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Theres a growing fear that artificial intelligence will soon replace human talent. While its undeniable that AI will impact the labor market, as with any disruptive technology, a closer look reveals a differentand far more empoweringfuture. Rather than displacing highly skilled professionals, AI is setting the stage for knowledge workers to transition from individual contributors into high-leverage managers, directing teams of AI agents that can execute tasks with breathtaking efficiency. Rather than consign the expertise and creativity of humans into irrelevance, AI will make it all the more essential, as humans direct and guide AI agents toward the ideal outcome. AI as High-Performing Team Members Todays AI systems are already demonstrating mastery in tasks ranging from data analysis and report generation to complex decision-making in finance, legal research, and the creative industries. In many of the sectors mentioned, this capability emerged only in the past few years, as generative AI became a viable and mature tool for businesses. Agentic AI is the next logical step, wherein AI isnt a tool that assists a human worker but one that acts alongside them with a degree of autonomy. In effect, digital agents are becoming the new breed of employees: competent, consistent, and ever-improving, with the ability to work around the clock and to ingest vast quantities of data in a matter of seconds. You can understand the fear this provokes. AI agents have the abilityat least, in their realm of operationsto be faster, better, and cheaper than humans. But even the best talent needs a manager. And managers with the most high-flying players on their team are the most effective in the organization. The future belongs to professionals who channel AIs capabilities into results that are exponentially better than what any one person could achieve alone. Leading AI Through Technical Management This begs the question: What does it mean to be a manager of AI agents? The truth is that effective management has always required a dual set of skills, whether were talking about people or, indeed, AI systems. On one hand, theres people managementthe art and science of understanding human behavior, motivation, and emotions. Although AI lacks that emotional depth, effective collaboration with AI agents requires certain soft skills, like the ability to set expectations and provide clear, unambiguous instruction. On the other hand, management also means organizing, delegating, and ensuring that systems are in place to execute a strategic vision. This isnt just about setting a direction; its about verifying that every task contributes toward delivering a shared goal. These abilities (tactical oversight, process optimization, and strategic judgment) are specialized skills that dont easily transfer among different domains. Its one reason why a stellar sales manager might struggle if suddenly tasked with running an engineering team, and why an esteemed product manager might struggle to motivate a sales team. In a world where AI agents work alongside us, these two facets of management become even more critical. While AI can execute many tasks with remarkable speed and precision, a manager guiding a team of AI agents must both understand the intricate mechanics of the technology and appreciate the human elements of collaboration to work with other human peers who are managing AI systems. The common notion that great managers need to be skilled only in people management, without truly grasping how the work is done, misses the mark entirely. Anyone whos experienced a manager disconnected from the practical realities of the job will tell you that true leadership demands a hands-on understanding combined with a clear vision. Revisiting the Job Displacement Myth Some worry that as AI becomes more capable, well need far fewer humans in the workforce, which will ultimately lead to mass unemployment. The counter-argument to this common claim is known as Jevons paradox: the idea that increases in efficiency can paradoxically lead to even greater overall demand. While AI might take over tasks that human beings currently do in the workplace, the gains in efficiency in certain tasks will increase the need for human operators (and the human touch) in other ways. The mistake people continually mistake is assuming that the demand for humans (and human skills) is elastic only in one directiondown. That weve reached a ceiling for the usefulness of the collective human race and, over time, that ceiling will get lower and lower. If we embrace the possibility that a single person managing AI could deliver outputs far beyond what we see today, we arent looking at a future with fewer opportunities. Similarly, the industrial revolution replaced countless manual jobs, particularly in sectors like garment manufacturing, but at the same time it led to a historic explosion of wealth that continues to this day, although, admittedly, unevenly shared. It led to lower prices for many staples of living, not to mention luxuries, which in turn raised our standard of living. The current wave of AI pessimism ignores previous historical trends. Its equally plausible that the productivity boost of AI will unlock entirely new opportunitiesnew markets, industries, and innovative productsthat we cant even imagine now. While some jobs might be displaced, others may emerge in the economy that offset that loss. AI agent managers are just one example. So, How Do We Get Ready for This Shift? Ive been careful not to minimize the pain that a transition to an AI-centered economy will bring. Just like the industrial revolution brought its own short-term displacement, the same will happen here, but with nowhere near the force and system shock that came with the full-blown mechanization of human labor. I believe AIs path will be slower and more deliberate, and that there are many steps we can take along the way to make the transition much smoother. First, lets talk about education. Universities are great at producing academics, but they dont necessarily provide vocational and professional skills. A computer science program will teach you about algorithms, but it might not cover things like GitHub and Docker. As we transition to an AI-powered workforce, its likely well need to shift the emphasis away from academics and toward practical, real-world skills. These are the skills that were, in many parts of the world, once provided by polytechnic institutes and are now offered by community colleges in the United States. I would argue that we need more of them, and to treat them with greater esteem. For the current workforce, companies need to make AI literacy part of their playbook, inculcating it within existing workers and incorporating it into their onboarding processes. Training should be provided evenly, from the most junior hires to the C-suite. The companies that start from the outset with an AI-enabled, AI-aware workforce will be those that thrive during this period. And for individuals, especially those in jobs most vulnerable to being disrupted by AI, this is the time to take action. The best thing you can do? Start learning. Not everyone needs to become a software engineer, but understanding AI tools, getting comfortable with digital workflows, and building problem-solving skills will make all the difference. But heres the catch: Its not just about knowing how to use AI. Its about knowing enough to question it. AI is powerful, but its not perfect. Blindly accepting AI-generated outputs without understanding the logic behind them, or the limitations of the models themselves, is a recipe for disaster. Its also, fundamentally, the definition of AI illiteracy. Ultimately, the role of an AI agent manager will be to push back against their employees from time to time. The professionals who thrive in this new era will be those who keep their critical thinking skills sharp and who can evaluate AIs suggestions, knowing when to trust it and when to override it. The good news? Theres no shortage of ways to level up: free courses, employer-led training, AI boot camps, and self-guided learning. The resources are there, but you have to take the first step. The future belongs to those who adaptand those who think critically.
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For decades, human organs, some of the most fragile cargo imaginable, have been transported on ice. Not because it was the best method, but because thats how it had always been done. A process with life-or-death consequences remained unchanged simply out of habit. I didnt fully grasp the flaws in this system until I experienced it firsthand. I saw the gaps in coordination, the last-minute scrambles, and the life-altering consequences of relying on outdated methods. But identifying a problem isnt the same as knowing how to fix it. Innovation happens when leaders refuse to accept the way its always been done. It happens when they show up, ask questions, and stay immersed in their industry long enough to see the gaps that others overlook. Research proves this: Founders with at least 3 years of industry experience are nearly twice as likely to succeed as those without it. What numbers dont show Before developing Paragonixs organ preservation technology, I spent years traveling with transplant teams, standing in operating rooms, and observing every step of the process. I experienced how outdated transport methods created uncertainty, how communication breakdowns led to preventable delays, and how every inefficiency had real consequences for patients. Numbers tell part of the story, but experience fills in the gaps. More than 103,000 people in the U.S. are waiting for an organ transplant, and every 8 minutes, another person is added to the list. A spreadsheet can track transplant success rates, but it wont capture a patients anxiety as they wait, unsure if a life-saving organ will arrive in time. Data can show transit times, but it wont reflect the pressure on a transplant team racing against the clock, knowing that every lost minute could mean losing a life. Many well-intentioned ideas fall apart because of this gap between analysis and reality. Harvard Business School professor Tom Eisenmann calls this pattern a false start when founders launch solutions before fully understanding the problems theyre trying to solve. His research shows that many entrepreneurs, eager to launch, skip the critical step of customer discovery and assume theyll figure out the details as they go. Turn immersion into innovation The most effective solutions come from understanding the problem in practiceseeing it, feeling it, and engaging with the people who experience it every day. That doesnt stop once a company is built. I travel with our sales reps, visit transplant centers, and speak directly with the people using our technology because thats the only way to understand whats working and whats not. Staying embedded in an industry provides the knowledge to innovate, but making a real impact requires persistence. Here are three things Ive learned: Expect resistance and keep going Even with overwhelming evidence, people still doubt new ideas. Research shows that controlled organ preservation improves outcomes, yet resistance remains. Some pushback strengthens a solution, but not all criticism is useful. The closer you are to the problem, the easier it is to separate valid concerns from reluctance to adapt. Staying in the field provides the conviction to push forward when others hesitate and the clarity to know what feedback is worth acting on. Listen for whats not being said People dont always voice their biggest frustrations. A transplant team might say a process works, but watching them tells a different story. For decades, organs packed in ice could only travel so far before becoming unusable, which forced teams to work within tight geographic boundaries. These limitations were simply accepted as part of the job. Real insights come from noticing inefficiencies and workarounds that shouldnt exist. Leaders who look beyond whats being said are the ones who recognize opportunities for real innovation. Identify patterns, not just problems Not every problem needs fixing, but when the same inefficiencies surface again and again, theyre worth a closer look. For years, transplant teams worked around unpredictable organ arrival times. They developed contingency plans, adjusted schedules at the last minute, and braced for delays. Real-time tracking wasnt the result of a single brainstorming sessionit came from recognizing a repeated problem. The best insights start with paying attention to the patterns others ignore. You cant spot a breakthrough from behind a desk. No matter the industry, meaningful innovation starts with questioning what others accept, seeing the problem firsthand, and refusing to look away. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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Despite ongoing efforts to address increased costs, out-of-pocket spending on healthcare continues to rise. Higher insurance copays and deductibles, increased medication costs, and rising inflation rates are just a few of the factors contributing to this trend. As a result, millions of Americans find themselves racking up medical debt, deferring critical medical treatment, or neglecting chronic health conditions. But the cost burden isnt equal by gender. Many people have heard of the pink tax, the pattern of womens goods and servicesfrom razors to dry cleaningcosting more than the mens equivalent. But few realize how far this extends beyond store shelves. Across the healthcare spectrum, women are spending significantly more out of pocket on prescriptions and medical treatments. Recently, I had the opportunity to moderate a panel at SXSW discussing the healthcare pink tax, sharing some new research from GoodRx on the disparities, and learning what actions healthcare leaders are taking to address this. This conversation was eye-opening for our attendees, and served as a reminder that we still have a long way to go in fixing this problem. Doing so wont just help women, but will also relieve pressure on our healthcare system and support a healthier U.S. population. The current state of womens healthcare costs Each year, women spend billions more than men on out-of-pocket healthcare costs. This latest GoodRx research found that in 2024, women spent nearly 30% more out of pocket on prescriptions than men, totaling over $8.5 billion in additional spending. And the discrepancy is even more pronounced among women aged 18-44, partly due to expenses specific to women, such as those associated with reproductive health. But women-specific healthcare needs like fertility and birth control arent the only drivers of inequitable out-of-pocket costs. Women are also spending more on all-gender conditions. One example is mental health, where women spend 113% more than men on depression medications and 103% more on anxiety treatments. Once women reach menopause, the economic burden spikes again. AARP found that women spend over $13 billion annually on treating their menopause symptoms, and research from Elektra Health found that those whove been diagnosed as menopausal spend 45% more on healthcare costs to treat their symptoms each year than those who are not menopausal. As Americans age, these gaps begin to close. GoodRx revealed that out-of-pocket healthcare spending among older men and women is more comparable, with women aged 45-64 paying over 35% more in 2024, and women over 65 outspending men by 16.5%. This is likely due to Medicare coverage, similar chronic disease burdens, and reduced reproductive health costs. How healthcare leaders must take action As healthcare leaders, the onus is on us to implement solutions that make it easier for women to access healthcare savings and reduce their out-of-pocket spending. Much of the inequity comes from long-standing, outdated cultural understanding and social stigmas around womens health. Addressing this urgent crisis requires collaboration and systemic changes across the healthcare system, with policymakers, insurers, pharmaceutical manufacturers, healthcare professionals, and many others playing an important role. Health insurers and employers must take proactive steps to analyze and update benefit design for their members, creating a more equal playing field and reducing the financial burden for women. The government can implement policy reforms, acknowledging the gaps and mandating that healthcare companies look towards more inclusive practices. Researchers should address the data and clinical trial gaps that regularly exclude women in an effort to improve product innovation and outcomes for females. And, collectively, we can all raise awareness and advocate for equality in healthcare. At GoodRx, we are working on the medication piece of the cost puzzle, helping women at all stages of life access lower prices on essential medications. This includes up to savings on fertility treatments, based on the best available GoodRx price, for both brand-name and generic medications used in every phase of the IVF process. We also introduced our e-commerce platform in October with Opill, enabling GoodRx users to purchase the first over-the-counter birth control pill online. And, just last year, we launched affordability programs for Pfizers menopause hormone therapies. Though much more needs to be done, these initiatives are critical in chipping away at the larger cost disparity and access issues. Lower healthcare costs create healthier communities Addressing the pink tax in healthcare is our moral and economic imperative. Affordable healthcare doesnt just support better health and quality of life for women, but has a positive ripple effect on our families, communities, and healthcare system. As with most healthcare reform, real change requires collaboration from all stakeholders in the healthcare system. As a woman and the mom of a daughter, Im hopeful that we can close this widening gap and improve healthcare access for all women. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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