Will AI eliminate more jobs than it creates by 2035?
AI and automation could create more jobs than they displace. The bigger challenge is helping millions of workers move into roles requiring different skills and qualifications.
Read more →AI and automation could create more jobs than they displace. The bigger challenge is helping millions of workers move into roles requiring different skills and qualifications.
Read more →Human labor may remain valuable in an AGI economy, even as compute becomes the main engine of growth. The larger question is who benefits from the wealth created.
Read more →Start with recurring tasks, not AI tools. Identify opportunities for AI to create, analyse, strategise or research, then prioritise those offering high impact with little implementation friction.
Read more →When AI eliminates jobs faster than new opportunities emerge, company-level cost savings can weaken consumer spending and ultimately hurt businesses across the economy.
Read more →AI is changing work at three levels at once. Employees gain more capability, leaders must redesign how work gets done, and organizations need to become faster learning systems.
Read more →AI adoption is rising fast, but workforce confidence is not keeping pace. The next productivity challenge is not just deploying AI tools, but building enough trust, skills, and clarity for people to use them well.
Read more →AI automation may not arrive as sudden disruption to a few tasks. It may spread broadly across many text-based tasks, with capability improving steadily across the labor market.
Read more →AI tools may improve individual productivity, but enterprise productivity depends on whether people are engaged, supported, and led well. The biggest AI bottleneck may not be the technology. It may be the manager.
Read more →The future of work is not humans vs AI. It is humans working with agents and robots, with the biggest winners being people and companies that redesign work around that partnership, not just automate tasks.
Read more →Most organizations are moving too fast on agent deployment and too slow on operating-model redesign.
Read more →AI is already creating measurable productivity gains, but the near term story is less about mass layoffs and more about uneven adoption, stronger execution, and a recalibration of work toward higher value tasks.
Read more →It is usually not the technology. It is the gap between what the agent knows and what the business can actually do with that insight. Forrester calls this the “agentic action gap,” and says only 15% of organizations see material returns from AI agents.
Read more →It comes down to 3 things: engagement, activation, and expertise. If one is missing, AI adoption stays shallow.
Read more →They do not just use AI. They redesign the entire company around it.
Read more →Pay still matters, but purpose, growth, and culture seem to matter more when it comes to lasting workplace happiness. At the same time, trust in AI at work is becoming harder to earn.
Read more →While AI agents are 88% faster and 90% cheaper than human workers , they approach work through a strictly programmatic lens. For example, they would write code even for visual tasks like design whereas humans tend to rely on UI-centric, intuitive workflows.
Read more →In practice, AI often intensifies the workday. Instead of reclaiming time, people use efficiency gains to colonize their remaining "white space"—taking on more tasks and effectively narrowing the gap between working and recovering. This creates a modern Jevons Paradox: as AI makes our time more "efficient," we don't work less; we simply consume that efficiency by increasing the volume and velocity of our output until we hit a wall.
Read more →Approximately 45% of U.S. employees now report using AI at work at least a few times a year, but frequent and daily use remain far less common.
Read more →According to Deloitte, organizations that successfully deploy autonomous AI agents by 2028 could dramatically reduce operating costs, accelerate decision-making, and unlock entirely new sources of growth—all while creating new roles in orchestration, governance, and AI oversight rather than eliminating them.
Read more →ChatGPT has become a global phenomenon—used weekly by 700 million people and adopted by 10% of the world’s adults. While it’s increasingly used at work, over 70% of all messages are now non-work-related, highlighting its growing role as a personal assistant, educator, and creative partner.
Read more →Finance has entered its “Golden Age of AI,” but the transformation is uneven — coordination, data extraction, and communication bottlenecks still slow progress, even as AI agents rise to prominence.
Read more →No — AI and digitalization are now strategic imperatives, not optional initiatives.
Read more →Quick Answer: Agentic AI is the next frontier—moving from passive assistants to autonomous collaborators.
Read more →Quick Answer: Yes—AI agents can boost output, but the match between human and AI personality plays a crucial role.
Read more →What a Harvard economist’s research tells us about automation, job growth, and the real risk behind AI
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