Making humans and AI colleagues, not competitorsA key question for leaders is how they should design their workforce in a world where humans and machines will increasingly work side by side.Amanda FlouchWork redesign is a must to leverage the potential of artificial intelligenceGift this article4 min read8 hours agoA worrying gap is opening across businesses worldwide: expectations for artificial intelligence (AI) are soaring yet planning for how work will evolve in an intelligent future has barely begun. The pace of technological advancement is so rapid that many leaders feel they are being asked to build the plane while flying it.Amid the excitement, many organisations have developed tunnel vision. Deloitte’s latest State of AI in the Enterprise report captures this trend: over a third of the more than 3000 surveyed global leaders expect at least 10 per cent of jobs at their organisation to be fully automated within a year. Yet at the same time, 84 per cent of companies have not redesigned work around AI capabilities. Planning for widespread automation while failing to plan for the consequences is a common oversight that leads to falling morale, lower productivity, higher turnover and strategic drift.A key question for leaders is how they should design their workforce in a world where humans and machines will increasingly work side by side. This question was the topic of a panel I recently moderated at Deloitte CONNECT 2026, a one-day event where more than 500 business leaders and decision makers came together to discuss what it will take for Australia to become a global leader in AI and technology.Unanimously, my panellists agreed that designing the future workforce is a strategic task for leadership, and not just a technology problem. Proving this point, we discussed research in Deloitte’s 2026 Global Human Capital Trends report that found 59 per cent of organisations are pursuing a technology-led approach to AI.In practice, that often means layering AI tools onto legacy systems and processes rather than rethinking how humans and AI interact, collaborate and make decisions. In other words, putting the cart before the horse. Amanda Flouch is Human Capital National Lead Partner at Deloitte Australia.It’s a classic error. Deloitte research shows organisations are twice as likely to exceed their return-on-investment expectations for AI when they prioritise work design, thoughtfully redefining how humans and machines share tasks and responsibilities. As one of my panellists pointed out, doing this with empathy and transparency will be critical to doing this well. Encouragingly, leaders increasingly recognise what is at stake. Two-thirds say the intentional design of human-AI interaction will be critical to organisational success. Yet only 6 per cent believe their organisation is leading in this area.The micro and macro approachEffective human-AI collaboration will not happen by accident. It requires deliberate design at two levels: the macro level, across the organisation, and the micro level, within individual teams and roles.At the macro level, organisations need a clear strategy, governance and design principles that shape how humans and AI work together. At the micro level, leaders must rethink how specific tasks, teams and roles are structured around AI capabilities.Some organisations are already considering this kind of structural change. According to the State of AI in the Enterprise report, 53 per cent have explored flatter or pod-based models as fewer roles require traditional supervision.Leaders should begin this kind of work design with a clear strategic ambition for both business and human outcomes. Cost savings and productivity gains will be difficult to sustain if the workforce driving them is demoralised or lacking direction. Organisations should establish guiding principles for how people and machines should interact. These principles should be anchored in the organisation’s purpose and values, reflecting the essential quality of empathy, while emphasising transparency and outcomes.As human-AI collaboration touches technology, people, risk and culture, responsibility increasingly spans the entire C-suite and a clear framework must be articulated to all stakeholders, especially people. At the micro level, leaders face a more practical question: what kind of relationship should humans have with AI in their daily work?In some cases, people will supervise AI systems. In others, AI may guide or direct certain tasks. In more creative or analytical roles, the relationship may be more iterative, with AI acting as a thought partner, coach or collaborator.Choosing the right interaction model depends not only on the nature of the work but also on the preferences of employees themselves. Creative professionals, for instance, may resist AI systems that feel overly controlling, while other groups may welcome more structured guidance.Different interaction models also require clear role definitions. An AI “direct report” needs formal protocols and training, with humans overseeing its output. An AI collaborator is most effective when responsibilities and decisions are shared, acting as a thought partner or coach rather than a subordinate. The future will favour not just the fastest adopters but the most deliberate designers. Leaders who use AI to amplify the people who make their organisations exceptional will unlock the full potential of agentic AI and deliver lasting value.Amanda Flouch is Human Capital National Lead Partner at Deloitte Australia.  -DisclaimerThis publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. 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