Latest news with #futureofwork
Forbes
3 days ago
- Business
- Forbes
How Leaders Guide Teams Through FOBO In The AI Anxiety Era
Every headline about artificial intelligence capabilities, every automation announcement, every ... More discussion about the future of work comes with an undercurrent of existential anxiety. Every headline about artificial intelligence capabilities, every automation announcement, every discussion about the future of work comes with an undercurrent of existential anxiety that wasn't there just a few years ago. FOBO—the Fear of Becoming Obsolete—is the latest workplace contagion, and if you're honest, you may be feeling it yourself. Gallup research shows 22% of U.S. workers now worry that technological advancement will render them professionally obsolete, up from just 15% three years ago. But FOBO is an opportunity to lead through uncertainty in a way that unlocks creativity and allows new possibilities to emerge. Ironically, FOBO's original meaning itself has become obsolete. The author and entrepreneur Patrick McGinnis originally coined the acronym in 2004 as "Fear of Better Options,' a shorthand for the decision paralysis that comes from too many choices. The original Fear of Better Options was about what philosopher Alain de Botton called "status anxiety"—anxiety about not keeping up with social expectations. While these fears can cause genuine distress, the new Fear of Becoming Obsolete points toward something more primal, a threat closer to the foundation of our hierarchy of needs and about identity, purpose and survival. And if you're leading people right now, you've probably seen it manifesting in your teams in different ways: the usually confident team member who's suddenly resistant to new technology implementations, the high performer who's quietly started looking for jobs in "AI-proof" industries, or the person who's frantically signing up for every certification course available, sprinting hard but without clear direction. You're seeing it in other signals: the tightness in someone's shoulders during AI strategy meetings, the way conversations about automation shift the energy in the room, or how people's voices change when they talk about their future relevance. This is where your opportunity as a leader lies. The solution is helping people move from the contracted state of fear to the expanded state of creative engagement. As I've written about before, it's about embracing what the poet John Keats called "negative capability," the capacity to remain in uncertainty without rushing toward premature solutions. Embracing negative capability moves us beyond the fear of unknown and creates the conditions where creativity becomes possible in times of doubt. Here's what's happening physiologically when FOBO takes hold: your brain's ancient threat-detection system kicks in, flooding your body with stress hormones designed for physical dangers that no longer exist. The result? Those primitive "fight, flight, or freeze" responses that served our ancestors well against saber-toothed tigers become maladaptive strategies for navigating technological complexity. You've probably seen all three: Fight manifests as aggressive resistance to change—the person who argues against every new technological initiative, not because they have better ideas, but because the change itself feels threatening. Flight appears as strategic avoidance—talented people leaving industries or companies, not toward something better, but away from technological uncertainty. Freeze emerges as analysis paralysis—the leader who endlessly researches AI strategies but never moves forward, or the employee who stops contributing ideas because they're afraid of revealing their technological ignorance. These threat responses shut down precisely the cognitive functions we need most right now: creative thinking, complex problem-solving, and collaborative innovation. The irony is brutal—the fear of becoming irrelevant creates the very conditions that make us less adaptable. It can be tempting to respond to FOBO with decisive action—to make a plan and charge towards a goal, perhaps regaining a sense of control in the process. At a recent Hudson conference, organizațional leadership researcher and executive coach, Dr. Amanda Blake, warned us that 'pursuit' can mimic the physiological response of fight or flight, causing a similar state of hyperarousal and making us less creative and resilient. Instead, she challenged us to connect with our sense of emergence, wonder, and possibility in moments of uncertainty. As a leader, your primary job isn't to drive your team through the technological uncertainty. Your role is to help them navigate it with their full creative capacity intact. You're not just managing strategy; you're stewarding human potential through a period of change. Think about the last time you felt genuinely creative and alive at work. You weren't in fight-flight-freeze mode. You were probably relaxed but alert, curious rather than defensive, connected to others rather than isolated. That's the neurological state where innovation happens, and it's exactly what FOBO destroys. Your opportunity is to become skilled at recognizing when people are operating from threat responses and knowing how to guide them back to creative engagement. Amanda Blake's work reveals that we can't just think our way out of threat responses. We have to embody our way out. When someone is locked in FOBO, their posture often reflects it—shoulders raised, breathing shallow, jaw clenched. Their nervous system is primed for danger, not discovery. When people are stuck in threat responses, they literally can't access their prefrontal cortex—the brain region responsible for creative thinking. But conscious breathing can help to shift nervous system states within a few minutes. Coaching people to embrace negative capability is essential. When dealing with FOBO, it manifests as the ability to: Part of what's needed is narrating uncertainty effectively. Instead of binary communication ("We either know what AI will do to our jobs or we don't"), try more nuanced framing: "Here's what we know with high confidence about these technological changes, what we know with medium confidence, and what remains genuinely unclear." This creates permission to not have all the answers while maintaining forward momentum. There are three invitations leaders can offer their direct reports: People feeling FOBO fixate on what they might lose. Your job is to consistently redirect attention toward what they might create, discover, or become. Instead of asking "How do we protect ourselves from AI disruption?" try "What becomes possible for us as humans when AI handles routine tasks?" This all requires strategic patience, creating reflective space rather than rushing toward solutions. When teams are grappling with technological uncertainty, resist pressure to immediately resolve every question. Sometimes, the most valuable thing you can do is allocate thinking time or structured periods where the goal isn't immediate resolution but depth of understanding. You'll know you're succeeding when you see the shift from fear-based to growth-based responses in your people: Instead of defensive resistance, you'll see curious engagement with new technologies. Instead of desperate pivoting, you'll see thoughtful skill development. Instead of isolation and anxiety, you'll see collaborative exploration of emerging possibilities. The person who was frantically collecting certifications starts asking deeper questions about how to apply their learning. The team member who was avoiding AI tools begins experimenting with how they might enhance rather than replace their work. The leader who was paralyzed by technological complexity starts making informed decisions about which innovations to pursue. This isn't about eliminating fear—some healthy concern about the future is adaptive. It's about helping people engage with uncertainty from a place of strength rather than weakness, creativity rather than reactivity. Your greatest contribution as a leader isn't having all the answers about technology. It's helping people access their own creative responses to an uncertain future. The question isn't "How do we avoid becoming obsolete?" The question is "How do we help people flourish as distinctly human contributors in an increasingly technological world?"
Mail & Guardian
3 days ago
- Business
- Mail & Guardian
Super tool or shortcut? How artificial intelligence is forcing a rethink of business education
If institutions evolve and embrace AI not as a threat but as a tool, business schools can future-proof graduates to prepare them for a fast-evolving world. Not too long ago, artificial intelligence (AI) was a futuristic buzzword in business schools; now it's an ever-present classmate that cannot be ignored. From streamlining assignments to sparking debate on the future of education, tools such as ChatGPT, Grammarly, Notion AI and Perplexity are reshaping how students learn, how faculties teach and how qualifications are assessed. And although ChatGPT is like a brainstorming partner that never sleeps, educators warn that it should never be a substitute for human intelligence. Creative thinking and critical reasoning are more important now than ever before. Could ChatGPT pass the MBA? A 'ChatGPT3 does an amazing job at basic operations management and case-based analysis,' Terwiesch writes. 'But it stumbles on surprisingly simple maths and lacks the depth for advanced, multi-variable problems'. It could, however, adapt and improve when given hints. This, he says, highlights the growing importance of 'human-in-the-loop' learning, a process where real people are actively involved in the development, training and operations of AI systems, instead of simply relying on fully automated systems. Integrating human expertise helps to improve the accuracy, reliability and adaptability of artificial intelligence, especially in situations where AI might struggle with context, bias or hidden errors. AI literacy: A new business essential For tomorrow's industry leaders, AI literacy must be a core competency. Knowing how to prompt effectively, cross-check AI-generated insights and judge credibility is becoming just as crucial as interpreting financial statements and crafting business strategy. 'Managerial decision-making involves evaluating polished but often flawed proposals,' Terwiesch explains. 'ChatGPT is the perfect stand-in for the overconfident consultant — it gives you a great-looking answer that might still be wrong. This is excellent training for the boardroom.' In this way, AI is not replacing business education — it's enhancing it, by sharpening students' ability to evaluate, challenge, and apply. The assessment dilemma This disruption, however, raises pressing ethical and pedagogical concerns. If a chatbot can write a competent operations report or solve a basic inventory problem, what exactly are students being assessed on? In his analysis, Terwiesch warns against complacency. 'Allowing ChatGPT during foundational exams is like letting students call a moderately competent friend to take the test for them. We need new policies — and smarter assessments.' That's why many South African institutions are pivoting to in-person presentations, real-time case discussions and collaborative simulations, which AI can support — but not complete alone. The real value of the MBA in an AI world If institutions evolve and embrace AI not as a threat but as a tool for lifelong learning, business schools can raise the bar for what constitutes real understanding and future-proof graduates to prepare them for a fast-evolving world. Although AI excels at synthesising what already exists, it lacks vision — the ability to challenge assumptions, build strategy under uncertainty or imagine entirely new markets. This is where humans and their business qualifications come in. 'ChatGPT will always move from 1 to n. The best students must learn to go from 0 to 1,' he writes, referencing Peter Thiel's startup philosophy which centres on the idea of creating something entirely new rather than merely improving existing offerings to achieve value creation. 'Our job as educators is to reward that kind of thinking.' Whether the AI is an assistant, adviser or adversary depends on how well students are taught to use it, according to Terwiesch. 'Not just to find the right answers, but to ask better questions.'
Mail & Guardian
3 days ago
- Business
- Mail & Guardian
Reimagining business education – How global trends are shaping the future of work
To remain relevant, business education must do more than prepare graduates for today — it must empower them to shape tomorrow. The global workforce is in flux. Rapid technological advancement, climate imperatives, demographic shifts and economic uncertainty are reshaping work as we know it. More than 170 million new jobs will be created — and 92 million lost — by the end of the decade and about 40% of current job skills will become obsolete, according to the World Economic Forum's (WEF's) As artificial intelligence (AI) disrupts industries, climate change alters jobs and instability ripples through markets, business as usual is no longer viable. For MBA programmes and business schools, this is both a challenge and an opportunity: to produce agile, future-ready graduates who can lead through disruption. This requires a fundamental rethink of how business education is delivered — from access and curriculum design to real-world alignment. Digital learning, modular and stackable qualifications, and stronger links between industry and academia are now essential. Skills for tomorrow The WEF report draws on data from more than 1,000 employers across 22 industries and 55 economies. It finds that 63% of companies see skills gaps as the biggest barrier to transformation, with six in 10 workers needing reskilling by 2030. Core skills such as analytical thinking, AI, big data and cybersecurity are in demand, while many current competencies are fast becoming outdated. Employers are responding. More than 85% plan to upskill staff, and 70% expect to hire talent with new capabilities. This puts a premium on postgraduates who can drive workforce transformation and lead reskilling initiatives. Business schools are adapting. Traditional subjects such as finance and strategy are being integrated with courses in AI, data analytics, sustainability and digital transformation. If the next generation of leaders is to thrive in a volatile, fast-changing world, then it's not only about new tools — it's about new thinking. The human edge Technical skills are critical, but no longer sufficient. Today's business leaders must also be emotionally intelligent, adaptable and creative. In South Africa's complex, multicultural society, the ability to work across differences and build inclusive teams is not just an asset — it's a necessity. Human-centric competencies such as problem-solving, collaboration and ethical leadership are climbing the priority ladder. This means cultivating hybrid professionals: digitally fluent, analytically sharp and socially aware. Business schools are under pressure to equip students to navigate uncertainty and to lead in its midst. Global forces, local effects Labour market shifts are being shaped by more than just technology. Rising costs of living, inflation and geopolitical instability are driving structural changes. While ageing populations in high-income countries are driving demand for healthcare leadership, South Africa's youthful population demands entrepreneurial thinking and scalable, localised solutions that apply global strategy. The rise of green jobs is another game-changer. Climate adaptation is creating demand for work in renewable energy, sustainability and environmental risk management. At the same time, geopolitical tensions are increasing the need for skills in cybersecurity, supply chain resilience and international policy. Graduates must be prepared to lead with purpose in a world where business decisions are inextricably linked to planetary and geopolitical realities, embedding ESG (environmental, social and governance) principles into strategy and linking decisions to social and environmental outcomes. Lifelong learning, lasting effect Disruption is now a given. To remain relevant, business education must do more than prepare graduates for today — it must empower them to shape tomorrow. The pace of change demands continuous learning. Business schools are responding with flexible programmes, microcredentials and online offerings. Lifelong learning is now a baseline, not a bonus. As employers shift to skills-based hiring and redeploy workers displaced by automation, business education must go beyond traditional degrees. It must equip students with the mindset and tools to reinvent themselves — again and again. By embedding agility, embracing sustainability and aligning with real-world needs, MBA and postgraduate programmes can produce graduates who are employable and indispensable. The future of work may be uncertain, but one thing is clear: the most valuable qualification is no longer just a degree — it's the ability to adapt, lead with integrity, and keep learning.
Forbes
4 days ago
- Business
- Forbes
The Platform Imperative: Why Every Staffing Company Needs An Operating System
We've spent the last decade talking about the future of work. It's no longer a conversation about what might happen. It's happening now. The $650 billion staffing industry is shifting beneath our feet, and the clearest signal is this: traditional staffing companies are starting to look more like tech platforms. The legacy infrastructure, built around manual workflows and rigid applicant tracking systems, wasn't designed for today's pace or scale. Rising expectations, tighter margins, and global talent shortages have exposed the limits of these systems. What's replacing them isn't just more software. It's a new operating model. At the center of that model are AI-powered platforms that don't just digitize processes but reimagine how work flows from end to end. One company trying to address this shift is Graphite, which recently launched GraphiteOS, an operating system for staffing firms and gig platforms. The idea is to treat recruiting not as a series of siloed handoffs, but as an orchestrated environment where human insight and machine intelligence work together. GraphiteOS spans sourcing, matching, onboarding, and back-office management. Rather than removing recruiters from the process, it aims to automate the repetitive tasks so recruiters can focus on judgment, trust, and relationships. While it's still early, some GraphiteOS clients report faster placements and improved match quality. These are encouraging signs, not proof points, but they reflect a broader movement. Staffing companies aren't just layering AI on top of their workflows; they're rethinking the workflows entirely. Bullhorn offers another perspective. A long-standing player in staffing tech, it has been trying to evolve its platform to support more connected, automated experiences. Its Bullhorn One suite now supports functions across the talent lifecycle, from client management to invoicing. What's notable isn't just the technology, but the shift in philosophy. Bullhorn isn't treating AI as a bolt-on. It's becoming central to how the platform is designed and deployed. Then there's which offers a white-label platform that helps staffing firms build their own branded marketplaces. Its tools automate shift scheduling, onboarding, and billing. The AI component predicts candidate availability and potential no-shows, helping firms stay ahead of disruptions. This approach is especially relevant for on-demand staffing, where reliability is everything. Each of these companies represents a different response to the same problem. The traditional staffing playbook doesn't scale anymore. What's replacing it isn't one-size-fits-all, but it is universally platform-driven. Some are focused on infrastructure, others on governance or market reach. They all are betting that adaptive, AI-integrated systems will become the new baseline. If that sounds familiar, it should. The staffing industry is going through what marketing went through a decade ago. Back then, CMOs moved from managing campaigns to owning revenue, supported by platforms like Salesforce and HubSpot. Now it's HR and staffing's turn. Leaders who embrace platform thinking will shift from reactive hiring to building fluid, skills-based ecosystems. Integrating full-time employees, freelancers, and AI agents into unified teams. It means matching people to work based on skills and availability, not just job titles and resumes. What's emerging isn't just a technology stack. It's a new architecture for work. Platforms like GraphiteOS, Bullhorn, and Wolf show different paths, but the direction is clear. The future of staffing will be built on systems that support scale, intelligence, and adaptability. Companies that treat AI as a side project will struggle. The ones that reimagine their foundations will move faster and operate with more precision. This is the platform imperative. And it's not in the distance. It's already here.
Forbes
5 days ago
- Business
- Forbes
3 Ways The $41 Billion Agentic AI Market Is Reshaping The Future Of Work
Agentic AI: the future of work beyond automation The future of work is arriving — not with a whisper, but with a powerful shift led by agentic AI, projected to fuel a $41.32 billion market by 2030, according to Mordor Intelligence report. These aren't just digital assistants; they are AI collaborators capable of making decisions, adapting in real time and working alongside humans to solve complex problems. As enterprises and healthcare systems become increasingly overloaded with data, decisions and administrative friction, agentic AI is emerging as a strategic imperative. It leads Gartner's Top Trends for 2025, with McKinsey calling it the next frontier in generative AI. A recent BCG report reveals that 67% of executives plan to integrate autonomous agents into their AI strategy. But many businesses are still figuring out how they can use AI and what challenges it presents. Here are three transformative ways AI agents are reshaping how we work across industries — from clinics to boardrooms. It's Monday morning. The week's pressure is already mounting — strategic meetings to coordinate, briefs to review, follow-ups to plan and personal to-dos quietly competing for attention. For many high-performing professionals, this scenario is all too familiar. But rather than dive into a vortex of manual tasks, you delegate everything to intelligent virtual assistants powered by agentic AI. Within moments, calendars are updated, meeting materials are compiled, summaries are prepared and even vacation bookings are completed. This isn't automation as we know it. It's the arrival of next-generation AI that collaborates, adapts and reasons — bringing about a fundamental shift in how work gets done. These systems synthesize information from multiple sources, manage tasks across time zones and learn from interactions to improve performance. On platforms like OpenAI's Operator, Microsoft's Copilot Studio, Google Mind's Veo 3 and Salesforce's Agentforce, AI agents are already working across departments to optimize operations, generate video content and streamline communications. Nowhere is the effect of agentic AI more urgent — or more promising — than in healthcare. Physicians face mounting administrative burdens, fragmented data systems and "pajama time" spent completing notes after hours. Agentic AI can change the narrative. Before a doctor sees a patient, intelligent agents can compile real-time briefs — diagnoses, labs, imaging and treatment history — assembled from siloed systems. One agent pulls radiology reports, another reviews historical prescriptions, while a third flags potential diagnostic patterns based on similar cases. This model isn't theoretical. At Mayo Clinic, AI is helping predict patient deterioration. Microsoft and Epic Systems are partnering to auto-generate clinical documentation, saving hours of physician time. These tools don't just streamline workflow — they free up care teams to be more present, responsive and proactive. From logistics to law firms, agentic AI is driving operational reinvention. In the logistics sector, companies like UPS and Amazon deploy AI agents to optimize delivery routes based on traffic, weather and fuel consumption — tasks that once required entire analyst teams. In corporate settings, these agents are managing product roll outs, drafting financial summaries, monitoring market sentiment and even aligning cross-functional teams. Nvidia's AI Factories, for example, provide end-to-end infrastructure for deploying AI agents at enterprise scale. What makes agentic AI so valuable is not just autonomy — it's orchestration. It connects silos, forecasts issues and drives real-time decision-making. That's a level of agility and coordination few businesses can afford to ignore. Agentic AI isn't just shifting what we do — it's redefining how work gets done. But while its potential is undeniable, this technology is still in its formative stage. Hallucinations, context errors and reliability gaps mean that human oversight remains essential. From generating insights to summarizing meetings, agentic AI must be treated not as a finished product, but as an evolving partner. For forward-looking leaders, the opportunity lies not in blind adoption, but in strategic implementation. Success will belong to those who harness agentic AI with structure, scrutiny and purpose — turning possibility into performance, responsibly.
