I have just spent the past 8 hours creating documentation for CIDCON Africa 2025. To be precise, I have… with the assistance of AI created 40 documents, that clearly map out exactly how I wish for the conference to go: anticipating every hiccup, and creating a solution or roadmap for it.
It is not very long ago that I was hired by the United Nations, to work with a significant number of colleagues on the UNDP’s National Evaluation Capacities (NEC) Conference. I was hired as an Evaluation Analyst in 2022, and I worked for two years as a knowledge and events liaison; coordinating international conferences and high-level political forums in Torino (Italy) and Manhattan (New York). A huge chunk of my work then was doing what AI is doing for me now. I was, to my supervisor, what AI is to me now.
Now here is the catch: I would not be able to prompt my AI as precisely as I do now, had I not done this work at the high-level capacity that I have done; but because I have done this work, with the UN, for other companies, and within my own organisations; I know how to precisely prompt, and this brings me to my reflection today:
The Future of Work is Here!
The future of work is unfolding before our eyes, and as someone deeply embedded in the intersection of strategy, leadership, and innovation, I can’t help but reflect on what this transformation means.
Artificial intelligence has already shifted the way we operate—especially for managers. It’s not just about efficiency or automating routine tasks. AI is empowering managers to dream bigger, plan smarter, and execute faster.
In my work, for instance, AI has enabled me to create extensive, detailed documentation for projects that would have traditionally taken months and a full team to complete. What once took a team of 30 to strategically execute, now takes at most 2.
The ability to operate at this level of precision and speed is revolutionary, but it also highlights a critical reality: a growing gap between the roles of strategic managers and operational workers.
In this new world, managers are no longer simply task distributors. They are visionary architects, empowered by AI to foresee challenges, make data-driven decisions, and design complex strategies with remarkable efficiency.
However, the gap between these empowered leaders and the operational workforce tasked with executing their visions is widening. It’s a divide that could shape the very structure of work in ways we’ve never seen before.
A New Role for Managers
As managers, we are entering an era where our value lies in steering the ship—defining the direction, anticipating the challenges, and creating the framework for success. AI allows us to focus on the “what” and the “why,” (AKA the strategy) leaving the “how” (the doing) to be executed with precision by our teams.
But this shift also comes with responsibility. If the workforce isn’t adequately trained to keep up with this new pace and complexity, we risk leaving them behind.
The future demands that we don’t just lead but also invest in empowering those around us. This means fostering a culture where the operational workforce understands the strategy behind their tasks and has access to the tools and knowledge needed to execute them effectively.
The Emerging Divide
Without intentionality, we could find ourselves in a world where the gap between managers and workers becomes insurmountable. Managers, bolstered by AI, will be equipped with a level of strategic foresight that outpaces the tools and training available to their teams. The risk is clear:
a workforce that feels disconnected from the vision they’re asked to implement.
But there is also an incredible opportunity here. If we can address this gap, we can create a future of work where managers and teams are both empowered by AI, collaborating to achieve extraordinary outcomes.
Preparing for the Future
To navigate this shift, I see three key areas of focus:
- Training for Strategic Thinking: Workers need opportunities to develop systems thinking, foresight, and technological adaptability. The traditional path to management—rising through operational roles—may no longer be enough. Future leaders must be equipped to step directly into strategic roles.
- Managers as Mentors: As managers, our role isn’t just to lead but to teach. By mentoring our teams, we can prepare them to take on more strategic responsibilities and bridge the gap between vision and execution.
- Collaboration with AI: AI isn’t here to replace us—it’s here to collaborate with us. Workers and managers alike must learn how to harness AI not as a threat but as an ally, using it to augment their strengths and increase their capacity for impact.
Redefining Roles
The future of work may also see new roles emerge—tactical translators who bridge the gap between strategic managers and operational teams, ensuring that vision aligns seamlessly with execution. This transitional step could be vital in preventing the gap from widening too quickly.
A Thrilling Era Ahead
The future of work is no longer a concept—it’s here, and it’s exhilarating. We have the tools to do things we once thought impossible, but with that power comes responsibility. The decisions we make today as managers, leaders, and innovators will define whether this era becomes one of opportunity or inequality.
As someone who is actively building and shaping this future, I’m committed to ensuring it is a future of empowerment, collaboration, and shared success. This is our moment to build a world where technology uplifts us all—and I, for one, am ready to embrace it.
With continued anticipation,
Ntha
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