By: Dr. Stephanie Diana Eubank DBA

For the past several years, organizations across industries have been captivated by promises that artificial intelligence would dramatically reduce labor costs and replace large portions of the workforce. Executives announced layoffs, hiring freezes, and workforce restructurings built on the expectation that AI systems could perform work once handled by experienced employees. However, the reality emerging in 2026 is far more complex. A growing number of organizations are quietly reversing those decisions, rehiring employees, and acknowledging that human expertise remains indispensable.

Recent reporting by Bruce Crumley (2026) highlights a significant shift in executive thinking. According to Forrester research cited in the article, 55% of business leaders regret technology driven layoffs, and analysts predict that many AI related workforce reductions will ultimately be reversed. Companies such as Ford and IBM have begun restoring positions after discovering that AI systems often require extensive human oversight, subject matter expertise, and institutional knowledge to deliver acceptable business outcomes.

The challenges encountered by organizations attempting to replace workers with AI reveal a critical misunderstanding about the purpose of technology in business. AI can accelerate processes, automate routine tasks, and enhance productivity. However, technology is most effective when it augments human talent rather than replaces it. Ford’s experience demonstrates this reality. After relying heavily on AI driven processes, the company recognized the value of experienced engineers whose knowledge had been undervalued. Rehiring and expanding technical teams became necessary to improve product quality and performance.

IBM reached a similar conclusion. Leaders recognized that eliminating too many entry level positions created a long term talent pipeline problem. Businesses require new professionals who can learn, develop expertise, and become future leaders. When organizations remove the human development pathway, they jeopardize their own sustainability. AI may perform specific tasks today, but it cannot replace the leadership development, mentorship, judgment, creativity, and organizational culture that people create over time.

Harvard Business Review further argues that many workforce reductions were driven not by proven AI performance but by expectations about future AI capabilities. This distinction is important. Many companies made decisions based on projected efficiencies rather than demonstrated results. As implementation challenges emerged, leaders discovered that predictions about AI replacing workers often exceeded reality. Human beings continued to provide value in decision making, customer service, quality assurance, innovation, relationship building, and organizational learning.

The reversal currently occurring across multiple industries offers an important lesson for business leaders. For decades, successful companies invested heavily in people through training, mentorship, career development, and organizational culture. These traditional business practices were not outdated. They represented recognition that employees are the most valuable asset any company possesses. Financial capital, equipment, and technology all contribute to success, but people transform those resources into meaningful outcomes.

Organizations that embrace a people first philosophy are often more resilient during periods of disruption. Employees provide context, ethical judgment, empathy, adaptability, and creativity. They understand customers, identify emerging opportunities, and solve problems that technology alone cannot address. While AI can support these activities, it cannot fully replicate the human qualities that drive long term organizational success.

The emerging hiring reversals should not be viewed as evidence that AI has failed. Rather, they demonstrate that technology works best when paired with skilled, engaged employees. The future of business is unlikely to be a choice between people and artificial intelligence. Instead, it will belong to organizations that effectively combine human expertise with technological capability.

As businesses rethink their workforce strategies, many are rediscovering an enduring truth: people are not merely a cost center to be minimized. They are the source of innovation, culture, trust, and competitive advantage. The current AI backpedal serves as a reminder that sustainable business success begins and ends with valuing human beings. Companies that return to this tradition will be better positioned to thrive in an increasingly technological world.

References

Crumley, B. (2026, July 28). 55 percent of leaders regret AI layoffs and a major hiring reversal has begun. Inc. https://www.inc.com/bruce-crumley/55-percent-of-leaders-regret-ai-layoffs-and-a-major-hiring-reversal-has-begun/91380901

Harvard Business Review. (2026). Companies are laying off workers because of AI’s potential, not its performance. https://hbr.org/2026/01/companies-are-laying-off-workers-because-of-ais-potential-not-its-performance

CNBC. (2026, July 1). Employers who laid off workers for AI are reversing their decisions. https://www.cnbc.com/2026/07/01/employers-who-laid-off-workers-for-ai-are-reversing-their-decisions.html

Google Share article provided by user. (2026). Retrieved from https://share.google/vrUrLnFnBA3F8HdtK

 
Book Information 
Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era 
Available on Amazon: https://www.amazon.com/dp/B0H5BPJCHJ 

If you enjoy this content like and subscribe.  Additionally, if you are interested in consulting services, please feel free to reach out to me through my social media channels.  Remember remote is here to stay.  

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New Website: wickedbofthewestconsulting.com  

Email: Drstephaniedeubank@wickedbofthewestconsulting.com or stephaniedeubank@gmail.com  

TikTok: @stephaniedianaeubank  

New Website: wickedbofthewestconsulting.com 

Also, be sure to check out my first textbook on Operations Management. The book is titled “Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era.” You can purchase the textbook on Amazon at the link below.  

By: Dr. Stephanie Diana Eubank DBA

For years, I have argued that Microsoft Teams was designed as a collaboration and communication platform, not as a surveillance tool. Yet organizations continue trying to transform communication software into a form of digital bossware. The latest example is Microsoft Places Workplace Check-In, a feature that can automatically update work location information through Teams when employees connect to approved office networks or peripherals. 

To be fair, Microsoft specifically states that Workplace Check-In is not a tracking tool and is intended to facilitate collaboration rather than compliance or employee oversight. The feature was developed to help coworkers understand where colleagues are working and to simplify location updates. Nevertheless, some organizations may view the feature as an opportunity to monitor attendance and employee presence rather than improve collaboration. 

The problem with using Teams as a bossware is that it was never designed for accurate productivity measurement. Teams’ presence indicators frequently fail to reflect actual work activity. For example, employees using Teams primarily on mobile devices may appear as away or unavailable to coworkers using desktop clients, even when they are actively working. Presence indicators are communication signals, not productivity metrics. 

Another issue is the behavioral response created by excessive monitoring. Employees who believe management is watching their status indicators may spend valuable time returning to the Teams application simply to keep the presence icon green. Instead of focusing on meaningful work, problem-solving, customer service, or innovation, workers can become distracted by maintaining the appearance of activity. Productivity becomes performative rather than outcome-based. 

Organizations should also remember that employee monitoring technologies have resulted in legal disputes. Several employers have faced challenges over surveillance practices, privacy concerns, and disciplinary actions based on questionable monitoring data. When software designed for communication becomes evidence in employment decisions, organizations can expose themselves to significant legal and reputational risk. 

The existence of an entire market of mouse jigglers and similar devices demonstrates another weakness in digital surveillance strategies. These inexpensive products are widely available through online retailers and are specifically marketed to prevent systems from showing idle status. When workers can easily manipulate monitoring signals, organizations gain little meaningful insight while potentially damaging trust and morale. 

As discussed in my book, Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era, organizations achieve better outcomes when they focus on both qualitative and quantitative productivity measures. Quantitative metrics can include deadlines met, projects completed, customer response times, or operational results. Qualitative measures can evaluate innovation, teamwork, customer satisfaction, leadership, communication effectiveness, and overall value creation. 

Leaders must ask an important question: Are we measuring activity or accomplishment? A green Teams status icon does not tell us whether an employee solved a difficult problem, retained a customer, developed a new process, or improved organizational performance. Meaningful productivity measurement requires context, judgment, and an understanding of outcomes. 

Microsoft Teams remains one of the most powerful communication and collaboration platforms available. Its value comes from helping people connect, share information, and work together. Using it as a low-cost substitute for effective management undermines its intended purpose. Rather than turning collaboration software into bossware, organizations should invest in clear expectations, strong leadership, trust, and balanced productivity measurement systems that recognize both quality and quantity of work. 

References 

Microsoft. (2026). Configure workplace check-in. Microsoft Learn. https://learn.microsoft.com/en-us/microsoft-365/places/configure-auto-detect-work-location 

Eubank, S. (2025). Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era. Amazon KDP. https://www.amazon.com/dp/B0H5BPJCHJ 

As I prepare for the Academy of Business Research Fall Conference, I look forward to sharing my findings, learning from fellow scholars, and continuing important conversations about the future of leadership, followership, communication, and productivity in remote work environments. I hope to see many of you at the conference, and I invite you to check out my new book on Amazon as we continue exploring the future of work together. 

Conference Information 
Academy of Business Research Fall Conference Online 
July 30–31, 2026 
Registration: https://www.aobronline.com/ 

 
Book Information 
Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era 
Available on Amazon: https://www.amazon.com/dp/B0H5BPJCHJ 

If you enjoy this content like and subscribe.  Additionally, if you are interested in consulting services, please feel free to reach out to me through my social media channels.  Remember remote is here to stay.  

YouTube: https://www.youtube.com/@Wickedbofthewest  

Website: wickedbofthewestremoteconsulting.com  

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting  

Instagram: https://www.instagram.com/wickedbofthewestconsulting/  

Blog: drstephaniebeardbaremoteresearch.org  

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/  

TikTok: https://www.tiktok.com/@stephanie.eubank6  

New Website: wickedbofthewestconsulting.com  

Email: Drstephaniedeubank@wickedbofthewestconsulting.com or stephaniedeubank@gmail.com  

TikTok: @stephaniedianaeubank  

New Website: wickedbofthewestconsulting.com 

Also, be sure to check out my first textbook on Operations Management. The book is titled “Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era.” You can purchase the textbook on Amazon at the link below.  

By: Dr. Stephanie Diana Eubank DBA

I am thrilled to share an exciting professional milestone in my academic journey. My postdoctoral research on the Apollo Effect has successfully completed peer review and has been selected for presentation and publication at the Multidisciplinary Conference on Business, Economics, Strategy, and Technology (BEST Virtual 2026), scheduled for October 2026. 
 
Having research selected through a peer-review process is both validating and humbling. It represents recognition from fellow scholars who believe this work contributes meaningful insight to ongoing conversations surrounding business, organizational behavior, leadership, innovation, and the evolving workplace. The opportunity to present and publish at BEST Virtual 2026 provides an international platform to discuss the implications of the Apollo Effect and engage with researchers and practitioners from multiple disciplines. 
 
This achievement is especially meaningful because it follows another significant accomplishment. On July 30, 2026, I will be presenting my dissertation research at the Academy of Business Research Online Conference 2026. Presenting at ABR allows me to continue sharing findings that challenge traditional assumptions about operations management, workplace structures, and organizational effectiveness. 
 
Adding to this exciting season of professional growth is the publication of my book, Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era. The book explores how remote and hybrid work arrangements continue to reshape organizations, leadership practices, employee experiences, and operational strategies. Together, the dissertation, the Apollo Effect research, and the book represent a consistent commitment to exploring how modern organizations can adapt, innovate, and thrive in changing environments. 
 
The selection of the Apollo Effect research underscores the importance of interdisciplinary scholarship. As organizations face increasingly complex challenges, solutions often emerge at the intersection of business, technology, strategy, leadership, and human behavior. I am honored to contribute to these conversations and look forward to exchanging ideas with fellow researchers and practitioners during the conference. 
 
For those interested in participating in BEST Virtual 2026, additional information is available at https://www.bestconference.net/. 
 
For information about the Academy of Business Research Online Conference 2026, visit https://www.aobronline.com/ or contact info@academyofbusinessresearch.com. 
 
My book, Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era, is available through Amazon at https://www.amazon.com/dp/B0H5BPJCHJ. 
 
Thank you to everyone who has supported this journey. These opportunities reinforce the value of curiosity, persistence, and the pursuit of research that creates meaningful impact within organizations and communities. 

If you enjoy this content like and subscribe.  Additionally, if you are interested in consulting services, please feel free to reach out to me through my social media channels.  Remember remote is here to stay.  

YouTube: https://www.youtube.com/@Wickedbofthewest  

Website: wickedbofthewestremoteconsulting.com  

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting  

Instagram: https://www.instagram.com/wickedbofthewestconsulting/  

Blog: drstephaniebeardbaremoteresearch.org  

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/  

TikTok: https://www.tiktok.com/@stephanie.eubank6  

New Website: wickedbofthewestconsulting.com  

Email: Drstephaniedeubank@wickedbofthewestconsulting.com or stephaniedeubank@gmail.com  

TikTok: @stephaniedianaeubank  

New Website: wickedbofthewestconsulting.com 

Also, be sure to check out my first textbook on Operations Management. The book is titled “Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era.” You can purchase the textbook on Amazon at the link below.  

By: Dr. Stephanie Diana Eubank, DBA 

The first chapter of my book introduces a critical business concept: productivity is not guesswork; it is a measurable, data-driven construct rooted in established management science. Productivity, in its simplest form, is the ratio of outputs to inputs, and it serves as a cornerstone for operational efficiency and workforce planning. Yet, in practice, many organizations fail to apply this concept correctly, leading to unrealistic expectations, employee burnout, and high turnover. 

From a standard business perspective, productivity and quotas are typically calculated using quantitative data, historical performance trends, and industry benchmarks. Operations management literature emphasizes that effective productivity metrics must be grounded in time studies, workload analysis, and empirical evidence (Heizer, Render, & Munson, 2017). Similarly, quotas should reflect achievable performance levels based on realistic capacity, not aspirational or arbitrary targets. 

However, in my consulting practice, I have encountered leaders who abandon these principles entirely. Instead of aligning quotas with data, they impose astronomical expectations that exceed industry norms. The result is predictable: a revolving door of hires, employee disengagement, and long-term damage to organizational culture. 

One particularly telling example stands out. When I asked a leader how quotas and productivity standards were determined for her team, she responded, “People never learn their limits until you set unrealistic goals.” While this statement may sound motivational on the surface, it reflects a fundamental misunderstanding of organizational behavior and performance management. 

Research in organizational psychology demonstrates that excessively difficult or unrealistic goals can actually decrease performance, particularly when employees perceive them as unattainable (Locke & Latham, 2002). Instead of motivating employees, such goals often lead to stress, disengagement, and eventual turnover. Goal-setting theory clearly indicates that goals should be challenging yet attainable, supported by feedback and resources. 

Unrealistic quota systems also create structural harm. They distort performance evaluation, encourage counterproductive work behaviors, and erode trust between leadership and staff. Over time, organizations that rely on inflated expectations rather than data-driven planning struggle to retain talent and maintain operational consistency. 

Effective leaders understand that productivity systems must be designed with both precision and empathy. This includes using quantitative data to establish baselines, validating assumptions against industry standards, and continuously refining metrics based on actual performance outcomes. More importantly, it requires recognizing that employees are not variables to be pushed beyond limits, but contributors whose sustainability directly impacts organizational success. 

This is why I included this analysis in the first chapter of my book. Misaligned productivity expectations are not just a technical issue; they are a leadership issue. Organizations that prioritize clarity, fairness, and data-driven decision-making are far more likely to achieve long-term success than those driven by unrealistic demands. 

About the Book 

My book explores the intersection of productivity, leadership, and organizational design, focusing on practical strategies for creating sustainable and effective workplaces. It is currently available for purchase on Amazon. Readers can learn more and order their copy here: https://www.amazon.com/dp/B0H5BPJCHJ 

References (APA 7) 

Eubank, S. D. (2026). Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era. ISBN-13-979-8181361850

Heizer, J., Render, B., & Munson, C. (2017). Operations management (12th ed.). Pearson. 

Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705–717. 

If you enjoy this content like and subscribe.  Additionally, if you are interested in consulting services, please feel free to reach out to me through my social media channels.  Remember, remote is here to stay.  

YouTube: https://www.youtube.com/@Wickedbofthewest  

Website: wickedbofthewestremoteconsulting.com  

Facebook: https://www.facebook.com/WickedBoftheWestBusinessConsulting  

Instagram: https://www.instagram.com/wickedbofthewestconsulting/  

Blog: drstephaniebeardbaremoteresearch.org  

LinkedIn: https://www.linkedin.com/in/stephanie-diana-eubank-dba/  

TikTok: https://www.tiktok.com/@stephanie.eubank6  

New Website: wickedbofthewestconsulting.com  

Email: Drstephaniedeubank@wickedbofthewestconsulting.com or stephaniedeubank@gmail.com  

TikTok: @stephaniedianaeubank  

New Website: wickedbofthewestconsulting.com 

Also, be sure to check out my first textbook on Operations Management. The book is titled “Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era.” You can purchase the textbook on Amazon at the link below. 

Rethinking Operations Management in the Modern Work Era
The workplace has changed—have your operations kept up?

Remote and hybrid work aren’t temporary trends—they’re the foundation of how we work today and tomorrow. Remote Work Is Here to Stay: Rethinking Operations Management in the Modern Work Era is your essential guide to navigating this shift with confidence, clarity, and strategy.

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💡 What You’ll Discover
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Best practices for remote leadership, culture, and collaboration
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A roadmap to future-proof your organization in an ever-evolving workplace
🌎 Built for the Modern Era
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