Kelly Monahan: I was having a conversation with a CHRO at one of the large AI companies recently. And the question came up: at an enterprise level, how do we reinvent performance management? How do we reinvent skills pathways? How do we reinvent everything that we have built now that we know AI is here? Actual human talent has been so constrained in large organizations. It has been very constrained, and software is also a pretty big constraint right now as well. So what happens when you can remove those constraints? And then how do you design the environment so that human potential actually can become unleashed? And expertise: there is all this trapped expertise that remains in silos, or just friction in the ways in which we work. That to me is what I am really excited about. A lot of the work I am trying to do right now is, how do we go back to the blueprint and redesign ways in which expertise can now actually be unleashed within your organization? But it will continue to be trapped if we design work the way we have always been working for the last 20, 30 years. We are at this real crossroads. It is really hard and it is contextual. You have got to get your hands dirty and figure out: what does work look like? What value are you creating? I have designed this game where you have got to either augment something, automate something, remove something, or reinvent something in a real workflow. Most companies are finding upwards of 45, 50 percent automation that is almost a no-brainer. But then the real question at the enterprise level is: how do you re-spend that capacity dividend? It is not just workforce reduction. That is the problem. And once you realize, wow, there is so much newness we can begin to create with this workforce capacity dividend, that is what I am excited about. That is an organization actually reinventing itself. But so few companies are ready to spend that capacity dividend.
