Building expertise in the age of AI: Who trains the next generation? - Bryan Hancock, McKinsey
For decades, organizations have relied on early-career talent to do the routine, lower-risk work that supports the business and to serve as a training ground for future leaders. Think of Peggy Olson’s trajectory on Mad Men, from novice assistant to Don Draper’s protégé to confident copy chief at an advertising agency—a climb that began because routine work kept her in the room where judgment was practiced, and where her own could be noticed. In real life, advances in automation and AI are changing the composition of entry-level work itself. Tasks such as research, documentation, data cleanup, basic coding, and preliminary analysis are being streamlined or absorbed into AI systems. These are precisely the activities through which young employees have traditionally built instincts, developed judgment, and earned the right to take on more. At the same time, fears are growing about the impact of AI on jobs. In the 2025 Women in the Workplace report by McKinsey and LeanIn.Org, entry-level workers, particularly women, reported feeling the most worried of all age groups about how AI use will affect their jobs.
