Kelly Monahan: We have lost the sense of what is our North Star value. What does good actually look like? When I hear these token maxing examples, or cut your workforce, those are not aspirational. There are so many organizations with a 2030 readiness program where the board has set a target to reduce the workforce by 25 percent. Why? An example I keep using is: AI is the elevator. And everyone is so excited that we are going from floor one to five so much faster and cheaper with less people. That does not change the landscape. It took 30 years and all of a sudden all of our cities had skyscrapers. And so what I am pushing executives towards is: what is the skyscraper opportunity in your industry? Someone is going to find it. AI is available, it is here. But how do you capture the goodness of that and create value without eroding your core value? The second thing: I have been playing around a lot with agentic coding tools. I thought I was working with one agent I had created. Well, this agent went and subpopulated six other specialist agents at the same time working on these tasks. And before I know it, my entire desktop is filled with all these different work streams. And I am like, whoa, time out. What is the locus of control that we have? HR people, we should have a locus of control number for AI agents. I have not seen that thinking done. If anything, we are exploding locus of control. There is still human accountability at the end of this. And if every agent is going to spin up six to seven agents to go complete your task, we are operating in the wild, wild west. These are all HR issues, these are people issues we have got to intentionally design for.
