In a world captivated by the promise of artificial intelligence (AI), a stark and sobering prediction has emerged. According to Jason Averbook, senior partner and global HR transformation leader at Mercer, a staggering 70 percent of companies that exist today are not going to exist in 10 years.
A global thought leader, keynote speaker, author and future of work visionary on human resources, the digital experience and workforce technology, Averbook argues that this isn't a tech reckoning, but a leadership reckoning.
While delivering his keynote address on Day 2 of People Matters TechHR India 25, Averbook suggested that the companies that will thrive are those with leaders who actively embrace and drive change, not those who cling to outdated practices and view new technology as a simple add-on.
This isn't just about survival; it's about a fundamental shift in how we work, lead, and think. The real legacy system we need to get rid of, Averbook contends, isn't our old tech—it's our old brain.
Averbook challenged the audience to look beyond the hype and focus on the human side of transformation. He began his talk with a relatable anecdote about his presentation clicker failing. His solution was simple: adapt.
This moment of improvisation served as a perfect entry point to his core message: transformation is simply a fancy word for change, and our ability to adapt to it is the single most important skill for the future.
Digital vs Technology
Averbook was emphatic in his distinction between digital and technology, a point he believes is widely misunderstood.
"Digital is a vision; technology is simply a tool set," he declared.
He cautioned against the common mistake of mistaking a technology plan for a digital strategy. A digital strategy, he argued, is about setting a clear destination and understanding the "why" behind your actions, not just "optimising the ride" by implementing one new module after another.
He used a powerful metaphor to illustrate the dangers of this flawed approach: "digital lipstick on an analogue pig."
This is what happens, he explained, when organisations attempt to layer new technologies like AI on top of old, broken, or inefficient processes. The result is not genuine change but a cosmetic fix that ultimately fails to deliver real value.
To avoid this pitfall, Averbook outlined a framework for building a robust digital strategy, allocating time and effort to four key areas:
Mindset (40 percent): The most crucial component is having an aligned mindset across the organisation. This involves getting leadership teams to care about the transformation itself, not just the technology. It's about having the collective will to evolve.
Audience (30 percent): A digital strategy must be designed with the end-user in mind. Drawing a parallel to consumer apps, Averbook highlighted that people love shopping apps because they were intended for an audience of buyers, not procurement officers. The same human-centric design must be applied to internal systems.
Journeys (20 percent): Employees don't want to engage with rigid processes; they want journeys that are intuitive and make them "feel something." The goal is to move beyond the bureaucratic, screen-and-field-driven systems of the past and create seamless and meaningful experiences.
Technology (10 percent): Finally, technology is the tool that enables the other three pillars. Averbook argued that when organisations start with tech and neglect the other areas, they often end up with low adoption and frustration. The technology itself is rarely the problem; the flawed approach to transformation is.
He offered a pointed critique of the "minimum viable product" (MVP) approach, which he says often leads to failure.
"No one loves an MVP," he stated, explaining that users, both inside and outside the workplace, will abandon a clunky, unlovable product in a matter of seconds.
The goal, he advised, should be to create a "minimum lovable product" that people are willing to go on a journey with.
Old Brain and Not Tech is Culprit
One of the most profound takeaways from Averbook's talk was his assertion that the true legacy system holding organisations back isn't outdated software, but "our old brain."
He challenged deeply ingrained corporate practices, questioning the necessity of things like rigid annual performance reviews or sentiment surveys.
"We don't have to do anything," he said, if we are willing to let go of old assumptions and redesign work for the exponential world we live in.
Talking about the future of work and the role of AI, Averbook stressed that the technology should not be viewed merely as a tool for automation—making things faster, cheaper, and eliminating jobs.
Its true power lies in coordination and intelligence, bringing knowledge to people in new and unexpected ways.
He addressed the widespread fear of AI-driven job displacement head-on, offering a new perspective:
"Jobs aren't disappearing, they're being redesigned without consent."
This redesign is a fundamental shift in the nature of work, where tasks are being decomposed and new roles are being recomposed.
He concluded with a message tailored specifically for the Indian ecosystem of Global Capability Centres (GCCs), a region he sees as a key driver of the future.
He urged GCCs not to adopt technologies handed down from the West, but to "help design it."
This, he said, is the real opportunity: to leverage India's talent not just to execute, but to co-create the future of work.
The final message was a call to action:
"Transformation isn't a project, it's an always-on program."
It's a continuous journey from "now to next," where each individual and organisation must take ownership of their own evolution.
The future, Averbook stressed, is not defined by technology vendors or best practices from the past, but by the courage, passion, and energy of the people willing to lead the change.