“If you’ve built a watch, you have a much better sense of how that watch works than if you bought it and read a manual.”
Here’s the problem: Knight’s knowledge about how to do his job manually—his memorization of the star-shaped pattern in which he fastens the bolts and the understanding of how to do so —still has value. It allows him to understand if the machine is making a mistake, and when its process could be improved.
Knight, however, won’t be around forever. Future workers who do his job won’t have his experience and won’t be able to double-check the machines. So how will they be trained?
Deloitte CEO Cathy Engelbert says new technology capable of scanning and reviewing thousands of contracts–an entire year of human work–in an hour will mean the firm needs fewer entry-level workers and more workers with experience and judgment. But, “where do [middle-level employees] get that experience and judgment?”
Training programs won’t have to teach them the automated processes, but they will need to identify and teach skills that they would have learned by doing manual processes over and over again.