High-Income Jobs of the Future: AI Won’t Take Over These

AI is rapidly reshaping job markets, impacting roles across sectors while creating demand for an AI-savvy workforce. Human skills such as emotional intelligence and the ability to lead, navigate ethical considerations, and collaborate effectively with AI will become increasingly valuable in the AI era.

As artificial intelligence rapidly transforms our world, many of us wonder how to remain relevant in an automated future. In Irreplaceable, former McKinsey executive Pascal Bornet tackles this question, drawing on his 20+ years of experience in the field. He explains that as AI spreads, our success will lie in learning to work with it—by augmenting our distinctively human strengths with this powerful technology.

This guide explores Bornet’s strategy for becoming indispensable amidst ever-better AI technologies, starting with his view of AI’s capabilities and trajectory (as of 2023). We detail his advice for developing key human capabilities that AI can’t (and won’t be able to) replicate—clear reasoning, creativity, and interpersonal connection—and we cover his recommendations for using AI in your work and at home. In our commentary, we’ll look at the broader discussion around AI’s impact on society, from techno-optimism to AI skepticism. We’ll also connect Bornet’s ideas to the work of experts like Gary Marcus and Ernest Davis (Rebooting AI) and Cal Newport (Digital Minimalism).

In the second quarter of 2022, 52 million data breaches occurred globally. But at a time when the cybersecurity industry has its hands full, it also finds them tied: More than 700,000 cybersecurity positions are unfilled across the US and by 2025, there will be enough vacant jobs to fill the equivalent of 50 NFL stadiums. What’s causing the shortage, and how do we fix the problem?

With the rise of artificial intelligence (AI), the Fourth Industrial Revolution is upon us—and it’s markedly different from the ones in the past. While previous moves from manual labor to automation left many blue-collar workers jobless, this latest disruption threatens to displace white-collar workers for the first time. Career experts say now is the time to think about your place in this Industrial Revolution—and the value that your humanity brings in an age of robots.

With 39,000 cybersecurity positions vacant and cyber threats on the rise, the US government faces a dangerous shortage of qualified experts to safeguard vital systems and networks from attack. The federal government is working to solve the cyber talent shortage, but it will have difficulty attracting and keeping workers if it fails to address wide pay discrepancies between public and private sector cybersecurity jobs.

The 21st century will bring changes and challenges unlike any humans have encountered before. Globalism and technological innovations are changing the structures of societies worldwide—and the changes are happening quickly. If people don’t face these challenges and help shape the future, the world could have a class of obsolete workers whose jobs have been automated and people could lose their ability to make their own decisions. In 21 Lessons for the 21st Century, Yuval Noah Harari highlights the biggest challenges in the modern world, and he offers advice on making sense of and navigating such transitional times.

In this summary, you'll learn how algorithms like Netflix movie recommendations are teaching you to distrust your own judgment, why religion can’t solve 21st-century challenges, and how automation will threaten the jobs of humans in every industry.

With the rise of artificial intelligence (AI), the Fourth Industrial Revolution is upon us—and it’s markedly different from the ones in the past. While previous moves from manual labor to automation left many blue-collar workers jobless, this latest disruption threatens to displace white-collar workers for the first time. Career experts say now is the time to think about your place in this Industrial Revolution—and the value that your humanity brings in an age of robots.

In The Manager’s Path, engineering executive Camille Fournier introduces the field of engineering management—the management of software engineers, who design and code software systems and programs. This can be a challenging field, as there’s little information available on balancing technical knowledge with management skills. Fournier seeks to close this gap, drawing from her experience as an engineer-turned-manager to identify skills and techniques that can help new engineering managers handle the transition.

In this guide, we’ll explore three main skills that can help you succeed as an engineering manager: clear communication, strategic planning, and adaptability. We’ll discuss each skill’s importance, how they evolve throughout your career, and Fournier’s suggestions for developing them. In our commentary, we’ll compare Fournier’s ideas to those of other software engineers, as well as tech business experts like Marty Cagan.

Inspired teaches companies and entrepreneurs how to build successful technology products. The book introduces a two-step plan for success:

1. Organize and structure effective teams.
2. Develop products using a flexible “discovery process.”

Inspired author Marty Cagan, a Silicon Valley product executive, details how important product managers are in implementing the two-step plan and in product development in general. Cagan teaches product managers how to be successful and explains some of the biggest pitfalls that product managers and tech companies fall into when designing products.

In a competitive and rapidly changing marketplace, it’s a challenge for any company to efficiently produce software that meets customer needs, let alone create usable software for internal purposes. In Team Topologies, software engineers Matthew Skelton and Manuel Pais show you how to set up your development teams to work as efficiently as possible. By using their approach, you can ensure that your organization’s teams are able to work together to create software that exceeds expectations both internally and in the marketplace.

In our guide, we’ll first consider how Skelton and Pais’s approach to software development is influenced by Conway’s Law, which states that a piece of software’s architecture will mimic the structure of the team that produced it. Then, we’ll look at the four types of teams Skelton and Pais recommend dividing your workforce into. Finally, we’ll look at the three ways your teams can most effectively work together. We’ll also supplement the authors’ approaches with other ideas on how to design teams and effectively delegate work to them.