AI vs. Human: Redefining Work, Not Replacing It - A Wake-Up Call for Every Generation - By Nik Zafri

 

With how fast AI and robotics are moving, it's no surprise that a lot of people are worried especially about the risk of losing their jobs someday. Well, I don’t blame them. I feel that the need to study the current situation is very important by looking at the right data.

The adoption of AI and robotics no doubt IS making many operations faster, cheaper, and more efficient but it is also reshaping (not just reducing) human employment, not eliminating it entirely. Let’s break it down, shall we?

WHERE HUMAN STILL FITS IN

Employment isn't disappearing, it's evolving

AUTOMOTIVE INDUSTRY EXAMPLES

Since 2017, Ford Motor Company has heavily automated its factories with robotic arms and AI, reducing 12% of line worker jobs. But Ford also hired 8% more engineers, software developers, and robot maintenance specialists.

While Tesla Motors Ltd uses 10,000+ robots at its Gigafactories, it still employs 127,000 humans globally (as of 2024), growing by 15% year-on-year because human design, supervision, creative problem-solving, and innovation can't be fully automated.

SKILLS OF THE FUTURE??

Old World = Humans = manual, repetitive, predictable jobs.

New World = Humans = creative, strategic, empathetic, supervisory, and technical roles.

Machines = repetitive, dangerous, analytical, precision roles.

AI and robotics will cause a reduction in traditional jobs. However, they will create new jobs requiring higher cognitive skills, technical expertise, and creativity. Employment doesn't vanish, it migrates.

AI/ROBOTICS MIGRATION TO HIGHER-SKILLED JOBS

When AI and robots take over basic or repetitive work, humans are pushed "up the value chain" into roles that need more thinking, judgment, and creativity.

Example: Amazon is automating warehouse picking, but it hires more robot maintenance staff, AI logistics optimizers, and human warehouse flow planners now.

IMPACT ON TRADITIONAL MANAGEMENT POSITION

AI and automation are also changing; not removing; traditional management jobs.

Administration, Finance, HR, Legal, even Management are not dying but evolving into strategy, design, interpretation, and leadership based on insights provided by AI.

Humans are still needed at "the judgment level" and to navigate emotions, uncertainty, and innovation, where machines are still weak..

OTHER SECTORS

STILL ON ARCHITECTURE (VR, AR, MR) 

https://www.linkedin.com/pulse/ai-future-architectural-arvrmr-nik-zafri-bin-abdul-majid/

Architecture is becoming one of the most exciting "human-tech fusion" fields. The combination of VR (Virtual Reality), AR (Augmented Reality), MR (Mixed Reality), and AI (Artificial Intelligence) is revolutionizing design, collaboration, and client experience.

REAL-WORLD CASES

 1. AI-Generated Designs + VR Review

Tools like Spacemaker (now Autodesk Forma) use AI to create multiple design options (sunlight, wind, density).

Designers then use VR to walk through those spaces before a single brick is laid.

2. AR Site Integration

Imagine holding an iPad on-site and seeing the future building overlaid on the empty land.

AI integrates building data with real-time environment, helping contractors plan sequences, identify clashes.

3. MR for Client Collaboration

Client wears a headset (like Microsoft HoloLens), walks through a partially constructed home.

Interact with the design - change kitchen layout, try wall textures.

AI adapts the design instantly based on choices, and updates BIM (Building Information Modeling) in the background.

SO WHAT?

Architects will need to be:

• Fluent in tools like Twinmotion, Enscape, Unreal Engine, Unity (for VR/AR)
• Able to guide AI-assisted design tools
• Great storytellers, turning data and 3D models into client-friendly experiences.

THE FUTURE (5-10 YEARS?)

Clients won’t review 2D plans anymore, they’ll expect immersive, interactive design presentations.

AI will co-design with you, and immersive tech will be the bridge between your vision and the client’s understanding.

Construction coordination (with engineers, MEP, contractors) will happen in shared MR environments, not long WhatsApp threads.

 

PROBLEM 1 –  EDUCATION

The education system and government policies maybe outdated compared to technology growth.

Universities and colleges are still teaching for the Industrial Age, but we are living in the AI Age.

• Graduates are learning theories, but companies now want:
• Technical agility (basic coding, data handling)
• Digital literacy (use AI tools, not build them necessarily)
• Adaptability and self-learning skills.

Result:

• Many graduates can't get jobs.
• Many available jobs require skills they weren’t taught.

Overall human employment will be lower in many traditional fields because AI and robotics automate faster than humans can retrain.

HOW TO FIX THIS?

Learn practical digital skills NOW 

• Self-learning using free/cheap online platforms  - (eg. Coursera , EdX , LinkedIn for Learning , even YouTube )
• Basic AI use (not building, but operating tools)
• Data basics (Excel, Python , Power BI )
• Communication, emotional intelligence.

Develop a side skill or freelance capability

Graphic design, coding, digital marketing, copywriting - platforms like Fiverr, Upwork are growing

Don't rely too much on your qualifications but rather build a portfolio - show proof of what you can do, not just what you studied.

PROBLEM 2 - SEASONED PROFESSIONALS (FROM MID AGE AND ABOVE)

TO BE FAIR - WAKE UP PEOPLE

• Those who don't adapt will fall behind faster than at any time in modern history.

• Waiting for "the system" to fix itself is risky.

• Individuals, families, communities must push for re-skilling urgently otherwise, inequality will explode.

SOME OF MY ADVICE TO FRESH GRADUATES

 MY HUMBLE ADVICE TO FRESH GRADUATES

There is a significant difference between academic knowledge and competency, both are essential, one for passing exams and the other for learning how to work effectively. Don't rely solely on internships; instead, get involved with professional institutions, join relevant NGOs, and actively participate in professional courses, conferences, and seminars. Most importantly, network with professionals. Beyond earning credit hours, it's crucial to understand the value of Continuing Professional Development (CPD), as lifelong learning is key to continuous self-improvement in your career. 

Don't be overly influenced by stories of dropouts who became wealthy. These individuals possess extraordinary vision and perceive the future in ways most of us do not. If you were to ask them, they would likely advise you not to drop out. Most successful dropouts understand the value of knowledge and continuous learning, they succeeded not because they abandoned education, but because they had a clear vision, exceptional skills, and an unrelenting drive to achieve their goals.

WHY DO YOU HAVE TO BE SELECTIVE IN YOUR JOB SEARCH?

Being selective in your job search has its pros and cons. In today's world, you never know, you could be misled about the job, the work environment may not match what was promised, or the people you work with might not be what you expected (e.g., office bullying).

On the downside, being overly cautious can hold you back, and an excessive focus on making a lot of money may cloud your judgment.

Take a moment to reflect...why are you working in the first place? Is it due to peer pressure? To sustain a high lifestyle? To support your loved ones? Or simply to earn an honest living?

At the end of the day, it’s your life.

Be selective, because you don’t want to suffer in silence later.

SIDETRACK

Two films really resonate with me, people who know computers but with more work and business experience than their new gen.

1) The Intern – Robert De Niro and Anne Hathaway

2) The Internship – Vince Vaughn and Owen Wilson

I don't usually disturb the younger gen working with me. I only listen to them whenever being approached and try to guide them where necessary only. I try not to act like their grumpy dad 😂 My peers are fascinated that I am still keeping up with today’s evolving landscape.

I often find myself looking out for them, offering protection (what any good father would do) without making them feel uncomfortable.

KNOW YOUR RIGHTS - WHAT ARE THE WRONG QUESTIONS THAT HR SHOULDN'T BE ASKING

When the HR or anybody for that matter asking the "wrong" questions - typically, they are straying into topics that are irrelevant, inappropriate, or even illegal, depending on the jurisdiction.

Here are examples of wrong or inappropriate HR questions:

1. Discriminatory Questions

Asking about age, race, gender, religion, marital status, or sexual orientation when these are not relevant to the job.

Example: "Do you plan on having children soon?"

Why it's wrong: It could lead to discrimination and violates equal opportunity laws.

2. Medical or Health-Related Questions

Asking about a candidate's health, disabilities, or medical history unless it directly relates to their ability to perform essential job functions.

Example: "Do you have any chronic illnesses?"

Why it's wrong: Violates privacy rights and disability discrimination laws.

3. Personal Financial Questions

Inquiring about a candidate's debt, bank balance, or financial struggles unless required by the role (e.g., financial positions requiring credit checks).

Example: "Do you have trouble paying your bills?"

Why it's wrong: It's invasive and not relevant to job performance.

4. Illegal or Unethical Questions

Asking about political affiliations, union memberships, or past legal issues without justification.

Example: "Who did you vote for in the last election?"

Why it's wrong: It breaches personal freedom and is irrelevant to job qualifications.

5. Overly Personal or Irrelevant Questions

Delving into a candidate's private life without relevance to the job.

Example: "What does your spouse do for work?"

Why it's wrong: It can come off as intrusive and unrelated to the candidate’s professional capabilities.

6. Leading or Tricky Questions

Attempting to corner candidates into revealing unnecessary or inappropriate information.

Example: "How would you handle taking time off for family emergencies?"

Why it's wrong: It assumes the candidate has specific obligations and indirectly pressures them to disclose personal circumstances.

7. Questions that Violate Local Labor Laws

Asking about issues like expected salary history in jurisdictions where it's illegal to inquire about past salaries.

Example: "What was your last drawn salary?"

Why it's wrong: It perpetuates wage inequality and may breach local regulations.

I AM NOT A JACK OF ALL TRADES

 (Sharing my status on LinkedIn. It's not like me rejecting offers but the reasons are clear)

Thank you to few companies for considering me for field work monitoring roles. As I have stated in my response, my expertise are merely in construction, manufacturing, QHSE, project management, civil and building engineering works, sustainable Development, regulations, education, Human Resources/Industrial Relations, marketing strategies/R & D, ICT and codes of practice.

While I bring extensive experience across multiple other domains (such as AI and Virtual Reality - even shipping and logistics/ERP/MRP, Banking, Business, Finance, Banking, Economy), I must clarify that although I know the foundations of the field that you're offering, I lack substantial hands-on experience in technical field work within industries such as :

(a) aerospace (e.g. aircraft engines, propulsion units) - although there are many extremely senior pilots and aerospace personnel in my immediate family circle, alas, I am not one of them.

(b) aeronautical engineering, (e.g. satellites, rockets and shuttles) or

(c) nuclear plants. (e.g. nuclear technology and applications of radiation or radiation core)

While I'm open to learning, any involvement would need to be expedited due to my current expertise.

Perhaps, you must have missed proper vetting of my CV, my websites, thorough checking of my background or make phone calls to my references. - you will find that what I've mentioned herein is the truth.

However, I have recommended acquaintances who specialize in aerospace, aeronautical engineering, and nuclear physics. I remain hopeful that these companies might still consider engaging me for consultancy in areas that align more closely with my experience and skill set.

-------------------------- Note : There is a wise saying : Once you LIE and got away with it, you will feel comfortable with LYING and it becomes your habit. Once you're caught, you will find your whole world crumbling upon you.

CAN TRADE SECRETS BE PROTECTED TODAY? - Overview by Nik Zafri

Nowadays, any organization with full infrastructure of ICT network and systems practicing 'data sharing' using the B2B and B2C platforms, painstakingly since early 2000 are now expanding their business.

However, when we talk about 'data transparency', the challenge is safeguarding 'sensitive data' (such as trade-secrets) and at the same time, not to intervene with the flow of information.

But today, should such secrets are not properly safeguarded, the sensitive data can suddenly become obsolete tomorrow due to "information explosion" on the net. Today, one organization introduced the latest technology, (no-hush-hush) - the next day, you'll see that the 'so-called new technology' ended up with similar but more improvised technology at the cheaper price - surprisingly from another country that thousands of miles away.

To avoid leaking problems, the plumbers are usually ICT and Human Resource Management - but what about the losses due to leaking information. Although the two departments are the right ones to deal with personnel revealing confidential information but it is still deemed as 'fire-fighting'. True enough, it happens again and again.

Humbly, let me share my own experience when I was employed to one organization to make a 'turnaround' under consultancy capability.

Without going into too much details, all I can conclude is that I managed to convince top management and other units/departments to return to the basics (looking back into the Core Business Process profusely written in their very own Company Manual - (chuckle they will find)

1) Research and Development, 

2) Design, 

3) Innovation, 

4) Advertising and Promotion, 

5) Market Survey, 

6) Marketing and Sales. 

Despite the hiccups I had with the 'Executive Management' team, I have succesfully managed to 'rehighlight' the aforesaid '6 profit centre' units to ALWAYS be in the lead to entice prospects, new customers and returning customers.

The 'data sharing' practices (what to share with the customers even on the company's website) must FIRST come and being reviewed by these units as they are the ones who knows better than any other units/departments which data is deemed as confidential or otherwise. 

The root cause of failure is always linked to another department or unit coming in 'too early' into the picture and doing 'someone's else job'. 

Sometimes, rewarding scheme for people achieving targets and definitely punishing those who did not can be BOTH FATAL.

People will start cutting corners, stabbing one another, stepping on other "cats tails" and God knows what. 

What if rewarding and punishing are being applied to Occupational Safety and Health matters, then there may be dangerous risks and hazards even leading to incidents and accidents - when workers start to cut corners either to achieve the objectives OR the fear of not achieving it. 

Mind you, I'm neither implying that other departments/units are of less significance nor rewarding system should not be practiced.

I'm really talking about :

a) 'Who to do What and When' and also 

b) effective monitoring must first be in place before considering to reward or to punish.

SCOTT SIBELLA, MGM GRAND PRESIDENT

#ScottSibella #MGMGrand #EpicBosses

Lessons learned. Corporate Leaders, CEO and Presidents of all major corporations of the world - THIS is the way to go!

PELAN PERNIAGAAN (PITCHING) UNTUK GERAN, MODAL TEROKA DLL.

Mempunyai pelan perniagaan yang baik adalah faktor penentu yang membezakan antara permulaan yang berjaya atau permulaan yang gagal. Kadangkala laporan prestasi perniagaan yang dibentangkan terlalu tebal – tanpa memikirkan psikologi pelabur yang kadangkala tidak mempunyai masa untuk membaca laporan berkenaan. (Tidak kira apakah jenis instrumen yang ingin anda pohon - modal teroka, geran, seed capital, angel funds dll)

Photo Source : http://www.marsdd.com

Memahami kehendak pelabur amat penting kerana mereka adalah pembiaya kepada perniagaan anda. Antara perkara yang perlu diketengahkan ialah beberapa unsur yang penting sahaja yang sering menjadi perhatian kepada pendengar terhadap sesuatu pelan perniagaan.

Pastikan pembentang tahu apa kehendak industri yang diceburi dan mempunyai pandangan yang munasabah terhadap masa depan perniagaan yang ingin diketengahkan. Ini termasuklah strategi pemasaran dan pulangan kewangan.

Pertama, kenali dahulu skop perkhidmatan/produk ICT yang dibekalkan serta persaingannya. Ini adalah antara perkara yang paling penting. Contohnya isu yang boleh disentuh ialah :

1. berapa besarkah industri ICT berkenaan,
2. siapakah di antara pesaing yang kuat,
3. kecepatan pertumbuhan industri ICT berkenaan,
4. adakah industri ICT berkenaan merupakan perintis (yang unik atau pertama) atau hanya salah satu industri yang telah ramai berkecimpung di dalamnya,
5. Bahagian pasaran manakah yang dapat menarik perhatian ramai,

Pelabur/Pembiaya biasanya ingin mendengar mengenai pasaran yang tumbuh dengan cepat dengan persaingan yang minima (contohnya segmen pasaran berkadar 20-30%)  Jika persembahan itu hanya mengenai sesuatu perisian – contohnya perisian pemprosesan perkataan (word-processing)‘kononnya’ bagi menggantikan MS-Word, maka persembahan berkenaan sudah pasti akan mencapai jalan yang buntu. Walaupun perisian berkenaan mendapat hakcipta sekalipun (ini juga kadangkala memerlukan kos yang tinggi) tetapi untuk bersaing dalam pasaran yang sering jauh lebih inovatif dan menyediakan pelbagai kelebihan, cadangan perniagaan berkenaan pasti akan mendapat sambutan yang hambar dari bakal pelabur.

Kedua, Model Pulangan dan Perniagaan –Pelabur sangat gemar kepada aliran hasil/keuntungan yang besar dan berulang-ulang serta meninggalkan kesan nilai tambah kepada pelanggan. Perkara yang perlu ditanya antara lain :

1. apakah jenis perniagaan baru yang bakal dibina dan prospeknya? 

1.1 Perkakasan komputer (contohnya) - Perisian yang boleh dipasang (install) atau dimuatturun? - Sistem yang berinteraksi secara talian sahaja?

Ketiga, Bagaimana cara pembayaran?

1. Adakah dengan sekali pembelian dan menanti pesanan baru?
2. Hasil bulanan yang berulang-ulang?
3. Penggunaan yang perlu dalam kuantiti yang banyak?
4. Harga berbanding dengan pesaing?
5. Apakah kelebihan unik yang ingin dipaparkan dalam pasaran atau hanya menggunakan cara yang umum digunakan oleh pengusaha lain?

Keempat, Pelan Pemasaran dan Jualan. Antara perkara-perkara yang perlu diperhatikan ialah strategi :

1. adakah ianya melibatkan jaringan B2C (perniagaan ke pengguna) atau B2B (perniagaan ke perniagaan)?
2. Adakah ianya memerlukan pasukan jualan yang besar?
3. Adakah pemasaran ke pengguna memerlukan pelaburan yang tinggi?
4. Adakah pemasaran menggunakan enjin carian di talian, e-mel atau melibatkan diri dalam pameran perniagaan?
5. Adakah perniagaan itu memerlukan media sosial seperti laman web (3D? html? Multimedia?) termasuk elemen video atau lain-lain audio visual dsb)
6. Bagaimanakah keupayaan bahan-bahan promosi di talian untuk menjadi ‘viral’

Biasanya konsep jualan secara ‘perniagaan ke perniagaan’ adalah lebih murah untuk dilancarkan berbanding dengan konsep pemasaran ‘perniagaan ke pengguna’. Namun B2B biasanya sukar mendapat perhatian pelabur kerana ianya mempunyai kitaran jualan yang lebih lama (dan banyak modal diperlukan). Namun ini tidak bermakna B2B tidak mampu bertahan, cuma ianya memerlukan modal terutamanya di pihak pembentang pelan perniagaan. (perniagaan yang telah berjaya tetapi memerlukan modal yang lebih untuk membesarkan lagi perniagaan berkenaan)

Tetapi ‘perniagaan ke pengguna’ jika diatur strategi yang betul, maka jualan di talian berpotensi untuk mendapatkan keuntungan yang besar. Jika ianya berjaya dalam tempoh beberapa tahun (dari segi keuntungan dan penjenamaan) mungkin periklanan dan promosi dapat dikembangkan lagi ke radio, television mahupun bahan bercetak.

Apapun, pastikan pelaburan ke atas pemasaran dan jualan adalah munasabah bagi mencapai skel pulangan yang disasarkan. Paling penting, anda dapat ‘membaca fikiran’ pelabur mengenai apa yang sebenarnya mereka mahu dari anda.

Akhir sekali - yang keempat - Pasukan Pengurusan

Ini juga penting – siapakah ahli-ahli atau kakitangan-kakitangan yang akan menguruskan perniagaan berkenaan. Yang penting adalah pengalaman mereka dan bukti bahawa mereka mahir mengurus dan mentadbir perniagaan mahupun teknikal yang dicadangkan. Perkara ini kadangkala dipandang remeh oleh pembentang kerana terlalu ingin berjimat kos daripada memikirkan pelaburan di atas pekerja atau kakitangan yang kompetan.