How AI is Reshaping Work and the Metrics We Use, According to Jason Averbook

In a recent LinkedIn post, Jason Averbook discusses the profound shift in how work is structured and measured, driven by the advent of artificial intelligence. Averbook argues that traditional organizational models, built around specialization and narrow focus, are no longer aligned with the capabilities AI unlocks. He highlights the need for a fundamental reset in how we view human potential in the workplace.

Averbook begins by pointing out the historical context of how organizations have been built.

“We didn’t just build systems around limits, we built and organizated people around them too. We told them to focus, specialize, stay in their lane (silo) And they did because that’s what the work required.”

The AI-Driven Evolution of Work

According to Averbook, the core premise of his post is that AI fundamentally alters the nature of work itself. This change, he suggests, presents an unprecedented opportunity to understand what people are truly capable of when the rigid boundaries of specialized roles are removed. As Averbook states:

“AI changes what the work requires. This means we finally get to ask what people are actually capable of when the lane disappears.”

This transition, in Averbook’s view, is not merely about adopting new technology but about a deeper re-evaluation of human contribution. He emphasizes that the potential unlocked by AI requires a corresponding evolution in our understanding and valuation of human skills and creativity.

Rethinking Measurement and Value

A significant concern raised by Averbook is the potential for organizations to misinterpret this shift. He warns against the trap of simply applying new metrics to old ways of thinking. If companies free their employees from structured tasks but continue to measure them against the same rigid, structured metrics, Averbook argues that the fundamental constraint remains, albeit in a new guise.

In his words:

“The only question I’d add: are we ready to value the answer? Because if we free people from structured work and measure them against structured metrics, we’ve just moved the constraint. Same walls, new coat of paint.”

This analogy of “same walls, new coat of paint” powerfully illustrates Averbook’s point that superficial changes will not suffice. True progress, as highlighted by Averbook, requires a genuine commitment to understanding and valuing the expanded capabilities of a workforce empowered by AI. He urges leaders to consider whether they are prepared to adapt their performance evaluation systems and organizational culture to truly embrace this new era of work, moving beyond outdated structures to unlock the full potential of their people.