The consulting firm Accenture recently laid off 11,000 employees while expanding its efforts to train workers to use artificial intelligence. It’s a sharp reminder that the same technology driving efficiency is also redefining what it takes to keep a job.

And Accenture isn’t alone. IBM has already replaced hundreds of roles with AI systems, while creating new jobs in sales and marketing. Amazon cut staff even as it expands teams that build and manage AI tools. Across industries, from banks to hospitals and creative companies, workers and managers alike are trying to understand which roles will disappear, which will evolve and which new ones will emerge.

I research and teach at Drexel University’s LeBow College of Business, studying how technology changes work and decision-making. My students often ask how they can stay employable in the age of AI. Executives ask me how to build trust in technology that seems to move faster than people can adapt to it. In the end, both groups are really asking the same thing: Which skills matter most in an economy where machines can learn?

To answer this, I analyzed data from two surveys my colleagues and I conducted over this summer. For the first, the Data Integrity & AI Readiness Survey, we asked 550 companies across the country how they use and invest in AI. For the second, the College Hiring Outlook Survey, we looked at how 470 employers viewed entry-level hiring, workforce development and AI skills in candidates. These studies show both sides of the equation: those building AI and those learning to work with it.

AI is everywhere, but are people ready?

More than half of organizations told us that AI now drives daily decision-making, yet only 38% believe their employees are fully prepared to use it. This gap is reshaping today’s job market. AI isn’t just replacing workers; it’s revealing who’s ready to work alongside it.

Our data also shows a contradiction. While many companies now depend on AI internally, only 27% of recruiters say they’re comfortable with applicants using AI tools for tasks such as writing resumes or researching salary ranges.

In other words, the same tools companies trust for business decisions still raise doubts when job seekers use them for career advancement. Until that view changes, even skilled workers will keep getting mixed messages about what “responsible AI use” really means.

In the Data Integrity & AI Readiness Survey, this readiness gap showed up most clearly in customer-facing and operational jobs such as marketing and sales. These are the same areas where automation is advancing quickly, and layoffs tend to occur when technology evolves faster than people can adapt.

At the same time, we found that many employers haven’t updated their degree or credential requirements. They’re still hiring for yesterday’s resumes while, tomorrow’s work demands fluency in AI. The problem isn’t that people are being replaced by AI; it’s that technology is evolving faster than most workers can adapt.

Fluency and trust: The real foundations of adaptability

Our research suggests that the skills most closely linked with adaptability share one theme, what I call “human-AI fluency.” This means being able to work with smart systems, question their results and keep learning as things change.

Across companies, the biggest challenges lie in expanding AI, ensuring compliance with ethical and regulatory standards and connecting AI to real business goals. These hurdles aren’t about coding; they’re about good judgment.

In my classes, I emphasize that the future will favor people who can turn machine output into useful human insight. I call this digital bilingualism: the ability to fluently navigate both human judgment and machine logic.

What management experts call “reskilling” – or learning new skills to adapt to a new role or major changes in an old one – works best when people feel safe to learn. In our Data Integrity & AI Readiness Survey, organizations with strong governance and high trust were nearly twice as likely to report gains in performance and innovation. The data suggests that when people trust their leaders and systems, they’re more willing to experiment and learn from mistakes. In that way, trust turns technology from something to fear into something to learn from, giving employees the confidence to adapt.

According to the College Hiring Outlook Survey, about 86% of employers now offer internal training or online boot camps, yet only 36% say AI-related skills are important for entry-level roles. Most training still focuses on traditional skills rather than those needed for emerging AI jobs.

The most successful companies make learning part of the job itself. They build opportunities to learn into real projects and encourage employees to experiment. I often remind leaders that the goal isn’t just to train people to use AI but to help them think alongside it. This is how trust becomes the foundation for growth, and how reskilling helps retain employees.

The new rules of hiring

In my view, the companies leading in AI aren’t just cutting jobs; they’re redefining them. To succeed, I believe companies will need to hire people who can connect technology with good judgment, question what AI produces, explain it clearly and turn it into business value.

In companies that are putting AI to work most effectively, hiring isn’t just about resumes anymore. What matters is how people apply traits like curiosity and judgment to intelligent tools. I believe these trends are leading to new hybrid roles such as AI translators, who help decision-makers understand what AI insights mean and how to act on them, and digital coaches, who teach teams to work alongside intelligent systems. Each of these roles connects human judgment with machine intelligence, showing how future jobs will blend technical skills with human insight.

That blend of judgment and adaptability is the new competitive advantage. The future won’t just reward the most technical workers, but those who can turn intelligence – human or artificial – into real-world value.

A team of faculty and students from George Mason University recently discovered a vulnerability in a widely used anonymization tool. They presented their findings last week in Taiwan at the Association for Computing Machinery Conference on Computer and Communications Security (ACM CCS), one of the world’s most prestigious computer security conferences, with a very low paper acceptance rate.

The project was supported by a Commonwealth Cyber Initiative (CCI) grant from the program, “Securing Interactions between Humans and Machines,” and as a requirement of the grant, the project crossed different parts of the university. The College of Engineering and Computing collaborated with Mason and Partners (MAP) Clinics, which provided the data.

When George Mason University cyber security engineering student Noah Hinger interned at Surefire Cyber in summer 2023, his managers were so impressed with his work that they invited him back. Thanks to his previous experience, the Honors College student was able to take on more responsibility this summer at the computer security company and contribute to more projects. 

“The experience from my first summer here let me understand what was happening and contribute across the company,” said Hinger, who is a sophomore in the College of Engineering and Computing. “Surefire Cyber has an amazing internship program. They’re investing in us by having professional development meetings and providing us with the opportunity to talk to experts from different fields.” said Hinger. 

“I think it’s helped me a lot to be able to practice my independence and accountability,” said Hinger, who also competes in George Mason’s Chess and Competitive Cyber Clubs. “I’ve had the chance to do projects on my own without necessarily needing to report to someone, and I’ve also learned so much from all the smart people at Surefire Cyber.” 

What made you choose Surefire Cyber for your internships?  

Surefire Cyber is a digital forensics and incident response company. When an organization gets hacked, they call Surefire Cyber to conduct an investigation and restore systems so that everything’s OK. As a technology intern, I am helping develop the code that our forensic analysts use to figure out what’s happened and retrieve all the essential data. Surefire Cyber is really exceptional at using a lot of automation tools so that the forensic analysts can focus more on the big picture and the data they’re working with.  

What does a typical day interning at Surefire Cyber look like for you?  

I work under two groups: software development and information operations, or DevOps, and security engineering. For DevOps, I help to manage company infrastructure and work on a lot of coding assignments.  

Traditionally, there are software developers, and there are operations, which maintain it. DevOps is kind of a hybrid role, which means it entails coding, setting up servers, and being responsible for maintaining the infrastructure.  

How would you say George Mason has helped prepare you for this role?  

I definitely think more critically when problem-solving this time around, and I think that’s in part due to George Mason, especially the Honors College research and literature classes that I’ve taken. I’m learning about a lot of new technologies in real time, so I have to be able to research and read about them and then apply that knowledge to my work. The courses have definitely helped me when it comes absorbing the information I’m reading about and then transferring it to my assignments at Surefire Cyber.  

Another thing about the Honors College is that I get to meet different people from different disciplines, and that’s really helped me at Surefire Cyber when connecting and networking with colleagues. I think that’s been really rewarding and something that George Mason’s helped prepare me for.  

I’ve also gotten a lot of experience in my systems engineering and digital systems engineering classes, and getting to see what goes into a lot of security minded decisions is very similar to what I’m doing in this internship.  

What’s your favorite thing about interning at Surefire Cyber?  

My favorite thing about the company is that it’s always driving innovation and new discoveries within cybersecurity and digital forensics. They’re always pushing for the best and trying to help people. That’s the whole point of digital forensics is to be there for and helping them out on the worst day of their life.  

Fatima Majid, a George Mason University senior majoring in cyber security engineering, was not just the only one-person team in the top 10 award winners at a recent National Defense Industrial Association (NDIA) cyber competition, she was the only student team. Majid placed ninth out of 51 teams, most of them comprising industry experts.  

“I went in, and they were all professional teams, like from Lockheed Martin. I thought, ‘I want to go home,’” said Majid with a laugh, describing her initial cold feet. “But I told myself I could do it. It helped that it was hosted at George Mason, and I had professors there giving me support.”  

Her project focused on how the Department of Defense (DoD) can protect critical U.S. infrastructure against low-cost drone attacks at scale, informed by Ukraine’s “Operation Spiderweb,” which used 117 drones to attack Russian air bases in June 2025.  

Majid spent the summer in Richmond during a public policy internship. Photo provided

Majid’s lightbulb moment came with a flash as bright as a Virginia speed camera catching a lead-footed driver. Considering the significant network of traffic cameras in the commonwealth, she conceived SkyEyes. This applies an artificial intelligence (AI) model to the live feed of the Virginia 511 camera network, which provides real-time traffic information to citizens and transportation officials. SkyEyes demonstrated how a low-cost, AI-enabled surveillance layer could differentiate threats from non-threats, employing geofencing logic to define safe versus threat zones around sensitive sites. 

“I understand how drones work because of what I’ve done at George Mason’s MIX lab—and since I know how to build it, I also know how to jam it. I trained the AI model on a data set provided from a contest sponsor, and that data set had drone imaging and drone prototyping,” she said. “The camera feeds can find objects flying, but what if it’s an Amazon drone, for example? Then I added geofencing and threat analysis to observe the behavior of the drone—if it’s a drone at 2 a.m., for example, maybe that’s sketchy. So, the model gets smarter.”  

Majid said that to access the cameras, all she had to do was make a phone call to the right person and explain her project. She cited time spent this summer at the Virginia Academy of Science, Engineering, and Medicine in the Undergraduate Policy Program (VASEM UPP) in Richmond as giving her confidence and exposure to how government works.  

K. L. Akerlof, an associate professor in the Department of Environmental Science and Policy at George Mason, said, “The VASEM UPP is a unique opportunity for undergraduates to learn about opportunities in science policy at the state level. The immersive experience of spending a week in Richmond visiting the General Assembly and state agencies, while getting a crash course in how research evidence relates to public policy, can open new doors and career pathways.” 

Majid said the strong showing gave her tremendous exposure to influential professional contacts. She fielded several questions about her simulation and future professional plans from a man she only later realized was Retired Brigadier General and NDIA Executive Vice President Guy Walsh. 

“Because he showed interest, after he walked away, a crowd of people gathered around to ask me questions. It was very validating.”  

She also had a long conversation about her project with Harley Stout, acting chief digital and AI officer at the Joint Chiefs of Staff. 

Majid is still pleasantly shocked by her top-10 finish. She is working with Mohamed Gebril, an associate professor in Cyber Security Engineering, on expanding the research. She is confident that such a cost-efficient solution for critical infrastructure protection against drone attacks will attract more funding opportunities.  

She credited the supportive culture at Mason—and her family—for keeping her grounded and encouraging her throughout, saying their support made the accomplishment even more meaningful.

George Mason University has appointed Massimiliano Albanese as executive director of the Institute for Digital Innovation (IDIA)—a pivotal move as the university strengthens its position as a leader in cutting-edge research and technological advancement.

Albanese, who joined George Mason in 2011, currently serves as a professor and associate chair for research in the Department of Information Sciences and Technology within the College of Engineering and Computing. For over a decade, he has served as associate director of the Center for Secure Information Systems, where he has played a critical role in shaping the university’s research strategy in cybersecurity and information technology.

A recognized expert in cyberattack modeling and detection, optimal defense strategies, and adaptive security technologies, Albanese brings a deep understanding of digital systems to his new role. His research portfolio includes participation in projects totaling $13 million, six U.S. patents, two books, and 90 peer-reviewed publications. He is a recipient of George Mason’s Emerging Researcher/Scholar/Creator Award and earned his MS and PhD in computer science and engineering from the University of Naples Federico II, Italy.

“Dr. Albanese is an outstanding leader and researcher who understands the importance of collaboration and innovation in driving progress,” said Andre Marshall, vice president for research, innovation, and economic impact. “His depth of expertise in cybersecurity and digital systems, combined with his proven ability to foster interdisciplinary partnerships, makes him uniquely suited for this role. Under his leadership, we look forward to strengthening IDIA’s mission of advancing digital innovation, expanding cross-disciplinary collaboration across the university, and positioning George Mason as a national leader in solving complex technological challenges.”

Albanese steps into this role at a crucial moment for both George Mason and the technology landscape—particularly with the rise of artificial intelligence (AI) and other emerging technologies. His mission is clear: to drive impact through collaboration and to position George Mason at the forefront of digital innovation.

“This is a very interesting time to be in this position,” Albanese said. “By connecting digital innovation with AI and other emerging technologies, we can make a real difference—not just at George Mason, but for the nation and the world.”

AI’s rapid advancement offers tremendous opportunities as well as complex challenges, he said.

Albanese’s vision for IDIA centers on building a culture of collaboration that unites faculty, students, researchers, and external stakeholders. He said he plans to start by strengthening partnerships with the university’s other research centers and institutes.

The university’s Grand Challenge Initiative (GCI) provides opportunities to apply digital innovation to critical sectors.

“None of these solutions can be achieved without a collaborative mindset because they are inherently complex and multidisciplinary. We are at a point in time of rapid AI growth that is changing the way we approach everything: AI and digital innovation will play a critical role in advancing GCI.”

Another priority for Albanese is diversifying IDIA’s funding sources in response to tighter federal budgets. He said he intends to strengthen existing partnerships with industry and nonprofits, and develop new public-private collaborations to ensure the institute remains resilient and impactful. He notes that as funding becomes more challenging to secure, the university must become more efficient. And one way to do that is for “IDIA to work closely with other institutes and research centers on campus to increase awareness of who is doing what and join forces to have a better impact.”

Albanese sees IDIA as a critical driver in elevating George Mason’s reputation as a leading public research university. His strategy includes promoting technology transfer, supporting start-ups, and creating stronger connections between faculty and industry partners to bring innovations from the lab to the marketplace.

“There is a lot of competition to attract students and resources, and we must establish ourselves as the lead,” he said. “IDIA can help put George Mason at the forefront of research by leveraging our strengths and bringing talented people together to solve big problems.”

Looking ahead, Albanese encourages students and researchers to adopt a problem-driven approach to innovation and become problem solvers. “We should reach out to stakeholders with real-world challenges and develop solutions that truly address those needs.”

By fostering collaboration, driving interdisciplinary research, and forging strong partnerships with industry and government, Albanese aims to position IDIA—and the university—as a national leader in solving complex, real-world problems through technology.