AI Revolutionizes Management: Managers, Free Yourself from Tasks

AI and the Transformation of Managerial Roles

In the world of management, artificial intelligence (AI) is redefining the contours of daily work. Ask a vice president what they regret most about their job, and many will respond that it is the work itself—not the strategic presentations or workforce planning, but the architectural decisions and complex problems that have made them competent. Huw Slater, founder of readywhen, believes that at least one-third of a manager's tasks could be automated by AI. This automation would allow managers to focus on strategic and architectural decisions rather than getting lost in administrative tasks.

Slater describes the current role of managers as that of a "mailbox," where they spend a significant portion of their time relaying information between teams. With AI, this coordination function could be reduced, freeing up time for more meaningful tasks. "A large part of your time as a manager is spent being a mailbox," Slater states, emphasizing that if one-third of the work changes, the entire job changes.

Managerial Skills Against Time

The best vice presidents operate according to three distinct modes: staying close to their domain to make sound decisions, coaching and developing the people around them, and driving the execution of decisions. However, most succeed in only one of these aspects, as two-thirds of their week is already gone before they can achieve it. Leah Sutton, head of talent at Balderton Capital, observes that essential management skills, such as curiosity, communication, and the ability to build trust, have not changed. However, the time available to apply them is increasingly limited.

Commitments made during meetings are often not followed up on, and accountability is often implicit rather than explicitly assigned. This situation leads to a compression of essential tasks such as expertise, coaching, and execution. "It's about learning to let go of that layer of coordination, which can sometimes feel like a comfort blanket," explains Slater. Managers should focus on what they do best.

The Risks of Poor AI Management

Lenke Taylor, head of human resources at Personio, warns against the risks of poorly integrating AI into management. She fears that it could create work environments where employees are burned out and less productive, spending their time exchanging messages instead of focusing on creative and strategic tasks. "This will create environments where employees are much more likely to burn out and be less productive over time," Taylor states.

Companies that successfully integrate AI effectively view the freed-up time as an opportunity to focus on crucial architectural decisions and strategic client interactions, rather than falling into a cycle of sterile communication. Vice presidents who return to architectural decisions determine what the company can ship or engage in conversations with clients that decide renewals.

The Gap Between Companies

Leah Sutton notes that not all companies are progressing at the same pace in adopting AI. Most are not yet "AI natives" and still have to navigate a significant learning curve. "Not all companies are progressing at the same pace," she says. For vice presidents who understand the importance of this transition, the stakes are not just about efficiency, but about reclaiming their expertise to focus on tasks that only they can accomplish. "The stakes are not about efficiency," Slater declares, "it's that the people who are truly excellent at their jobs should spend their time on the things that only they can do."