#ai

Implementation got hit today. Got the dreaded ping this morning. Do they think that they will have AI up and running by October to handle peak? Will welcome calls be a thing of the past and handled by a chatbot? AI may be cheaper, but human connection is priceless. I missed my family during Thanksgiving and Christmas, but that's the beauty of AI, they don't have families, right, Dave?

Be warned they are firing people like crazy for not wrapping on orders. AI is reporting this daily to management.

Any news on AIP?

https://finance.yahoo.com/news/sam-altman-says-ai-displacing-113050990.html

The ask Mr AI-washing about AI-washing. How much are they paid for this hogwash?

Team I'm on is mandating AT LEAST 50 PERCENT OF ALL NEW CODE be generated using copilot. No longer "use copilot to work faster" but now "replace your development skills with copilot". I do not doubt, FIS will be rolling this out to ALL of development over time

If there were any doubts that FIS was taking the path of using AI to reduce workforce, well. That seems to be EXACTLY where were headed

Can't wait for the brain and skill rot from forced use of copilot to bite them in the a-s

So Anderson says AIG is ready to grow... Are we going to buy other companies or what? I wonder if they will finally manage to create a working IT infrastructure with AI that actually helps people and doesn't drag them down

I'm in PI and feel like it's only a matter of time. They already introduced an ai system that tracks and grades all of our calls last year... wouldn't be surprised if they're training an llm off of thousands of the top rated calls catalogued across the company.

OpenAI's Altman says world 'urgently' needs AI regulation https://share.google/B1jHOswL7EwmG2pAX

CoStar Group conducted another round of layoffs at its Richmond headquarters. These job cuts impacted employees on its Homes.com platform. The company cited advanced AI technology deployment as the reason for the reductions. This marks the second major layoff event in less than a year for the real estate technology firm. CoStar's stock price has recently declined significantly.

https://www.wtvr.com/news/local-news/costar-layoffs-richmond-feb-18-2026

First, there was collaboration.....(we are all in this together)
Then there was automation....(python, ansible rah rah rah!)
Then came agile......(hire scrum masters so we have have two bosses!)
Then came silos (due to agile...we don't care about anything outside our 2 week sprint!)
Now comes AI......(humans BAD, AI is good!)

Meanwhile, BE gets 22M per year, chainsaw gets 40M per year...and
...I get laid off!

Use of Humanas internal AI system will now impact performance reviews. Its recommended to use it at least once a day to avoid negative impact to your end of year.

Our AI su-ks so bad Japan is forcing the use of it.

Dear Blackbaud,

We are writing as a collective group of Blackbaud employees in response to Mike Gianoni‘s message regarding the next phase of the Workforce Strategy.

While the message states that the workforce will not shrink overall, it clearly acknowledges that valued colleagues will be made redundant over the next 24 months. For those directly affected, and for those remaining, this distinction offers limited reassurance. A strategy framed around growth does not lessen the reality of job losses, role displacement, or the anxiety created by prolonged uncertainty.

The expansion of roles in India and the use of AI as a driver of saving costs is simply unacceptable.

If this strategy is truly about shifting capabilities rather than shrinking Blackbaud, then we believe the following commitments are essential:
1.A clear retraining and reskilling guarantee for impacted employees before redundancies are considered
2.Transparent criteria for role evaluation and location decisions

1. We demand a fair and equitable severance package for all impacted employees that reflects their service, contribution, and the disruption caused by these decisions.
   4.We demand that employees with outstanding vesting shares retain their full equity entitlements, with no forfeiture as a result of redundancy.

Given the erosion of trust and the uncertainty created by these decisions, we respectfully ask Mike Gianoni to consider resigning to allow for leadership better aligned with the values and stability employees expect. We are asking leadership to work with employees, not simply inform them.

We remain committed to Blackbaud and to our customers. We are equally committed to protecting our colleagues and ensuring that this transition is handled with integrity, transparency, and fairness.

Should leadership fail to engage transparently and address these concerns, we will begin organizing collectively and will consider industrial action

We look forward to meaningful dialogue.

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A bold future for all.

Did you know this February marks the 50th anniversary of Black History Month, a time to celebrate the contributions of the Black community? At Verizon, BOLD (our Employee Resource Group focused on issues of interest to the Black community) is leading the way with programming all month long that creates space for reflection, celebration and learning.
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We’re at a pivotal moment in Verizon’s transformation — and we’re looking for new V Teamers to join us! We’re looking for a diverse set of skills and individuals to fill open positions across frontline, tech, sales and corporate. If you’re ready to grow and make a serious impact in your role, apply now.

The 1st question Elon Musk will ask Erica Dhawan is what product did you create?

Please please do not hire those people.. They are just good at talking instead of doing.

In AI world, we need someone can actually create something

Bunch of frauds.

https://www.bbc.com/news/articles/cge8nd5ve00o

Galgotias University was removed from the India AI Impact Summit 2026 after falsely presenting a Chinese-made Unitree Go2 robot dog as their own, in-house, "Made in India" innovation.

https://www.digitimes.com/news/a20260218VL209/qualcomm-technology-automotive-infrastructure-development.html

https://fortune.com/2026/02/17/ai-productivity-paradox-ceo-study-robert-solow-information-technology-age/

Teams that have not begun deploying practical AI solutions for workflow automation, decision support, or cost optimization should expect increasing pressure to do so. Enterprise trends show AI initiatives are quickly shifting from optional innovation projects to core operational expectations tied to efficiency and budget discipline.

Waiting too long typically reduces a team’s ability to influence how AI is implemented. Instead of shaping use cases that fit their processes, they risk having centrally mandated tools introduced on compressed timelines.

Although current AI intake and governance processes may feel slow or overly complex, that friction is temporary. As organizations pursue measurable productivity improvements, broader and more standardized AI deployment is likely approaching. You have been warned!

Hey everyone, I'm an incoming intern for L3Harris and stumbled across this forum. It seems like most people here are knowledgeable about the state of the company. I'm not sure how often the company converts interns to full time, but I was wondering if L3Harris is a solid place to start a career if I were to receive an offer. The rise of AI is also scary, and I'm not sure how stable an entry level job at the company would be. Any insights would be greatly appreciated, thanks!

It’s official. After over a decade committed fully to this company I think they have broken my morale irreparably.

Between being told in my performance review I went above and beyond and could not have done a single thing better but could not get an “exemplary” rating because too many were given, to layoffs and AI looming, and not being valued or appreciated at all, I’m going to start applying elsewhere. I miss the old Usbank. I loved this company, I loved my job, I thought I’d retire from here. They really just crushed me.

CPO seems to just share LinkedIn articles on how AI is coming for our jobs instead of setting any actual strategy. This whole company is a mess.

https://www.yahoo.com/finance/news/boomer-gen-x-bosses-retire-133952598.html

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As boomer and Gen X bosses retire, working from home will make a major comeback, new research predicts—and it’s all thanks to work-life balance loving Gen Z bosses
Orianna Rosa Royle
Tue, February 17, 2026 at 7:39 AM CST 4 min read

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Miss the pandemic era of working from home? Give it a decade or two, and it’s set to be the norm again. That’s because, although baby boomer and Gen X bosses may be winning the return-to-office war right now, new data suggests it’s a short-lived victory.

In fact, the National Bureau of Economic Research found that millennial and Gen Z bosses are far more likely to let staff work remotely than their older counterparts—and that it’s only a matter of time before they take over and bring their affinity for flexibility with them.

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Fortune
As boomer and Gen X bosses retire, working from home will make a major comeback, new research predicts—and it’s all thanks to work-life balance loving Gen Z bosses
Orianna Rosa Royle
Tue, February 17, 2026 at 7:39 AM CST 4 min read

I'm 67, $1.5M: How Much Can I Reduce RMDs By Converting $120k To Roth? (Ask An Advisor)
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Miss the pandemic era of working from home? Give it a decade or two, and it’s set to be the norm again. That’s because, although baby boomer and Gen X bosses may be winning the return-to-office war right now, new data suggests it’s a short-lived victory.

In fact, the National Bureau of Economic Research found that millennial and Gen Z bosses are far more likely to let staff work remotely than their older counterparts—and that it’s only a matter of time before they take over and bring their affinity for flexibility with them.

More from Yahoo Scout

How does remote work connect to AI adoption?

How will younger CEOs change remote work policies?

What advantages do remote-first companies have over traditional offices?

What drives generational differences in workplace flexibility approaches?

The researchers tracked monthly surveys of 8,000 U.S. workers aged 20 to 64 across 2025 and concluded that when it comes to flexible working, two things are consistently true: employees at younger firms, and under younger CEOs, spend significantly more time working from home.

“First, employees work from home more often at younger firms—almost twice as often at firms founded after 2015 as compared to those founded before 1990,” the researchers wrote. “Second, employees work from home more often at firms with younger CEOs.”

In fact, you can see in their data that as CEOs get younger, the number of days they demand staff work from an office decreases, with those working under a twenty-something-year-old chief working from home the most.

It’s why the researchers concluded that work from home is poised to make a comeback, despite the likes of Amazon and JPMorgan currently mandating a full-time office return. As older leaders retire, the days of b-ms on seats five days a week are likely to fade with them.

In other words, your future commute may depend less on what HR says and more on the birth year of the person in the corner office.

And for workers who don’t want to wait, the study offers a simple hack: target younger firms with younger bosses if you want to maximize your chances of keeping your home office setup.

Gen Z bosses aren’t just flexible-first, they’re also digital-first
It’s not just that young bosses came of age during the pandemic’s remote work bo-m and see office cubicles as an outdated relic. Many of them built their businesses on Slack, Zoom, and AI tools, so flexibility and technology are baked into how their firms run—not bolted on as a perk.

The researchers found a clear correlation between younger CEOs and companies that are both flexible-first and digital-first, with leaders who embrace remote work also more likely to adopt new technologies and software-driven approaches to running their teams.

And that echoes what future-thinking CEOs have already been warning: Leaders who cling to the old ways of working aren’t serious about embracing AI.
“Forget about where people are working. Most companies will go by the wayside if they don’t embrace AI,” Mark Dixon, CEO and founder of International Workplace Group (IWG), exclusively told Fortune. “If you look at winners and losers, the winners are the ones that embrace the technology.”

“Embracing the whole of the technology, which is flexible work, flexible location, high levels of technology, using technology to get more out of your people. Those will be the winning companies, because they focus on the people,” Dixon warns.

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Fortune
As boomer and Gen X bosses retire, working from home will make a major comeback, new research predicts—and it’s all thanks to work-life balance loving Gen Z bosses
Orianna Rosa Royle
Tue, February 17, 2026 at 7:39 AM CST 4 min read

I'm 67, $1.5M: How Much Can I Reduce RMDs By Converting $120k To Roth? (Ask An Advisor)
Finance Advisors
•
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Miss the pandemic era of working from home? Give it a decade or two, and it’s set to be the norm again. That’s because, although baby boomer and Gen X bosses may be winning the return-to-office war right now, new data suggests it’s a short-lived victory.

In fact, the National Bureau of Economic Research found that millennial and Gen Z bosses are far more likely to let staff work remotely than their older counterparts—and that it’s only a matter of time before they take over and bring their affinity for flexibility with them.

More from Yahoo Scout

How does remote work connect to AI adoption?

How will younger CEOs change remote work policies?

What advantages do remote-first companies have over traditional offices?

What drives generational differences in workplace flexibility approaches?

The researchers tracked monthly surveys of 8,000 U.S. workers aged 20 to 64 across 2025 and concluded that when it comes to flexible working, two things are consistently true: employees at younger firms, and under younger CEOs, spend significantly more time working from home.

“First, employees work from home more often at younger firms—almost twice as often at firms founded after 2015 as compared to those founded before 1990,” the researchers wrote. “Second, employees work from home more often at firms with younger CEOs.”

In fact, you can see in their data that as CEOs get younger, the number of days they demand staff work from an office decreases, with those working under a twenty-something-year-old chief working from home the most.

It’s why the researchers concluded that work from home is poised to make a comeback, despite the likes of Amazon and JPMorgan currently mandating a full-time office return. As older leaders retire, the days of b-ms on seats five days a week are likely to fade with them.

In other words, your future commute may depend less on what HR says and more on the birth year of the person in the corner office.

And for workers who don’t want to wait, the study offers a simple hack: target younger firms with younger bosses if you want to maximize your chances of keeping your home office setup.

Gen Z bosses aren’t just flexible-first, they’re also digital-first
It’s not just that young bosses came of age during the pandemic’s remote work bo-m and see office cubicles as an outdated relic. Many of them built their businesses on Slack, Zoom, and AI tools, so flexibility and technology are baked into how their firms run—not bolted on as a perk.

The researchers found a clear correlation between younger CEOs and companies that are both flexible-first and digital-first, with leaders who embrace remote work also more likely to adopt new technologies and software-driven approaches to running their teams.

And that echoes what future-thinking CEOs have already been warning: Leaders who cling to the old ways of working aren’t serious about embracing AI.

“Forget about where people are working. Most companies will go by the wayside if they don’t embrace AI,” Mark Dixon, CEO and founder of International Workplace Group (IWG), exclusively told Fortune. “If you look at winners and losers, the winners are the ones that embrace the technology.”

“Embracing the whole of the technology, which is flexible work, flexible location, high levels of technology, using technology to get more out of your people. Those will be the winning companies, because they focus on the people,” Dixon warns.

As other leaders have pointed out, firms that focus on physical presence rather than remote, AI-driven work risk falling behind competitors.

Brian O’Kelley, the tech founder who sold AppNexus to AT&T for $1.6 billion in 2018, before founding Scope3, argued that remote firms, like his, have the top pick of top global talent and operate around the clock.

“The best companies are going to actually dump their offices to learn to work with non-bodied employees,” O’Kelley echoed in Fortune. “Anybody who has a back-to-office culture is actually hurting themselves.”

Being spread across time zones doesn’t just make his workforce available to customers at all hours of the day—it forces teams to be efficient and lean on the latest tech in ways traditional office-based companies simply don’t need to.

That’s why companies fixated on presence rather than productivity gains that actually enable an AI-first future are at a disadvantage.

“The thing is, if you build a culture that’s asynchronous and remote, it means you’re building a culture for AI to thrive,” O’Kelley added. “If you’re building an office culture, you are actually not building an AI-first ecosystem.”

Life will be so much better without all the belittling!!!

What is everyone going to do in 18 months once AI retires us? Golf?

Denver-based Angi Inc. announced 350 layoffs this quarter. The company cited AI-driven efficiency improvements as the primary reason for these cuts. These reductions are projected to save Angi up to $80 million annually. Separately, the National Laboratory of the Rockies cut 134 employees. This was the lab's second round of layoffs in less than a year.

https://www.9news.com/article/money/business-brief/ai-layoffs-denver-economic-aftershocks-golden/73-4fa0ec3c-2fb9-484a-9cec-dd6b6feed6ea

The AI used by companies is called an enterprise AI system. It capture everything typed on your company computer, and what programs are used by the employees to train itself. These systems record your interactions like the programs you write, the documents you create, and the queries you run.

The company tracks and then claim ownership of every keystroke you make within the digital realm, every idea you document and every tool you build. It identifies what approaches worked best, what email you sent and received and the language that got responses. All that knowledge can become part of the company’s AI, it eventually know, down to increasingly fine details, how you do your job.

The AI can pass that information along to anybody else who wants to do your job, or just do the job itself. Over time, you are easily replaceable

Many of us got an email today stating that we are to start evaluating AI responses and tagging cases so that we can give feedback as to why articles are not leading to resolutions.

It is being framed like AI is going to be a tool that helps us do our jobs better. It is very clear that we are training our replacements.

It would be wise for anyone in support to start coming up with a plan b.

I had AI make my end of year summary for me, I briefly looked it over and submitted it, it was a tad fluffy, gracious and full of the big words we all love. I got an “exceeding” rating. I’m baffled. The EOY my AD read me was certainly AI generated and you could tell it was her first time reading it. In the end, my AI summary helped my boss write her AI review and boosted me to Exceeding. How is this broken down? Did only a certain % on each SD team get each rating?

I'm searching for another job, and that helps. Somewhat. Because it's also made me realize just how hard finding one will be. The constant talk about offshoring and AI is starting to panic me. I have a family. A mortgage. Bills that keep climbing. The fear is almost paralyzing. And please don't tell me to just "deal with it." You all know we're hanging by a thread. So, how are you dealing with it?

“Lenovo is restructuring its Infrastructure Solutions Group (ISG) to sharpen its focus on AI server, storage, and edge computing, driven by a $285 million charge in Q3 FY25/26. This initiative aims to improve profitability, accelerate AI growth, and reduce annual costs by over $200 million within three years”…$200 mil in cost reduction over three years means a whole lot of us are going bye-bye.

We were denied access to chatgpt or other AI sites before except spark. Today they are allowing chatgpt and copilot usage within the enterprise. Is Elevance moving towards AI for everything and see if they can reduce day to day work time or people? Boon or bane for employees

Walk into any corporate office, and you’ll hear the same anxious conversation: Will AI eliminate white-collar jobs?

The optimists insist that new jobs will emerge to replace the ones we lose—after all, it has happened in previous tech revolutions. Pragmatists argue the workforce will simply become more productive with artificial intelligence, creating more value with minimal job cuts. And the pessimists fear entry-level knowledge workers will become obsolete altogether.

But this debate misses a crucial dynamic. Right now, workers are potentially training AI how to make them obsolete. And they often don’t realize it.

The kind of AI used by companies, called an enterprise AI system, can capture everything you do at work and use that information to train itself. These systems can record your interactions within the platform—the prompts you write, the documents you create, the queries you run.

In other words, the company can potentially track—and claim ownership of—every keystroke you make within the system, every idea you document there, every tool you build using that platform. It can identify what approaches worked best, what email language got responses and how you approached those clients. And all that knowledge can become part of the company AI, so it may eventually know, down to increasingly fine details, how you do your job.

Then comes the dangerous part for employees: The AI can pass that information along to anybody else who does your job, or in some cases just do the job itself. Over time, you could become a lot less valuable to your employer—and a lot more replaceable.

This dynamic may fundamentally change the relationship between employer and employee. The stakes are so high and so urgent that both sides are rushing to position (or protect) themselves. Executives are rapidly implementing enterprise AI systems, seeking productivity gains and competitive advantage—and they often aren’t disclosing the implications for job security and privacy. Meanwhile, at least some employees are secretly adopting personal AI tools, sometimes violating corporate policies, so that their employers can’t capture everything they know and do.
Capturing the essence

To understand what’s coming, you need to understand what enterprise AI systems actually are. These are different from the interfaces you use at home. Enterprise AI systems are platforms that integrate directly into corporate workflows—think of Microsoft Copilot embedded in Word, Excel and Outlook, or Salesforce’s Einstein AI woven into customer-relationship management. These systems sit inside the tools where you already work. And they can potentially capture much of your work within the platform, learning from many interactions, and embedding that knowledge into company-owned infrastructure.

What once lived only in employees’ heads, built through years of experience and hard-won expertise, is increasingly being institutionalized in real time. When you leave, at least some of your knowledge stays behind, embedded in systems that will be used by the AI and by your replacement (if a replacement is needed at all).

Imagine that you’re a senior software engineer debugging a system crash. You run a bunch of tests to figure out the problem, and when you discover the solution isn’t in the documentation, you develop a novel workaround. You share the solution with the company, obviously, but the expertise and techniques that you brought to the problem were all yours, in a fundamental way. You figured out the workaround because of what you know and how you work.
That is the way things used to be, anyway. When you do your work through enterprise AI, though, the system doesn’t just record your solution. It can capture your problem-solving approach: which questions you asked first, how you refined the search when initial attempts failed, potentially even the logical steps that led you from symptom to cause. The next time junior engineers face a similar crash, the system may be able to guide them through elements of the methodology you used.

You haven’t lost your expertise. But now the employer also has access to key aspects of that expertise, in a form it controls and can deploy to other employees without you. It has a partial blueprint for how you think, and some of the knowledge that once made you indispensable is now a reproducible company asset.
Making it personal

These revolutionary changes seem to put workers in a tight spot. But I believe employees have an alternative—one that isn’t easy, but could help move the power dynamic back in their favor. Specifically: Employees should consider avoiding their company AI systems when possible and use personal AI tools like ChatGPT, Claude, Gemini, Copilot or dozens of others.

These tools operate on completely different terms than enterprise AI. You access them directly. You own your prompts, your workflows, your customizations. The knowledge you create stays with you. Most critically, when you walk out the door, your AI-enhanced capabilities walk with you.

Maybe you’re required to use your company’s enterprise AI for client work. But all the strategic thinking you do before engaging with clients? Develop that using personal AI tools.

I spoke with a regional vice president at an energy company who does exactly that: He uses his firm’s enterprise system for required compliance and documentation, but develops new analytical approaches and tests complex decisions in personal AI tools. The novel insights stay his.
What can be done?

Using personal AI tools is just the first step employees should take, however. To really change the power dynamic, they can act on other fronts.

• Negotiate upfront. When joining a company, people should treat access to AI tools like intellectual-property ownership. Most employment agreements cover IP created on the job, but employees should dig further into a company’s policies before signing on: What gets captured through enterprise AI? How long is that data retained? Can you use personal AI tools for skill development? Can you request deletion of your contributions if you leave?

Most companies haven’t thought through these questions yet, which means there is room to establish reasonable boundaries before you’re locked in.

• Support collective action. Individual opt-out of AI is often impossible, so unions and professional associations need to pay attention. With collective bargaining, workers could demand transparency about the use of enterprise AI and demand fair compensation for the knowledge it gathers. Without collective power, individual employees will keep clicking “accept” on agreements that restructure their jobs simply because they have no alternative.

Concerted employee action may start to change the AI calculus. Employers may find that enterprise AI systems do capture knowledge, but at a steep cost: They may drive away the most talented employees, ones who realize they can build more valuable, portable capabilities with personal tools.

AI is breaking the traditional model of employment in real time faster than anyone realizes. The companies and employees who understand these dynamics will position themselves to capture AI’s benefits. Those who don’t may find themselves on the losing side of the biggest workplace shift in a generation.

Has anyone actually seen an LLM AI product in production here? Management is telling us we have to strive towards this. Who is asking for this? What do the customers think?

With AI coming, should engineers unionize? I believe upper management is going to continue to squeeze engineers and with knowledge worker tasks being transferred to AI agents... it makes the work of an engineer procedural rather than design. That's very much like factory work.

I don't see any other way to spread the wealth. The alternative feels like "to get squeezed".

This goes without saying, but everyone’s job is on the chopping block. They are hellbent on getting this AI stuff implemented ASAP. The most infuriating aspect is that these head honchos have NO CLUE about the technology, and they expect everyone to assist in their own demise. They know they want it, but they have no understanding of how it works. Now, these crybabies are complaining about security risks which Google poses AFTER they promoted that as one of the top reasons they are converting, besides “collaboration”. The next time your boss asks you to do something, say to them, “Let AI do it”. Then, when it gets it wrong, you can laugh in their faces and tell them to reap what they sow.

This is exactly what the plan has always been since AI came along.

https://www.wsj.com/lifestyle/careers/ai-knowledge-capture-employees-a69a0e1c

It isn’t whether artificial intelligence is going to replace them. It’s who will control the knowledge that companies capture from their employees.

By: Matthew Call
Feb. 15, 2026 12:00 pm ET

Walk into any corporate office, and you’ll hear the same anxious conversation: Will AI eliminate white-collar jobs?

The optimists insist that new jobs will emerge to replace the ones we lose—after all, it has happened in previous tech revolutions. Pragmatists argue the workforce will simply become more productive with artificial intelligence, creating more value with minimal job cuts. And the pessimists fear entry-level knowledge workers will become obsolete altogether.

But this debate misses a crucial dynamic. Right now, workers are potentially training AI how to make them obsolete. And they often don’t realize it.

The kind of AI used by companies, called an enterprise AI system, can capture everything you do at work and use that information to train itself. These systems can record your interactions within the platform—the prompts you write, the documents you create, the queries you run.

In other words, the company can potentially track—and claim ownership of—every keystroke you make within the system, every idea you document there, every tool you build using that platform. It can identify what approaches worked best, what email language got responses and how you approached those clients. And all that knowledge can become part of the company AI, so it may eventually know, down to increasingly fine details, how you do your job.

Then comes the dangerous part for employees: The AI can pass that information along to anybody else who does your job, or in some cases just do the job itself. Over time, you could become a lot less valuable to your employer—and a lot more replaceable.

This dynamic may fundamentally change the relationship between employer and employee. The stakes are so high and so urgent that both sides are rushing to position (or protect) themselves. Executives are rapidly implementing enterprise AI systems, seeking productivity gains and competitive advantage—and they often aren’t disclosing the implications for job security and privacy. Meanwhile, at least some employees are secretly adopting personal AI tools, sometimes violating corporate policies, so that their employers can’t capture everything they know and do.

Capturing the essence

To understand what’s coming, you need to understand what enterprise AI systems actually are. These are different from the interfaces you use at home. Enterprise AI systems are platforms that integrate directly into corporate workflows—think of Microsoft Copilot embedded in Word, Excel and Outlook, or Salesforce’s Einstein AI woven into customer-relationship management. These systems sit inside the tools where you already work. And they can potentially capture much of your work within the platform, learning from many interactions, and embedding that knowledge into company-owned infrastructure.

What once lived only in employees’ heads, built through years of experience and hard-won expertise, is increasingly being institutionalized in real time. When you leave, at least some of your knowledge stays behind, embedded in systems that will be used by the AI and by your replacement (if a replacement is needed at all).

Imagine that you’re a senior software engineer debugging a system crash. You run a bunch of tests to figure out the problem, and when you discover the solution isn’t in the documentation, you develop a novel workaround. You share the solution with the company, obviously, but the expertise and techniques that you brought to the problem were all yours, in a fundamental way. You figured out the workaround because of what you know and how you work.

That is the way things used to be, anyway. When you do your work through enterprise AI, though, the system doesn’t just record your solution. It can capture your problem-solving approach: which questions you asked first, how you refined the search when initial attempts failed, potentially even the logical steps that led you from symptom to cause. The next time junior engineers face a similar crash, the system may be able to guide them through elements of the methodology you used.

You haven’t lost your expertise. But now the employer also has access to key aspects of that expertise, in a form it controls and can deploy to other employees without you. It has a partial blueprint for how you think, and some of the knowledge that once made you indispensable is now a reproducible company asset.

Making it personal

These revolutionary changes seem to put workers in a tight spot. But I believe employees have an alternative—one that isn’t easy, but could help move the power dynamic back in their favor. Specifically: Employees should consider avoiding their company AI systems when possible and use personal AI tools like ChatGPT, Claude, Gemini, Copilot or dozens of others.

These tools operate on completely different terms than enterprise AI. You access them directly. You own your prompts, your workflows, your customizations. The knowledge you create stays with you. Most critically, when you walk out the door, your AI-enhanced capabilities walk with you.

Maybe you’re required to use your company’s enterprise AI for client work. But all the strategic thinking you do before engaging with clients? Develop that using personal AI tools.

I spoke with a regional vice president at an energy company who does exactly that: He uses his firm’s enterprise system for required compliance and documentation, but develops new analytical approaches and tests complex decisions in personal AI tools. The novel insights stay his.

What can be done?

Using personal AI tools is just the first step employees should take, however. To really change the power dynamic, they can act on other fronts.

• Negotiate upfront. When joining a company, people should treat access to AI tools like intellectual-property ownership. Most employment agreements cover IP created on the job, but employees should dig further into a company’s policies before signing on: What gets captured through enterprise AI? How long is that data retained? Can you use personal AI tools for skill development? Can you request deletion of your contributions if you leave?

Most companies haven’t thought through these questions yet, which means there is room to establish reasonable boundaries before you’re locked in.

• Support collective action. Individual opt-out of AI is often impossible, so unions and professional associations need to pay attention. With collective bargaining, workers could demand transparency about the use of enterprise AI and demand fair compensation for the knowledge it gathers. Without collective power, individual employees will keep clicking “accept” on agreements that restructure their jobs simply because they have no alternative.

Concerted employee action may start to change the AI calculus. Employers may find that enterprise AI systems do capture knowledge, but at a steep cost: They may drive away the most talented employees, ones who realize they can build more valuable, portable capabilities with personal tools.

AI is breaking the traditional model of employment in real time faster than anyone realizes. The companies and employees who understand these dynamics will position themselves to capture AI’s benefits. Those who don’t may find themselves on the losing side of the biggest workplace shift in a generation.

{Matthew Call is an associate professor in the department of management at Texas A&M University’s Mays Business School.}

https://www.euronews.com/next/2026/02/11/cisco-president-warns-ai-agents-need-background-checks-like-human-employees