AI is reshaping work

The rise of Gen AI looking more like AGI is fundamentally changing not just how we work, but how entire careers develop. What happens when this upheaves how we organize and train our workforce?

AI isn’t just automating routine tasks anymore - it’s taking on complex work in writing, coding, and other knowledge-based fields. But the story isn’t simple replacement; it’s transformation.

You’ve probably heard that “AI won’t replace X, but X who use AI will replace those who don’t.” This insight seems like at least the immediate trend: Writers who leverage AI for research and first drafts can produce more content faster. Software engineers using AI coding assistants can handle larger projects more efficiently. These professionals aren’t being replaced - they’re evolving into hybrid roles where AI amplifies their capabilities.

Traditionally, professional careers followed a predictable path: junior employees handled the foundational work, gradually moving up to strategic roles. Junior lawyers reviewed documents before becoming partners. Entry-level software engineers wrote most of the implementation before advancing to system architecture. This apprenticeship model worked well for generations.

Now AI is disrupting this progression. When AI can handle many entry-level tasks - from legal research to routine coding - how do newcomers learn the fundamentals? This isn’t just about job displacement; it’s about reimagining how we develop expertise.

An intriguing model is emerging, drawing parallels to military structure. Just as the military has distinct officer and enlisted tracks, we might see a similar bifurcation in professional careers: humans as strategic leaders and AI as the execution force.

In this model, professionals would train from the start as “AI orchestrators” rather than task executors. Instead of spending years on foundational work, they’d learn to direct and refine AI outputs, focusing on high-level strategy and quality control. It’s a significant shift from current professional development, but it might be necessary for the AI era.

But wait, can’t AI just take the lead?

The natural question follows: if AI can handle execution, what prevents it from taking over strategy and supervision? The answer lies in distinctly human capabilities (so far) that AI still struggles with:

• Complex judgment and common-sense reasoning in novel situations
• Genuine emotional intelligence and people management
• Accountability and trust in decision-making
• Creative vision and value-based strategic thinking

These capabilities keep humans essential in leadership roles, at least for the foreseeable future.

What might we do now, as humans?

1. Embrace AI as a powerful tool in your toolkit
2. Develop skills that AI can’t easily replicate - strategic thinking, emotional intelligence, and complex problem-solving
3. Prepare for a more dynamic career path where traditional progression may not apply

The future isn’t about competing with AI - it’s about leveraging it effectively while developing uniquely human strengths. The transition presents challenges, but understanding these shifts helps us prepare for and shape the future of work.

Success in this new era won’t come from resisting change, but from adapting to it thoughtfully. The goal is to thrive in it by finding new ways to add value in a very different yet similar workplace.