"Across large enterprises, AI is moving quickly from experimentation into daily work. That shift is forcing leaders to confront issues they can't delegate to technology: how performance is measured, how people are supported through change, and how values show up when machines start doing more of the work. Not every company is approaching those questions in the same way. Some organizations are responding by racing for efficiency."
"In practice, this means senior executives are grappling with the social contract between the company and its employees. As AI takes on more execution, leaders must decide what remains human, what becomes automated, and how much disruption their culture can absorb along the way. These are leadership decisions about trust, accountability, and what kind of organization people are being asked to commit to."
AI is moving from experimentation into daily work across large enterprises, forcing leaders to address how performance is measured, how people are supported, and how values are preserved. Organizations vary in response: some race for efficiency while others pause to define the kind of company they want to be and the obligations owed to employees. Senior executives confront the social contract between company and workforce as AI assumes more execution. Leaders must determine what roles remain human, what becomes automated, and how much cultural disruption the organization can absorb while maintaining trust and accountability.
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