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Goldman Sachs CIO: Prepare AI natives to shape future of work—as only they can

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Agentic AI is driving a monumental, generational shift that is poised to revolutionize industries and reshape workforce dynamics in ways we are only beginning to understand. Soon, human and AI “workers” will learn to coexist, collaborate, and thrive together. The path to that future, and the success of this collaboration, will depend on the next generation of talent leading the way.

Agentic AI refers to artificial intelligence systems that can perform tasks on behalf of humans and make independent decisions without direct oversight. These systems can reason based on context, memory, and available data, generate detailed plans, and autonomously execute the steps required to complete a task. Their growing capabilities mark a shift from passive tools to active collaborators.

While some speculate that agentic AI will displace many junior-level roles—and there may well be a certain level of recalibration—the reality is more nuanced. Rather than diminishing the importance of early-career workers, this shift makes them more critical than ever for one simple reason. The generation now entering the workforce has “grown up” alongside generative AI. They are more comfortable with its pace and equipped to shape its future. They are “AI natives.”

At the same time, as someone famously said, ‘there’s no compression algorithm for experience, and experience and sound judgement are not intrinsically an attribute of generative AI, which at best is 4 years old and still undergoing rapid evolution. Which begs the question: Who’s going to provide experienced supervision to a potentially limitless number of AI agents entering the workforce?

Understanding how we nurture a generation of AI natives—and equip them with the right skills and tools to be leaders and not passive observers of this transformation—will be critical to defining the future of work, and society at large. Their instincts, creativity, and adaptability will determine how successfully we integrate AI into our organizations not just as a tool but as a partner. The challenge ahead is beyond technological; it is cultural, educational, and distinctively human.

The new AI paradigm

Here’s the first thing we need to come to terms: This is a new game with new athletes who are likely more proficient than previous players ever will be.

Think of it this way: If you’re asked to learn the piano later in life, you might be enthusiastic and dedicated, but the odds of becoming a prodigy are slim. Similarly, think about someone who learned to use a computer well into adulthood. Even decades later, their typing, mouse usage, or navigation of user interfaces often reveals their late start.

The same dynamic is now unfolding with AI tools. A generational divide is emerging—not because more seasoned professionals lack intelligence or drive, but because they didn’t grow up with these tools. For those who aren’t AI natives, adapting to an AI-first or AI-hybrid workforce may prove more difficult than we anticipate. However, that’s where most of the institutional knowledge and experience lies. 

Several technological shifts have created similar knowledge vacuums: the introduction of computers, the internet, mobile, cloud technologies, and others. In each case, it took a decade or more before fluency became a baseline requirement for certain roles. Those who couldn’t adapt either transitioned into roles that didn’t require those skills or exited the workforce altogether. What’s different now is the speed. The AI shift is happening in years, not decades. Workers who lack proficiency in leveraging AI tools will fall behind, and those who have learned to harness it to elevate their work will advance.

As with every major technological shift, a new generation of leaders is emerging, particularly entrepreneurs whose native fluency with AI is reshaping the landscape. Consider the CEOs of companies like Devin, Windsurf, and Scale AI—all AI natives. Could one of them be the next Bill Gates or Michael Dell? It’s possible. Our responsibility as a society and as leaders is therefore twofold: to maximize the potential of this new generation of AI natives, and to ensure the rest of the workforce focuses on accelerating the “path to seniority” for our junior athletes. 

Investing in AI natives

Our priority must be to invest in junior talent who will redefine the industries we work in. While the exact contours of this transformation are difficult to predict, its scale is easy to imagine if we accept that AI is the most profound technological disruption of our time. In a world where technology evolves at sonic speed, our focus must be on ensuring that human adaptation keeps pace. Simply put, we need to train our best athletes for this new arena and equip them with the essential skills to manage and lead this change in an accelerated way.

With the arrival of agentic AI, the ability to spin up AI coworkers on demand will soon be a baseline capability. This shift will require even the most junior employees and individual contributors to master three foundational management skills: Describing a task clearly, delegating it effectively to an AI agent, and supervising the results. Supervision is especially critical in a world where agent technology is still maturing. The failure mode here is not technological, it’s organizational. Delegating work to an agent without the ability to supervise it is a recipe for disaster, which is why we must instill a new sense of quality control and agency in our people.

As an example, AI systems today are highly sensitive to how questions are posed. The prompt or “context” is processed by the AI’s attention layers, which determine the relative importance of each word or token. A slight miscommunication can be amplified, distorting the output. In the case of autonomous agents, hallucinations don’t just lead to bad answers, they can trigger incorrect or even dangerous actions. Until we are confident these tools will not act irrationally, we must keep humans in the loop. Therefore, rethinking the concept of agency is essential.

Agency, in this broader sense, includes the tasks delegated to an AI agent, how those tasks are executed, and how the agent communicates with humans, data sources, and other agents. New communication protocols like MCP and A2A are emerging to standardize these interactions. But the human role remains central.

As junior employees take on the responsibilities of “managers,” the traditional boundaries between business and engineering are dissolving. Much like how product managers and engineers have converged, today’s professionals must be fluent in both domains. To be a great engineer now means also being a great product manager: understanding the customer, defining the roadmap, identifying risks and biases, and designing compensating controls. This is the mindset we must cultivate in our AI-native workforce. They will be expected to manage their AI agents not just by issuing commands, but by understanding their capabilities and limitations, and by anticipating risks before they become problems. Supervision is key, which requires experience, and experience requires time—which, at this pace of change, is a scarce commodity. 

Cultural transformation

The rise of artificial intelligence is not merely a technological evolution—it is a cultural transformation that is reshaping the very fabric of organizations. Its impact reaches far beyond productivity gains, challenging how we structure teams, define roles, and manage performance in a hybrid workforce of humans and AI agents.

We are entering an era where developers no longer write code alone, and knowledge workers can summarize complex documents in seconds. But these are surface-level changes. At a deeper level, we must reconfigure the foundational elements of our businesses: how we collaborate, how we lead, and how we grow. This transformation is not solely technical; it is also largely psychological and managerial. As AI agents become embedded in daily workflows, human employees will experience a shift in identity, agency, and expectations. Leaders must therefore rethink management science itself. We must design new models for onboarding, training, and career development—not just for people, but for AI agents as well.

Much like humans, AI agents will require “career paths” and governance frameworks, and mapping out what role they will play, how they can be best utilized and where they should be deployed will become a part of the management process. We must also prepare our human teams to work alongside virtual colleagues who are more efficient, scalable, and can work 24 hours a day 7 days per week. And, unless we turn them off, they will never quit or retire. 

To navigate this shift, we must equip employees with the skills to manage AI responsibly. This includes the ability to communicate, delegate, and supervise. In a world where anyone can spin up a number of virtual coworkers, with the main constraint being cost, the concept of individual contributor is shifting into one of the player-coach. 

Supervision is key to this evolution. We must ensure that the one who delegates has the ability to check the quality of the work being created by an AI. Imagine an airline that, because of the introduction of the autopilot with auto-land and auto-take-off features, decides to fill some of the flights with only junior pilots. Would we sense the same level of safety and quality control? Only if we felt the junior pilots were properly equipped to supervise. 

Ultimately, cultural transformation in a period of such sharp technological advancement is about more than adopting new tools. It is about forming a new generation of leaders and accelerating their path to experience, equipping them with managerial skills from the outset and leveraging their innate familiarity and proficiency with this new technology.

Today, technology change is ahead of human change. It’s easier to change software and AIs than it is to rewire the human brain, to break old habits and create new skills. Non-AI natives—most of us—have possibly the most challenging task of all: to pass the baton to a new generation of humans entering the workforce and equip them with the skills necessary to manage something that the current generation does not fully understand. All this, without the luxury of time. 

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

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Former Amazon exec warns Netflix-WBD deal will make Hollywood ‘a system that circles a single sun’

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A Netflix-Warner Bros. merger would risk a monopsony where a single buyer wields enormous control over the marketplace, the former head of Amazon Studios warned.

Roy Price, who is now chief executive of the studio International Art Machine, wrote in a New York Times op-ed on Saturday that predictions of doom are nothing new in the film industry, pointing to the advent of TV, home video, streaming, and AI.

“But if Netflix acquires Warner Bros., this long-prophesied death may finally arrive, not in the sense that filmmaking will cease but in the sense that Hollywood will become a system that circles a single sun, materially changing its cultural output,” he added. “All orbits—every deal, every creative decision, every creative career—will increasingly revolve around the gravitational mass and imprimatur of one entity.”

To be sure, Netflix has said Warner Bros. operations will continue, and the studio’s films will still be released in theaters. Meanwhile, Warner’s TV channels will be spun off via a separate company, though HBO will be included in Netflix.

But Price said the danger “is not annihilation but centralization,” with the combined company accounting for an even bigger slice of overall content spending.

A reduction in bidders also means less content will be produced, while a separate development culture, set of tastes, and risk tolerances will be sidelined, he predicted.

“A Netflix merger with Warner Bros. would create a monopsony problem: too few buyers with too much bargaining power,” Price explained. “Writers, directors, actors, showrunners, puppeteers, visual effects artists—all are suppliers. The fewer buyers competing to hire them, the lower their compensation and the narrower their opportunities.”

Such reasoning sank Penguin Random House’s attempt to merge with Simon & Schuster that would’ve created a book publisher with too much leverage over authors, he pointed out.

Of course, the remaining players in Hollywood and content creation are giants in their own right as well. A KPMG survey of spending in 2024 put NBC Universal parent Comcast at the top with $37 billion, followed by Alphabet’s YouTube ($32 billion), Disney ($28 billion), Amazon ($20 billion), Netflix ($17 billion) and Paramount ($15 billion). Comcast and Paramount also made bids for Warner Bros.

Theater owners, producers and other creative workers have also voiced opposition to the deal. In addition to the business impact of a Warner Bros. takeover, other opponents raised even weightier concerns.

Oscar winner Jane Fonda sounded the alarm on a “constitutional crisis” and demanded that the Justice Department not use its regulatory power to “extract political concessions that influence content decisions or chill free speech.”

For its part, the Trump administration views the deal with “heavy skepticism,” sources told CNBC. The merger is expected to face exceptional antitrust scrutiny, and Netflix’s $5.8 billion breakup fee is among the biggest ever.

On Wall Street, analysts see a tech angle in the merger, namely the importance of content to train and power the next generation of AI models that will shape the entertainment industry’s future.

The acquisition of Warner Bros. would help Netflix stand out in an AI future, Divyaunsh Divatia, research analyst at Janus Henderson Investors, said in a note on Friday.

“They’re also levering up on premium entertainment at a time when competition on engagement from short form video is expected to intensify especially if AI models democratize video creation at an increasing rate,” he wrote.



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25-year DEA veteran charged with helping Mexican drug cartel launder millions of dollars, secure guns and bombs

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A former high-level agent with the U.S. Drug Enforcement Administration and an associate have been charged with conspiring to launder millions of dollars and obtain military-grade firearms and explosives for a Mexican drug cartel, according to an indictment unsealed Friday in New York.

Paul Campo, 61, of Oakton, Virginia, who retired from the DEA in 2016 after a 25-year career, and Robert Sensi, 75, of Boca Raton, Florida, were caught in sting involving a law enforcement informant who posed as a member of the Jalisco New Generation Cartel, prosecutors said.

The cartel, also know as CJNG, was designated as a foreign terrorist organization by the U.S. in February.

U.S. Attorney Jay Clayton said Campo betrayed his DEA career by helping the cartel, which he said was responsible for “countless deaths through violence and drug trafficking in the United States and Mexico.”

Campo and Sensi appeared Friday afternoon before a magistrate judge in New York, who ordered them detained without bail. Their lawyers entered not guilty pleas on their behalf.

Campo’s lawyer, Mark Gombiner, called the indictment “somewhat sensationalized and somewhat incoherent.” He denied the two men had agreed to explore obtaining weapons for the cartel.

Prosecutors say pair talked of laundering money, obtaining weapons

Over the past year, Campo and Sensi agreed to launder about $12 million in drug proceeds for the cartel and converted about $750,000 in cash to cryptocurrency, thinking it was going to the group when it really went to the U.S. government, the indictment said. They also provided a payment for about 220 kilograms of cocaine they were told would be sold in the U.S. for about $5 million, thinking they would get a cut of the proceeds, prosecutors said.

The two men also said they would look into procuring commercial drones, AR-15 semiautomatic rifles, M4 carbines, grenade launchers and rocket-propelled grenades for the cartel, the indictment said.

Campo boasted about his law enforcement experience during conversations with the informant and offered to be a “strategist” for the cartel, authorities said. He began his career as a DEA agent in New York and rose to become deputy chief of financial operations for the agency, the indictment said.

Evidence in the case includes hours of recordings of the two men talking with the informant, as well as cellphone location data, emails and surveillance images, Assistant U.S. Attorney Varun Gumaste said in court Friday.

Sensi’s attorney, Amanda Kramer, unsuccessfully argued that Sensi should be freed while he awaits trial, saying he wouldn’t flee partly because he has multiple health problems, including injuries from a fall two months ago, early-stage dementia and Type II diabetes.

Sensi was convicted in the late 1980s and early 1990s of mail fraud, defrauding the government and stealing $2.5 million, said the prosecutor, Gumaste. He said evidence shows Sensi also was engaged in a scheme to procure military-grade helicopters for a Middle East country.

Other criminal cases have roiled the DEA

DEA Administrator Terrance Cole said in a statement that while Campo is no longer employed by the DEA, the allegations undermine trust in law enforcement.

The DEA has been roiled in recent years by several embarrassing instances of misconduct in its ranks. The Associated Press has tallied at least 16 agents over the past decade brought up on federal charges ranging from child pornography and drug trafficking to leaking intelligence to defense attorneys and selling firearms to cartel associates, revealing gaping holes in the agency’s supervision.

Starting in 2021, the agency placed new controls on how DEA funds can be used in money laundering stings, and warned agents they can now be fired for a first offense of misconduct if serious enough, a departure from prior administrations.

Campo and Sensi are charged with four conspiracy counts related to narcoterrorism, terrorism, narcotics distribution and money laundering.

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Collins reported from Hartford, Connecticut. Associated Press writer Joshua Goodman in Miami contributed to this report.



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‘You have an entire culture, an entire community that is also having that same crisis’: Colorado coal town looks anxiously to the future

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The Cooper family knows how to work heavy machinery. The kids could run a hay baler by their early teens, and two of the three ran monster-sized drills at the coal mines along with their dad.

But learning to maneuver the shiny red drill they use to tap into underground heat feels different. It’s a critical part of the new family business, High Altitude Geothermal, which installs geothermal heat pumps that use the Earth’s constant temperature to heat and cool buildings. At stake is not just their livelihood but a century-long family legacy of producing energy in Moffat County.

Like many families here, the Coopers have worked in coal for generations — and in oil before that. That’s ending for Matt Cooper and his son Matthew as one of three coal mines in the area closes in a statewide shift to cleaner energy.

“People have to start looking beyond coal,” said Matt Cooper. “And that can be a multitude of things. Our economy has been so focused on coal and coal-fired power plants. And we need the diversity.”

Many countries and about half of U.S. states are moving away from coal, citing environmental impacts and high costs. Burning coal emits carbon dioxide that traps heat in the atmosphere, warming the planet.

President Donald Trump has boosted coal as part of his agenda to promote fossil fuels. He’s trying to save a declining industry with executive orderslarge sales of coal from public landsregulatory relief and offers of hundreds of millions of dollars to restore coal plants.

That’s created uncertainty in places like Craig. As some families like the Coopers plan for the next stage of their careers, others hold out hope Trump will save their plants, mines and high-paying jobs.

Matt and Matthew Cooper work at the Colowyo Mine near Meeker, though active mining has ended and site cleanup begins in January.

The mine employs about 130 workers and supplies Craig Generating Station, a 1,400-megawatt coal-fired plant. Tri-State Generation and Transmission Association is planning to close Craig’s Unit 1 by year’s end for economic reasons and to meet legal requirements for reducing emissions. The other two units will close in 2028.

Xcel Energy owns coal-fired Hayden Station, about 30 minutes away. It said it doesn’t plan to change retirement dates for Hayden, though it’s extending another coal unit in Pueblo in part due to increased demand for electricity.

The Craig and Hayden plants together employ about 200 people.

Craig residents have always been entrepreneurial and that spirit will get them through this transition, said Kirstie McPherson, board president for the Craig Chamber of Commerce. Still, she said, just about everybody here is connected to coal.

“You have a whole community who has always been told you are an energy town, you’re a coal town,” she said. “When that starts going away, beyond just the individuals that are having the identity crisis, you have an entire culture, an entire community that is also having that same crisis.”

Phasing out coal

Coal has been central to Colorado’s economy since before statehood, but it’s generally the most expensive energy on today’s grid, said Democratic Gov. Jared Polis.

“We are not going to let this administration drag us backwards into an overreliance on expensive fossil fuels,” Polis said in a statement.

Nationwide, coal power was 28% more expensive in 2024 than it was in 2021, costing consumers $6.2 billion more, according to a June analysis from Energy Innovation. The nonpartisan think tank cited significant increases to run aging plants as well as inflation.

Colorado’s six remaining coal-fired power plants are scheduled to close or convert to natural gas, which emits about half the carbon dioxide as coal, by 2031. The state is rapidly adding solar and wind that’s cheaper and cleaner than legacy coal plants. Renewable energy provides more than 40% of Colorado’s power now and will pass 70% by the end of the decade, according to statewide utility plans.

Nationwide, wind and solar growth has remained strong, producing more electricity than coal in 2025, as of the latest data in October, according to energy think tank Ember.

But some states want to increase or at least maintain coal production. That includes top coal state Wyoming, where the Wyoming Energy Authority said Trump is breathing welcome new life into its coal and mining industry.

Planning for the future

The Coopers have gone all-in on geothermal.

“Maybe we’ll never go back to coal,” Matt Cooper said. “We haven’t (gone) back to oil and gas, so we might just be geothermal people for quite some time, maybe generations, and then eventually something else will come along.”

While the Coopers were learning to use their drill in October, Wade Gerber was in downtown Craig distilling grain neutral spirits — used to make gin and vodka — on a day off from the Craig Station power plant. Gerber stepped over his corgis, Ali and Boss, and onto a stepladder to peer into a massive stainless steel pot where he was heating wheat and barley.

Gerber’s spent three decades in coal. When closure plans were announced four years ago, he, his wife Tenniel and their friend McPherson brainstormed business ideas.

“With my background in plumbing and electrical from the plant it’s like, oh yeah, I can handle that part of it,” Gerber said about distilling. “This is the easy part.”

He used Tri-State’s education subsidies for classes in distilling, while other co-workers learned to fix vehicles or repair guns to find new careers. While some plan to leave town, Gerber is opening Bad Alibi Distillery. McPherson and Tenniel Gerber are opening a cocktail bar next door.

Everyone in town hopes Trump will step in to extend the plant’s life, Gerber said. Meanwhile, they’re trying to define a new future for Craig in a nerve-wracking time.

“For me, my products can go elsewhere. I don’t necessarily have to sell it in Craig, there’s that avenue. For someone relying on Craig, it’s even scarier,” he said.

Questioning the coal rollback

Tammy Villard owns a gift shop, Moffat Mercantile, with her husband. After the coal closures were announced, they opened a commercial print shop too, seeing it as a practical choice for when so many high-paying jobs go away.

Villard, who spent a decade at Colowyo as administrative staff, said she doesn’t understand how the state can throw the switch to turn off coal and still have reliable electricity. She wants the state to slow down.

Villard describes herself as a moderate Republican. She said political swings at the federal level — from the green energy push in the last administration to doubling down on fossil fuels in this one — aren’t helpful.

“The pendulum has to come back to the middle,” she said, “and we are so far out to either side that I don’t know how we get back to that middle.”

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The Associated Press’ climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content.



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