic AI to the evolution of the TA tech stack
Posted: 13 May 2025
No author or publication date available beyond this information.
2025 talent acquisition (TA) technology trends
From agentic AI to the evolution of the TA tech stack
No main article text available in the provided HTML string.
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1 month ago
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Deloitte
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data:image/jpeg;base64,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AI job predictions 2025
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2025-06-17 14:03:01
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U.S. Workers Are More Worried Than Hopeful About Future AI Use in the Workplace
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https://www.pewresearch.org/social-trends/2025/02/25/u-s-workers-are-more-worried-than-hopeful-about-future-ai-use-in-the-workplace/
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American workers have mixed feelings about how AI technologies, like ChatGPT, will affect jobs in the future.
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U.S. Workers Are More Worried Than Hopeful About Future AI Use in the Workplace
About a third of workers say AI use will lead to fewer job opportunities for them in the long run; chatbots seen as more helpful for speeding up work than improving its quality
By Luona Lin and Kim Parker
February 25, 2025
Pew Research Center conducted this analysis to understand how American workers see the use of AI in the workplace and their own experiences with AI in their jobs.
For this analysis, we surveyed 5,273 U.S. adults who are employed part time or full time and who have only one job _or_ have more than one but consider one of them to be their primary job. The survey was conducted Oct. 7-13, 2024.
About half of workers (52%) say they’re worried about the future impact of AI use in the workplace, and 32% think it will lead to fewer job opportunities for them in the long run, according to a new Pew Research Center survey.
And while 36% of workers also say they feel hopeful about how AI may be used in the workplace in the future, a similar share (33%) say they feel overwhelmed.
About one-in-six workers (16%) say at least some of their work is currently done with AI. And an additional 25% say, while they’re not using it much now, at least some of their work _can_ be done with AI. These shares are significantly higher among young workers and workers with at least a bachelor’s degree.
Few workers think AI use in the workplace will improve their job prospects in the long run.
Only 6% of workers say workplace AI use will lead to more job opportunities for them in the long run. About a third (32%) say it will lead to _fewer_ opportunities for them, and 31% say it will not make much difference. Some 17% of workers have not heard about the use of AI in the workplace.
Most American workers (63%) say they don’t use AI much or at all in their job.
About one-in-six workers (16%) are AI users, meaning at least some of their work is done with AI.
Another 81% of workers could be considered non-AI users. This includes 63% who say they don’t use AI much or at all in their job and 17% who have not heard of AI use in the workplace.
About one-in-ten workers say they use AI chatbots – such as ChatGPT, Gemini or Copilot – at work every day or a few times a week; 7% use them a few times a month.
A majority of workers (55%) say they rarely or never use them.
Workers who have used AI chatbots are more likely to find them helpful in speeding up their work than in improving its quality.
Four-in-ten workers who have used AI chatbots for work say these tools have been extremely or very helpful in _allowing them to do things more quickly_. A smaller share (29%) say they have been equally helpful in _improving the quality of their work_.
Artificial intelligence is not new to the workplace, but the debut of ChatGPT [just over two years ago] ushered in an era of rapid expansion. American workers have mixed feelings about how this technology will affect jobs in the future.
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3 months ago
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Pew Research Center
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data:image/jpeg;base64,/9j/4AAQSkZJRgABAQAAAQABAAD/2wCEAAkGBwgHBgkIBwgKCgkLDRYPDQwMDRsUFRAWIB0iIiAdHx8kKDQsJCYxJx8fLT0tMTU3Ojo6Iys/RD84QzQ5OjcBCgoKDQwNGg8PGjclHyU3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3N//AABEIAEIAeAMBIgACEQEDEQH/xAAcAAABBQEBAQAAAAAAAAAAAAAGAAMEBQcBAgj/xAA7EAACAQMDAgIHBgQFBQAAAAABAgMABBEFEiEGMUFRExQiYXGBkQcyQqHB8LHR4fEjM2KishY0Q1KS/8QAGQEAAwEBAQAAAAAAAAAAAAAAAgMEAQAF/8QAIxEAAgICAgIBBQAAAAAAAAAAAAECEQMhEjETQSIEFDJCUf/aAAwDAQACEQMRAD8AlaTGx6Uncsd0Yl5wDnkigK0QroWpkeMK/wDI0ZxxTr0u88UjrFEZfSR5wDl+58eBmqmXQNQstJnW8tZIbaaMFpD94KD3x4d+1MjJJuyeeOTpoufVj6LSEHAVQP8AbUbqNNt7Nzw9qBj4f3qZaXK3ENiExiJwAwOdwximOqVxPv8AOBhRpp7QvKnFOx7pOHbb3p4wWH/GoPSWu9Q3HUI021vTJaoSXEiA+jQe/wCgqy6X/wC0vT/q/SnOhRZaZpVxetKj3l5K2QDyqgkAfr86yVew4WuggvpWlu4ZJo/SDeFVg2MGs0+1C5nk1lkkh2rxszyWOPyrSUljuvQqrEiOQNu8Aao+olt315Zbj0aww5kZ5OFXC9yaWtWxsn1Zjyw3ErhbWJ2By3srycnH6VHvFkhkYSRsGx94jBrUryTRNMuYZ2lcmRi0Zgj3Lycn8+arNa0e21y09Zs2GGyUlZcY+NJ8++tFf2yrT2CXR0zjX7cq8ybQfaiPIGPHIPH862e+vPV9Pjl9lhIcYb8Q8aBektAh0u8t7mfKzruR33cNujzxzjjI8P6EWpC1uIESS8O6NSEJYAAmmKSk7J8i4ak9lLrsaCykydq7OPqKWgQp6zAUAAfTyW95yae1NrG4haCW9hX2cfeBwcj+VN2OoaTpzBoMSOEKZBY8Gmt/FokxySabDG2trNbGBDdzRqIlG1E7cUqFP+qHjiEcFjM6KMLiJzxXKTxbH+WJaaLq8mq2osrJoJZxKhLyfdJB3HIx5DPzq+1hr+6t5DHc2k1vnZhc7i2MFRx4n30DfZ9fWVnpd9csSLm1maWTb3CkDGB8FYUZdUaxLp2l2sSyq0kgiQTOu32m43Y92SflQNUVY5JoDOmQ1vdTWqndg74QW4z3x+dW19a6retDHcWUKvLlVHpfrnis6m6lZNbkvrRR6uZcxRjjEYwFHu4FaxpOoxaqNLu4GJjff94cqccitTnDQrLGGQas9E1a3Rkils4VflhhmzXqHpC4jJYXVshJz/h2/f8AOihUyMk04MHC5xXc5MzwQB9em7rAV9YmC+SRqKj2ehrc317DPfXTLCyqOR7WRnniio9sE0MyX0lle6ktkiyX1xMsdujfd3bBlm/0qOT9PGtTb0DLHBU6ItzoWlxCDR102SdI3eQsU9hdxLcuex7VU6pO8u20jeIWkP4oHyvwzRbq0PotDeKZjckjEjSlcyEnng9/hwPCss14WVtO0FmyWibN1wFLLu8vYbJU8HseeKRNW6PRxyqNtFV1Jq89zLBBHcSGCByY8YAU+Yx86ttG127t4VaeG0uCBxHJbp28ywGaE1l9bvN23/Dj5QfkBVtxHBtUEk9z769HDjjwpnk/UZG52H/RWuaZezS2l1bRQ3csm5Nyhlb3A44Puo39FGOyIPgtfO/rDpcCSNmRg2QQeR5Gt06Z1OPXNEtL0n22TEvkHHDfnz86nzQSdodglqiwkXjj+FKvcqA4wfjzSpFD7ATSPU1+zab1RF9I8by3DeJfcw5+mKBtf6s1fVorSPUfQ+jtmUqY49pyBjk5OeKs44tb6Y6evNM1TSJYF1GQKtwZVIUgZwQCfKhG9MCqYonaRs+0fA1YoKmyNzaaihuK0lDZ9FIo8CUPaiXovVbjT+o7GJS/oZpRG6sDj2uM/HtRHo0gubCCbxZATj4VarCCPGudcaO/aw5hLY2nuRTwORjPb3UBCHHZmHwNFHTzsbRkZmbY3ic96ncOKspjPk6oteAMfTms9m6r06w13Vbpj6XcqpbFRkE/i+Rwv/yKvutddXS7BreMg3UykKP/AEU8E/Hy/pWLalNvTk+6mwx3Bti55KmkvQQ9RddT3yKLKIxkMA0kg5PuAzx8e/woSvJpry9lmuX3SMc5AwAPICmVVmjkYAlFYDdjgEg4GfkfpT+AV38djRQxxXQOTLJ9nbMZfaO7MBVy6OsR3kJ5KDwBVVo6F7lGH/jy36VbXmVUgEgYwMjwPeqIfiTZH8qKhgSxPbz5rQvshvsjUrGQkqhSVB3POQ38ErPJXEYLe7j31ffZje+qdV2ybiFuUaFjnzGR+agfOkZVaaH49NM2qQ4X2BkH3YpV5kZSWAQHFKoiw+e5dQvLgLFcX9zIDnass7MM4OOCf3moZ2xofhitK0CPU9Ctri1senbmdZiHl9cdRkYI4BTb8Rmp0NlutPWR9n9nLMCCsduw3Yz3yikAjBP08eKstr0SUn7KfoaUXGjgZyY5GT9f1ooUcV4jQpZxSSaHcaSxYoVmLMHPhywGT3/YptpGRuQa46v4SgtXGgyiJ5t3bZu+lUUV0jDvirPRpwNQhCgNvJXHnkUMujY6Zmmv6pJf3ctxKfalYsRnOPIfIUMzB5pVjjBeRjtUeZPYUT9a6PdaLq8sDwuLdzmBgpwVJ4HxHahqGOGb1iS4ZtsUWQi8MxPA58h4+6myna0BCDT2a1P0UsXQDaRbxq96FE+9fxzjnv8A7R7qxouSm0Zznt40XWus6zII/S61eAQYCCKXaM48l4PzpD0AleYqPTO252ZeWJOST867HjftmTyxvSK7R4GtbR5JgUZj91k7+VN3chHbg/v+1SruYscEnYCee2ePL51UXMhLEk/vFNk+KoUlylZEuHzhfPnin9IuDaalazg7TFMj58sMDUIsWYsadQowwxI94pHZS1SPo6Xsf40qrNI1m01XS01KORQgTEm842OO4pVHRVYT6BI5hCl2Kg8DPFepv87d+IO+D5d6VKqX0TRIfVCK1oFZQVMoyCOOxoRg9qzUnk+ZpUqFhEC5ABOAK5p7utyjK7Bgcgg9qVKtQD7NC06WSSxVndmY+LHJp+S2gl4lhjceTIDSpVjDiA/W2k6bb2ks1vp9pFKcnfHAqt9QKzW39oMW5IbjPxNcpUyAuYzN/myjwA4HlVVffdrtKjkBDsg16XvXKVLHMv4ZHTpXajsqvetuAOA3sL3rlKlTIiZ+j//Z
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AI job predictions 2025
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2025-06-17 14:03:01
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5 things HR needs to know from WEF’s 2025 Future of Jobs Report
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https://www.unleash.ai/artificial-intelligence/5-things-hr-needs-to-know-from-wefs-2025-future-of-jobs-report/
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UNLEASH read the full World Economic Forum report – here are our top takeaways for employers on AI, skills, job creation, DEIB and economics.
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# 5 things HR needs to know from WEF’s 2025 Future of Jobs Report
UNLEASH read the full World Economic Forum report – here are our top takeaways for employers on AI, skills, job creation, DEIB and economics.
January 10, 2025 at 10:24 AM GMT
By: Allie Nawrat
The World Economic Report has published its bi-annual Future of Jobs Report.
It is full of gems of insight on the future of work and HR.
UNLEASH dug into the report, and compiled a list of five trends that HR leaders must pay attention over the next five years.
## 1. Advancements in AI are main driver of business transformation
WEF found that broadening digital transformation would have the most transformative impact on business over the next five years – with 60% of leaders expecting it to transform their business by 2030.
The leading tech trend was AI (86%), with AI and big data also being the top fastest growing skills over the next five years (followed by networks and cybersecurity, and tech literacy).
## 2. More jobs will be created, than displaced, by 2030
Overall, despite concerns about mass job losses because of tech and AI, the WEF’s report found that there will be a net creation of jobs over the next five years.
170 million jobs will be created in the next five years, compared to 92 million displaced, leaving a net job growth of 78 million.
## 3. 4 in 10 existing skills will be outdated in 5 years
The WEF research didn’t just look at jobs, it also explored the changing landscape of skills between 2025 and 2030.
Skills gaps were found to be the biggest barrier to business transformation (63%).
Plus, 39% of existing skills will face disruption or be outdated over the next five years – this is up from 35% in 2016, when the WEF started collecting this data.
## 4. DEIB is not going anywhere
2024 saw a lot of headlines about the end of diversity, equity, inclusion and belonging (DEIB) at work.
In contrast, the WEF’s Job report found that organizations are more focused than ever on these initiatives.
83% of employers have implemented DEIB initiatives, up from 67% in 2023 – this rises to 95% for organizations with over 50,000 employees.
## 5. Ongoing economic and geopolitical uncertainty to impact the labor market
Switching gears, the WEF identified continued economic challenges (and particularly rising cost of living, higher prices or inflation) as having a major impact on transformation of businesses by 2030 (50%).
Despite a decline in inflation in 2024, a global economic slowdown is top of mind for 42% of business leaders.
In fact, slower growth is expected to “drive more job destruction (3 million jobs) than creation (2 million jobs)”.
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5 months ago
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Unleash
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data:image/jpeg;base64,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AI job predictions 2025
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2025-06-17 14:03:01
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Software engineer lost his $150K-a-year job to AI—he’s been rejected for 800 jobs and forced to DoorDash and live in a trailer to make ends meet
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https://fortune.com/2025/05/14/software-engineer-replaced-by-ai-lost-six-figure-salary-800-job-applications-doordash-living-in-rv-trailer/
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Anthropic CEO Dario Amodei has predicted that AI will be doing all coding tasks by next year—but an existential crisis is already hitting...
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Software engineer lost his $150K-a-year job to AI—he’s been rejected from 800 jobs and forced to DoorDash and live in a trailer to make ends meet
BY Preston Fore
May 14, 2025 at 5:00 AM EDT
AI obsolescence is “coming for basically everyone in due time,” says Shawn K, an engineer who went from earning $150k to being locked out of the workforce for over a year.
Shawn K’s last job was working at a company focused on the metaverse—an area that was predicted to be the next great thing, only to be overshadowed in part by the rise of ChatGPT.
Now living in a small RV trailer in central New York with no lead on a new tech job, K’s had to turn to creative strategies to make ends meet, and try to replace a fraction of his former $150,000 salary.
In between searching incessantly for new jobs, checking his empty email inbox, and researching the latest AI news, he delivers DoorDash orders, like Buffalo Wild Wings to a local Holiday Inn, and sells random household items on eBay, like an old laptop.
Preston Fore is a reporter at Fortune, covering education and personal finance for the Success team.
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1 month ago
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Fortune
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AI job predictions 2025
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2025-06-17 14:03:01
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2025: The Year the Frontier Firm Is Born
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https://www.microsoft.com/en-us/worklab/work-trend-index/2025-the-year-the-frontier-firm-is-born
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We are entering a new reality—one in which AI can reason and solve problems in remarkable ways. This intelligence on tap will rewrite the...
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2025: The Year the Frontier Firm Is Born
April 23, 2025
Intelligence on tap will rewire business. Every leader needs a new blueprint.
We are entering a new reality—one in which AI can reason and solve problems in remarkable ways. This intelligence on tap will rewrite the rules of business and transform knowledge work as we know it. Organizations today must navigate the challenge of preparing for an AI-enhanced future, where AI agents will gain increasing levels of capability over time that humans will need to harness as they redesign their business. Human ambition, creativity, and ingenuity will continue to create new economic value and opportunity as we redefine work and workflows. As a result, a new organizational blueprint is emerging, one that blends machine intelligence with human judgment, building systems that are AI-operated but human-led. Like the Industrial Revolution and the internet era, this transformation will take decades to reach its full promise and involve broad technological, societal, and economic change.
To help leaders understand how knowledge work will evolve, Microsoft analyzed survey data from 31,000 workers across 31 countries, LinkedIn labor market trends, and trillions of Microsoft 365 productivity signals. We also spoke with AI-native startups, academics, economists, scientists, and thought leaders to explore what work could become. The data and insights point to the emergence of an entirely new organization, a **Frontier Firm** that looks markedly different from those we know today. Structured around on-demand intelligence and powered by “hybrid” teams of humans + agents, these companies scale rapidly, operate with agility, and generate value faster.
Frontier Firms are already taking shape, and within the next 2–5 years we expect that every organization will be on their journey to becoming one. **82%** of leaders say this is a pivotal year to rethink key aspects of strategy and operations, and **81%** say they expect agents to be moderately or extensively integrated into their company’s AI strategy in the next 12–18 months. Adoption is accelerating: **24%** of leaders say their companies have already deployed AI organization-wide, while just **12%** remain in pilot mode.
The time to act is now. The question for every leader and employee is: how will you adapt?
Journey to the Frontier Firm
Every organization’s AI transformation will look different, but here’s how we see it playing out over time.
We see the journey to the Frontier Firm playing out in three phases. First, AI acts as an assistant, removing the drudgery of work and helping people do the same work better and faster. In phase 2, agents join teams as “digital colleagues,” taking on specific tasks at human direction—for instance, a researcher agent creating a go-to-market plan. These agents equip employees with new skills that help scale their impact—freeing them to do new and more valuable work. In phase 3, humans set direction for agents that run entire business processes and workflows, checking in as needed. Just as we’ve seen the role of AI in software development evolve over the past three years from coding assistance to chat to—now—agents, the same pattern will apply to knowledge work. Picture how a supply chain role may change: agents handle end-to-end logistics, while humans guide the agent system, resolve exceptions, and manage supplier relationships. The journey to the Frontier Firm is not a strictly linear progression—in many cases organizations will be in all three phases simultaneously.
You can buy intelligence on tap
For decades, intelligence was one of the most valuable—and limited—assets in business, bound by human time, energy, and cost. That’s changing. Intelligence is becoming an essential durable good: abundant, affordable, and available on demand. With the rise of AI and agents that can reason, plan, and act as digital labor, companies can scale capacity as needed. Already, **82%** of leaders say they’re confident that they’ll use digital labor to expand workforce capacity in the next 12–18 months.
As economic and shareholder pressure mounts for businesses, digital labor offers a new lever for growth—one that helps close the widening gap between what businesses demand and what humans can sustainably deliver.
Our data reveals a **capacity gap** : **53% of leaders say productivity must increase** , but**80% of the global workforce** —both employees and leaders—say they’re lacking enough time or energy to do their work.
Intelligence on tap fills the capacity gap
Both leaders and employees are maxed out, but business demands continue to rise. Many see agents as the way forward.
Business demands outpace human capacity
Today’s work is pushing the limits of humans alone, keeping employees from high-value tasks that drive growth and innovation.
Frontier Firms are proving what’s possible—defined by five traits that set them apart: org-wide AI deployment, advanced AI maturity, current agent use, projected agent use, and a belief that agents are key to realizing ROI on AI. Among our 31,000-person sample, 844 employees work at companies that meet this bar. While these are the earliest adopters, they point to where things are headed.
The shift is multifaceted—every industry and role will evolve differently as the technology diffuses across business and society. Just as the internet era created billions of new knowledge jobs—from social media managers to UX designers—the AI era is already giving rise to new roles, with many more to come. Nearly half of leaders **(45%)** say expanding team capacity with digital labor is a top priority in the next 12–18 months—second only to upskilling their existing workforce **(47%)**. In some functions, the next new hire may not be a person, but a digital colleague. And while a third of leaders **(33%)** are considering headcount reductions, we’re also seeing new roles emerge.
The Frontier Firm emerges
These forward-thinking companies are already tapping AI and agents to gain an edge.
Human-agent teams will upend the org chart
Until now, companies have been built around domain expertise siloed in functions like finance, marketing, and engineering. But with expertise on demand, the traditional org chart may be replaced by a **Work Chart** —a dynamic, outcome-driven model where teams form around goals, not functions, powered by agents that expand employee scope and enable faster, more impactful ways of working.
Dialing in the human-agent ratio
As leaders assemble human-agent teams, they’ll need to get the balance right for each role, function, or project to ensure optimal performance on both sides of the equation.
Getting that ratio right will be critical—and task-specific. Just as HR manages human performance and IT manages systems, organizations will need new models to allocate and manage intelligence resources. Some may **blend HR and IT** or create **new leadership roles** —like a chief resources officer—that focus on managing the optimal balance of human and digital labor.
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1 month ago
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Microsoft
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data:image/jpeg;base64,/9j/4AAQSkZJRgABAQAAAQABAAD/2wCEAAkGBwgHBgkIBwgKCgkLDRYPDQwMDRsUFRAWIB0iIiAdHx8kKDQsJCYxJx8fLT0tMTU3Ojo6Iys/RD84QzQ5OjcBCgoKDQwNGg8PGjclHyU3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3Nzc3N//AABEIAEIAeAMBIgACEQEDEQH/xAAcAAACAgMBAQAAAAAAAAAAAAAFBgAEAQMHAgj/xAA3EAACAQIFAwIEBQMCBwAAAAABAgMEEQAFEiExBhNBIlEyYXGBBxSRobEVQlIjJBYzYmOCwfH/xAAUAQEAAAAAAAAAAAAAAAAAAAAA/8QAFBEBAAAAAAAAAAAAAAAAAAAAAP/aAAwDAQACEQMRAD8A4bhn6HeOlzhDNUQqkydq2oX1NYDY/W1/rhYxsgdo5UdASysCLe98A35maks8rCUxQ1EiJIqmyKAlh7De/ld/fjA+Wkpa9u4VSKa27A2SW+1/kd73tY/vhmyvO5afJ5IlmkgmWdpSraQG1Ntuw+Y848ZDCZs3jkrEy5mp5QZJJEEayEOC1yjWc2B5A+2+ARZ6CojkkXtj0NY2YHT8sV5k7chT2w9Zjlsn52pFM/btVSFn0a1cA6SLquwuDwD+m+A2Z5WiCJqdoZDJErSyI6FHN21ab2taw4wC2Mbex6dXcW1r/C3F7X499sbKqldZpTDDKYVcgMU9j74tZc8lRF+Wkd1p1ADkSMBbUTa17bk/tfASihjSFpJ2QI6MV0/G1gQbfLbkjD/0I8NNmDJIlhYoTp0gbKfc3vbzhdpVWqmWQqrhERWXRfTctZVHj4v/AJ5cKeupKOigrPzs7nu2Cxqqqbxi29/+j284Bb/E/MRJmlMIkQKof0vGrckb7j5fthOr6pZxFGsUCCNQC0UYXWfJOw/TB/r2rjqMxp5YlkZWgF+9L3CTdmuTt/mcK+sX/wCWv0F8B4xkAkE22HJxshhkqJNEaktzZQT/ABghV0hosvRnQkysBuw8ar3ANxyOcAKxMTEwExZpYpZNbRws4QXYqbEY0xlADqQNv5JxbpnpnnjVoI01HTqd20i5G5wDVktfSVSSrm8FfG5W0DrIwQ2GkXGk73HgAbHF96amybOZ6bN8x7Erx6rxkFnViSu4ItYNwbeDxgVlmTmtaRbMhMRFK8aBjNIONIU8DYX3+gxvynpyWsq0izGJgoIZSsbsHa9wjXA2O/BvgC+WSVULTGppDNRTssiSBgQ4PwsN7i+m9uRtfGrNYo8uqgbVgVmJUJZlB9mVuNwD9zwd8V3o6jJMwV56RJ6exAashAEbH1BFKHUtyNPNrXxmlmT/AIhq2yyahqKMt6Yrj1sdy5Dtfa1rk8298As1EVZUVk9PTwRrE0huCthc8282uDjdSpTU8aU8xK6pLMCN22/a/wDH3w1xZtRVFeIaPp+BZmmKy1Asjn1aSb2Knz7fXASahzGapEt1jp4pQ8szyAuAbLe/jbe23ucBajzKTK6WSTLDoqYou41hYjWdIsF/8d9ucHJMxlq8qtVtVJMZ4b9tbsCRObG52soW/wBsUeg65amoqdcBnTWDPb0onpNipJ3to9ud8P2ZZdTDLXbMaNKCGLTUM1w5mCobgEeRcc+45wHIc9oFrs0dIDPK0arrYuvpAQAs3tuDcnFaDJKSmPcrZTIGAZFRtKAEAjU/F7HgW+uHSPOSanuU+XUsdPfuGl0rH3Dci7v+52ub/PACVlirRGlLFNU2UXWokYE8WIjAFr+58YD3CYKeKWA0seiRVj0duwBLCzbggm+kXDEbnFDriGnoRR0VPTxo2kysRcfFxYXI9+P24wx5vDT0eS1CyZbQ0FZ3YnUBTHIw1huCNxZT5txhEzfNKmrrqiQzFkZ20gi4C8AC/AsAPtgBeJiYmAyORx98XqZpLq4lp0F7HZVa36YqwRd1ra1U+NV9/wBBixJPOzmBZkm7pHwqLE8DkDAG+lM4kynN1zGsikqKKkPeenLalka4VdzcbEg3+Rthhy3rBY+s6ipMemjnlBSAsXRQxB2BNhtfi2Elaupo6powWjV3GqNlFrA+NtvtgnlsVHnqsl1pczUag7SErIB7am5t+w2HsDn1KmcU/X1dNRVpSIRpMt39DBl9Y06WBGq/p5+H22J0ZOa07y5kskMsbAK8CMEmW9g1mII3G435H0wHj6jjeGjizbJUzNo6WQyzM2qJ3BcIL2tawjvuCCxvaxGGTp6Hp2tnKQJFRStH3GWnzN0FrfC0IksePvfABpv6ZLFCP6lm3cU6Wdae5cHi+qQcWO4HkYzVR08fTObpQvmFXJMsaAVAVbAHSbeprGzk3J/tww1vT2S5aHljTLZ4GlYVEUcJUsd7EHukefH+RtgFn/U0OX01LSw0S09Oe4zLG5kdVQAbBiVG5+4H0wAv8OTHQ5fPWxVFRSVBqdkikUMVsAA2pTfljbjBr8Ss8zCsoqFaGqmqoo4fzLvrUiRbpYWVVB2ZWtb3wk02Z0dbUTzxvPR+hriRo2V2Jvxtx9TbbjBOp6c6hzqsX+iUL1Kw61BE6gnix9bewwFOkSTs/wBRmF4zcPUSQJIN5NTegL/keL+RsMSODM88kjzClpmls8IvDAYoUA5tq9N+ODfzjodF0LRZBQR1XVk9C1QWLf7qZUgViPZiA7fM/oMYzTMcuXMRC9fSO6xr21SVT+i7gcHjAIedZdHl1JT1VZPU1FVDZjFMQQpPjUosxBN+fB3wiTlS7He9ztptb98dN6v6eqamWKSFr00sd5ZpRrCuXANio2Fhe2q5vxsMI2c0MdA8mueN5XIOhU9Ski5BvxbcfO1xtvgAuJiYmA2QAmVQoub48aT7G3vjKswNlJF9tji3BKIY944S1/79W21vGA892JZ0JjDjSm+oixsMEenxDPmEKLTAMLm4LMSLWtb7/wA41nMkjkuKagO99Paa299tjxuce4MyEVRFVUtPTU08ba45FHDDcGxJPPywDLluYVeVPXNRTyUrmW57bSL55I4O3ywWh6+z0y00b1StqkC6jGpvtv8A2+2NXUvWM65rV09CcrqaJbNE9RCkjnVGoJuDsQT9fSMA6PM8wzHOKSBfy6vVTxQgx0cQUanAFhYgc4C9WdWZvIyU82aVAhO47ACljvywsQBbgc40/mIqioLVjyVJ7TprlN2VbXIuScG/xDpanpnNqWio6uOZZo2f/Xp6f4hJIoFyn+On+fbGzqDLeqclpsxlFZDJSUEkN5Eo4VLhxubBdgCwB55v74Bp6T/D/pvPsniriKykqyZA0lPUEEnU8ZOlrruF4tbHjK5aXo3rNspiNXURDtQCommB+MSMPSFA2NxtbYjbHP8ALfxLz7LJqkxVytHNq/0jCoWMk3utgPN/OGahyXMM2yXK8/m6hm/N11VDq7sUZIUyMl76b6rabeNjzfYFbrHNY80qq6Jmqe9FVKgEwjZFspF1Bta+libn2wm1cCIokMysXY306Cb/AEVjYY6HlHUGZHrcZFX5nPUUhrZKWZ3taQDUg8em9hxxjx1d1E9HVflMmZ3mV0kesKh2kjaGFlF3vb16za3n9Q59PKjyD8nF2DpHpjZjqP3JxXlF2Z/dvGGmo60zSMFWioS4KaHEK3iCG4Asff3vgJmFdNmk81XUmFZJCDpRAo4tsORtgBuJjJFiRiYDGMjExMBMXKNmEMlmIshI343GM4mAuoT/AE+VrnUENj5wLgqJ4popYppEkR1ZXViCpBuCD73xMTAFs/rqurhopaqqnmkVQQ8khYg9uLyfoMd26vYnpDqi5JtDYXP/AGUP8k/rjOJgPnOABpbMAR88dMyuomTJelYkmkWM5jQAoGIB/wBxWePsP0GJiYBH6gJ/P1z3OtqqYs3k+s84DMzN8TE/U4mJgMH4RjJ/9YmJgPJ4GJiYmA//2Q==
| 46 |
AI job predictions 2025
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2025-06-17 14:03:01
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How the U.S. Public and AI Experts View Artificial Intelligence
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https://www.pewresearch.org/internet/2025/04/03/how-the-us-public-and-ai-experts-view-artificial-intelligence/
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These groups are far apart in their enthusiasm and predictions for AI, but both want more personal control and worry about too little...
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How the U.S. Public and AI Experts View Artificial Intelligence
The public and experts are far apart in their enthusiasm and predictions for AI. But they share similar views in wanting more personal control and worrying regulation will fall short
By Colleen McClain, Brian Kennedy, Jeffrey Gottfried, Monica Anderson and Giancarlo Pasquini
April 3, 2025
Pew Research Center conducted this study to understand how Americans’ views of artificial intelligence compare with the views of those who have expertise in the field. This report includes findings from a survey of U.S. adults, a survey of AI experts and a series of in-depth interviews with experts.
Experts are far more positive and enthusiastic about AI than the public. For example, the AI experts we surveyed are far more likely than Americans overall to believe AI will have a very or somewhat positive impact on the United States over the next 20 years. And while 47% of experts surveyed say they are more excited than concerned about the increased use of AI in daily life, that share drops to 11% among the public.
Larger shares of experts than of U.S. adults see AI as personally beneficial. Far more of the experts we surveyed believe these technologies will benefit rather than harm them personally. The public is far more likely to think AI will harm them than benefit them. Still, one-third say they’re unsure.
Public optimism is low regarding AI’s impact on work. While 73% of AI experts surveyed say AI will have a very or somewhat positive impact on how people do their jobs over the next 20 years, that share drops to 23% among U.S. adults.
Both groups are skeptical of AI’s role in news and elections. Only about one-in-ten U.S. adults and experts think AI will have a positive impact on elections. Small shares in each group say the same for news.
Similar shares of the public and experts want more control and regulation of AI. More than half of U.S. adults and a similar share of AI experts say they want more control over how it is used in their lives. And those in both groups worry more that government regulation of AI will be too lax than overly excessive.
There are notable gender differences in the way people view AI, but these gaps are more pronounced among experts we surveyed. Our previous surveys of U.S. adults have shown that women are often more wary than men about AI. This is true in the current survey. For example, 22% of men think AI will positively impact the U.S., compared with 12% of women.
Among experts, men are also more likely than women to say they’re more excited than concerned about AI or think AI will personally benefit them. Views also vary based on the type of sector experts work in, particularly on AI and corporate responsibility. Six-in-ten experts at colleges or universities have little to no confidence in U.S. companies to responsibly develop and use AI, versus 39% of those at private companies or businesses who say this.
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2 months ago
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Pew Research Center
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data:image/png;base64,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AI job predictions 2025
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2025-06-17 14:03:01
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How AI Has Already Changed My Job
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https://www.bloomberg.com/news/features/2025-05-14/how-ai-is-changing-american-jobs-from-teachers-to-nurses
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Today's internet is full of thoughts about how artificial intelligence will transform work. Every possible prediction has been forecast: AI...
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How AI Is Changing American Jobs, From Teachers to Nurses
By Marin Cogan
May 14, 2025 at 12:00 PM UTC
Today’s internet is full of thoughts about how artificial intelligence will transform work. Every possible prediction has been forecast: AI will take all our jobs. Or maybe just the low-skilled jobs. Or perhaps it’s the creative ones. Wait, maybe it’s coming for anyone who’s built their career typing away on a computer.
The reality is that AI has already had an impact on the way millions of us do our jobs. Eight American workers talked to Bloomberg Businessweek about how their working lives are changing as a result of the technology. There’s a nurse who’s had AI foisted on her in ways she worries endangers patients; an Uber driver sharing the streets with Waymos that don’t need drivers at all; and a teacher learning how AI can cut hours out of his exhausting workweeks.
Eight American workers talked to Bloomberg Businessweek about how their working lives are changing as a result of the technology. There’s a nurse who’s had AI foisted on her in ways she worries endangers patients; an Uber driver sharing the streets with Waymos that don’t need drivers at all; and a teacher learning how AI can cut hours out of his exhausting workweeks.
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1 month ago
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Bloomberg.com
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data:image/jpeg;base64,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AI job predictions 2025
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2025-06-17 14:03:01
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Bill Gates: Within 10 years, AI will replace many doctors and teachers—humans won't be needed 'for most things'
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https://www.cnbc.com/2025/03/26/bill-gates-on-ai-humans-wont-be-needed-for-most-things.html
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A new era of "free intelligence" powered by AI will change the way humans work, says billionaire Microsoft co-founder Bill Gates.
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Bill Gates: Within 10 years, AI will replace many doctors and teachers—humans won’t be needed ‘for most things’
Published Wed, Mar 26 20259:05 AM EDT
Tom Huddleston Jr.
Bill Gates speaks during an event promoting the Netflix docuseries “What’s Next? The Future with Bill Gates” in New York City on Sept. 26, 2024.
Over the next decade, advances in artificial intelligence will mean that humans will no longer be needed “for most things” in the world, says Bill Gates.
That’s what the Microsoft co-founder and billionaire philanthropist told comedian Jimmy Fallon during an interview on NBC’s “The Tonight Show” in February. At the moment, expertise remains “rare,” Gates explained, pointing to human specialists we still rely on in many fields, including “a great doctor” or “a great teacher.”
But “with AI, over the next decade, that will become free, commonplace — great medical advice, great tutoring,” Gates said.
In other words, the world is entering a new era of what Gates called “free intelligence” in an interview last month with Harvard University professor and happiness expert Arthur Brooks. The result will be rapid advances in AI-powered technologies that are accessible and touch nearly every aspect of our lives, from improved medicines and diagnoses to widely available AI tutors and virtual assistants.
“It’s very profound and even a little bit scary — because it’s happening very quickly, and there is no upper bound,” Gates told Brooks.
The debate over how, exactly, most humans will fit into this AI-powered future is ongoing. Some experts say AI will help humans work more efficiently — rather than replacing them altogether — and spur economic growth that leads to more jobs being created.
Others, like Microsoft AI CEO Mustafa Suleyman, counter that continued technological advancements over the next several years will change what most jobs look like across nearly every industry, and have a “hugely destabilizing” impact on the workforce.
“These tools will only temporarily augment human intelligence,” Suleyman wrote in his book “The Coming Wave,” which was published in 2023. “They will make us smarter and more efficient for a time, and will unlock enormous amounts of economic growth, but they are fundamentally labor replacing.”
AI is both concerning and a ‘fantastic opportunity’
Gates is optimistic about the overall benefits AI can provide to humanity, like “breakthrough treatments for deadly diseases, innovative solutions for climate change, and high-quality education for everyone,” he wrote last year.
Talking to Fallon, Gates reaffirmed his belief that certain types of jobs will likely never be replaced by AI, noting that people probably don’t want to see machines playing baseball, for example.
“There will be some things we reserve for ourselves. But in terms of making things and moving things and growing food, over time those will be basically solved problems,” Gates said.
AI’s development does come with “understandable and valid” concerns, Gates wrote in a 2023 blog post. Today’s top-of-the-line AI programs are rife with errors and prone to enabling the spread of falsehoods online, for example.
But if he had to start a new business from scratch, he’d launch an “AI-centric” startup, Gates told CNBC Make It in September 2024.
“Today, somebody could raise billions of dollars for a new AI company [that’s just] a few sketch ideas,” he said, adding: “I’m encouraging young people at Microsoft, OpenAI, wherever I find them: ‘Hey, here’s the frontier.’ Because you’re taking a fresher look at this than I am, and that’s your fantastic opportunity.”
Gates predicted AI’s potential years ago
Gates saw the AI revolution coming nearly a decade ago: When asked which industry he’d focus on if he had to start over from scratch, he quickly chose AI.
“The work in artificial intelligence today is at a really profound level,” Gates said at a 2017 event at Columbia University alongside Berkshire Hathaway CEO Warren Buffett. He pointed to the “profound milestone” of Google’s DeepMind AI lab creating a computer program that could defeat humans at the board game Go.
At the time, the technology was years away from ChatGPT-style generative text, powered by large language models. Yet by 2023, even Gates was surprised by the speed of AI’s development. He’d challenged OpenAI to create a model that could get a top score on a high school AP Biology exam, expecting the task to take two or three years, he wrote in his blog post.
“They finished it in just a few months,” wrote Gates. He called the achievement “the most important advance in technology since the graphical user interface [in 1980].”
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2 months ago
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CNBC
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| 50 |
AI job predictions 2025
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2025-06-17 14:03:01
| null |
AI Use at Work Has Nearly Doubled in Two Years
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https://www.gallup.com/workplace/691643/work-nearly-doubled-two-years.aspx
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White-collar workers and leaders are the primary users. Leaders can further drive AI adoption by clearly communicating why and how to use...
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Workplace
AI Use at Work Has Nearly Doubled in Two Years
No author or publication date provided in the given text.
Main text of the article not provided in the given text.
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1 day ago
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Gallup.com
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| 1 |
workplace AI adoption
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2025-06-17 14:03:04
| null |
AI adoption in workplace nearly doubles: Gallup
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https://thehill.com/policy/technology/5353103-ai-use-workplace-gallup/
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The use of artificial intelligence (AI) in the workplace has nearly doubled over the past two years, according to a new survey.
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The use of artificial intelligence (AI) in the workplace has nearly doubled over the past two years, according to a new survey.
A Gallup study, released Monday, found the share of U.S. employees who say they have used AI in their role a few times a year nearly doubled from 21 percent to 40 percent in the past two years.
More frequent use of AI at work, defined as a few times a week or more by Gallup, also increased from 11 percent to 19 percent since Gallup first measured in 2023.
In the past year alone, daily use of AI doubled from 4 percent to 8 percent, Gallup found.
The findings come amid a broader push to incorporate AI into various industries to boost efficiency and workflow. Various studies show an increasing number of workers are harnessing AI tools at work.
While more workers are embracing the emerging technology, concerns have been raised about its threat to their jobs being altered or eliminated as a result.
Although workplace AI use is increasing, Gallup found employees are no more likely to see themselves replaced by the technology soon. About 15 percent of employees say it is very or somewhat likely that automation, robots or AI will eliminate their job within the next five years, according to the survey.
And only 16 percent strongly agreed the AI tools for their organization are useful for their work.
Gallup further found AI adoption increased primarily among white-collar roles, with 27 percent of white-collar employees reporting frequent use of AI at work. This is a 12 percent increase since last year, Gallup said.
Meanwhile, production and front-line workers reported slightly less frequent AI use from 2023, decreasing from 10 percent to 9 percent this year.
Several employees reported they are using AI without guardrails or guidance, Gallup said. About 44 percent of employees surveyed said their workplace started integrated AI, but only 22 percent said they have not received a clear plan or strategy for this.
The quarterly Gallup workforce study was conducted with self-administered web surveys among a random sample of adults working full-time and part-time for organizations in the United States. The sampling of error varied based on different topics and time frames, Gallup said.
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18 hours ago
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The Hill
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| 2 |
workplace AI adoption
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2025-06-17 14:03:04
| null |
Employee versus enterprise AI adoption
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https://www.scmr.com/article/employee-versus-enterprise-ai-adoption
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Employee adoption of AI is slowing—even as enterprise initiatives…
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Uber Freight’s Val Marchevsky to deliver Keynote at NextGen Supply Chain Conference
Uber Freight CTO Val Marchevsky will offer the 3PL and Logistics Keynote address at the upcoming NextGen Supply Chain Conference. Executives from C.H. Robinson, GEODIS Americas, Kenco, and RXO will also speak as part of the 3PL and Logistics track.
No author is specified.
No publication date is specified.
Uber Freight CTO Val Marchevsky will offer the 3PL and Logistics Keynote address at the upcoming NextGen Supply Chain Conference. Executives from C.H. Robinson, GEODIS Americas, Kenco, and RXO will also speak as part of the 3PL and Logistics track.
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1 day ago
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Supply Chain Management Review
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| 3 |
workplace AI adoption
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2025-06-17 14:03:04
| null |
Bridging the skilled labor gap: How AI adoption fuels workplace innovation
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https://www.thomsonreuters.com/en-us/posts/corporates/skilled-labor-gap-c-suite/
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AI's impact on talent is making organizations develop comprehensive strategies that balance technological advancement with human expertise.
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Bridging the skilled labor gap: How AI adoption fuels workplace innovation
Natalie Runyon
9 Jun 2025
AI's intersection with talent within corporations is revolutionizing workplace dynamics, requiring organizations to develop comprehensive strategies that balance technological advancement with human expertise while addressing generational perspectives and skill shortages in order to maintain competitive advantage
AI is rapidly transforming the workplace, emerging as a top priority for organizations across the globe. In fact, more than 80% of surveyed respondents said their organizations are already utilizing AI solutions, demonstrating a strong commitment to integrating advanced technologies into their operations, according to the Thomson Reuters Institute’s recent 2025 C-Suite Survey. The survey, completed in April 2025, featured insights from 200 C-Suite respondents from companies located in the United States, the United Kingdom, Canada, Australia, Brazil, Mexico, Germany, and France.
This widespread AI adoption is reshaping business processes, enhancing decision-making capabilities, and paving the way for more efficient and innovative workflows, the survey shows, with generative AI (GenAI), in particular, holding immense potential to further revolutionize industries. All of which fuels new opportunities for organizations to pursue growth and competitive advantage.
In addition, a large proportion of global C-Suite leaders (85%) said they see the rise of AI as having a transformational (62%) or high (23%) impact on their organizations over the next five years. While AI’s impact was seen as the most transformative by a wide margin, respondents also cited the explosion in data volumes (40%) and Gen Z professionals entering the workforce (24%) as other transformational impacts.
Drilling down a little further, it is interesting that other generational talent and workforce issues emerge. In fact, C-Suite executives from the largest companies are more likely to view Millennials moving into leadership roles and a shortage of skilled labor both as having a transformational or high impact than do the C-Suite executives at smaller companies.
In addition, these specific generation-driven talent insights show up in the adoption of AI as well. Generational perspectives on AI adoption and integration reveal distinct attitudes that have been shaped by each group’s unique experiences. For example, older generations tend to be more cautious with concerns about privacy, security, and job displacement, according to a recent report on GenAI attitudes from AI enterprise research firm MindBreeze.
At the same time, the hesitation in adoption does not necessarily mean these older generations won’t use it. When AI solutions demonstrate clear benefits, individuals from both the Gen X and Baby Boomer generations are shown to be receptive to adopting them. By contrast, younger generations, as digital natives, have grown up with fast-moving technological advancements and are more enthusiastic adopters of AI. They experience AI as an integral part of their digital lives and leverage it for both work and personal efficiency. Still, concerns do exist. In particular, Millennials expect companies to use AI responsibly and ensure that AI-driven decisions are transparent and fair.
The shortage of skilled labor is a pressing concern for C-Suite leaders, and one that carries the potential for affecting productivity and growth across industries. The 2025 C-Suite Survey notes that two-thirds of respondents (66%) said they consider the shortage of skilled labor to have a transformational or high impact on their organizations. This challenge is exacerbated by the rapid pace of technological advancement and evolving business needs.
In this situation, AI emerges as a pivotal solution to mitigate the effects of labor shortages. Survey respondents reveal that AI-powered technologies have led to improved efficiency and productivity in 78% of their organizations. C-Suite leaders also noted that successful AI implementations resulted in the automation of routine tasks and predictive analytics for decision-making.
However, balancing AI integration with human workforce needs remains crucial. Companies must ensure that AI complements the skills of their employees and fosters a collaborative environment in which technology and human expertise work hand in hand.
Embracing AI within an organization requires a holistic approach that includes strategic planning, workforce development, and resource allocation to fully leverage the potential of AI technologies and maintain effective oversight. Specific steps that organizations need to take include:
Creating an AI strategy — This strategy is essential as it enables organizations to effectively harness AI technologies, ensure alignment with business goals, and address robust governance around usage, including ethical considerations. While there is good news in that about three-quarters of C-Suite leaders said they have an overarching AI strategy at their organizations or separate AI strategies for different functions, findings from the Thomson Reuters Institute’s 2025 Generative AI in Professional Services Report suggests such corporate AI strategies are incomplete. In fact, just 23% of respondents to that survey said their organizations had policies guiding the use of GenAI at work. This suggests that there is a lack of robust governance and oversight at many organizations.
Appointing an AI strategy lead or dedicated full-time staffer — Almost 8 of 10 C-Suite leaders (79%) indicated that there is a formal AI strategy leader in place or that their organization has full-time staff dedicated to AI strategy. Having a dedicated leader assigned to the company’s AI strategy also helps to align AI initiatives with the overall business objectives of the organization and facilitates seamless integration across various functions within the organization.
Upskilling their workforce — One of the core components of enabling enterprise adoption of GenAI is making AI tools accessible and providing training and development opportunities for learning. While offering regular AI training is table stakes, organizations are lagging in that, according to the 2025 C-Suite Survey, which shows that just 31% of C-Suite respondents said their organizations provided GenAI training. Yet, to create a tech-agile workforce, a multi-pronged approach is required, which includes targeting the skills of the future for junior specialists and developing an AI mindset for more experienced professionals.
Taking advantage of generational strengths through mentoring — Younger employees can help mentor older colleagues to become more familiar with AI tools, while experienced professionals can offer valuable perspectives on the strategic and ethical aspects of adopting AI. Cross-generational mentorship can also help drive collaboration and understanding as essential ingredients in fostering a culture of innovation and adaptability.
AI’s transformative impact on the workplace is undeniable, but developing comprehensive AI strategies, investing in workforce upskilling, and leveraging generational strengths through mentorship are required to enable organizations to navigate the evolving landscape.
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1 week ago
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Thomson Reuters
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| 4 |
workplace AI adoption
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2025-06-17 14:03:04
| null |
Workplace AI adoption climbs, but fear lingers
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https://www.wolterskluwer.com/en/expert-insights/workplace-ai-adoption-climbs-but-fear-lingers
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96% of executives surveyed are driven to integrate AI into their workplaces, while less than a third of employees have engaged with AI tools in some way.
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Workplace AI adoption climbs, but fear lingers
As published in Employee Benefit News
The use of artificial intelligence promises increased efficiency, less administrative backlog and reduced human error. Employees, however, remain divided on whether the additional help could end up costing them their jobs.
Organizations ranging from JPMorgan Chase to Salesforce are pivoting to provide teams with resources for training new hires and seasoned employees on how to effectively use AI tools and comprehend the results they create.
Data released last year by Slack Workforce Lab found that 96% of executives surveyed are driven to integrate AI into their workplaces, while less than a third of employees have engaged with AI tools in some way and only 16% use AI in the office each week. Trust among users remains a key barrier to further adoption.
According to accounting firm EY, 72% worry that the technology will negatively impact salary or pay. Sixty-seven percent fear losing out on promotions for not knowing how to use AI, and 66% fear falling behind if they don't use AI at work.
"Employers have to acknowledge that employees' anxiety around AI is reinforced by various sources," Dimitris Tsingos, co-founder and president of workplace technology vendor Epignosis, said in an interview with Employee Benefit News' Paola Peralta. "This is not the first time something like this has happened; there is historical evidence that technology will always make a few jobs obsolete — that's just the reality."
Experts say that while job losses are inevitable as redundant roles are eliminated, that doesn't prevent those same employees from being placed in more nuanced positions.
"What we are seeing is that domain experts in our own operations, as well as those of our clients, are moving from the stages of process execution to codifying their knowledge and maintaining that knowledge for AI to work on an ongoing basis,"
Note:
- Headline: Workplace AI adoption climbs, but fear lingers
- No subhead is present in the article.
- Author: Not specified
- Publication date: February 13, 2025
- Main text: Provided above.
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4 months ago
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Wolters Kluwer
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data:image/jpeg;base64,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
| 6 |
workplace AI adoption
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2025-06-17 14:03:04
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AI is "tearing apart" companies, survey finds
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https://www.axios.com/2025/03/18/enterprise-ai-tension-workers-execs
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AI adoption in the workplace is deepening divisions and sparking new power struggles between leaders and workers, with half of executives...
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Mar 18, 2025 - Technology
# AI is "tearing apart" companies, survey finds
Megan Morrone
Mar 18, 2025
AI adoption in the workplace is deepening divisions and sparking new power struggles between leaders and workers, with half of executives saying that AI is "tearing their company apart," according to new research from Writer, the enterprise AI startup.
The big picture: Executives are pushing AI as an inevitable revolution, but workers aren’t buying it.
Driving the news: Nearly all (94%) C-suite execs surveyed say they’re not satisfied with their current AI solution.
72% of C-suite leaders say their company has faced "at least one challenge" in adopting AI.
71% of these leaders complain that their AI applications are being created "in a silo."
Stunning stat: 59% of the executives say they’re "actively looking for a new job with a company that’s more innovative with generative AI."
Among employees, the number is 35%.
How it works: The study surveyed 800 C-suite executives and 800 employees in December 2024 at enterprise organizations from 100 to over 10,000 employees in industries including technology, financial services, retail and consumer goods, health care, pharmaceuticals, and life sciences.
Employee respondents had to be using generative AI at work, and C-suite respondents were from companies that permit genAI use.
Employees had to work in finance, HR, legal, marketing, sales or customer support.
Zoom in: Even those C-suite leaders who believe their AI integration is proceeding smoothly are handing down policies and tools to a workforce that is more frustrated than they are.
Less than half (45%) of employees — versus 75% of the C-suite — think their company’s AI rollout in the last 12 months has been successful.
Only 57% of employees say that their company even _has_ an AI strategy — but 89% of the C-suite believes they do.
Catch up quick: Workplace tensions have proven tough to resolve, with discontent building at least since the ChatGPT-led AI boom started at the end of 2022.
According to a May 2024 study from IBM, nearly two-thirds (64%) of leaders said their organization needs to embrace AI despite the fact that it will change jobs faster than employees can adapt.
According to a 2024 LinkedIn report, 53% of employees said they hid their AI use from employers for fear that it would make them look replaceable.
Last July, performance management company Lattice loudly proclaimed that AI bots should be "part of the workforce," including taking spots in corporate org charts. The company quickly reversed course after a backlash.
The intrigue: May Habib, CEO of Writer, says the pushback from employees stems both from fear of being replaced by AI and AI tools that aren’t suited for the job.
Around half of employees say AI-generated information is inaccurate, confusing and biased.
41% of Millennial and Gen Z employees confess to sabotaging their company’s AI strategy by refusing to use AI tools or outputs.
Many workers believe that AI is going to change their jobs so much that they’re no longer going to be in a job. Asking those employees to embrace AI is like "asking a turkey to vote for Thanksgiving," Habib tells Axios.
Execs are often so far removed from the actual implementation of AI on a worker level that they don’t see or understand this fear and resistance, Habib says.
To counter it, Habib argues, leaders need to show employees that they’re using AI to grow the company’s output and that there’s no way to do that without keeping the company’s current workers.
Yes, but: Even employees who are optimistic about AI’s potential still struggle to embrace tools that simply don’t work.
"Employees are so unhappy with their employer’s tools that 35% are paying out-of-pocket for the generative AI tools they use at work," according to the study.
Habib has little patience with companies that view workplace AI as synonymous with chatbots.
"We’re all sick of the f---ing chatbots," she says. "Don’t ask me to use another chatbot."
Instead of chatbots, Writer offers enterprise companies pre-built agents to do what Habib calls "big work orchestrations."
The bottom line: C-suite execs tout AI as a competitive necessity and urge workers to get on board — but broken tools and employees’ job fears continue to make the road to AI adoption rocky.
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2 months ago
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Axios
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data:image/png;base64,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
| 7 |
workplace AI adoption
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2025-06-17 14:03:04
| null |
Using AI at work requires confidence. Here’s how to build it
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https://www.fastcompany.com/91343689/ai-adoption-work-user-confidence-tips
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The solution to getting those who may be slower to embrace AI isn't to push them harder, but to coach them and consider their backgrounds.
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BY The ConversationListen to this ArticleMore info0:00 / 0:00The Little
Engine That Could wasn’t the most powerful train, but she believed in
herself. The story goes that, as she set off to climb a steep mountain, she
repeated: “I think I can, I think I can.”That simple phrase from a
children’s story still holds a lesson for today’s business world—especially
when it comes to artificial intelligence.AI is no longer a distant promise
out of science fiction. It’s here and already beginning to transform
industries. But despite the hundreds of billions of dollars spent on
developing AI models and platforms, adoption remains slow for many
employees, with a recent Pew Research Center survey finding that 63% of
U.S. workers use AI minimally or not at all in their jobs.The reason? It
can often come down to what researchers call technological self-efficacy,
or, put simply, a person’s belief in their ability to use technology
effectively.In my research on this topic, I found that many people who
avoid using new technology aren’t truly against it—instead, they just don’t
feel equipped to use it in their specific jobs. So rather than risk getting
it wrong, they choose to keep their distance.And that’s where many
organizations derail. They focus on building the engine, but don’t fully
fuel the confidence that workers need to get it moving.What self-efficacy
has to do with AIAlbert Bandura, the psychologist who developed the theory
of self-efficacy, noted that skill alone doesn’t determine people’s
behavior. What matters more is a person’s belief in their ability to use
that skill effectively.In my study of teachers in one-to-one technology
environments—classrooms where each student is equipped with a digital
device like a laptop or tablet—this was clear. I found that even teachers
with access to powerful digital tools don’t always feel confident using
them. And when they lack confidence, they may avoid the technology or use
it in limited, superficial ways.The same holds true in today’s AI-equipped
workplace. Leaders may be quick to roll out new tools and want fast
results. But employees may hesitate, wondering how it applies to their
roles, whether they’ll use it correctly, or if they’ll appear less
competent—or even unethical—for relying on it.Beneath that hesitation may
also be the all-too-familiar fear of one day being replaced by
technology.Going back to train analogies, think of John Henry, the
19th-century folk hero. As the story goes, Henry was a railroad worker who
was famous for his strength [as a steel driver]. When a steam-powered
machine threatened to replace him, he [competed against] it—and won. But
the victory came at a cost: He collapsed and died shortly afterward.Henry’s
story is a lesson in how resisting new technology through sheer willpower
can be self-defeating. Rather than leaving some employees feeling like they
have to outmuscle or outperform AI, organizations should invest in helping
them understand how to work with it—so they don’t feel like they need to
work against it.Relevant and role-specific trainingMany organizations do
offer training related to using AI. But these programs are often too broad,
covering topics like how to log in to different programs, what the
interfaces look like, or what AI “generally” can do.In 2025, with the
number of AI tools at our disposal—ranging from conversational chatbots and
content creation platforms to advanced data analytics and workflow
automation programs—that’s not enough.In my study, participants
consistently said they benefited most from training that was
“district-specific,” meaning tailored to the devices, software, and
situations they faced daily with their specific subject areas and grade
levels.Translation for the corporate world? Training needs to be
job-specific and user-centered—not one-size-fits-all.advertisementThe
generational divideIt’s not exactly shocking: Younger workers tend to feel
more confident using technology than older ones. Gen Z and millennials are
digital natives—they’ve grown up with digital technologies as part of their
daily lives.Gen X and boomers, on the other hand, often had to adapt to
using digital technologies mid-career. As a result, they may feel less
capable and be more likely to dismiss AI and its possibilities. And if
their few forays into AI are frustrating or lead to mistakes, that first
impression is likely to stick.When generative AI tools were first launched
commercially, they were more likely to hallucinate and confidently spit out
incorrect information. Remember when Google demoed its Bard AI tool in
2023, and its factual error led to its parent company losing $100 billion
in market value? Or when an attorney made headlines for citing fabricated
cases courtesy of ChatGPT?Moments like those likely reinforced
skepticism—especially among workers already unsure about AI’s reliability.
But the technology has already come a long way in a relatively short period
of time.The solution to getting those who may be slower to embrace AI isn’t
to push them harder, but to coach them and consider their backgrounds.What
effective AI training looks likeBandura identified four key sources that
shape a person’s belief in their ability to succeed: Mastery experiences,
or personal success Vicarious experiences, or seeing others in similar
positions succeed Verbal persuasion, or positive feedback Physiological and
emotional states, or someone’s mood, energy, anxiety, and so forth In my
research on educators, I saw how these concepts made a difference, and the
same approach can apply to AI in the corporate world—or in virtually any
environment in which a person needs to build self-efficacy.In the
workplace, this could be accomplished with cohort-based trainings that
include feedback loops—regular communication between leaders and employees
about growth, improvement, and more—along with content that can be
customized to employees’ needs and roles. Organizations can also experiment
with engaging formats like PricewaterhouseCoopers’ prompting parties, which
provide low-stakes opportunities for employees to build confidence and try
new AI programs.In Pokemon Go!, it’s possible to level up by stacking lots
of small, low-stakes wins and gaining experience points along the way.
Workplaces could approach AI training the same way, giving employees
frequent, simple opportunities tied to their actual work to steadily build
confidence and skill.The curriculum doesn’t have to be revolutionary. It
just needs to follow these principles and not fall victim to death by
PowerPoint, or end up being generic training that isn’t applicable to
specific roles in the workplace.As organizations continue to invest heavily
in developing and accessing AI technologies, it’s also essential that they
invest in the people who will use them. AI might change what the workforce
looks like, but there’s still going to be a workforce. And when people are
well trained, AI can make both them and the outfits they work for
significantly more effective.Greg Edwards is an adjunct lecturer at
Missouri University of Science and Technology.This article is republished
from The Conversation under a Creative Commons license. Read the original
article.The final deadline for Fast Company’s Next Big Things in Tech
Awards is Friday, June 20, at 11:59 p.m. PT. Apply today.Sign up for our
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TopicsArtificial Intelligencedigital nativesefficacy
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2 weeks ago
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Fast Company
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data:image/jpeg;base64,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
| 8 |
workplace AI adoption
|
2025-06-17 14:03:04
| null |
How to Build Proponents for Workplace AI Adoption
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https://www.newsweek.com/asana-artificial-intelligence-ai-workforce-study-analysis-2050347
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"Skepticism isn't a roadblock—it's a reality. Companies that acknowledge risks, address concerns, and provide concrete examples of AI's real-...
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How to Build Proponents for Workplace AI Adoption
By Aman Kidwai
03.25.25
Survey data from Asana suggests employees remain skeptical on the value of AI tools and believe that such tools do not help with collaboration.
As companies look to benefit from the rising capabilities of AI and machine-learning technology, they're often meeting a roadblock in the change management process as they seek to drive new behavior among their workforces. A study from Asana released on Tuesday suggests viewing AI as a teammate rather than a tool and meaningfully addressing employee skepticism around new tech in order to scale adoption.
Asana's study noted three key gaps around optimism, workstyle and policy as employees are far less optimistic about the potential for AI than are senior business leaders, who are 66 percent more likely to be early AI adopters than other employees. The threat of job loss and doubt around return-on-investment drive employees' lack of buy-in.
"Skepticism isn't a roadblock—it's a reality. Companies that acknowledge risks, address concerns, and provide concrete examples of AI's real-world benefits drive the strongest adoption," Mark Hoffman, collaborative intelligence lead at Asana's Work Innovation Lab and an author of the report, stated. "If employees don't trust the message, they won't trust the tech."
He added that one reason leaders are more comfortable with AI is because they're more accustomed to delegating tasks.
The survey also found that the lack of an AI policy can prevent people from using AI because they don't know what's allowed. Just 38 percent of workers said their company has an AI usage policy, Asana found. Workers at companies with AI policies were 55 percent more likely to report productivity gains.
On the change management front, Asana noted that 49 percent of AI workflows are built for individual use, which only drives 6 percent of downstream adoption by colleagues and peers. Business leaders should think about designing AI workflows for teams of multiple people, rather than just for individuals, and encouraging AI workflows across different teams as well, to better socialize the technology around the organization.
In terms of seeking internal advocates, an important attribute of any change management initiative, Asana calls the most influential ones "Bridgers," employees who collaborate across functions, like a project manager. AI workflows built by Bridgers are 96 percent more likely to drive AI workflow adoption. Two other personas, "Domain Experts" (with workflows that are 27 percent more likely to be adopted) and "Operations Specialists" (9 percent more likely), were identified to be helpful, but to a lesser degree.
"Scaling AI isn't about getting everyone on board at once—it's about getting the right people on board first," Hoffman wrote. "One of the biggest mistakes companies make is treating AI adoption like a mass training problem—rolling out company-wide programs, pushing AI tools on everyone, and hoping usage spreads organically. It rarely does."
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2 months ago
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Newsweek
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data:image/jpeg;base64,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
| 9 |
workplace AI adoption
|
2025-06-17 14:03:04
| null |
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