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Perhaps the most important leadership skill in this environment is not having all the answers. It is creating the conditions for teams to confront uncertainty and learn together.\u00a0<\/p>\n
Managers who explain the purpose of change, encourage experimentation, acknowledge uncertainty and involve employees in redesigning work are more likely to build trust than those who simply instruct staff to “use more AI”.<\/p>\n
Employers therefore have to make job redesign a deliberate effort.<\/p>\n
The organisations most likely to succeed will not be those that simply invest the most in technology or training. They will be those that redesign work while building cultures where learning is continuous, informal and embedded in everyday work.<\/p>\n
Workers should not have to figure out AI on their own. Neither should managers.\u00a0<\/p>\n
The ESR provides an important roadmap for navigating Singapore’s next phase of economic transformation. Its success, however, will ultimately depend on millions of decisions made every day inside organisations which determine whether AI leads to better-designed jobs or simply becomes more change for workers to cope with.<\/p>\n