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Last month, my friend Amy, a mid-level marketing manager at a Fortune 500 company, had her entire junior analyst team “restructured.” Why officially? “Strategic realignment.” Reality? AI tools now handle what used to be three full-time positions. Amy isn’t alone in this new reality. AI has eliminated 76,440 jobs in 2025 alone, and 41% of global employers plan to reduce their workforce in the next five years due to AI automation. But, you don’t just lose your current job when this happens, you lose the corporate ladder you were climbing. The relationships you made and the personal career brand you built that led to promotions and growth are gone. The Career Ladder is Breaking (and No One’s Talking About It) We are currently experiencing changes in the job market that we have never seen post-industrial revolution, specifically in Big Tech. Big Tech reduced hiring new graduates by 25% in 2024 compared to 2023. Simultaneously, they increased hiring professionals with 25 years of experience by 27%. How can you pay your dues, learn, and build your career when there are no entry-level positions to be had? This paradox is becoming more and more common in today’s workforce; companies want someone with experience, but there are fewer and fewer positions that allow an employee to gain experience. This sea change feels different. The past 35 years have given us more rapid change than at any time in history. The speed at which technology has advanced has placed us in the dot-com boom, the mobile phone revolution, and the cloud transformation. AI isn’t just changing what we do and how we perform, it’s eliminating the steps we traditionally started with to learn, grow, and develop our soft and hard skills to build a foundation for a career. Speed and Efficiency Now, Devastation Later The entry-level people who filled the office floor, built a unique and diverse team, and brought life and energy into the office are now being phased out. AI does what they did faster and AI doesn’t take sick days or need health insurance. Lawyers who have just passed the bar, learning the basics of a profession via document review? That process is now automated. The new generation of the workforce feels a risk when investing in a four-year degree. A study from the World Economic Forum revealed that 49% of US Gen Z job hunters believe AI has reduced the value of their college education. What will this lead to in 1015 years, as people with experience and knowledge begin to retire and fewer people are qualified to assume those roles? Another question: for those of us in the midst of a career, how do we advance when the ladder that was once just a few rungs up is chopped off and thrown in a corporate fireplace? Companies Currently Solving the Problem When studying organizations meeting these changes head-on and winning, I’ve seen a few commonalities. They dont simply cut costs to cut costs. They are fundamentally reimagining how work gets done. For example: British Columbia Investment Management Corporation BCI increased productivity by 10% to 20% for 84% of their Microsoft Copilot users while increasing job satisfaction by 68%. This resulted in saving more than 2,300 person-hours with automation. This was accomplished not by simply implementing AI, but by the way they redesigned workflows around human-AI collaboration. Daiichi Sankyo Within a month of building their internal AI system (DS-GAI), over 80% of employees reported improved productivity and accuracy. They’re using AI advancements not to replace current employees, but to augment their capabilities. These are the types of approaches any company looking to implement AI and automation can work into their deployment project plans can follow. How can they foster increased human-tech collaboration? How can they make their current team more productive and take the business to levels previously unattainable? People Ahead of the Curve The good news is, there are plenty of professionals who are thriving during these days of upheaval and transition. For the most part, these people are taking three common approaches to find ways to use AI to their advantage. They orchestrate with AI Successful people I know dont fight AI, they teach themselves how to direct it and use it to their benefit. They understand that humans will always be in charge of technology. With that knowledge, they can position themselves as the conductor with an orchestra of AI at their command. They Focus on Uniquely Human Skills Develop and hone the skills that AI amplifies. Humans will be freed to build creative problem-solving, strategic thinking, relationship-building processes, and guidelines. When AI is deployed to do all mundane repetitive tasks, these skills are where humans must thrive. They Position Themselves at the Intersection The future will be written and commanded by individuals who bridge the unique creative minds of humans with the efficiency, accuracy, and speed of AI. What is the common thread of these three points? How you use AI to your advantage. You can stand on the beach and scream at the coming tidal wave or grab a surfboard and teach yourself to ride that wave. Those who choose the latter path will be those who run the world. The World We Know is on Deaths Door The truth we all must face today is that 20252026 will be the year companies prepare for a generational change in how we work with AI. This will disrupt nearly every industry. Org charts will be completely rewritten or scrapped entirely. But remember that you can make a difference and influence this change by simply preparing yourself as I have laid out in this article. The choice is no longer whether AI is for you, the choiceis how you decide to leverage AI to your benefit. Weve seen this before; I remember people pushing back against using computers, people pushing back against using email, people pushing back against cellphones. Pushing back against AI today is precisely what those people did. The professionals who embrace this change and use AI as a tool for advancement will be the ones who write the org charts of the future. Start today. Your future self will thank you.
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E-Commerce
Want more housing market stories from Lance Lamberts ResiClub in your inbox? Subscribe to the ResiClub newsletter. National home prices rose 0.2% year over year from June 2024 to June 2025, according to the Zillow Home Value Index reading published July 17decelerated from the 3.2% year-over-year rate from June 2023 to June 2024. And more metro-area housing markets are seeing declines: > 31 of the nations 300 largest housing markets (10%) had a falling year-over-year reading in the January 2024 to January 2025 window. > 42 of the nations 300 largest housing markets (14%) had a falling year-over-year reading in the February 2024 to February 2025 window. > 60 of the nations 300 largest housing markets (20%) had a falling year-over-year reading in the March 2024 to March 2025 window. > 80 of the nations 300 largest housing markets (27%) had a falling year-over-year reading in the April 2024 to April 2025 window. > 96 of the nations 300 largest housing markets (32%) had a falling year-over-year reading in the May 2024 to May 2025 window. > 109 of the nations 300 largest housing markets (36%) had a falling year-over-year reading in the June 2024 to June 2025 window. While 36% of the 300 largest housing markets are currently experiencing year-over-year home price declines, that share is gradually increasing as the supply-demand balance continues to shift directionally toward buyers in this affordability-constrained and post-housing boom environment. Home prices are still climbing in many regions where active inventory remains well below pre-pandemic 2019 levels, such as pockets of the Northeast and Midwest. In contrast, some pockets in states like Arizona, Texas, Florida, Colorado, and Louisianawhere active inventory exceeds pre-pandemic 2019 levelsare seeing modest home price corrections. Year-over-year home value declines, using the Zillow Home Value Index, are evident in major metros such as Austin (-5.8%); Tampa, Florida (-5.7%); Miami (-3.8%); Dallas (-3.7%); Orlando (-3.7%); Phoenix (-3.5%); San Francisco (-3.4%); San Antonio (-3.3%); Jacksonville, Florida (-3.2%); Atlanta (-2.9%); Denver (-2.7%); San Diego (-2.4%); Raleigh, North Carolina (-2.1%); Sacramento (-1.8%); Houston (-1.8%); Riverside, California (-1.5%); New Orleans (-1.2%); Charlotte, North Carolina (-1.0%); Memphis (-1.0%); San Jose (-0.9%); Portland, Oregon (-0.4%); Seattle (-0.1%); Los Angeles (-0.4%); and Birmingham, Alabama (-0.1%). Click here for an interactive version of the chart below. !function(){"use strict";window.addEventListener("message",function(a){if(void 0!==a.data["datawrapper-height"]){var e=document.querySelectorAll("iframe");for(var t in a.data["datawrapper-height"])for(var r,i=0;r=e[i];i++)if(r.contentWindow===a.source){var d=a.data["datawrapper-height"][t]+"px";r.style.height=d}}})}(); The markets seeing the most softness, where homebuyers have gained the most leverage, are primarily located in Sun Belt regions, particularly the Gulf Coast and Mountain West. Many of these areas saw major price surges during the Pandemic Housing Boom, with home price growth outpacing local income levels. As pandemic-driven domestic migration slowed and mortgage rates rose, markets like Tampa and Austin faced challenges, relying on local income levels to support frothy home prices. This softening trend is further compounded by an abundance of new home supply in the Sun Belt. Builders are often willing to lower prices or offer affordability incentives to maintain sales, which also has a cooling effect on the resale market. Some buyers who would have previously considered existing homes are now opting for new homes with more favorable deals. Given the shift in active housing inventory and months of supply, along with the soft level of appreciation in more markets this spring, ResiClub expects the number of metro areas with year-over-year home price declines in the Zillow Home Value Index to continue ticking up in the coming months. This softening and regional variation should not surprise ResiClub Pro membersweve been closely documenting it. ResiClub Pro members can view our latest analysis of home prices across 800-plus metros and 3,000-plus counties here.
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E-Commerce
Programs to help students discern their vocation or calling are gaining prominence in higher education. According to a 2019 Bates/Gallup poll, 80% of college graduates want a sense of purpose from their work. In addition, a 2023 survey found that 50% of Generation Z and millennial employees in the U.K. and U.S. have resigned from a job because the values of the company did not align with their own. These sentiments are also found in todays business school students, as Gen Z is demanding that course content reflect the changes in society, from diversity and inclusion to sustainability and poverty. According to the Financial Times, there may never have been a more demanding cohort. And yet, business schools have been slower than other schools to respond, leading to calls ranging from transforming business education to demolishing it. What are business schools creating? Historically, studies have shown that business school applicants have scored higher than their peers on the dark triad traits of narcissism, psychopathy and Machiavellianism. These traits can manifest themselves in a tendency toward cunning, scheming and, at times, unscrupulous behavior. Over the course of their degree program, other studies have found that business school environments can amplify those preexisting tendencies while enhancing a concern for what others think of them. And these tendencies stick after graduation. One study examined 9,900 U.S. publicly listed firms and separated the sample by those run by managers who went to business school and those whose managers did not. While they found no discernible difference in sales or profits between the two samples, they found that labor wages were cut 6% over five years at companies run by managers who went to business school, while managers with no business degree shared profits with their workers. The study concludes that this is the result of practices and values acquired in business education. But there are signs that this may be changing. Questioning value Today, many are questioning the value of the MBA. Those who have decided it is worth the high cost either complain of its lack of rigor, relevance and critical thinking or use it merely for access to networks for salary enhancement, treating classroom learning as less important than attending recruiting events and social activities. Layered onto this uncertain state of affairs, generative artificial intelligence is fundamentally altering the education landscape, threatening future career prospects and short-circuiting the students education by doing their research and writing for them. This is concerning because of the outsized role that business leaders play in todays society: allocating capital, developing and deploying new technologies and influencing political and social debates. At times, this role is a positive one, but not always. Distrust follows that uncertainty. Only 16% of Americans had a great deal or quite a lot of confidence in corporations, while 51% of Americans between 18 and 29 hold a dim view of capitalism. Facing this reality, business educators are beginning to reexamine how to nurture business leaders who view business not only as a means to making money but also as a vehicle in service to society. Proponents such as Harry Lewis, former dean of Harvard College; Derek Bok, former president of Harvard University; Harold Shapiro, former president of Princeton University; and Anthony Kronman, former dean of the Yale Law School, describe this effort as a return to the original focus of a college education. Not ethics, but character formation Business schools have often included ethics courses in their curriculum, often with limited success. What some schools are experimenting with is character formation. As part of this experimentation is the development of a coherent moral culture that lies within the course curriculum but also within the cocurricular programming, cultural events, seminars and independent studies that shape students worldviews; the selection, socialization, training and reward systems for students, staff and faculty; and other aspects that shape students formation. Stanfords Bill Damon, one of the leading scholars on helping students develop a sense of purpose in life, describes a revised role for faculty in this effort, one of creating the fertile conditions for students to find meaning and purpose on their own. I use this approach in my course on vocation discernment in business, shifting from a more traditional academic style to one that is more developmental. This is relational teaching that artificial intelligence cannot do. It involves bringing the whole person into the education process, inspiring hearts as much as engaging heads to form competent leaders who possess character, judgment and wisdom. It allows an examination o both the how and the why of business, challenging students to consider what kind of business leader they aspire to be and what kind of legacy they wish to establish. It would mark a return to the original focus of early business schools, which, as Rakesh Khurana, a professor of sociology at Harvard, calls out in his book From Higher Aims to Hired Hands: The Social Transformation of American Business Schools and the Unfulfilled Promise of Management as a Profession, was to train managers in the same vocational way we train doctors to seek the higher aims of commerce in service to society. Reshaping business education The good news is that there are emerging exemplars that are seeking to create this kind of curriculum through centers such as Notre Dame Universitys Institute for Social Concerns and Bates Colleges Center for Purposeful Work and courses such as Stanford Universitys Designing Your Life and the University of Michigans Management as a Calling. These are but a few examples of a growing movement. So, the building blocks are there to draw from. The student demand is waiting to be met. All that is needed is for more business schools to respond. Andrew J. Hoffman is a Holcim (US) professor of sustainable enterprise at the Ross School of Business and School for Environment & Sustainability at the University of Michigan. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
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