My perspective on the human and managerial implications of AI was included in Andrea Fiano’s article “Uber Offers Early Indicator of the AI Effect”, published in Global Finance on 21 October 2026.
In my contribution, I focused on those who stay. Someone may keep their job while their role, responsibilities and the expectations placed on them change significantly. They need to understand what is happening and what their place in the organisation will be.
For me, this question extends beyond layoffs. Here are a few further thoughts I keep returning to in conversations about AI and work.
A person has spent years developing their expertise. If a system starts doing some of that work, questions about their professional value may arise. What does my experience mean now? What contribution is expected of me? A new job description alone does not answer these questions.
It is also important to understand what remains the person’s responsibility. If AI has already selected the information, defined the options and prepared a recommendation, what should the person do next? Check the result? Can they examine the assumptions, suggest another option or stop the process?
I think introducing AI also calls for revisiting agreements about authority and responsibility. If people are expected to exercise their own judgement, they need opportunities to understand the situation and real room to act. How the organisation responds when someone questions an agreed way of working matters too.
That is why I see Uber as one example of technology and management decisions interacting. It does not determine every company’s future, but it gives us a reason to look more closely at the human side of these changes.