Newsweek's next 'AI Impact Forum' webinar, set for April 30, will examine how AI is reshaping work, services and value delivery.
The services economy has been built on a simple premise: People perform tasks, software supports them and companies sell the combination as labor at scale. But that model is now beginning to change. As artificial intelligence systems take on more of the tasks traditionally handled by humans, a deeper question is coming into focus: What exactly counts as “work”—and who, or what, is responsible for delivering it?The conversation brings together Dr.
Ranjit Tinaikar, host of the series and former CEO of Ness Digital Engineering, and Tiger Tyagarajan, former CEO of Genpact and now a senior advisor and board member to a range of technology and services companies, as well as private equity and venture capital firms. They will examine how AI is reshaping the relationship between software, services and the delivery of value.in advance of the webinar. “But the outcome of the work is what businesses care about—not the task.” Software and services have historically followed distinct paths. Software companies built tools designed to perform specific tasks. Services firms, by contrast, sold human expertise to execute broader workflows.As AI moves from assisting professionals to executing tasks independently, the unit of value begins to change. The emphasis is less on individual activities and more on the outcomes they produce.“AI tools today can perform tasks without human mediation, so the discussion shifts from tasks to work and outcomes,” Tinaikar told“If you want to evolve to doing work, then you need orchestration,” Tyagarajan added, pointing to the growing importance of coordinating multiple AI systems rather than relying on a single tool or workflow. In that model, the challenge is no longer simply adopting AI tools, but determining how those tools fit together to deliver a complete result. The ripple effects extend beyond technology architecture into how work is organized. As execution becomes increasingly automated, human roles are likely to move toward oversight—managing, supervising and intervening in systems that operate at far greater speed and scale. “It’s like driving a Tesla,” Tyagarajan said. “You’re not actually driving—but at various points, it might say, ‘Take control.’” This transition introduces new expectations for how work is defined inside organizations—and how employees are trained for roles that focus less on doing tasks and more on directing systems.Many services businesses have long relied on labor-based models, where revenue scales with headcount and effort. As AI changes both the cost and speed of execution, those models may become harder to sustain. “If you continue to charge on a time-and-materials basis, you likely will wind up on a path to zero,” Tyagarajan said, describing a move toward models more closely tied to results.Should services firms compete directly with AI systems that can perform many of the same tasks? Or should they integrate those systems into their own operations—even if doing so reshapes the core of their business?Those pressures are becoming harder to ignore as organizations move from experimentation to real-world deployment. The issue is no longer whether AI can be used, but how deeply it alters the structure of work—and what that means for operating models, talent and long-term strategy. At the center of it all is a redefinition of work itself. As these systems become more capable, the line between tool and operator begins to vanish.The upcoming"AI Impact Forum" session will explore how leaders are responding to this redefinition—and what it may mean for the future of services, competition and work itself.
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