The Stanford economist unpacks AI’s impact on work and productivity, its limitations, and wider implications. He also lays out what organizations can do to get more out of the technology as they invest in the transformation. And he updates his longstanding research into augmenting traditional GDP metrics to capture the value of digital goods and services.

Joe Fuller welcomes back the Georgetown computer scientist and leading observer of knowledge work, who reprises his argument against busyness as the default mode. Also, cracking the productivity code, parsing AI's potential, and better work-life balance. 

AI's early impact on the labor market: Are claims of revolutionary change overblown? The Harvard economist presents the long view on technological disruption and updates the post-secondary picture. 

The Harvard urban economist assesses the post-Covid health of cities, rural development, zoning and the stagnation of the U.S. housing industry, the impact of AI, and more.  

Will the technology democratize access to world-class education or increase inequality? Khan's journey from highly informed skeptic to champion of ethical AI. The HBS graduate and Khan Academy founder explains his nonprofit's pioneering strategy. Also, workforce development, competency-based learning, and skills-based hiring.

In taking aim at degree inflation, the corporate-led good jobs coalition looks to boost economic opportunity, address skills gaps, and create a more equitable and inclusive workforce. OneTen helps employers navigate the uncertain new normal of hiring and advancement while expanding their talent pipelines.

The Stanford economist explains the momentum behind the work-from-home trend, how to manage a hybrid staff, and the new workforce geography. Also, the tech-driven evolution of remote work and the rise of the CHRO.

How do you foster inclusion, economic mobility, and a sense of purpose across a global organization with both franchise and direct employees? Laura Fuentes, Hilton CHRO, on supporting frontline workers and promoting from within in a traditionally high-turnover business; meeting the needs of a diverse clientele with a diverse workforce; skills development; automation; and leveraging employee feedback.

Thinking of employees as 'hiring' their jobs opens the way to a detailed analysis of worker motivations, frustrations, and long-term goals, which can reduce costly turnover and make career development a collaborative process. Harvard Business School professor Ethan Bernstein and Michael Horn, cofounder of the Clayton Christensen Institute, explain how.

Managing the Future of Work co-chair Joseph Fuller delves into what’s driving and limiting the practice of skills-based hiring. The discussion ranges from degree inflation and HR automation to workforce demographics, skills-based promotion and employee retention. Also, how technology can accelerate the adoption.