As AI rewrites the corporate org chart, humans can avoid some managerial drudgery, according to industry leaders at Fortune’s Brainstorm AI conference. Managers currently spend a lot of time bogged down with digital tools and administrative tasks, Danielle Perszyk, a Cognitive Scientist at Amazon’s AGI SF Lab, said: “Whether you are a manager or an IC, you are tethered to your computer screen, and all of the productivity apps that we are using are actually undermining our productivity.”

AI agents functioning as “universal teammates” and doing some of these tasks could help managers escape this cycle, Perszyk said, allowing them to focus on strategy. Aashna Kircher, Group General Manager in the Office of the CHRO at Workday, said this could free up managers’ time for other kinds of work. “The role of the manager will very much be as a coach and enabler and a team work director, which theoretically has always been the role,” she said.

Toby Roberts, SVP of Engineering and Technology at Zillow, said that the shift toward AI agents could fundamentally change management structure. Escaping day-to-day minutiae could allow managers to oversee larger teams, he said.

However, as AI automates more of managers’ work, companies may need to reset expectations around what management means in the AI age.

“Historically, we’ve measured management by the output of their teams, not necessarily by the human qualities of being a manager,” Kircher said. Organizations need to build “accountability and incentive structures around rewarding the things that are going to be absolutely critical moving forward for people leaders.”

What AI can’t do

AI can also have negative downstream effects on interpersonal relationships if it is overused or misused. When managers over-rely on AI for collaborative work, organizations risk deteriorating people’s ability to work together effectively, said to Kate Niederhoffer, Chief Scientist and Head of BetterUp Labs.

“Direct reports’ perceptions of managers go down the more they perceive AI and agents to be used in moments of recognition or providing constructive feedback,” Niederhoffer said. “People perceive that humans are better at these empathetic and more essentially human tasks.”

Some managers already struggle with the emotional side of leadership, with many becoming “accidental managers”—employees who were promoted for their professional talents rather than people skills. 

But AI’s “synthetic empathy”—even if it’s sometimes more consistent than human interactions—is not the answer, said Stefano Corazza, Head of AI Research at Canva. “The more AI there is, the more authenticity is valued,” he said. “If your manager really shows that he will spend time with you and cares, that goes a long way.”

“Jeff Williams is a highly accomplished executive who for decades helped steward one of the most innovative and admired companies that serves billions of consumers across the globe,” James Gorman, chairman of the board at Disney, said in a press release. “Jeff’s proven leadership and unique experience at the intersection of technology, global operations and product design make him a valuable nominee to our board as the company continues to focus on creative storytelling and groundbreaking innovation.”

​Adding Williams, an Apple veteran of 27 years, would expand Disney’s board from 10 to 11 members. The current board includes James Gorman as chairman, along with GM CEO Mary Barra; former Cisco executive Amy Chang; former Sky CEO Jeremy Darroch; Permira senior advisor Carolyn Everson; Michael Froman, president of the Council on Foreign Relations; Disney CEO Bob Iger; WE Family offices CEO and managing partner Maria Elena Lagomasino, Lululemon CEO Calvin McDonald, and former CVS president Derica Rice.​

The nomination comes at a critical time for Disney. The company is investing heavily in AI, mixed-reality experiences, and streaming technology as it works to modernize its business model. Disney has established an Office of Technology Enablement to pioneer AI-driven personalization across its platforms, while Iger has described plans to transform Disney+ into “a portal to all things Disney” using AI.​

Williams brings a track record that aligns closely with these priorities. During his nearly three decades at Apple, he was responsible for launching the Apple Watch and architecting the company’s health and fitness strategy. He also oversaw Apple’s design team after its longtime chief Jony Ive retired in 2019, while also managing the company’s global supply chain, service, and support functions.​

“I have long admired Disney’s legacy of pairing imagination with innovation—leveraging new technologies in bold, creative ways to bring to life timeless stories and entertain its guests,” Williams said in a statement. “It is an honor to be nominated to the board of this storied company. I look forward to working with Disney’s talented leadership team and contributing to the company’s ongoing journey of creativity and excellence.”​

Williams joined Apple in 1998 as head of worldwide procurement and played a key role in rescuing the very first iPhone launch in 2007 from becoming a total disaster. He was promoted to vice president of operations in 2004 and became COO in 2015. Two years prior to that, in 2013, he began leading the Apple Watch project, which launched in 2015, and subsequently spearheaded the company’s expansion into health and fitness.​

His retirement from Apple was announced in July, with Williams saying he wanted to “spend more time with friends and family, including five grandchildren and counting.” He officially left the company last month after a transition period during which he continued overseeing Apple’s design team directly under Cook. Sabih Khan, who had been serving as senior vice president of operations, succeeded Williams as COO.​

The Federal Reserve is likely to deliver its third interest rate cut of the year on Wednesday, a move widely understood to be insurance against the bottom completely falling out of the labor market. But to Sahm—a former Fed economist, recession-indicator architect, and one of the central bank’s most closely watched outside interpreters—the more consequential question isn’t what the Fed does on Wednesday. It’s what additional cuts would mean.

“If the Powell Fed ends up doing a lot more cuts,” she told Fortune ahead of the decision, “then we probably don’t have a good economy. Be careful what you wish for.”

That framing cuts against the dominant mood on Wall Street, where rate cuts have recently been reflexively welcomed and futures markets are already pricing in a second round of easing in 2026. But Sahm thinks investors should only want more cuts if they’re prepared to cheer for a recession.

Powell’s last stretch, and the hardest one

Sahm expects the Fed’s cut today—almost universally anticipated in futures markets—to be paired with language that raises the bar for any move in January. With the core inflation rate still sticky at 2.8%, higher than the Fed’s preferred rate of 2%, and unemployment rising, the Fed is straddling both halves of its mandate. 

“It is a tough one,” Sahm said. “Whatever they do could upset the other side.”

That tension is especially sharp because Fed Chair Jerome Powell is nearing the end of his term. He has three meetings left—January, March, and April—before the administration installs a successor, but President Donald Trump will announce his pick for the new chair (widely believed to be White House advisor Kevin Hassett) around Christmas. Once he does that, Powell effectively becomes a “lame duck” Fed Chair, although Sahm notes that “frankly, he has been one for some time” since Trump, who has grown to loudly despise his nominee, was elected. 

“Feels like in a way the last Powell Fed meeting,” Bloomberg’s Conor Sen wrote on X. 

What matters now for Sahm is that the data—not the politics—are driving policy. She warns that could change next year with a more political Fed. 

The labor-market signal the Fed is watching

What Sahm is focused on is not the headline rate cut but the underlying fragility in the job market that the Fed is trying to insure against.

Unemployment has risen three months in a row through September. Hiring has slowed to levels that historically place upward pressure on unemployment, “because you always have people coming into the labor market,” she said. 

Layoffs, however, haven’t surged yet. That’s precisely why Sahm thinks relying on initial jobless claims to assess labor-market risk is dangerous. 

“Initial claims don’t give you a sense of what’s coming,” she said. They’re what economists like to call a lagging indicator, meaning they tend to spike after a recession is underway, not before it. Recent weekly readings, distorted by holidays and special factors, are even less informative.

The real risk, in her view, is that the Fed waits too long.

“If the Fed waits until they see signs of deterioration,” she said, “they’ve waited too long.”

Sahm expects Powell to keep the path open for more easing but to emphasize that each additional cut requires stronger justification.

“If Powell talks about the funds rate getting close to neutral,” Sahm said, “that tells you it’s a pretty high bar to keep cutting. Every cut takes pressure off the economy, and inflation is still elevated.” 

That messaging—tightening the bar while remaining data-dependent—is what Wall Street might interpret as a “hawkish cut.”

But Sahm stresses the Fed cannot box itself in. The December employment report arrives just a week after today’s press conference. Declaring victory—or declaring the cutting cycle finished—would expose Powell to being immediately flat-footed.

“If all goes well,” she said, “this could be the last cut of the Powell Fed.”