Every leadership team is now asking which work goes to agents. Almost nobody has answered the harder question sitting underneath it: who owns the answer.
The business owns the process, IT owns the deployment, talent owns the skills data, and total rewards owns the pay bands, which means any one of them acting alone produces a redesign that falls over within a quarter.
Matthew Morgan, Managing Director for Talent Reinvention at Accenture, has spent twenty-five years in job architecture and skills data, and he is watching four client organizations run at this problem right now. He came in with a sharper starting point than most: stop leading with skills, and start with tasks.
Timestamps:
01:05 - HR’s moment to lead, and why it is still playing catch-up
03:10 - What “talent reinvention” means, and how it differs from transformation
06:23 - Why tasks, not skills, are the language your business already speaks
09:22 - What has to be true before a skills technology works at your company
11:29 - Where to draw the line between redesigning work and just automating tasks
14:26 - The four-legged stool: who actually owns work redesign
16:36 - Agents in the org chart: what Matt has and has not seen in practice
19:58 - Cloudflare’s 20% layoff and the sellers, builders, measurers split
30:37 - The three questions to answer before you buy any AI tool
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