In this podcast episode, Dr. Jonathan H. Westover talks with Carol Zizzo about the new executive skill set required for 2026 and beyond. Carol is the CEO of Henley Leadership Group and has been in the field of training and development for since 1991. As an executive coach and trainer, she has a bold, straightforward and passionate approach that produces high-performance results. She is dedicated to professional leadership development that emphasizes living a fulfilled life as a means to create extraordinary fiscal results. Carol is adept at identifying system dynamics and their implications on the task at hand. With a whole systems approach to her work, she supports the leader’s development and partners with him/her to develop the organization. She holds a B.A. in Business and Organization Development and received her executive coaching certification from the Coach Training Institute. By bringing levity, fun and partnership, clients experience ease and relief when tackling big challenges with Carol. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This research examines the labor market shift triggered by the rise of generative AI, moving past simple fears of total job loss to highlight a bifurcation of demand. Research indicates that while repetitive, automation-vulnerable roles have seen a decline in job postings, there is significant growth in augmentation-prone positions that pair human judgment with algorithmic power. The research emphasizes that organizational success depends on proactive reskilling and the redesign of workflows to foster effective human-AI collaboration rather than just cutting costs. Furthermore, it advocates for adaptive governance frameworks and ethical principles to manage the risks of bias and transparency as these technologies evolve. Ultimately, the research argues that the transformation of work is not technologically predetermined but shaped by strategic leadership and a commitment to continuous organizational learning.

In this HCI Webinar, I talk with Carol Zizzo about the new executive skill set required for 2026 and beyond. Carol is the CEO of Henley Leadership Group and has been in the field of training and development for since 1991. As an executive coach and trainer, she has a bold, straightforward and passionate approach that produces high-performance results. She is dedicated to professional leadership development that emphasizes living a fulfilled life as a means to create extraordinary fiscal results. Carol is adept at identifying system dynamics and their implications on the task at hand. With a whole systems approach to her work, she supports the leader’s development and partners with him/her to develop the organization. She holds a B.A. in Business and Organization Development and received her executive coaching certification from the Coach Training Institute. By bringing levity, fun and partnership, clients experience ease and relief when tackling big challenges with Carol.

In this HCI Webinar, I talk with Jason Greer about navigating employee relations in the modern world of work. Jason Greer is the founder and president of Greer Consulting, Inc., a labor management and employee relations consulting firm based in St. Louis. As a nationally recognized expert in the field, Jason is a trusted source of information on the latest race and labor relations news for media outlets including The Wall Street Journal, Forbes, and FOX News Radio. He provides valuable insight into breaking stories such as the George Floyd moment, racial protests, and diversity issues in the workplace.

This video explores the starkly contrasting predictions from consulting firms about the impact of AI on jobs and productivity, revealing an extensive divide between optimistic and cautious outlooks. McKinsey forecasts that over half of U.S. work hours could be automated, envisioning a future with robot colleagues and empty offices, whereas Forrester estimates only 6% of work hours are at risk, suggesting minor changes rather than a revolution. This discrepancy leaves business leaders confused about whether to prepare for massive layoffs or incremental efficiency gains, creating what the video calls the "AI workforce paradox." Highlights 🤖 Contrasting AI job impact predictions: McKinsey (50%+ automation) vs. Forrester (6% risk) 📉 AI investments show limited productivity gains despite faster task completion 🏢 Uncertainty about future company structures: hourglass vs. diamond models ⚠️ Consulting firms cut jobs while promoting AI upskilling and human-AI collaboration 🚫 Graduate hiring down 25–40%, signaling fewer entry-level opportunities 😰 Confusion causes worker paralysis, stress, and inequality in career advancement 🔍 Recommended approach: honest experimentation, focus on human skills, and flexible adaptation Key Insights 🤔 Divergent AI Impact Forecasts Reflect Fundamental Uncertainty The vast gap between McKinsey’s and Forrester’s estimates illustrates a deep uncertainty about AI’s workforce impact. This divergence is not a minor forecasting error but a chasm, revealing how nascent and unpredictable AI integration remains. For leaders, this means strategic planning must incorporate multiple scenarios rather than rely on a single narrative. ⏱️ AI Enhances Task Speed but Fails to Boost Overall Productivity While AI can increase individual task speed by up to 40%, broader economic analyses like those from Goldman Sachs show no net productivity improvement. This suggests that efficiency gains in isolated tasks may be offset by increased workloads, complexity, or inefficiencies elsewhere, highlighting the difference between micro-level improvements and macro-level outcomes. 🏗️ Future Organizational Structures Are Contested and Uncertain The conflicting predictions—KPMG’s hourglass versus Deloitte’s diamond shape—reflect differing views on whether AI will hollow out or empower middle management. This uncertainty complicates workforce planning and underscores that AI’s organizational impact will depend heavily on industry, company culture, and strategy rather than a one-size-fits-all model. 📉 Consulting Firms’ Actions Contradict Their Public Messaging Despite public advice to invest in people, firms like Accenture are simultaneously cutting thousands of jobs and mandating AI skills for promotion, while McKinsey and BCG automate their own workforces aggressively. This contradiction reveals a tension between genuine human-AI collaboration ideals and hard economic pressures for efficiency and cost-cutting. 😵 Career Paralysis Among Mid-Career Professionals Is a Real Phenomenon The conflicting expert visions and unclear future roles create paralysis, as many workers hesitate to either deepen their current skills or pivot towards AI competencies. This indecision hurts career progression, morale, and mental health, indicating that organizational support and clear communication are crucial during AI transitions. 💸 AI Proficiency Will Widen Wage Inequality KPMG’s forecast of a 76% pay premium for AI-skilled workers signals a stark divide between AI “haves” and “have-nots.” This growing wage gap threatens to exacerbate social inequality and reduce shared prosperity, especially if access to AI training is uneven across demographics and job roles. 🧩 Human-Centered Experimentation Is the Best Path Forward Given the uncertainty, companies should prioritize transparency and humility, treating AI adoption as an experimental process. Emphasizing human skills such as critical thinking, collaboration, and ethical judgment, supported by hands-on peer learning, best prepares employees to adapt. This approach balances technological adoption with human development rather than blindly chasing automation. Join us as we dissect evidence-based insights, explore strategic responses, and reveal the real impact of AI on careers and workplaces. Don't forget to like and share this video if you find it valuable! #AI #Consulting #WorkforceTransformation #ArtificialIntelligence #Leadership #OrganizationalChange OUTLINE: 00:00:00 - When the Experts Can't Agree 00:00:52 - Productivity Puzzles and Organizational Oddities 00:01:48 - The Consulting Contradiction 00:02:44 - The Human Cost of Expert Confusion 00:03:39 - A Practical Path Forward

This analysis explores the profound disagreement among major global consulting firms regarding the workforce impact of artificial intelligence. While firms like McKinsey and BCG align on the idea that AI is a human-centric challenge, they diverge sharply on automation rates, productivity outcomes, and future organizational shapes. The research highlights a significant "say-do gap," noting that while firms advise clients on growth, they have simultaneously reduced their own graduate hiring and initiated internal restructurings. Real-world evidence from 2024–2025 suggests that AI may actually increase worker cognitive load and hours rather than simply creating spare capacity. Consequently, the research advocates for staged investments, transparent communication, and robust governance to navigate a future where even the experts cannot agree on the scale of change. Strategies for long-term resilience emphasize building flexible workforce capabilities that remain valuable regardless of which expert prediction eventually materializes.

Abstract: The emergence of generative artificial intelligence has triggered unprecedented debate about workforce displacement and labor market transformation. Recent empirical evidence reveals a more nuanced reality than simple replacement narratives suggest. Following ChatGPT's public launch in November 2022, job postings for automation-vulnerable roles decreased 13% while demand for augmentation-prone positions increased 20% through March 2025. This article synthesizes emerging research with organizational practice to examine how generative AI is reshaping work, identifies differential impacts across occupations and sectors, and provides evidence-based guidance for organizational responses. Rather than wholesale displacement, early data suggests a bifurcation of labor demand favoring roles where human judgment complements algorithmic capability. Organizations that proactively invest in reskilling, redesign workflows around human-AI collaboration, and build adaptive learning systems can position themselves to capture productivity gains while mitigating workforce disruption. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This analysis explores the profound disagreement among major global consulting firms regarding the workforce impact of artificial intelligence. While firms like McKinsey and BCG align on the idea that AI is a human-centric challenge, they diverge sharply on automation rates, productivity outcomes, and future organizational shapes. The research highlights a significant "say-do gap," noting that while firms advise clients on growth, they have simultaneously reduced their own graduate hiring and initiated internal restructurings. Real-world evidence from 2024–2025 suggests that AI may actually increase worker cognitive load and hours rather than simply creating spare capacity. Consequently, the research advocates for staged investments, transparent communication, and robust governance to navigate a future where even the experts cannot agree on the scale of change. Strategies for long-term resilience emphasize building flexible workforce capabilities that remain valuable regardless of which expert prediction eventually materializes. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.