Four domains of work, one question: institutional readiness for general-purpose AI.

The stake

Labour markets are entering a phase of structural reorganisation. The classic reskilling narrative was calibrated for marginal automation, not for systems that can do meaningful cognitive work across professions.

My angle

I treat workforce transition as an institutional design problem rather than a training problem. What do functional public employment systems, adult learning frameworks, and firm-level redesigns look like when capable models become a routine part of work?

Institutional relevance

Relevant to ministries of labour, enterprise leaders, unions, workforce policy researchers, and multilateral bodies working on the future of work.

The stake

China and Asia are useful vantage points on a transition that is already moving from experimentation into everyday work. The question is how adoption changes productivity, job design, and the distribution of opportunity.

My angle

I connect business and policy signals across the region to the institutional choices underneath them: workflow redesign, workforce systems, and the conditions for durable productivity.

Institutional relevance

Relevant to enterprise leaders, labour ministries, workforce researchers, multilateral bodies, and cross-border teams working on the future of work.

The stake

The first rung of the career ladder is becoming harder to see as AI absorbs more of the junior tasks through which people traditionally learned a profession. That makes entry-level work an institutional design question, not just a hiring question.

My angle

I examine how firms, educators, and policymakers can rebuild meaningful pathways into work: better task allocation, supervised practice, and clearer bridges between learning and contribution.

Institutional relevance

Relevant to employers, education leaders, youth organisations, workforce planners, and policymakers concerned with the next generation of work.

The stake

AI regulation is being written faster than many institutions can build the capacity to use, evaluate, and supervise the systems entering their work. The risk is an operating model that cannot keep up with what it is meant to govern.

My angle

I work on the capacity side: governance design, procurement, measurement, workforce capability, and the public reasoning leaders need before adoption can responsibly scale.

Institutional relevance

Relevant to regulators, ministries, enterprise leaders, international organisations, and institutional collaborators working on public-interest AI.