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AI Now, AGI Next: Shaping Tomorrow’s Workforce
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00:00Good afternoon, thank you for being with us today. I appreciate it. I'm very excited about this panel and what
00:07we're about to discuss. I know that AI has been the topic of the day for the last several years,
00:15especially here at Viva Tech, where innovation is happening live.
00:18So I'm very excited to have with me an extraordinary group of panelists that are actually going to put some
00:26of our concerns about the future of the workforce, future of labor and AGI Next sort of to piece.
00:34So I wanted to begin with a little bit of a context on what we're going to be talking about
00:42today. Obviously, everyone is aware we're living sort of in this revolution, not of machines replacing humans, but of machines
00:53expanding what is possible for humans to do.
00:56So I wanted to make sure to give a little bit of context about that because as probably a non
01:02-tech person, a little bit of a fuzzy person in the liberal arts, I always think of AI in a
01:09different way.
01:10I think of it not as artificial intelligence, but as augmented intelligence, meaning what is it going to do for
01:18me in order to expand the work that I'm doing?
01:20So when we think about how we're going to reshape work, hire and lead in the future, keep that human
01:29aspect in mind.
01:31And then when it comes to AGI, which was once kind of a distant topic, now it's become a mainstream
01:38sort of topic for boardrooms.
01:40And so that's also an interesting part of what I would like to talk a little bit more with you
01:44guys today.
01:45So the key question we're going to try to answer today is how do we shape the change that's coming
01:52to empower people and not sideline them?
01:57So I'm very excited to have you all here and it's a very serious panel.
02:03We're going to have some very serious questions, but let's start with a little bit of a fun question first,
02:08just to get us warmed up.
02:11I asked you all when I first talked to you, what was your first job?
02:16Because what I wanted to do growing up versus what I did for the first time as a job and
02:22ended up doing later on 20 years ago changed dramatically.
02:25And it's now still changing.
02:27I'm not going to reveal this, it's not about me, so I don't want to talk about me, but I
02:30want to go down the line here and just tell me what was your first job and what did you
02:35end up doing afterwards?
02:37Tarja, let's start with you.
02:39Wonderful.
02:39Thank you.
02:39Thank you for being great to be here.
02:41My name is Tarja Stevens and I'm a founder of AI Opportunity Agency and we are an advisory group for
02:47advising CEOs and executives on the AI transformation.
02:52My first job was actually back in Finland.
02:55So this is where I'm from and this was over three decades ago.
02:58I was in a garden, so plants and flowers.
03:01And let me tell you, it has not changed.
03:03AI has not changed that at all.
03:04I was there last year, so that was my first job.
03:07Thank you.
03:08Thank you, Tarja.
03:08So not everything is automated yet.
03:11Corrine.
03:12Corrine.
03:12Hi.
03:13Hi.
03:13Hello, everyone.
03:14Well, my first job is quite different from what I'm doing now, but as a connection.
03:19I was a buyer, I was buying parts for X-ray tubes in the healthcare industry and I was doing
03:29this because, well, it was for General Electric and was saying, well, we're bringing good things to life.
03:34And that was a mission.
03:36So I thought, I always thought I had a mission somewhere and I'm working for a big tech company, which
03:43mission is to empower everybody on the planet to achieve more.
03:46I think this story of the connection of the mission, you know, always technology, but to get something done for
03:53people, for society, that's kind of the connection I see when I make the bridge.
03:58I love how humble you are and that little company is Microsoft.
04:03Thank you, Corrine.
04:05Sebastian.
04:07Yeah.
04:07Good.
04:07Good afternoon, everyone.
04:09So I'm Sebastian.
04:10I'm a senior partner with McKinsey.
04:12And guess what?
04:1320 years ago, I started, you know, as a consultant as well, so I'm still one.
04:18But things have been changing that much in 20 years.
04:21If I reflect back 20 years ago, we were spending 80% of our time in gathering and analyzing data.
04:29I think today it's actually less than 20 or 30%.
04:32And the most of what we do today is to really think about what to do with those insights and
04:37how we translate insights into business performance.
04:40And I think the topic of today will be at the very core of that because there is no impact
04:44without the human component.
04:46So I must admit that it was two very interesting decades and tech has completely changed our profession.
04:52Thank you so much.
04:54And Timothy.
04:55Yeah.
04:56Hi, everyone.
04:56It's great to be here.
04:58I'm Timothy Young, CEO of Jasper AI.
05:01About 20 years ago in my first job, I was doing something very similar as a software engineer.
05:06I think today it's completely different.
05:09Even I still code at Jasper and I'm probably 10 to 20 X, you know, more productive today.
05:18And I think that's across all of my software engineering teams.
05:22And, you know, 20 years ago as a new engineer, it took months to land probably my first code.
05:29It took years to really be kind of be mentored by others.
05:32And when I see new college grads join our company today, they're shipping their first lines of code usually within
05:39a couple of days.
05:40And, you know, they're using, you know, agentic platforms to help them do that.
05:45So it's completely transformed the industry.
05:48Fascinating.
05:49So we all started somewhere and then our jobs became more complicated, but also a little bit easier with the
05:55tools that we found along the way.
05:57So I'm going to mix it up a little bit here, but I'm going to start with Sebastian first.
06:02You work across so many industries and this is an interesting, you're kind of a jack of all trades in
06:08that sense.
06:09Which sectors do you believe are now most prepared for the AI driven workforce that's coming up?
06:16So we are clearly at a moment where AI has entered every boardroom.
06:21You said it, every executive committee room.
06:23But when you reflect a little bit on where we are, and we talked about that a year ago, you
06:28know, we have a number of companies.
06:29We have done a lot of things, but the magnitude or the scale of the impact is not there yet.
06:34And when, you know, back to your question, some sectors are naturally much more prepared to the AI revolution.
06:41If you think about, you know, techno and software, as you said, financial services, professional services, retail, e-commerce, healthcare
06:51and life science, you know, all the sectors where you have more data availability, a greater digital maturity, more customer
06:59interactions, and of course, more industrialized processes.
07:03And at the other end of the spectrum, if you think about sectors like construction, agriculture, logistics, of course, they,
07:09you know, they will be less impacted.
07:11But I think ultimately, and that's probably the purpose of that panel, what will matter is the true ability to
07:18really embed AI in the business transformation.
07:20So far, we've seen automation of, you know, bits and, you know, bits and pieces of processes.
07:26I think with AGI, we can completely transform, you know, the business processes.
07:30And this is not just a sidecar tool.
07:33And this is where AGI can make the difference.
07:36But to get there, the connection between the business priorities, the tech, and we will talk about that, but the
07:43human component will be absolutely key.
07:45Because unlocking this potential, whatever the industry, unlocking the potential will require to train the workforce, to upskill, to reskill,
07:54and to redeploy ultimately the human component where it matters.
07:57Because we will need it across all of those industries, but this is where, you know, you can do that.
08:03And the only way, and that will be my last message, the only way to do it is not to
08:07consider AI as a collection of projects, but to make it absolutely front and center of your strategy.
08:15And so to make that connection and to make it front and center of human strategy, I think you need
08:21leaders to be completely attuned with what's coming.
08:23So for Corinne, for you I had, my question for you is, as a leader to leader, how would you
08:31advise those leaders that are navigating this opportunity, you know, how to deploy this at a scale and make sure
08:41that their workforces are safe and ready?
08:45Well, as you can imagine, we've been experiencing now a lot of this, right?
08:49And about two years ago, we saw AI in the workplace.
08:55And I did change the workplace.
08:57And now we see with the arrival of agents, AI in action in terms of the processes.
09:02So very different.
09:03And it's a quantum leap as well.
09:06I would say, I mean, what's important is, you know, to go through the three steps.
09:11The first one is that you need to put AI in the hands of everyone.
09:14It is a revolution of the workforce.
09:16It is not for happy few.
09:18So everyone needs to master this technology.
09:20A little bit like you got your smartphone, you know.
09:23Now no one is asking why you get your smartphone and to do what.
09:27So I think, I mean, the part of acculturation for the leaders gets in the hands of everyone.
09:3375% of the worldwide workers today come to work with AI.
09:38AI tool maybe from external, but they get the AI tool.
09:41So that's the first step.
09:43Because what is going to enhance your individual productivity, unleash your creativity, get people to work on what matters in
09:51their work.
09:52So that's the first part.
09:53The second one, the second step is that you need to think about, I mean, what are the businesses processes
09:58you want to tackle?
09:59Because with the agents now, you're going to have both humans and agents collaborating.
10:05It's not only you know your assistant, but it's going to be someone who's going to help you to innovate,
10:10take actions, and really, I mean,
10:12automatize some of the key processes of the company, and get your productivity.
10:18I mean productivity, your bottom line, top line.
10:21There are many examples of that.
10:23You have three categories of agents today.
10:26You have, I would say, the simple agents, which are the conversation, chatbot type.
10:31You know, you ask a question, you get an answer.
10:33Then you do have agents.
10:35The second category, they take action.
10:37You have a problem with your computer.
10:39You open a ticket.
10:41The agent is going to open the ticket as a question and get you the answer.
10:44And then you have complex agentic, what I say, autonomous agent rather than complex.
10:50And they work together on the process flow, you know, from the order to the manufacturing, to the cash.
10:57So you get through a complete process.
10:58So that's what's happening now.
11:00So that's the second step.
11:02Get you to free business processes and look at what you want to do to connect it with your strategy.
11:07The third one is one which is important as well is the innovation piece.
11:13So how do you get AI in your product, embedded in your product, in your services?
11:19And how do you get AI to create new materials, new molecules?
11:24That's a research piece.
11:25This is innovation piece, which is important as well.
11:27But you know, this is a journey.
11:28This is not a sprint.
11:30This is a marathon.
11:31You need to get through all the steps.
11:33Every one business processes innovation.
11:36That would be my recommendation.
11:38That is a master class, not just a simple advice.
11:41Thank you, Corinne.
11:42You know, I wanted to take this opportunity to ask you, Tari.
11:47You know, to get there, we need a specific skill set.
11:51And you work in the human part of AI as well.
11:54So I wanted to ask you about, you talk about emotional intelligence, adaptability as future superpowers.
12:01So I wanted to know, how do you think we train leaders to value and build in these teams with
12:07those two in mind?
12:08No, that's a great question.
12:10And kind of bridging what was discussed is that the past years, I think the past two years what we
12:15have seen is that the focus within organizations has been very technology driven.
12:20What are the technology skills?
12:22What are the AI skills?
12:23What are the AI skills?
12:23How can we build the AI fluency and literacy for everyone?
12:27Which is the foundational knowledge from the intern all the way to the boardroom.
12:31And rightly so.
12:32That is absolutely foundational.
12:35However, now this year, especially what we have seen is that now equally the conversation has started to be what
12:43are the human skills?
12:43What are the leadership skills?
12:45Like you mentioned, emotional intelligence.
12:47We have the critical thinking, compassion, and really leaders are now analyzing and assessing how we can get all the
12:56employees that they're willing to take this new way of working.
13:00Are they motivated?
13:02And also, if they're willing, are they able to do it?
13:04Do we have all the resources, the tools, the infrastructure to support that?
13:07So with that said, I always say there's like a three approaches that role modeling from starting from the leadership
13:14that we embed that in every day what we do.
13:17And then we need to have these conversations in every day in every department.
13:21So the communication is so critical right now and rewarding and really acknowledging that everyone who's trying these new tools,
13:29like you said, everybody should be doing it.
13:31And with that, we start little by little championing that change and these new skills as well.
13:37So important to talk about the new skill set.
13:39And it's not at all what even a few years ago we were talking about.
13:43So on the subject of skill sets, I wanted to go back to you, Timothy.
13:49You know, Jasper is such an interesting company.
13:52I looked into it because it helps people do creative work more efficiently.
13:58And some of the criticism for AI has been, is it going to take over, you know, is AI going
14:05to take over creativity?
14:06Are we going to be more numb and not creative and not cool doing the cool things anymore ourselves?
14:12So I'm curious about how you feel we're able to ensure that AI is not a crutch, but it's what
14:19I was talking about earlier.
14:20It augments what we already do well.
14:23Yeah, I think it's extremely important to think about how the applications you're using are built and who's building them.
14:31For us at Jasper, our platform is built to amplify human potential and ambition and not replace it.
14:40We feel very strongly, particularly about creative work, that LLMs can get you in many cases maybe 80% of
14:48the way there.
14:49But that final 20% of the work is incredibly important.
14:53It's, you know, for marketers, it's not just creativity.
14:56It's about building human connection.
14:58It's about having empathy.
15:00And so what we really, you know, push our customers to do is think about human and AI working together
15:07in a symbiotic relationship,
15:10not as using Jasper as a tool or an application, but to think about it as a true partner.
15:18Even when I'm using Jasper to write internal communications, I'm signing off on them as, you know, written by me
15:25and Jasper or me and ChatGPT, right?
15:29And I'm modeling that to the organization.
15:31And so what we help customers do is take their private marketing playbook, their private marketing data, their brand voice,
15:39right?
15:39Their visual styles and make sure that all the LLMs that are using can think, write and work with their
15:48employees in the language of their business.
15:51And I think, you know, it's a really important psychological mind shift for the, you know, the products that are
15:58using to help and embody into the employees.
16:03Such an interesting, I think you have something to say, yes.
16:05I just wanted to build on that team. I love that.
16:08I just want to share one number and one anecdote.
16:10In terms of number, the magnitude of what we are talking about, our research, we think that by 2030, roughly
16:1830 to 40% of the tasks could be automated.
16:21This is the magnitude 30 to 40. That means in Europe, this is 15 million job transition, 15 million.
16:28And I think the magnitude of what you are describing, you know, will require a lot of things along, you
16:33know, teaching everyone, learning, you know, learning everyone.
16:37And the anecdote is some of the pioneering companies, they don't have an org chart anymore, the traditional org chart.
16:44They have the org chart that you know with the employees, but they have also the number of agents deployed
16:48in the org chart.
16:49So when you look at the org chart, it's a combination of people and agents together, you know, exactly as
16:55you were describing.
16:56And I think that gives a little bit, you know, the direction of travel we're going to.
17:00I knew, Sébastien, I was going to ask you next, because on this re-skilling, up-skilling, lifelong learning debate
17:07we're having, it's not even a debate.
17:09We're telling everybody learning is your job for the rest of your life, right?
17:13So is re-skilling the new, like, HR performance now?
17:19Yeah, probably re-skilling, I would say dynamic, dynamic re-skilling.
17:23I mean, a year ago, we didn't talk that much about AGI.
17:27What are we going to talk about in three or five years?
17:29Corinne, you will know that probably much better than I do.
17:31But I think this notion of having a continuous learning muscle in the organization will be very important.
17:38Because we don't know, I mean, what we know is that the speed probably has never been that slow.
17:42It's going to continue accelerating.
17:45So yes, you need that.
17:46And this is why you need to connect much more, I would say, what we call the strategic workforce planning
17:51to the business agenda.
17:53And this muscle will be needed.
17:56And it's not just an HR game.
17:58I think it's a business or a strategy game.
18:01And HR will be more of the function.
18:03The HR function will be more an enabler to that.
18:05So yes, I think what the most successful companies in the world, even if you take, you know, very traditional
18:11one, Walmart, AT&T in the US, they have been fantastically quick at, you know, retraining, you know, based on
18:18the new technology moves, retraining their workforce.
18:22So yes, that will become the name of the game.
18:24It's such a very interesting thing to me because now more than ever, and this we've discussed and across many
18:31other discussions here at VivaTech, the role of education and all of this.
18:37But Corinne, I'm curious about how you're approaching this theme of the risk killing through your vantage point.
18:42Well, you know, I'm an optimist realist.
18:46So I think, I mean, the realism is that there's massive change in terms, you know, of the jobs of
18:52the future.
18:53And there's a massive workforce planning to be done, massive.
18:57I don't think people realize at which point, I mean, every job is going to be impacted and everybody needs
19:02to be trained.
19:03And it's continuous learning, as you said, not only continuous learning, it's personalized learning.
19:08So I think, I mean, this is the first thing to tackle in every company, every organization, everywhere.
19:14But I'm an optimist because I said for the first time, technology is accessible.
19:19I mean, you don't need to get a PhD to create an agent.
19:22I don't have a science PhD, by the way.
19:25So you can, everybody have access to this technology because this is natural language.
19:30So this is a great, great opportunity.
19:33Well, as a company, I think, like everyone, we have a massive responsibility.
19:37This is good opportunity.
19:39But this is responsibility as well in terms of making sure everybody has access.
19:44So we did announce two years ago at Youth Friends, a big learning program training 1 million people.
19:51We are more than 400,000 people trained.
19:55Making sure, I mean, we address all audiences, all audiences.
19:58So we have a platform where you can find 200 content of free learning at Youth Space, personalized.
20:07So that's a platform of learning.
20:09We have been working with, you know, France Travail, the job agency to train the job seekers, help them.
20:16And with very nice, you know, calendar that we've been building with a French startup, which is super nice and
20:24gets a journey of, you know, your training.
20:26We've been working as well with students.
20:29So we are addressing, you need to address everyone because this is the first thing ready to be done.
20:34So we do this, but every company needs to do this because if you don't do this for society, students,
20:41job seekers, I mean, not only you're going to have rejection of technology, but you will not have the adoption,
20:48not the speed.
20:49And it's a big miss opportunity.
20:52So I'm urging every company, get your workforce planning right now.
20:58And I think that's such an important part of the discussion when you talk about, you know, closing the skills
21:04gap.
21:05Even 10 years ago, when we talked about closing the skills gap, we're talking about, we needed more people to
21:11do science, engineering, technology, math.
21:13Now it's inverted.
21:14We need people to have ethics and understand values and have critical thinking.
21:18It's a different learning.
21:19Right.
21:20Now you get Wikipedia in your pocket.
21:22In the other pocket, you know, you have a financial analyst.
21:25Yes.
21:25And it's kind of an opportunity to have the knowledge with you, but it's different skills you need to learn,
21:30right?
21:30I'm sure you are.
21:32I was going to say when we work with, you know, large enterprises where I think they're at the frontier,
21:38they're doing three things with their employees, which I would categorize as really back to basics.
21:44The first thing that they're doing, even with individual contributors, frontline employees, is they're teaching basic management skills.
21:51And they're doing this because in the near future, every employee will be a manager, maybe not of other people,
21:58but of agents.
21:58The second thing is how do you communicate with those agents?
22:02It's through writing.
22:03At Dropbox, when I was there, we shifted completely to a memo written culture, no more presentations.
22:11So every employee, in order to communicate, had to write long memos.
22:14And in watching 3,000 employees make that transition, who are some of the best educated, you know, team in
22:21the world, incredibly difficult transition for them.
22:25And if you think about how we communicate with agents, you have to be able to write really well.
22:29They're probabilistic, so subtle shifts in the quality of your writing really have magnitudes of impact in their output.
22:36And then I think the third thing they're doing, these organizations are helping employees understand strategy.
22:44Most employees really understand how to execute, understand tactics.
22:48But if you think about knowledge work, breaking it down really simply, it's what to do, how to do it,
22:55and then doing the work.
22:57LLMs and agents will do the work, and they know how to do it, but what to do, and how
23:02it attaches to the company strategy, is what you really need to help every employee understand, in order to be
23:08successful over the next 10 years.
23:10You know, when it comes to this skills discussion, I'm a big fan of demystifying what it really means, right?
23:18So you talked to several leaders, and they think it is about teaching the workforce more technology skills, right?
23:24So Tarja, you work in this space quite a bit, and you advise CEOs in the direction of how to
23:31close the skills gap.
23:33We identify technology might not be it, it's time for the fuzzies to shine, right?
23:38If you have a liberal arts degree, this is your time.
23:41But what else is there, you know, in terms of like organizational readiness? What do you think?
23:45No, that's a great question, and I think what we have seen is that truly the gap, where is that
23:52knowledge gap right now?
23:54And the readiness, like you said, organizational readiness, is it the technology gap, or is it the funding gap?
24:01Is it the employees, or is it the leadership? And we can kind of say that it is not the
24:07technology.
24:07Like we had discussed, you can start using AI every single one of us right now today.
24:13And also the funding, over 90% of the organizations right now are saying they are considerably increasing funding in
24:19AI in the coming next three years.
24:21So funding is there. And what we see also that employees more and more, they're raising their hand and saying,
24:26I want to learn more.
24:27The motivation is there, the eagerness to learn. So it kind of comes, what we have seen is that organizational
24:34readiness that starts truly the gap is that leadership.
24:38How can I do it? Most leaders say that, yes, we are implementing AI within our operations and doing it,
24:44but only few are saying we are comfortable how to do it.
24:49And that's where we need that personalized and kind of new ways of learning, new ways of growing, new ways
24:55of leading what we say, that reinventing everything, and building those new foundations now that the blueprint is human-led
25:03and AI-operated.
25:05And I come from the lean background. So over a decade, I championed change in lean methodologies, and we always
25:11say, lean way of doing.
25:13And I think right now we need to kind of reinvent the new mindset of AI way of doing.
25:18And that's what I many times say, that the AI is not just a skill set, but it's a new
25:23mindset that leaders need to embed.
25:25And then it starts really showing example for the teams and really important that middle managers that are tangibly really
25:33working, like you said, the managers in every day using that AI.
25:37Thank you, Tarja. You know, I was thinking about this, that there is a little bit of a tension between
25:42the speed within which an organization adopts AI, but then the actual sustainability and like teaching it to the workforce.
25:51So maybe, Karine, you can come back in and list a little bit, you know, how do you manage that
25:57tension so that you can go super fast, supersonic fast in adopting AI, but at the same time, not leaving
26:05your workforce behind?
26:07Yeah. Well, again, I think it gets to get AI in the hands of everyone. And this is, you know,
26:15the chat, I mean, using the capability of the chat and making sure everybody can get it.
26:20So they see, I mean, how much does for their work. But I think what's important is that you start
26:25with simple things as well. I mean, you have the large business cases, but you need to start also with
26:30the simple thing, which means you function.
26:33I mean, fundamentally, I mean, AI is changing what we call the production capacity. I mean, every system, I have
26:42some kind of the same background in lean, in supply chain, Six Sigma, all of this.
26:47It does change everything. You know, I mean, the production system is changing. So if you want your workforce to
26:53embark, you need to make it real for them.
26:56An HR system is a production system. How do you use AI in that, you know, context? How do you
27:02have simple use case which makes your life better?
27:06And then you go back to what really you like to do, you know, talk to people, develop people, hire
27:12people, et cetera, et cetera.
27:13So that's I think each function has to consider it in terms of the production system. So fundamentally, I mean,
27:19we talk about, you know, changing the capacity and different.
27:23Different. I agree with you. It's a different organization. This is what we call, you know, the frontier firms.
27:28They are so different than what we know now. You're going to collaborate with agents.
27:33You will have agents and humans with different processes, different production systems. But your capacity is going to be huge.
27:42Imagine, I mean, you can have more agents and there's a scarcity of some jobs and looking for talents. I
27:49mean, can be unlimited capacity.
27:51Right. You know, Sebastian, I wanted to ask you next, which industry you work across so many of them? You
27:58kind of have a finger on the pulse of a lot of things.
28:02Which industry do you think is doing it just right and could create a blueprint right now? Who's your favorite?
28:08I'm going to make some enemies here. Actually, I'm not sure there is one. I think I mentioned tech because
28:14honestly, they are AI native somehow.
28:16And I think the way they have been, you know, transforming themselves has been very impressive because they were, of
28:21course, you know, at the very beginning of the journey.
28:23But I've seen some of them, you know, in banking and, you know, all the financial services doing great things
28:29as well.
28:29However, I'm not sure we have seen yet what we are describing in this panel, which is how do you
28:35fully transform, you know, the entire organization starting from the top and making sure that every single employee, you know,
28:42is now embedding AI as a way of working.
28:45This is yet to come in my view. But if I had to place a bet, this will come from
28:51tech and software first.
28:53So you didn't take my bait. Good job.
28:58But the other part of the conversation is obviously to do this efficiently and well and to protect workers' rights,
29:05because there is a lot of anxiety around replacement of human labor.
29:09So how do we answer that anxiety? We have to address it. Very recently, we've had some very bombastic interviews
29:18from the tech sector saying get ready for the one person multimillion dollar company, your multinational company.
29:27Is that how do you answer that? And maybe this is a question for everybody to kind of take a
29:32turn. Who wants to be the first victim?
29:38I can go. I think, you know, we've seen a change of paradigm in two years. I think when we
29:46were talking about AI two years ago, it was about automating, you know, part of the processes, you know, with
29:51a huge risk of replacing human.
29:53I think with the new, with AGI, we've seen a very strong change of the narrative. We talk about client
30:01experience, employee engagement, making your life much more interesting at work.
30:06You're going to change job many times, you know, or let's put it this way. You can keep the same
30:10job, but the way you're going to do it in the next decade will change many times.
30:14And I think the narrative is much more positive now. And we've seen that, you know, in two companies where
30:20they have embedded AI as part of the change management and the strategy, as I was saying.
30:24And I think, you know, we see that more and more. Yes, some of the job of today will disappear,
30:30but it's our core belief that we are going to see many new jobs appearing.
30:34We don't know exactly where the balance will be in five years, in 10 years, but we are, you know,
30:38I'm also an optimistic. I'm pretty sure we will, you know, create new jobs and new ways of using AI
30:44to have more interesting jobs, but it doesn't mean less jobs overall.
30:47And to be honest, I can compliment what he says. Well, you talk about, you know, the one person company
30:54billions, I mean, that you are kind of always have outliers.
30:57The reality is that, I mean, the technology is augmenting human as well. If you take them for example of
31:04all the industry, you know, activities where you need people, and you need even more people in terms of building
31:13relationship, the healthcare system.
31:15I mean, it's a super good example. When you see, I mean, doctors spending 70% of their time on
31:21administrative tasks, and the scarcity, you know, we have in the world in the healthcare system.
31:27I mean, the hope is that healthcare is going to be accessible to everyone in every country of the world,
31:34because there are always parts that you can automatize so the doctors can do what they have supposed to do,
31:40is to talk to you as a patient,
31:41to help you to get through what you are living, and so on and so forth. Healthcare, every, you know,
31:48every activity where you have service, human touch, you know, also social activities, there are a ton of jobs, actually.
31:54I mean, where you augment people, and they go back to what they like. I was discussing yesterday, just a
32:01small anecdote, with somebody, you know, from our job-seeking agency, and they use agents.
32:07And she told me, I mean, she joined that, you know, she joined that activity because she loves to recruit
32:14people and help people to find jobs.
32:16And she said she's so pleased to have an agent, you know, to sort out the curriculum video, do all
32:22the administrative tasks, because then she can help the person looking for a job to be prepared for an interview.
32:29And she said, I joined for that. I couldn't do that. And now I can do it. And I like
32:34the story because I thought it was, you know, very representative at augmenting people and really what they want to
32:41do.
32:41And there are thousands of stories like that. I think the stories actually really humanize this technology and kind of
32:47help with that anxiety. I want to make sure I give everyone a chance. Did you want to say something,
32:53Timothy?
32:53Yeah, I think the broader industry and most, you know, organizations that are deploying it have focused really on efficiency,
33:03right? How can this, you know, make us more efficient?
33:08But when we work with customers at Jasper and we sit down with a workshop, the first question we ask
33:15them is, if you look at your business over the last five years, what is a dream of yours?
33:20What is something that you've always wanted to do, but has been impossible, right? Not for efficiency's sake, but you
33:27haven't been able to get the scale. You haven't been able to get the resources.
33:31And let's focus on those opportunities. Because I think that what you want to do in this age is really
33:39unlock the human potential inside of the employees.
33:42And I think though, when you look at a lot of job roles today, even in marketing and creative teams,
33:49you know, it's like 20% creative and 80% very mechanical and rote.
33:55And if you offload that 80%, right? Part of it is, okay, I've created an ad and now I need
34:01to make 50 variations. So I spend a week making all those variations, right?
34:06But if you think about it, you can offload all the variation work to a platform like Jasper and then
34:12you can go back and start thinking about the next strategic asset you want to make.
34:16You can actually go and advocate for your campaign or your program internally in the organization.
34:22So it's all about creating leverage for employees and helping them become more human and less machine in their jobs.
34:30And I think we're going to see a lot happier employees and employees that are constantly learning.
34:36And I think employees, you know, all through the org chart are going to have much broader scope in their
34:41roles than they've ever had before.
34:43So I'm very optimistic in the partnership and not the replacement angle, because that's what we're seeing with customers today.
34:49So three glasses half full. How about you, Daria?
34:52No, I'm absolutely excited. The opportunity, AI opportunity it is, as many challenges are coming as well.
34:59But really, I like when we talk about the personalized learning because every one of us is seeing it differently.
35:06And rather than thinking that AI is that automating automation tool, we more think of that as a thought partner.
35:14And now it's a little different. You start really challenging yourself.
35:18Ask me questions. Am I really seeing the blind spot that there might be?
35:22So really that exploration and curiosity is so important.
35:27And many leaders ask like, well, where should I start?
35:30And I always give like three C's. Commit. Commit learning right now. Commit talking about it.
35:36And connect. Connect with everyone within the organization and in your ecosystem, because we don't want to build this bridge
35:43alone.
35:43This bridge, employees are looking not only more knowledge, but they're looking for guidance and support.
35:50So this bridge is for all of us that we need to build it together. And then we just need
35:53to explore.
35:54So there's actually a day that I recommend many leaders saying that my day with AI as a business leader,
36:01where do I need to use my AI in the morning?
36:03Where do I need to use it in afternoon and in the evening? And now it becomes part of my
36:07leadership role.
36:08And that's what it's all about. Just exploring it every day.
36:12Right. Thank you so much, Daria.
36:14A question that I had maybe, and for a couple of you, maybe one of you can jump in first,
36:20is around public-private collaboration.
36:24Maybe in Europe, the situation is a little bit different than in North America and also global majority countries.
36:31But AI adoption for multinationals varies when your context changes from country to country.
36:38How can governments, you know, this is your, you're speaking directly now to legislators and regulators.
36:45How can you make an appeal to them saying, look, this technology is revolutionary.
36:51It's going to make quality of life better for the worker once they can use it to augment work.
36:57How do you see this working out where regulation is not stifling technology or innovation in a way that stops
37:06us from AI adoption?
37:09Any of you can jump in. Corinne, I'm looking at you.
37:13I can start because, well, that's a good point. How do you balance innovation and regulation?
37:19I think there's a need for regulation. I mean, we don't fight regulation. You have to adapt for, you know,
37:25every country.
37:26And there is, I mean, some goodness in regulation, privacy, sovereignty, I mean, all of this.
37:32And as a company, I mean, we take care of that because it's important to people, it's important to government,
37:37and it's your legitimacy, you know, to continue to grow and defend your competitiveness.
37:42Now, as you said, there's always a tipping point where innovation, I mean, is stopped by regulation.
37:48So this is where I think government needs to be very careful in terms of where do you stop?
37:54Because the reality, and I'm going to be a little bit blunt about this, is that it doesn't really stop.
37:59I mean, the big companies, because big companies can adapt, you know, and we've always been adapting,
38:05and we've always been kind of the first mover in this.
38:08But, I mean, you might kill your startup ecosystem, and this is where it's dangerous.
38:15We're working with thousands of startups. There is a vibrant ecosystem in France, in Europe,
38:21and regulation is not always good for them, because you don't have, you know, those hundreds of people can take
38:27care of it.
38:27That's my view on this. I think the government should look at a better balance in terms of making sure
38:33that the economy
38:34and the ecosystems can deal with it and can still grow, because, you know, they bring a lot.
38:40Yeah. Thank you, Corinne, for that context. Does anyone else want to jump in on the question?
38:48No. This is not what you want to cover.
38:50So, in our last few minutes, we talked about that there is so much positivity about AI not really replacing
38:59human labor.
39:00What would be your advice for the individual here in the room today, and how they embrace AI in a
39:07way that's productive for them
39:09and becomes their companion? It makes them a better employee and also contributes to their quality of life.
39:17So, there's the individual part. You can choose to answer that question.
39:21Or the question of, you're a leader and you're leading major company or organization.
39:25What is the best tip on how, if you haven't gotten started, to get started or to move forward?
39:32Or you can answer both. So, maybe we can start this way and move along.
39:37I think I answered the first one, which is the personal. So, commit, connect, and really start creating and learning.
39:44But with the organization-wise, I see that there needs to be clarity because so many initiatives could be happening
39:51and many departments are saying, I want to start a new initiative.
39:55So, clarity, we're the focus first and get that alignment in executive team that we are supporting this
40:00and we are truly now jumping into testing it and making sure it goes well because then we are championing
40:07that.
40:08So, the clarity is a big one in a leadership within departments.
40:12Thank you, Tarja. Corinne, do you want to go ahead?
40:13I would say accept this is a continuous learning. This is a marathon, as I said, and a sprint.
40:18And I would say, well, get everybody trained. Get everybody to touch AI.
40:22And I would say then you pick up something big, which will impact the company because everybody will realize it's
40:27important,
40:28and pick up something fast that you can have an immediate result with those two. And then you do. And
40:33then you go.
40:34Fantastic. Thank you, Corinne. Sebastian?
40:36I will go for the second one as well. Don't treat AI as a collection of tech-driven projects.
40:41Put that at the core of what you do. And if you really want to capture the impact, you have
40:46to embed the human component as of day one.
40:48If not, you are going to pile layers of cost and you will not get what you expect to deliver.
40:55Wise words. Thank you. Timothy?
40:57I think as a leader, you should be constantly building out a data corpus of context that you can use
41:05with any AI system.
41:06So for me, for example, any communication, almost any activity I'm doing inside of Jasper or with customers, I am
41:14running that through Jasper or another LLM. Everything.
41:17And so like, let's say I'm writing an internal communication to employees about an announcement or about clarity on a
41:24current program.
41:25I'll actually take my recent employee survey and all the information from that.
41:30And then you have the LLM work with me to reflect, hey, how does this communication address some of the
41:36key issues that employees have said recently?
41:38Am I missing something? How could I deepen the connection to employees?
41:42And I think just having it be a thought partner every day and modeling that to your team is the
41:49best thing you can do.
41:50I think the modeling part is actually landed the plane for us on this panel.
41:55Thank you. Thank you all for your attention and being with us today.
41:58Okay. Thank you to our panel.
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