Who owns work redesign, and what has to be true first | Accenture's Matthew Morgan on skills technology, ownership, and the questions nobody asks

Every leadership team is now asking which work goes to agents. Almost nobody has answered the harder question sitting underneath it: who owns the answer.

The business owns the process, IT owns the deployment, talent owns the skills data, and total rewards owns the pay bands, which means any one of them acting alone produces a redesign that falls over within a quarter.

Matthew Morgan, Managing Director for Talent Reinvention at Accenture, has spent twenty-five years in job architecture and skills data, and he is watching four client organizations run at this problem right now. He came in with a sharper starting point than most: stop leading with skills, and start with tasks.

Timestamps:

• 01:05 - HR’s moment to lead, and why it is still playing catch-up

• 03:10 - What “talent reinvention” means, and how it differs from transformation

• 06:23 - Why tasks, not skills, are the language your business already speaks

• 09:22 - What has to be true before a skills technology works at your company

• 11:29 - Where to draw the line between redesigning work and just automating tasks

• 14:26 - The four-legged stool: who actually owns work redesign

• 16:36 - Agents in the org chart: what Matt has and has not seen in practice

• 19:58 - Cloudflare’s 20% layoff and the sellers, builders, measurers split

• 30:37 - The three questions to answer before you buy any AI tool