This analysis makes it clear that AI’s real potential lies in creating new, high-value tasks, not just cutting headcount; reinstatement, not displacement, drives sustainable productivity gains.
Great question. Thank you. In my experience new tasks and roles are situationally and company dependent, but where I often start is by working, often through team interviews, to understand what are the work or tasks that the team’s know most needs to receive more attention. Teams have a clear sense for this in my experience.
These often seem to be more creative or strategic activities/projects. Interestingly, the cadence with AI projects aligns similarly to what I’ve seen with other types of automation projects. Ostensibly, repetitive, administrative or repeating decision making sequences get reduced and that frees time for more creative human work.
Relative to metrics, it’s typically an opportunity to develop new KPIs or OKRs, or to multiply the total number of metrics being tracked and managed against.
Hope this helps! Message me if you’d like to discuss further. 🙏🏼
Excellent article! Thanks for sharing
Thanks, Meddy!
Thanks for reading along, Matt 🙏🏻
This analysis makes it clear that AI’s real potential lies in creating new, high-value tasks, not just cutting headcount; reinstatement, not displacement, drives sustainable productivity gains.
Nailed it. Thanks, Suhrab!
Thanks for the article! In steps 3 & 4 of your implementation path, what could be some examples of new tasks/roles and how metrics would change?
Great question. Thank you. In my experience new tasks and roles are situationally and company dependent, but where I often start is by working, often through team interviews, to understand what are the work or tasks that the team’s know most needs to receive more attention. Teams have a clear sense for this in my experience.
These often seem to be more creative or strategic activities/projects. Interestingly, the cadence with AI projects aligns similarly to what I’ve seen with other types of automation projects. Ostensibly, repetitive, administrative or repeating decision making sequences get reduced and that frees time for more creative human work.
Relative to metrics, it’s typically an opportunity to develop new KPIs or OKRs, or to multiply the total number of metrics being tracked and managed against.
Hope this helps! Message me if you’d like to discuss further. 🙏🏼
Thanks, @JohnBrewton!
Sure thing! Hope that helped!
The overall organization strategy is flawed, agreed with the article.
Thanks, Clint!