Ben Zweig

Sometimes they do more client work.

Sometimes they're producing reports or newsletters.

They sound very productive.

Yeah, yeah.

Not like economists I've met, to be fair, but yes.

You know, we call them economists because that's their training.

But, you know, what we actually have them doing is, you know, some mixture of client success and media relations and data engineering and data science.

Their title is really more a function of the talent pool.

less a function of their occupation.

At these very large organizations, there's a lot more process.

And if you have a

an organization that is procedural, you may have a job within that organization where someone's job is very narrow and they are a specialist in, you know, one or two subtasks, you know, one or two tasks where they are hired to do kind of like singular things really well.

You know, you can think of them as like on some sort of assembly line.

They do the same thing day in, day out.

That's work that I think is getting less and less common, you know, work that is like super, super specialized.

But it still happens in large organizations.

And if that is how we think about work and workers, then it really is possible for that work to get displaced when those tasks get automatable.

So that is concerning.

And I think when there's a lot of rigidity around what people do in their job, you know, either from occupational licensing or just organizational like standards or just, you know, wherever rigidity comes from in these like big bureaucratic organizations, that that can inhibit our flexibility to respond to technological shocks.

but not just technological shocks, also just needs of the business.