Source: Fortune
Summary
A new era of AI acceptance is underway in the workplace, with 9% of organizations building complex autonomous workflows, according to ServiceNow. At Fortune’s AIQ Summit, HPE’s Stacy Dillow emphasized that the real challenge is rethinking work structures, not just adopting AI. Palo Alto Networks has seen success with AI tools, reducing IT tickets by 83%. The company now uses AI agents to manage HR, finance, and legal workflows. Employees are expected to learn and unlearn old processes to adapt to AI-driven work.
Our Reading
The numbers tell one story.
Only 9% of companies have built complex AI workflows.
Executives stress that AI adoption requires rethinking work structures.
Palo Alto Networks uses AI to cut IT tickets by 83%.
Employees must learn and unlearn to keep up with AI changes.
AI is no longer an experiment—it’s a survival tool.
Author: Evan Null
A successful workforce needs to learn—and unlearn
As AI changes the way work gets done, companies also have to rethink the workforce they need to do it. That means hiring for adaptability and giving existing employees the tools and training to keep up. But perhaps most importantly, it means finding people who are willing to question old processes—and recognize when it’s time to let them go.
We’re looking for curiosity
Gonzalez said on stage. “We’re looking for agency, and we’re looking for those people who can not only learn something at a fast rate of pace, but also unlearn what they thought to be true, so that they can make space to move forward.”
Changing how the company evaluates potential hires
At Palo Alto Networks, which ranks No. 49 on the Fortune AIQ 75 list, that means changing how the company evaluates potential hires. Rather than asking candidates to simply recount their accomplishments, the company uses “observable interviews” and hackathons to see how they actually approach problems—with and without AI.
Gone are the days of traditional interviews
“Gone are the days where you’re sitting there and you’re interviewing someone and you’re having them tell you all about their achievements,” she said. “We want to see what you can do.”
Employees must take responsibility for upskilling
For existing employees, the expectation is similar: Companies can provide the tools and training, but workers also have to take responsibility for developing new skills. Drew Holler, chief human resources officer at Lennar, put it bluntly. “We’re going to give you all the tools, but it’s your responsibility to upskill yourself as well.”
