For centuries, work was our purpose.
In the industrial age, purpose was simple: production, efficiency, and scale. In the corporate age, it was profits, promotions, and shareholder value. Even when it felt unfulfilling, we kept going—because work itself was the necessity, the survival instinct, the unchallenged structure of life.

Then AI came along.

Most companies celebrate AI adoption too soon. They think that giving every employee ChatGPT access means they’re "AI-first." That’s like thinking giving every employee a calculator makes them a finance expert.

Companies that hesitate with AI will fall behind. Those that experiment will thrive.
AI is not an IT project. It’s a cultural shift. And like any shift, the only way to get it right is to experiment—test, fail, learn, and repeat.

AI can predict. But it cannot decide.
Managers spend 50% of their time analysing data and 50% making decisions. AI can handle the first half—processing massive datasets, spotting trends, and generating insights. But the second half? That’s where human intelligence still reigns supreme.

AI is not the enemy—unclear leadership is.
Employees don’t resist AI because they don’t understand it. They resist AI because they don’t trust what leaders will do with it. If your employees think AI is being used to replace them rather than empower them, they will reject it. The problem isn’t AI—it’s the uncertainty of intention from the top.