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For the last few years, most corporate conversations about AI have been about efficiency, automating tasks, and reducing headcount. That conversation is now starting to change, with more attention on what constant AI use is doing to the human capabilities organizations depend on.
Judgment sits at the center of this. It develops through years of hands-on experience, often in exactly the kind of junior work AI is now taking over. With many employers also hiring fewer entry-level people, developing the leaders of the future is becoming a serious challenge.
So how do organizations use AI to amplify human capability rather than erode it?
My guest this week is Johan Roos, Professor in Strategy at Hult International Business School and author of the new book Human Magic: Leading with Wisdom in an Age of Algorithms. In our conversation, Johan shares why the AI conversation is changing, the human capabilities that now matter most, and the practical choices employers face in developing judgment for the future.
In the interview, we discuss:
The dual mood of AI anxiety and excitement
Moving the AI conversation beyond efficiency
Amplification versus erosion of human capability
The five human capabilities that matter most
Why judgment comes from experience
The risks of cutting entry-level hiring
Thinking in tasks, not people
Building an agentic workforce without cutting jobs
Early warning indicators of talent risk
Bionic collaboration and what the future looks like
