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A: I grew up in the Midwest during the rise of the Rust Belt, witnessing firsthand the consequences of losing manufacturing competitiveness. What struck me was how companies like Toyota organized people and work more effectively. That sparked my curiosity about work design and how we can create systems that empower people and make businesses more competitive. I pursued a PhD in business economics focused on labor and operations, and ultimately joined McKinsey to apply that thinking in the real world. Over 25 years, I worked with companies on operations, digital manufacturing, and workforce development. Again and again, I saw that when you invest in people, you get better business outcomes. Now at Microsoft, I lead Workforce Transformation, focusing on how we redesign work in the AI era—not just for Microsoft, but to help our customers evolve too.
A: The culture was a big part of the draw. Satya Nadella and Kathleen Hogan launched a transformation around a "growth mindset" culture—shifting from being know-it-alls to learn-it-alls. That ethos is deeply felt across Microsoft.
People genuinely want to learn from each other and share ideas. In this rapidly evolving AI landscape, that mindset is essential. The company is also uniquely positioned to shape how work evolves, given the ubiquity of tools like Teams, Word, and Excel. Now with AI embedded in those tools, we have an opportunity to rethink not just individual productivity, but team and organizational productivity.
A: I’m on the learning journey like everyone else. I used to take pride in doing my own research and writing, but I’ve embraced AI tools like Copilot to synthesize academic literature and generate insights faster. One of the most useful tools we’ve built is an agent—a programmed AI workflow—that automatically scans for the latest research on AI and work. Agents are like customizable macros in Excel, but far more powerful. Over time, we’ll each manage multiple agents, and possibly even have an agent acting as a chief of staff.
The people who are great people managers today—those who delegate well, scope work clearly, and communicate effectively—are also the ones who will excel at managing agents.
A: The most irreplaceable human skills will be things like empathy, trust-building, creativity, and vision. AI can help us work faster and even spark new ideas, but it can’t innovate on its own. We’re starting to analyze jobs based on which tasks can be automated, and which remain uniquely human. I believe we’ll see a rise in two types of roles: generalists who can integrate and connect ideas, and deep specialists who push the boundaries of their domains. Both will be critical. As we rethink career paths, we need to support both models.
A: My biggest advice is: start experimenting. AI is democratized—we all have access. Try out tools like Copilot. Talk with your colleagues. Set up small teams to explore how AI can reduce repetitive work and free up time for creativity and innovation. That collaborative learning is where the real value emerges.
When people start saying “Why am I doing this the same way every day?”—that’s the cue to pause, reimagine, and build something better.
A: Governance is critical. At Microsoft, we talk about humans not just being in the loop, but in command. AI systems must be designed with checkpoints where people validate outputs, watch for bias, and assess quality. Used well, AI can actually help debias decision-making—but only if we approach it intentionally. CHROs and people leaders have a huge role to play in shaping how AI is implemented, from workforce design to policy and oversight.
A: This is a pivotal moment for HR. AI is already improving recruiting, evaluation, and employee support. But more importantly, HR leaders can and should shape how AI is implemented across their organizations—from organization design to new career paths. The future of work is a human issue, not just a technology issue. HR has the opportunity to lead that conversation and guide their organizations through this change.
A: I believe this is a moment for humanists to lead. We all have a role to play in shaping how work evolves. The future of work is here, and it’s up to us to build it in a way that enhances people’s purpose, fulfillment, and impact. I’m inspired by the work Medley is doing to foster leadership, curiosity, and connection—all things we’ll need more of in the years ahead.
