My book is out today: The Work That Remains — Human Judgment, AI, and the Architecture of the Next Enterprise. I wrote it because most of what executives hear about AI comes from one of two rooms — one in panic, one in euphoria. Neither helps you decide anything. What enterprises need is a pragmatic account of where AI is genuinely strong, where it is structurally limited, and a deployment model that follows from both. That is what this book tries to be. My bias, declared up front: I run an automation company, and the conclusion is convenient for companies like mine. Do not take the argument on my authority — and do not dismiss it for the same reason. If you leave with one argument, take this one. AI genuinely embodies characteristics of human intelligence — it reasons, plans, drafts, explains. But it lacks the one thing every employee you ever hired does naturally: it does not learn on the job. A new hire arrives knowing nothing about your company and becomes valuable by absorbing everything nobody ever wrote down. The model arrives brilliant — and shows up exactly as new every morning. The entire method in this book is built around that limitation. I wrote it with Claude and ChatGPT, and the last chapter explains how. I learned more about AI writing this book than in any year of running an AI company. I think every reader will leave with something that changes how they deploy it. Read it here: uipath.com/the-work-that-rem…