AI Is Smarter Than We Think. But So Are We.

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From Day One Editors
January 29, 2026 • Estimated Reading Time: 18 minutes

There’s no real benefit in sugarcoating the future of work: AI is sure to replace jobs, and already has.

But that’s only half the story, says Paul Pavlou, PhD, the dean of the University of Miami Herbert Business School. The other half, how AI can elevate human potential in ways we’ve barely begun to imagine, demands the same attention.

During a fireside chat in Miami, Pavlou shared insights from his research on AI, decision-making, and organizational change, arguing that AI is “an order of magnitude” more transformative than breakthroughs like electricity or the internet.

Redefining What Technology Can Do

Unlike tools that simply automate tasks, AI represents something fundamentally different: a technology designed to overcome human limitations rather than merely extend or mimic human capabilities. “It thinks like us [and in some ways], better than us,” he said. This distinction shifts the conversation from what AI can do for us to what it reveals about our own abilities.

The implications become stark when examining certain professions. Take radiology, for example, Pavlou points out that machines can analyze scans faster and more accurately than physicians. With that in mind, what is his advice for prospective students? Don’t become a radiologist if your job security depends on regulations requiring a human to perform tasks a machine handles better.

This isn’t necessarily bad news for society, he says. Better, faster diagnostic capabilities mean earlier disease detection and improved patient outcomes, even if it means fewer radiologists.

The Autonomy Paradox

Pavlou’s research on consumer decision-making revealed an intriguing paradox: people usually prefer to make their own choices, even when they know an algorithm could, theoretically, recommend something better. In studies examining how shoppers choose clothing, researchers found that shoppers, particularly women, would rather make the final decision instead of accepting AI’s recommendation.

This desire for autonomy extends beyond retail. Whether you’re an HR manager, or an executive, professionals want to understand why AI recommends specific actions rather than blindly accepting its output. “I want to have the last word,” Pavlou said to describe how people want to remain empowered to make their own decisions.

This insight has big implications for how organizations use AI. The technology works best not as a replacement for human judgment, but as a tool that enhances it, with humans maintaining ultimate control—and accountability.

Beyond Individual Jobs to Lifelong Learning

According to Pavlou, there has to be a shift in how organizations think about workforce development. AI’s rapid advancement means upskilling and reskilling can no longer be confined to early career stages. Companies increasingly approach him for guidance on what their employees need to know about AI.

This demand has shifted executive education, elevating it from a secondary offering to a strategic priority, says Pavlou. Organizations need different training at different levels: foundational skills for entry-level employees, experimental mindsets for middle managers, and strategic frameworks for C-suite executives who must create organizational cultures open to AI adoption while establishing appropriate guardrails.

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Upcoming Webinars

February 5

In today's competitive talent market, the candidate experience can make or break your ability to attract and retain top performers. But what does it really take to build trust and transparency throughout the hiring journey—for both candidates and employers? Join us for an insightful fireside chat where we'll explore how leading organizations are reimagining the hiring process to create authentic, trustworthy experiences that benefit everyone involved.

February 19

The transition from maternity leave back to work is one of the most critical moments in an employee’s experience, and one of the most vulnerable points for retention. In this session, we’ll discuss how supporting postpartum recovery, mental health, lactation support, and a clear return to work plan can help new parents succeed and build stronger teams in the workplace. What does meaningful postpartum support look like beyond paid leave? How can managers be equipped to lead with empathy during this period? What does a structured return to work plan include, and how can it reduce burnout and turnover?

February 26

Comprehensive, family-focused health benefits are no longer just a perk. They’re a strategic tool for managing costs, improving outcomes, and strengthening engagement. Backed by new insights from our audience research, this session will explore how a smarter benefits design can deliver value for both employees and the business. Which benefits have the greatest opportunity to reduce healthcare costs? What makes a family health benefit comprehensive and inclusive for today’s workforce? How can companies measure the ROI on their offerings?

March 10

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March 12

2026 LSA Benchmark: Global Insights to Design High-impact Benefits

Benefits budgets are under continued scrutiny. Health premiums are at a 15-year high, and the gap between what employees need and what employers can afford keeps getting wider. For years, Lifestyle Spending Accounts were treated as far-ranging, discretionary lifestyle perks. But new data from Forma’s 2026 LSA Benchmark Report tells a different story. Built on insights from 300+ employers and 1 million employees across 110 countries, the report shows a clear shift: leading organizations use LSAs as infrastructure to deliver purposeful benefits efficiently, not as an overwhelmingly broad perk.

March & Beyond

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