TRANSFORMATION OF WORK When I graduated from college in 1990, jobs like “web designer,” “SEO strategist,” and “data scientist” didn’t exist. When my co-founders and I launched LinkedIn thirteen years later in 2003, none of our users had jobs like “social media manager,” “TikTok influencer,” or “virtual reality architect.” With GPT-4 and other forms of AI, we’re going to see similar impacts on industry trends, overall work patterns, and career paths. The companies, professions, and individuals who figure out how to incorporate these new tools into their workflows in the most innovative and productive ways will fare best. The ones that don’t adapt in strategic ways will struggle to maintain their relevance and competitiveness in a changing marketplace. In my opinion, ignoring AI is like ignoring blogging in the late 1990s, or social media circa 2004, or mobile in 2007. Very quickly, some degree of facility with these tools will be increas- ingly essential for all professionals, a primary driver for new opportunities and new jobs. Developing skills and competen- cies in it now will yield benefits for years to come. It’s also true that the changes AI will bring will have negative impacts as well as positive ones. Previous technology revolu- tions disrupted specific subgroups, like the craftsmen whose 110