Microsoft CEO Satya Nadella recently pointed out that the toughest part of rolling out AI isn’t the tech itself—it’s getting people to change their work habits. Speaking at Y Combinator, he made it clear that while building smarter technology is crucial, the real challenge is helping teams adjust their workflows.
“When someone says, ‘I’m going to now do my job, but with 99 agents that I am directing on my behalf,’ the workflow is not going to be constant,” he explained. “Even the scope of your job is going to change.” This insight cuts to the heart of change management—a challenge many of us recognise when new tools come into play.
Nadella also highlighted how LinkedIn, part of the Microsoft family, is already paving the way by merging roles in product design, engineering, and management into a single ‘full‑stack builder’ position. It’s a striking sign that the future of work is shifting towards more integrated roles.
Earlier in May, Microsoft announced it would shed about 6,000 jobs—not because of performance issues but in an effort to streamline middle management and boost the ratio of coders to non‑coders. This restructuring forms part of a broader strategy aimed at expanding the span of control within the organisation.
The debate over AI’s impact on jobs is alive and well. Nvidia’s CEO Jensen Huang argues that AI will transform every role—and even his own—opening the door to new creative opportunities. In contrast, Dario Amodei, CEO of AI startup Anthropic, warned that up to 50% of entry‑level white‑collar roles could vanish over the next five years.
Leaders like Amazon’s CEO Andy Jassy and LinkedIn cofounder Reid Hoffman are urging their teams to experiment with AI and find ways it can enhance everyday work. Their message is clear: rather than fear change, see it as an opportunity to work smarter.
