In “A $200 billion boost to the economy – but it may mean losing your job,” Shane Wright of The Sydney Morning Herald highlights a critical crossroads for Australia: the opportunity for immense economic gain through artificial intelligence and data-driven technologies — and the very real risk of workforce disruption that comes with it.

The findings, drawn from the Productivity Commission’s latest report, suggest AI could lift productivity by more than 4% and add as much as $200 billion in economic output over the next decade. But as Wright rightly notes, these gains may not be evenly felt. Some workers will be displaced. Some roles will be reshaped entirely. For many businesses, the transition may feel overwhelming.

Yet this isn’t a story of inevitable loss. It’s a chance — if approached with intent — to design a more resilient, transparent, and capable future across industries.

1. Start with What You Know — and What You’re About to Lose

AI doesn’t just automate — it amplifies. But amplification only works when knowledge is visible and transferable. Right now, many businesses still rely on critical expertise that lives in the heads of a few people, not in systems.

What to consider:
Are there parts of your organisation where knowledge is undocumented or vulnerable to loss? If so, how confident are you that it can be passed on, improved, or embedded in future workflows?

2. Focus on the Roles That Will Shift — Not Just the Ones That Will Go

While headlines often centre on job losses, many roles are more likely to evolve than disappear. The question isn’t just what gets replaced — it’s what gets redefined.

What to consider:
Which aspects of your organisation’s work are likely to change with the introduction of AI or automation? Are you creating space now to explore what those changes might look like — or waiting for them to arrive?

3. Trust Will Be the Differentiator — Especially Around Data

Wright’s article points to the untapped value of data access and sharing. But data is only valuable if people trust the systems managing it. That includes customers, partners — and your own team.

What to consider:
Does your current approach to data support clarity, consent, and usefulness? Can people in your organisation easily understand how their data is being used, or does it remain buried in policy documents and systems they don’t control?

4. Governance Isn’t Regulation — It’s Leadership

The Productivity Commission warns against binding AI-specific regulation, but that doesn’t mean organisations can wait for rules to catch up. Governance is no longer a technical conversation — it’s a strategic one.

What to consider:
Do your board and executive teams have visibility into AI-related decisions and risks? Are you proactively thinking about how new technologies intersect with accountability, compliance, and long-term trust?

5. This Isn’t About the Technology — It’s About Readiness

Wright’s piece doesn’t just highlight an economic opportunity — it signals a leadership imperative. AI and data are reshaping how value is created. Organisations that treat this as a technology upgrade risk missing the broader shift: one that touches capability, culture, compliance, and care.

What to consider:
Are you treating AI as an isolated IT project — or as part of a bigger question about how your organisation prepares for change?

Final Thought: Progress Without Intention Is Just Noise

Shane Wright’s article rightly captures both the momentum and the unease of this moment. The economic upside is clear. But whether those gains translate into sustainable, equitable growth depends on what organisations do now — not after the disruption has already arrived.

As a team focused on helping organisations navigate the transition from their now to next, we’re opening up space for real conversations. If you’re starting to think about what this shift means for your business, we’d love to connect.

Read the full Productivity Commission Report Here “Harnessing data and digital technology“

(By Brenda Frisk, Department of Future)