The more artificial intelligence does for us, the more important the question becomes of what we, as humans, contribute. Miriam Meckel emphasises human experience, judgement and the ability to build relationships.

On 27 October 2026, Prof. Dr Miriam Meckel spoke at the Wherever Whenever – Work Culture Festival as part of ORGATEC in Cologne.

The title of her keynote speech was: ‘What AI cannot take over from us: Why leadership in the age of AI is becoming about building relationships.’

A thought-provoking talk on the future of work – and on which human skills we need to consciously develop further.

Work gives us a sense of purpose. What happens when AI takes it over?

Every job also provides a sense of purpose. Those who work solve problems, gain experience and realise that their own contribution matters. As AI increasingly solves problems for us, therefore, more than just our productivity is changing: the question arises as to where people will find fulfilment and meaning in the future.

This becomes particularly clear when people are starting their careers. If junior roles are replaced by AI, young people may be deprived of precisely those tasks through which they can learn and grow. Efficiency gains thus raise a long-term question: how do we develop the experience and judgement of tomorrow?

Meckel’s vision is one of ‘co-intelligence’: humans and machines working together. To achieve this, companies must understand which tasks to automate – and where people need to gain their own experience.

Leaders cannot delegate learning

For leaders, this means engaging with AI themselves and continuing their professional development. Shaping how AI is used is a strategic leadership task.

This is because AI can provide analyses and prepare the ground for decisions. It cannot, however, take responsibility. That requires people who question the results, weigh up the consequences and stand by their decisions.

Even a hesitant approach to AI has consequences. Where companies fail to create shared opportunities, ‘secret cyborgs’ emerge: employees who use AI independently and in secret. However, individual productivity gains do not in themselves create an organisation that learns collectively.

Human development requires friction

Those who increasingly turn to machines must not, in the process, forget how to interact with other people. Relationships demand patience, a change of perspective and a willingness to tolerate contradictions.

‘Genuine development arises when we argue, discuss and engage with other people.’

The future skills that Miriam Meckel identifies in her lecture build on this:

• Emotional intelligence and empathy
• Critical thinking and fact-checking
• The ability to solve complex problems
• Adaptability
• Ethical judgement and responsibility
• Originality and storytelling

These skills develop through working together: by listening, asking questions, engaging in discussion and taking responsibility.

When human presence becomes a value

Meckel is thus describing an ‘economy of relationships’. As information and solutions become increasingly readily available, human presence takes on greater significance: people who take the time to build trust and provide guidance.

This shifts the focus of leadership. It must create spaces in which people can contribute their skills, learn from one another and ask the right questions together.

The key takeaway is this: as the capabilities of AI grow, so too does the importance of human judgement. Whether an available solution becomes a viable innovation is determined where people take responsibility and take action together.

>Find out more about Miriam Meckel and her work on AI in the workplace.

>Book Miriam Meckel for a talk: +49 (0)30 640 777 42 – [email protected]