2 October, 2026

As AI gets better at analysing information, generating content and automating routine tasks, many organisations are focused on the productivity gains it could unlock. But a recent Financial Times article highlights a challenge that receives far less attention: the more AI we introduce into the workplace, the more intentional we may need to be about the human side of work. This matters, because for many of us (certainly at Good Business) the human side of work is where we get connection, purpose and meaning.

The article points to a recent study in Norway which found that meetings are not simply corporate busywork. Which is good news for anyone whose diary is groaning at the seams. It turns out, meetings are important for people, and for productivity. The survey found that most meeting time was spent on planning, problem-solving, information sharing and project coordination. All very human tasks. Interestingly, higher-paying and higher-performing firms devoted more resources to meetings, and meeting frequency, and meeting intensity was positively associated with wage growth. The researchers likened meetings to broccoli: not always popular, but probably good for us anyway.

For us, the lesson is clear. AI doesn’t just help us do more work, faster, although it helps with that. It can create more space for the work technology cannot replicate: building trust, sharing knowledge, mentoring colleagues and solving complex problems together.

As organisations become more AI-enabled, maintaining those human connections may not be a nice-to-have. It could be a competitive advantage.

By Bertie Bateman