Sarah E. Needleman

And when you're dealing with a new technology like AI, where we really don't know the true potential, working with small teams and having everybody sort of chime in and give their thoughts,

can help move the ball forward.

Whereas if you have a very rigid top-down structure, I'm told that stifles innovation.

Well, look, I mean, we all advance as we get older.

I mean, that's not going to change.

We all somehow naturally go from the junior to more senior person and the responsibilities and the tasks reflect that.

I think a lot of this is a little bit of the lipstick, the naming of these creative titles and descriptions, but how they play out in practice, I mean, it's yet to be seen.

But I think naturally we'll all sort of fall into these different buckets based on our experience and knowledge.

But like you said, also, the lack of the uncertainty around accountability could end up being a problem.

So we'll have to see.

But this all ties down to, again, AI making things more efficient.

You don't need as many bodies, per se, to do certain things.

Or you can outflow the grunt work to AI and then take a more sophisticated project.

So you're still doing as much work, but you're handling more sophisticated work.

or more creative work, or the kind of work that involves judgment and thinking that an AI can't do.

So the workload is, the kind of work we're doing is changing, but it doesn't necessarily mean these traditional hierarchies are really going away.

It's just a shift that's a little bit more under the surface.

That is a very difficult question to answer.

I think the best way to

address it is to point out that companies are so different.