The Intelligent Age: Navigating AI's Impact on Work, Leadership, and Society

How to unlock the potential of the Intelligent Age

Public-private partnerships are essential to address cybersecurity risks, energy demands and climate goals, ensuring technology creates sustainable value while fostering trust and opportunity for people. What could you achieve if you had unlimited intelligence at your command? The organizations that answer this question most compellingly will lead the Intelligent Age. The rise of the internet was a revolution in access to information. The Intelligent Age is a revolution in the use of information, making possible near-instantaneous decisions that integrate millions of data points. As I spend time in boardrooms and with policymakers it has become increasingly clear that everything involving information, decision-making or problem-solving will be transformed. This shift comes at a crucial moment for a global economy dealing with the impacts of climate change, weak productivity growth and significant geopolitical tensions. Intelligent Age technologies - including generative AI (GenAI) and advances in big data, robotics and machine learning - are giving organizations and countries new tools to tackle these epoch-defining challenges. And they will reshape the global economy, the way we work and the way we live. The effects are already being felt as leaders recognize that reinvention is required for survival. PwC's 2025 Global CEO Survey found that four in 10 CEOs believe their company will cease to be viable within 10 years if it continues on its current path. When we first asked this question in 2023, the industries that felt the most acute pressure were media and entertainment, technology, telecoms and industrial manufacturing - all sectors where digitization, decarbonization or both are changing the basis of competition. Now, recognition of the scale of change needed is rising in almost every sector. We are also seeing the beginnings of the impact of AI on productivity. Sectors with high use of AI benefit from a 4.8x improvement in productivity growth compared to sectors less exposed to AI. Easily accessible GenAI is barely two years old but its diffusion has been rapid and we can expect that impact to intensify. Forty-nine percent of CEOs expect GenAI to have a significant positive impact on profitability within a year. Importantly, they are more likely to say it has led to headcount increases than decreases, suggesting they see value in using AI to create new capabilities, not just deliver labour efficiency. Capital is flowing rapidly: investment in AI is expected to reach $630 billion by 2028, from around $235 billion in 2024. A key question for leaders gathering in Davos is how to make the most of these trends. Where to start? Success starts by preparing for change. A study by PwC Netherlands of over 18,000 businesses around the world suggests the businesses most likely to succeed are those that reinvent. Over the past 15 years, companies at the forefront of changing their business models saw up to 8.5% higher productivity gains, with the benefit of reinvention becoming even stronger in more recent years. Companies that reallocate a high share of their human resources each year are more profitable. If business leaders and policymakers want growth, they need to embrace reinvention. Companies and policymakers must also recognize that the idea of "an industry" in the traditional sense is ending. Instead, new business ecosystems that are enabled by technology are emerging, bridging traditional industry boundaries and embedding interdependence between businesses as both supplier and customer. The most successful companies are making the most of this opportunity, with ecosystem activity already representing the majority of revenue for twice as many high-performing companies as lagging ones. By working across industry boundaries, companies can fulfil customer needs while creating value beyond what each could achieve alone. The shift from industries to ecosystems creates significant opportunities and challenges for economic policy and supply chain resilience. Countries, as much as companies, can be outcompeted. The economic prize for rethinking where and how to compete based on shifts in how we move, build, make, feed, power and care will be vast. Making the most of the Intelligent Age will depend on strong public and private sector collaboration. Policymakers have a key role in working with the private sector to address challenges related to cybersecurity and data risks, reconciling demand for energy to power advanced computing with climate goals and securing access to critical raw materials. A key objective is to allow technology to create value in new ways while also supporting people to find security and opportunity. These tasks need not be in tension. PwC's research with the World Economic Forum finds that the successful roll-out of GenAI inside a business depends on embracing a people-centred approach that builds trust. Beyond specific decisions and policies, adopting the right mindset is necessary. This new Intelligent Age is as full of potential as the Industrial Era or the Information Age. There was no point in trying to preserve the mass use of hand-operated looms. Typewriters and carbon paper were always going to slip away once personal computers became viable. Just as then, the winners will be those embracing reinvention, with all its challenges and complications. A good place to start to unlock the potential of the Intelligent Age is to ask one question: what could our organization achieve with unlimited intelligence at our command?

People, Organizations, Technology: Preparing for the Intelligent Age

Technological innovations such as artificial intelligence (AI) are reshaping entire industries and redefining the boundaries of what is possible. These advancements significantly boost productivity and help us reach new heights as societies. According to the McKinsey Global Institute, AI could contribute between $17.1 and $25.6 trillion to the global economy annually, including $6.1 to $7.9 trillion from generative AI (GenAI) use cases alone. Yet technology alone does not guarantee success in the Intelligent Age. People remain the true catalysts of innovation and growth. As businesses navigate rapid technological change, their ability to continually adapt, build resilience and create sustainable growth depends on how well they interlock people, organizational development and technological advancements. Together, this triangle forms a transformation engine that drives both individual and business growth, ensuring long-term success. It also helps organizations and individuals thrive and create a sustainable future. Even in this high-tech era, people remain the driving force behind innovation and growth. In the Intelligent Age, skills are the new currency -- encompassing the abilities, knowledge and expertise that empower individuals to adapt and thrive in a rapidly changing world. Therefore, to bring out the best in their people, organizations must prioritize skills. The skills-first approach is a paradigm shift that revolutionizes how organizations handle workforce planning, hiring, performance management, job architectures, learning and development, career pathing, as well as rewards -- hyper-personalized and infused with AI. Putting skills at the centre transforms people practices, products and solutions across all stages of the employee lifecycle. In doing so, organizations create a people ecosystem centred on adaptability and growth. From skill-based job descriptions and skills assessments to prioritizing skills over experience and degrees when executing skill-based hiring, organizations can transform their people practices. This extends to skill-based learning and development, enabling cross-generational and regional development, internal mobility, recognition programmes, as well as career pathing and skill mapping from an organizational perspective. This approach ensures that organizations attract and engage the right talent, provide individuals with personalized development opportunities aligned with organizational needs and offer competitive rewards that recognize and incentivize skill growth and application. A skills-led people ecosystem helps employees adapt quickly, almost in real-time, to changing demands. Prioritizing skills allows organizations and employees to drive innovation and achieve sustained success. Ultimately, this approach will contribute to overall economic growth by ensuring a skilled workforce and sustaining high levels of employability. Under the constant demand to transform, along with competition and geopolitical challenges, even the most resilient organizational cultures can be stretched. In the Intelligent Age, maintaining a strong culture requires continuous strategic attention and nurturing. Businesses must instil a culture that encourages adaptability. An adaptive culture acts as an internal compass guiding employees on how to work together, serve customers and remain accountable for sustainable results. It guides decision-making through shared values and priorities, emphasizing a growth mindset for continuous learning and developing individual and organizational capability. This helps organizations adapt quickly to market changes, remain competitive and foster innovation. Leaders play a pivotal role here. By motivating teams, providing clarity and purpose, they create a cohesive workplace that empowers individuals and aligns their actions with the broader vision. The result is a unified effort where every team member contributes to shared goals, fuelling both performance and adaptability. When culture is deeply rooted and intentionally nurtured, it aligns strategy execution with engagement from employees, partners, customers and shareholders -- strengthening commitment across all stakeholders and delivering consistent results. Technology helps organizations implement and amplify the impact of their people strategies. By leveraging the power of mega data and AI in the people sphere, companies foster data-driven and transparent decisions, a critical prerequisite for workforce transformation and future success. Mega data and AI help organizations predict workforce trends, identify skill gaps and improve talent insights and mobility, leading to more efficient team setups and equal opportunities to employees. This enables superior business outcomes based on a holistic and transparent view of employee capabilities and insights -- available to all relevant decision makers. Technological advancements also allow unprecedented levels of personalization, making hyper-personalization a key focus in the people sphere. From targeted, skill-based learning programmes to individualized career paths, AI-enabled tools can tailor experiences to each person's needs, offering clear growth opportunities and driving engagement by making employees feel valued and supported in their development. By using technologies like AI effectively and ethically, organizations will be more adaptive going forward -- enabling quick pivots to meet external demands and build resilience. By interlocking people, organizational development and technological advancements, businesses create the foundation to continually innovate, adapt, build resilience and drive lasting growth. This holistic approach helps organizations and individuals thrive in the future, ultimately contributing to a better tomorrow. As we stand on the brink of the Intelligent Age, it is vital that businesses reimagine their strategies with people at the centre. Together, we can create organizations that serve as engines of innovation and resilience -- ready to lead us into a people-centred, growth-focused and sustainable future. Let us seize this moment to ensure that the Intelligent Age is defined not only by technological progress but also by how it uplifts humanity.

Why human-centric strategies are vital in the AI era

Policymakers, business leaders and educators must work together to address AI-related challenges such as job displacement, algorithmic bias and data privacy. Every other headline today reminds us that machines are coming or are already among us. Far too frequently, the story paints a clash between us and them. While technological advances such as artificial intelligence (AI) bring significant change to businesses and workforces, fear of job erosion need not define the relationship between the two. This is especially true considering that the United Arab Emirates (UAE) Ministry of Investment predicts AI will create 97 million new jobs by 2025, including positions we have never seen before, such as AI trainers and robotics specialists. The rapid rise of AI technologies has pushed CEOs globally into overdrive, with many investing seriously in developing and embedding them into future growth strategies. While the technology offers immense business and economic potential, an overly narrow focus on profits risks leaving many behind in the transition. With algorithms taking on an ever-growing role, a crucial question emerges: how do we ensure leaders focus on AI beyond the bottom line to empower humanity? This is where human-centric leadership takes the wheel. Leaders who will shape our AI future are those with the courage and foresight to place people's well-being above all else. To guide progress responsibly, their North Star must be anchored in principles of true human-centricity. A majority of global CEOs see AI, particularly generative AI (GenAI), as a key priority. Seventy percent are already making significant investments in it to gain a competitive edge in the future. Among the primary drivers of this surge in interest are increased profitability, efficiency and business performance. With the rush to embrace AI, leaders may inadvertently prioritize efficiency and modernization over considering its potential long-term impact on people. Without proper support and planning, widespread disruption could devastate entire communities and demographics. A human-centric approach to leadership is needed to actively manage this transition and ensure its benefits are broadly shared. This means rethinking how work is designed. It means employees being trained and organizations structured and governed to prioritize human well-being over short-term profits. As AI systems grow in influence, leaders face a moral and strategic business imperative to ensure the responsible deployment of AI. It is crucial to prioritize fairness and mitigate potential harm. However, this extends beyond ethical considerations; it also makes good business sense. Leaders in private and public sectors must anticipate challenges, engage stakeholders and implement solutions ahead of problems. By focusing on well-being, empowerment and social progress alongside profits and growth, businesses can build even greater long-term success while future-proofing communities for technological change. This "double bottom line" should be the goal of leaders in any industry undergoing transformation through automation. So, how can this be translated into action? Among the biggest concerns regarding AI is job displacement and the data is sobering: 40% of global jobs are exposed to AI. Human-centric leaders acknowledge this reality while proactively building bridges to the future, instilling confidence and assurance amid fear and uncertainties. They understand that AI has tremendous potential to augment human capabilities, taking over routine tasks to free up time and resources, all while recognizing the irreplaceable role of uniquely human qualities of authenticity, creativity and emotional intelligence. As certain manual and administrative tasks are streamlined, roles for people will increasingly focus on applying human judgment, forging connections and bringing fresh perspectives that technology alone cannot match. The successful integration of this advanced technology requires defining new positions where people and AI empower one another through the collaborative fusion of their complementary strengths. Rather than seeing change as a threat, organizations must foster a culture of continuous learning. Robust reskilling and retraining programmes can equip individuals with the skills necessary to work alongside AI. Leaders must invest heavily in making lifelong learning accessible and affordable, facilitating the transition of all talents to integrate AI into their career paths. Partnerships between the public and private sectors, as well as between educators and workers, can help reskill populations and ease disruption from technological progress. For example, the UAE is proactively fostering AI talent through a partnership with Microsoft, which aims to equip one million people with AI skills by 2031. With proactive guidance and support, the future of work holds promise for humanity and technology to reach their full potential. As AI changes the viability of certain industries, leaders must look beyond individual jobs to consider the broader economic impact. Regions heavily reliant on sectors disrupted by AI could struggle and when industries decline or disappear, entire communities can be affected. To build long-term economic health and resilience, leaders must invest in initiatives beyond addressing immediate needs to empower communities for the future. Equipping individuals with skills essential for the AI era cultivates an adaptable workforce that embraces an entrepreneurial mindset. This, in turn, fuels economic expansion through the emergence of new businesses and opportunities. Policymakers, too, have a responsibility. Together with business leaders, they have a shared duty to ensure AI development and deployment adhere to ethical principles. Regulations should address issues such as bias in algorithms, data privacy and transparency in AI decision-making. This fosters public trust and ensures AI serves humanity, not the other way around. The UAE has taken a progressive stance on AI, focusing on responsible development and widespread adoption. The country has introduced an international AI policy emphasizing principles such as ethics and security. Its Regulations Lab provides a safe space for testing AI innovations and the Falcon Foundation promotes open-source practices in developing large language models. By taking a holistic view of economic and social impacts, leaders and policymakers can help communities cope with changes and thrive in an era of rapid technological advancement. With open collaboration and a human-centric vision, AI offers much potential to benefit individuals and society at large. As with any powerful technology before it, AI could either uplift humanity to new heights or exacerbate old inequities - the path forward is for all leaders to lead responsibly and ensure the benefits of AI are shared by all.

How to develop trust-based leadership in the Intelligent Age

Business leaders can take four steps to create a future-ready workforce and build a reputation for trustworthiness when wielding new technology like AI. The recent arrival of artificial intelligence (AI) and our growing ability to harness the power of data and digital technology has propelled our world from the Industrial Age into a new Intelligent Age. This new epoch will be unlike any other in history. By bringing together our physical, biological and digital realities, the Intelligent Age will fundamentally alter how people live and work, and how products are developed and made. It will affect the skillsets employees in many professions require, while redefining how private and public organizations collaborate. It would be a mistake to think that this Intelligent Age is only about changes sparked by AI, however. AI will only ever be as good as the data foundation and technologies that feed it and the skills of the people who wield it. The Intelligent Age will instead be defined by the convergence of human, artificial and other fields of intelligence to solve complex problems and create value with unprecedented speed and efficiency. To successfully operate at these unique convergence points, future leaders must combine a broad mix of knowledge, technologies and partners from across multiple markets, regions or scientific disciplines. In particular, for industries focused on the development, manufacture and supply of complex products such as medicines, biotechnologies and semiconductors, the leaders will be those standing at the crossroads between three fields of intelligence: This convergence of human creativity, computational power and advanced materials science will help foster innovation and promote sustainable development in an increasingly interconnected world. Consider the future evolution of AI itself. A new generation of semiconductors that are much faster, more compact and more energy-efficient will be required to power AI over the coming decades. These semiconductors for AI will be dependent upon many significant breakthroughs in materials science. Under long-term collaborations between semiconductor manufacturers and preferred material suppliers, multidisciplinary teams of trusted experts are already collaborating to build and execute the technology roadmaps that will underpin the future of AI. The same multidisciplinary approach will be required to make the global healthcare industry more predictive, personalized and precise. Across many disease areas, we are now witnessing an increasing convergence of AI for data analysis and prediction, human intelligence for clinical insights and patient empathy and materials intelligence to bring novel drug modalities and delivery technologies to market. To build resilience in the Intelligent Age, organizations must become masters of diversity, bringing together the right mix of industry and regional expertise, partners and people. But perhaps most of all, they must be able to earn the trust of the customers, patients and communities they serve. Our world is becoming more fragmented with change, complexity and uncertainty surrounding us all. People are increasingly motivated to make their purchasing or voting decisions based upon who feel they can trust the most. However, levels of public trust in political and media institutions are declining while scientists and CEOs are now among the most trusted members of society. AI and data ecosystems will not gain widespread acceptance unless consumers can trust they are being responsibly developed and deployed. To earn this trust, organizations and their leaders must be guided by a clear moral compass and operate with transparency and accountability. To develop trust-based leadership and thrive in this new world, business leaders should consider four key actions when creating and deploying AI tools: Merck has established global positions across three markets - life sciences, healthcare and electronics - which we believe hold significant potential to be positively transformed by AI and data. By developing a multi-industry business model and broad materials intelligence, it's possible to innovate both within and across markets. This can pioneer new growth fields. Merck is also well-established across all key regions where AI and data-driven innovations are happening today, including the US, Asia-Pacific and Europe. By investing heavily in local talent development and supply chain security across each region, business leaders can help to reduce operating risk and fuel growth, while increasing local proximity and responsiveness to their customers. The growing multidisciplinary nature of science means companies like Merck must operate within a global network of industry peers and entrepreneurs under an "open innovation" model. We also collaborate with a broad mix of multilateral partners to create space at the local, regional and global levels for investment and to stimulate fair competition. The ability to align various stakeholders behind shared values and common goals will be increasingly vital for success in the Intelligent Age. Business leaders must create a robust data culture within organizations so global teams feel empowered - rather than threatened - by AI. While people should have nothing to fear from AI, they should be concerned about others learning to harness the power of AI better than themselves. Skills-powered organizations in the Intelligent Age must give employees access to data and AI ecosystems, Generative AI tools and upskilling platforms. This will not only help them to develop themselves, but also to collaborate to find real-world solutions to real-world problems. Trust-based leadership on AI is crucial. As a science and business leader that has been family-owned for 13 generations, Merck has been fortunate to accumulate a level of trust over the centuries that is priceless. By sparking discoveries to elevate humanity, we're choosing to invest this earned trust wisely.

How AI is changing the way many people think about work

Artificial intelligence (AI) has already shown a transformative power to change how we learn, work and live - it will continue to influence how humans and machines collaborate now and in the future. In today's world, governments are often elected based on people's need for security and the knowledge that they can provide for themselves and their families. Many Western societies must cope with meeting these needs while simultaneously driving economic growth under the influence of rapid changes and technological advancements. In this environment, people's view of life and work is also undergoing a shift. At its most basic level, the act of working is a fundamental aspect of human activity. It plays a significant role in how people earn a living, shaping their lives and contributing to functioning economies and cohesive societies. But the labour market is also fluctuating due to macrotrends such as social and cultural changes, generational and demographic changes, and advances in technology. As a result, how many people see work today is different than even just a few years ago. Work can manifest itself in different ways to different individuals and communities, but increasingly, the common thread is for work to be more than just a source of financial gain. For many people, it can now also give a sense of fulfilment, purpose and meaning, increasing everyone's chances of equity. Aligning work with personal values and fostering a sense of belonging is crucial for social cohesion. In a world where the boundaries between home and office often blur, people are looking for ways to align their values with their working lives. But as much as individuals need to take agency over their own lives, organizations also have a responsibility to create a company culture that is inclusive, agile and meaningful for people. A values-based company culture that is also aligned with company vision and strategy should be a key part of the foundation of every organization. This includes showing an open commitment to values like respect and openness, but also to innovation. Within these company cultures it is also important to create an environment that encourages personal and organizational growth and development, so people and businesses remain resilient and competitive during the digital transformation. Forming private-public collaborations with initiatives like the World Economic Forum's Future of Work, Good Work Alliance and the Reskilling Revolution, for example, helps businesses and other organizations to learn from each other and share best practices. The more people have access to the tools and reskilling or upskilling opportunities they need to be successful and remain relevant in the global workforce, the lower the risk of an increase in social inequity. Further, the more businesses increase trust through transparency and positive impact, the more we can boost overall wellbeing. Many regions around the world are experiencing an economic downturn and struggling with a lack of skilled workers at the same time. But by 2030, an estimated 170 million new jobs will be created, with 92 million jobs being displaced. Part of today's challenge is to determine what these new roles are, which ones are changing, and what is effecting the change. In particular, artificial intelligence (AI) is having a transformative effect on the way we learn, live and work. The good news is that there is potential for AI to support an ageing and shrinking workforce, increase organizational productivity and accelerate the speed of digital transformation. The bad news is that this technology does not come without ethical and security concerns, and we must address them. There is a growing fear that humans will be replaced by machines and AI. At its best, AI should be used to empower people - to augment human intelligence and boost efficiency and productivity - not replace them. It is important to embed AI in trusted, regulated ecosystems to assist in monitoring and measuring scalable return on investment, diligent implementation (under the EU's AI act and other high-quality, reliable standards) and meaningful intention - thinking of people and impact first. Organizations must implement guardrails or ethical standards and guidelines for the responsible, secure and compliant use of AI. We must be committed to encouraging an AI-literate, competitive, future-ready workforce in which humans and machines collaborate for the benefit of humans. We are all affected by the rapidly changing world. To create economic stability society for all, everyone must be able to contribute. We can no longer afford to exclude whole communities or ignore the benefits brought by diversity. We need these unique perspectives to solve the challenges the world is currently facing. It is time to collaborate on this common goal. Revisiting the way we work and adapting it to our current environment is a good first step towards this. The speed of change around us requires flexibility and a quick evaluation of how we work so that people and organizations can thrive. Are your actions having a positive impact? Is your way of working still working for you and your business? Do you and those you are responsible for have the necessary tools to succeed and be prosperous? If we don't embrace this now, we will jeopardize our future. But tough ethical considerations about issues such as AI must not be ignored. No amount of progress is worth it if it does not happen with purpose and good intentions - with people and for people.

Solving for human connection in the Intelligent Age

Growing human connection means developing technology and processes that help employers understand, engage and upskill workers faster and better. The world of work is on the verge of a technology-driven productivity revolution. Large Language Models, chatbots and generative AI will reorient workers towards creative and productive tasks with the promise of increasing output. This dynamic environment has brought the human capital management (HCM) industry to a powerful moment, one in which we can improve the well-being of employees, businesses and the communities they serve. But change comes with a cost and we must be intentional. As technology continues to simplify work, we must protect the human moments that make work better. If we do, the future world of work will be more able to fulfil the ultimate promise of innovation - elevating human potential and increasing well-being. In the beginning, HCM was about organizing people. Over time, the industry grew more sophisticated. We studied human behaviour to help people thrive and advance in their careers. By the 1980s, the industry had adopted a strategic and global approach to finding and cultivating talent. For the last decade, human resource leaders have used advanced AI and machine learning techniques to help companies manage their people and reduce labour costs. Generative AI is the next step change that can unleash the productive capacity of the workforce and help us solve for human connection. It's important for companies to think about how to deploy frontier innovations to enable and empower workers and in turn increase productivity - to ask questions like: Behind each of these questions is the opportunity to keep people at the centre of work. People-centred innovation will help us meet - and drive - technological change. The industry must design for people in a way that unlocks human potential to collaborate, create and problem-solve. Technological advances aren't happening in a vacuum. We are also witnessing a demographic sea change. Working populations are ageing into retirement in advanced economies and younger talent, notably people who have never experienced work without generative AI, are rising in developing African and South Asian nations. By 2080, people 65 and older will outnumber those younger than 18, according to the United Nations. The prime age working populace, between 25 and 55, will shift from wealthy economies to developing ones over the next three decades. The labour market of the future - of now - is global. We must build a skilled global workforce. To solve for people, the first step is understanding how workers worldwide are responding to the change brought about by artificial intelligence and other disruptive innovations. ADP data shows that they feel unprepared. As part of a continuing effort to measure worker sentiment, ADP Research asked people in 34 countries this year if they feel prepared for the next era of work. ADP's report reveals that only 24% feel strongly that they have the skills needed to advance in three years. Only 17% feel strongly that their employers invest in the skills they need to advance. This is a tremendous opportunity for employers to use technology to engage workers and make them more productive. ADP research shows that less than 4% of US employers upskill their workers within the first two years of employment. The returns from upskilling are enormous. ADP payroll data analysed through the lens of the US Occupation Information Network, which describes the level of preparation necessary to fulfil certain jobs, found that wages for a typical worker increase 37% when that person is upskilled. Upskilling not only increases pay it also contributes to a more engaged and productive workforce. When people have the opportunity to reach their full potential, when they're free to be curious or explore their passions and when they feel purposeful and excited about their jobs, employees and employers both benefit. When asked what they valued most from their employer, opportunities for career advancement and skills training ranked high among workers worldwide. Workers younger than 40 cited opportunities for career advancement, pay for performance and skills development. When innovation in HCM is people-centric, companies can deliver what workers want on a global scale. Labour markets are healthier than they've been in years and it would be easy for the HCM industry and HR divisions worldwide to grow complacent. Labour-force participation rates in the world's 38 largest economies are at their highest since 2008 and unemployment is below 5% according to the Organisation for Economic Co-operation and Development (OECD). But time is of the essence. Since we emerged from the coronavirus pandemic, work has grown more digital, flexible and global. We cannot take for granted that those advances will automatically lead to better, more productive and more engaging work. In the Intelligent Age, human resource leaders must not only anticipate change but drive it. We must evolve alongside the young adults who are now entering the workforce. Growing human connection means developing technology and processes that help employers understand, engage and upskill workers faster and better. The ideal workplace of the future isn't just productive, it's filled with human moments. We must make work better and more connected. We must solve for connection.