“What we’re trying to help people understand is that [an AI agent] is a co-worker that’s going to help you be more productive, not someone who’s going to replace you.”
Context
The remark comes from Mike Anderson, chief digital and information officer at cloud security company Netskope, in a Wall Street Journal report examining how corporate technology and human resources teams are jointly preparing staff for AI-driven change in the workplace.
The report describes how organisations are reshaping processes and structures in response to what executives see as a long-term shift in how work is carried out. Netskope has been working to change employee perceptions of AI, with Anderson and chief people officer Patsy Gilmore collaborating to show staff that digital agents are tools meant to support, not supplant, their roles.
Across businesses, the article notes that concerns about job losses and new digital co-workers are prompting closer alignment between IT and HR as both groups guide employees through unfamiliar territory.
Meaning
Anderson’s statement conveys that AI agents are intended to function as supportive colleagues rather than rivals. By depicting them as co-workers, he signalled that staff should see the technology as part of day-to-day collaboration rather than a threat to their jobs.
The framing reflects a wider shift in how businesses are approaching AI adoption. Rather than focusing solely on automation, leaders are seeking to maintain trust and reduce anxiety by emphasising shared workflows and the need for employees to learn, experiment and adapt.
It also points to an emerging culture in which people and AI tools work together in service of productivity and problem-solving.
Implications
The comment reinforces the growing expectation that HR teams will take an active role in shaping employees’ understanding of AI and its place within organisational life. Training programmes, clear communication and manager support will be essential if staff are to work confidently with digital agents.
Companies may need to rethink job design, career paths and performance measures as AI takes on more routine tasks. Ensuring that employees have time to become comfortable with new tools, and that learning and development teams are equipped to deliver relevant upskilling, will be central to successful adoption.
The message also carries a warning. Without thoughtful implementation and open discussion, AI risks fuelling uncertainty and disengagement. When staff feel excluded from decisions about technology, perceptions of replacement can harden, even when the intention is augmentation.
Anderson’s line is ultimately a reminder that the future of work depends as much on communication and culture as on coding. HR and technology leaders who treat AI agents as partners in human productivity, and help employees to do the same, will be better placed to build workplaces where confidence, capability and collaboration grow together.
