Lucia Rahilly

what they've done and what their values in fact are, does that make the process more complex?

I wanted to bring us back to where we started with the current paradigm shift.

And I think that the adjective used in the book was the unsettled nature of our collective future in an AI economy.

The term authentic has probably always been kind of unstable, but it seems to be growing even more so as AI introduces the possibility of avatars and synthetic relationships and so forth.

As you look, say, five years out,

Do you see authenticity and the definition of becoming ourselves evolving or looking different?

You certainly could.

Fantastic discussion.

Thank you so much for joining us, Susie.

Thank you, Susie, so much.

Thanks so much for listening.

I'm Lucia Rahilly with Brian Hancock and Brooke Weddle.

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Welcome to McKinsey Talks Talent with Brian Hancock and Bill Shaninger.

I'm Lucia Rahilly, and today I'm in New York City with Brian and Bill to talk about demand for talent, how it's changing, and what boards, CEOs, and the rest of us can do now to prepare.

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More coming up.

Everyone's talking about the future of work and the potential for automation and artificial intelligence to transform jobs and working as we know it.

But frankly, talent and talent shortages are not a new issue.

It's not a newsflash that having the right people in the right roles is a big part of what drives an organization's success.