Microsoft executive Mustafa Suleyman recently predicted that artificial intelligence (AI) could fully automate many white-collar jobs—including those of lawyers, accountants, project managers, and marketing professionals—within the next 12 to 18 months. While the extent and timeline of such automation remain unclear, the forecast has sparked discussion about the future of professional work in an AI-driven landscape.
Experts caution that such predictions may underestimate the complexity and variety of tasks inherent in white-collar roles. Many of these positions encompass responsibilities beyond computer-based work, such as attending court hearings, conducting site visits, and engaging in extensive face-to-face collaboration. Additionally, a significant portion of work time is spent in meetings, which often involve negotiation, problem solving, information exchange, and project coordination.
A recent study of Norwegian workers found that meetings consumed roughly 12 percent of work hours and accounted for 14 percent of company wage expenses. Contrary to popular belief that meetings are mostly unproductive, the study’s authors observed that firms with higher revenues and wages tended to hold more meetings. They argued that such gatherings, while sometimes unpopular, play a vital role in shaping organizational effectiveness and fostering employee development.
The interpersonal and tacit knowledge exchanged during meetings presents challenges for complete automation. AI tools may struggle to replicate the nuanced interactions and cross-departmental coordination that typify collaboration in professional settings. Instead, AI’s increasing capabilities may heighten the demand for roles involving management, strategy, teamwork, and other "glue" skills that help integrate AI outputs with human judgment.
An analysis by PricewaterhouseCoopers (PwC) of one billion job adverts across six continents revealed a rising emphasis on face-to-face presence and management skills, especially in jobs vulnerable to AI exposure. This suggests that human experts who can provide oversight, interpret AI-generated content, and maintain relationships remain critical.
The evolving workplace may require professionals to recalibrate their routines—embracing more direct interaction, cultivating relationships, and stepping away from the computer screen. This shift would counter recent trends toward replacing phone calls with emails, emails with instant messages, and reducing meetings in favor of asynchronous communication.
For workers concerned about AI’s impact, a practical approach may be to evaluate how much of daily work involves prolonged computer use and seek opportunities to develop skills that AI is less likely to replicate, such as interpersonal communication and complex decision-making. Rather than viewing meetings as an impediment, professionals might consider them a valuable safeguard against automation.
As AI continues to shape the future of work, the ability to blend technology with human expertise—including collaboration and real-world engagement—appears essential for maintaining relevance in many white-collar professions.