Molly Graham revisits her “give away your Legos” career advice for an AI workplace, arguing that automation demands discernment rather than blind surrender. She and Lenny Rachitsky examine grief, burnout, management and the human judgment that should remain outside the machine.

A long-running British workplace survey finds that employees have steadily lost discretion over how they do their jobs, even as autonomy remains tied to productivity and wellbeing. Cardiff University’s Alan Felstead argues that managers may be overlooking the expertise closest to the work.

OpenAI’s new Dots agent brings the long-promised AI assistant closer to daily office work, drafting emails, researching documents and handling scheduling from inside ChatGPT. Its utility is inseparable from the unusually broad access it demands, as safety concerns and competing visions of consumer agents continue to mount.

Atlassian CEO Mike Cannon-Brookes argues that AI will broaden knowledge workers’ roles rather than erase them, making design, judgment and interconnected software platforms more valuable. He also makes the case for Dia, Atlassian’s browser for organizing work across the sprawling SaaS stack.

Molly Graham revisits her “give away your Legos” career advice for an AI era, arguing that workers must embrace change without surrendering judgment, taste or accountability. The conversation makes room for the grief of lost work while asking what human roles should become next.

Cloudflare CEO Matthew Prince argues that AI agents are upending the web’s advertising-driven economy, pushing publishers and platforms toward paid access for the data that trains and informs models. He also defends the company’s AI-driven layoffs and a flatter management structure, casting both as necessary adaptations to a changing internet.

Nilay Patel dissects Mark Zuckerberg’s claims about Meta glasses, teen safety and AI, pressing on the gaps between Meta’s market rhetoric and its appetite for regulation. The critique follows the company’s ambitions to build the next dominant platform while shifting the social costs onto users and communities.

Economist Daniel Susskind cuts through AI’s feverish hype to consider what workplaces, schools and social bonds might look like when even coding is no longer a safe bet. The conversation argues for critical technological literacy while questioning whether automated efficiency can preserve meaning, contribution and human connection.

Chip Conley and Molly Graham examine the midlife reckoning not as a crisis but as a chance to shed inherited success scripts. Their conversation makes the case for rituals, curiosity and small experiments as guides through career and identity transitions.

Two founders trace a business slowdown to the gap between effort and results, then rebuild momentum through sharper analytics, higher prices and a more human content strategy. Their conversation makes the case for naming discouragement early, treating ideas as the foundation of execution, and making room for creative energy in the work.

Bloomberg’s Mark Gurman sizes up John Ternus’s Apple: a newly installed CEO inheriting an iPhone Duo launch, a sweeping executive turnover and an unfinished AI strategy. The conversation traces Apple’s race toward ambient, camera-equipped devices while its privacy-first identity faces a harder test.

Former Snap and Discord product leader Peter Sellis makes the case for ideologically aligned teams, ruthless focus on core users and a product culture built around restraint. He also dissects why mediocre PMs proliferate, why Snap’s advertising business faced structural limits and how AI may raise the value of taste.

Product strategist Rich Mironov argues that AI-powered code generation will not create limitless demand, only more competition for fixed budgets. He makes the case for product teams to spend less time shepherding development and more time on discovery, strategy and turning software into revenue.

Bryce Dallas Howard and Molly Graham confront the hidden advantages of famous families, from inherited confidence and insider knowledge to the shame of being seen as a “nepo baby.” Their conversation argues for acknowledging privilege without surrendering the responsibility to use it well.

Comedian Adam Conover traces how Hollywood’s retreat from cable programming handed YouTube control of television’s middle, leaving creators to chase algorithms and brand deals. He argues for rebuilding a unionized creative infrastructure before platform economics hollow out entertainment entirely.

Jory Bell brings a hiring manager’s eye to a job market shaped by AI anxiety, specialized roles and the premium on adaptability. She argues that thoughtful outreach, clear storytelling and real rapport matter more than spray-and-pray applications or a polished résumé alone.

Restaurateur Danny Meyer traces the link between hospitality, workplace culture and profit, arguing that businesses thrive when they reward the behaviors that make people feel valued. The Shake Shack founder reflects on hiring, accountability and the hard work of keeping a growing company aligned.

A revisited WorkLife conversation recasts saying no as a form of self-respect, tracing how people-pleasing drains relationships and stalls careers. Adam Grant and his guests offer a case for firm boundaries, particularly for women and eldest daughters expected to absorb invisible work.

Two interview coaches argue that take-home assignments are no longer a box-checking exercise in a brutal hiring market. Their prescription: schedule the work deliberately, enlist trusted critics before the prompt arrives, and revise for both strong ideas and a story anyone can follow.

Stripe engineering manager Sharad explains how the company built Kai, an internal agent that pairs personalized context with project-level governance, skill sharing and human approval gates. The conversation makes the case that durable AI depends as much on hardened data infrastructure and sensible permissions as on clever models.