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The future of work isn’t a question of humans versus machines. It’s about how we work better together.

We are no longer on the precipice of the artificial intelligence era — we’re in it. Tools like ChatGPT, autonomous vehicles and predictive analytics are accelerating transformation daily — often faster than we can predict. And no one fully knows how far the changes will go or how flawed they may be.

But what we do know from history is this: Organizations like Amazon — which pioneered AI-driven logistics — or Tesla — which blends human oversight with machine precision — are the ones that achieve the most by harnessing the power of people and technology together.

In the recent Emerging Trends Report in Talent Management (2024–2040), published by the Future Foresight team at the Department of Government Enablement, we identified 16 major shifts reshaping the workplace. AI emerged as the underlying force behind most of them.

The report draws on extensive research conducted by DGE — including the analysis of over 1,000 global trend signals — and asks two fundamental questions: How will these forces reshape the way we work? And how do we future-proof the Abu Dhabi Government in light of these changes?

One insight stood above the rest: AI is no longer just a tool. It’s a thinking partner — and we need to start treating it like one.

A relevant parallel is the smartphone. Just over a decade ago, we couldn’t have imagined how integral it would become to how we live, work and connect. It didn’t replace human intelligence — it expanded it. Today, AI is becoming just as central: not a substitute for human talent, but a tool that multiplies our capacity to learn, create and lead.

This affects all of us — as workers, parents, and leaders. Every organization, public or private, is only as strong as its people. We must evolve the workforce not in spite of AI, but because of it.

These trends and this report help us understand how the future will feel. Not just what it will look like. And that’s why I believe that investing in human capital and prioritizing collaboration between workers and machines is the key to moving beyond the “versus” narrative.

Establishing clear ethical frameworks, such as transparency in AI decision-making and measures to prevent algorithmic bias, will ensure technology empowers rather than displaces.  

A blended workforce is one where humans have the skills to thrive alongside machines. It’s one where technology helps, not hinders, the implementation of values such as lifelong learning, critical thinking and personal well-being. And it’s one where companies offer continuous access to education, reskilling and upskilling programs.

Humans bring intuition, empathy, and critical judgment. AI brings speed, scale, and pattern recognition. Together, they drive breakthroughs.

Ruba Yousef Al-Hassan

Done right, organizations will be able to unlock the full benefits of AI — from savings and efficiencies to robust cybersecurity — by giving employees more space to focus on high-value, meaningful work.

And it’s already making a tangible difference in workplaces today. At DGE, for example, we spotted a trend about using AI to set quick and personalized performance objectives. We acted quickly, built the AI-driven platform, tested it at DGE and are actively rolling out across Abu Dhabi Government at large.

Just one year later, it’s live in 38 government entities, supporting more than 15,000 civil servants. Results speak for themselves: 73 percent reported improved quality of objectives through AI-generated suggestions and 72 percent gave positive feedback, with 81 percent noting ease of use.

Humans bring intuition, empathy, and critical judgment. AI brings speed, scale, and pattern recognition. Together, they drive breakthroughs.

By automating repetitive tasks, humans are free to dedicate their time and resources to handling sensitive, strategic or significant problems. For example, in healthcare, AI-powered diagnostic tools can analyze medical scans with incredible speed, allowing doctors to focus on delivering personalized care.

In finance, algorithms flag potential fraud while human analysts develop strategies to prevent it. And in customer service, chatbots handle routine queries, enabling teams to solve more complex, emotionally charged problems. By leveraging the speed at which machines can process, analyze and report data, humans can make more informed decisions using deeper insights.

And just as the internet generated jobs we couldn’t previously imagine, so too will this new era. This new era is already ushering in roles we hadn’t imagined just a few years ago — from chief AI officers and AI ethicists to algorithm auditors and AI literacy trainers — as organizations adapt to the shift.

As we integrate AI into our daily operations, it’s critical to establish ethical frameworks that guide its use, such as the UAE’s AI Principles and Ethics framework, which outlines eight pillars designed to uphold human values and ensure fair, safe outcomes for all. This kind of leadership ensures that technology serves society’s best interests, fostering trust and collaboration.

Because without clear guardrails, we risk letting fear shape the narrative, dividing rather than uniting. But by choosing to integrate and prosper, we can build a future where AI helps humans do what they do best — and more of it.

The time to act is now. Let’s embrace the partnership and shape what comes next, together.

• Ruba Yousef Al-Hassan is director general of strategic affairs and future foresight at the Department of Government Enablement, Abu Dhabi