Insight
From managers to agents: Intelligence on tap is transforming leadership
By Chaitra Vedullapalli
What if intelligence was no longer something you hired, but something you accessed—like electricity, water, cloud storage or bandwidth?
Take a moment to sink in.
After listening to Sam Altman’s TED Talk on the democratisation of intelligence, Jensen Huang on Rebuilding Industrial Power and Satya Nadella’s keynote at Microsoft Build, it became crystal clear to me: we’ve entered a new era of workforce design—one powered not just by people, but by intelligence on tap.
Intelligence on Tap.
Like electricity.
Like cloud storage.
Like bandwidth.
Expertise becomes a utility—not something you hire, but something you access.
When you combine that idea with AI agents capable of planning, reasoning, and taking action, the ripple effects are seismic. For people. For organisations. For society.
And this reshapes everything we thought we knew about careers, teams, and leadership.
Rethinking the Organisation Itself
For decades, intelligence was a scarce resource—limited by human time, cost, and capacity. But that constraint is vanishing.
With AI agents that can reason, plan, and execute, intelligence is no longer confined to employees. It’s becoming scalable, on-demand, and ambient—a capacity you access, not employ.
So if your people can build the intelligence they need, why are you still organising around job titles and departments?
Drawing on global insights from 31,000 workers, LinkedIn data, and trillions of Microsoft 365 signals—alongside real conversations with startups, economists, and researchers—Microsoft sketches out a new model: the Frontier Firm.
These are agile organisations that:
- Move faster
- Scale smarter
- Organise by outcome, not hierarchy
Frontier Firms are already taking shape, and within the next 2–5 years we expect that every organisation will be on their journey to becoming one.
82 per cent of leaders say this is a pivotal year to rethink key aspects of strategy and operations, and 81 per cent say they expect agents to be moderately or extensively integrated into their company’s AI strategy in the next 12–18 months.
Adoption is accelerating: 24 per cent of leaders say their companies have already deployed AI organisation-wide, while just 12 per cent remain in pilot mode.
They’re structured not around job titles—but around Work Charts: fluid, task-focused teams that form around what needs to be done.
You don’t build teams—you orchestrate them.
And who manages this new blend of human and machine workforces?
Not HR as we know it. But a new function: Intelligence Resources—a fusion of HR and IT.
A team responsible for staffing hybrid teams, managing the human-agent ratio, and ensuring performance, oversight, and trust.
Why Managers Are Ahead of the Curve
As Colette Stallbaumer, GM of Microsoft 365 Copilot and Co-Founder of WorkLab, put it:
“Leaders recognise they can’t afford to sit on the sidelines.”
Managers are leading the AI shift because:
- They’re the first expected to deliver ROI on AI
- They already know how to delegate, coach, and course-correct
- They’re used to managing performance—now they just manage both people and machines
In short: we don’t need to reinvent management—we need to redirect it.
From Coworkers to Agent Bosses
The individual is at the center of this transformation.
We’re not just learning to use AI—we’re learning to manage it. To delegate. To refine. To override when needed. To lead a team of digital workers—agents who work for us.
The new archetype of this era: The Agent Boss.
Not the solo expert. Not the traditional manager. But the one who scales their impact through a crew of AI teammates.
You delegate. You optimise. You ship outcomes.
The career ladder? It’s been replaced with a launchpad.
A junior employee managing 10 intelligent agents can now deliver senior-level results.
What used to take years of experience now takes systems intelligence—and the curiosity to learn how to build your first agent.
“Now everyone can be an agent boss,” says Stallbaumer. “Think of your work like you’re the CEO of your own startup.”
What It Takes to Be an Agent Boss
Becoming an Agent Boss isn’t just about knowing how AI works. It’s about mastering how to lead with AI.
It requires a framework to delegate tasks effectively. It requires oversight to ensure quality. It requires regular reviews to tune performance.
It requires ethical reflection to act with caution. It requires evaluation to measure impact.
After experimenting with this strategy in our own team, we identified three weekly metrics that ensure we adapt with precision, caution, and excitement:
Adoption Rate: How many agents and workflows are now powered by agents? and how many tools are we using?
Outcome Quality: Are the results generated by agents meeting or exceeding expectations?
Team Sentiment: Are people feeling empowered or overwhelmed?
Mastering these rhythms transforms chaos into clarity—and helps every professional scale their expertise with confidence.
This is the new literacy. The new fluency. The new foundation.
So, What Agent Boss Skills I Believe We Need To Master:
Prompt Engineering & Contextual Framing: Craft prompts that enable reasoning and memory. Train agents to understand context, tone, and objectives.
Workflow Automation: Identify repetitive or rules-based tasks and deploy AI to streamline them.
Agent Delegation: Learn how to assign work to multiple agents and manage inter-agent coordination.
Human-Agent Oversight: Know when to review, refine, or override outputs. Maintain governance and ethics.
System Integration: Connect AI agents to your existing cloud tools, CRMs, calendars, and databases.
Performance Evaluation: Track KPIs for AI agents. Learn how to tune and retrain them for improved outcomes.
Ethical and Secure Use of AI: Understand data privacy, model bias, and safe usage protocols.
Team Orchestration: Manage blended teams of people and agents to deliver coordinated value.
Business Case Development: Build a compelling use case for why a human+agent team accelerates growth.
First Agent Launch: From idea to implementation: go live with your first working AI agent workforce
Why This Moment Matters
This isn’t theory. It’s here. Most of us are still using the old language of work:
- Measuring output by job description, not impact
- Designing teams for predictability, not adaptability
- Waiting for permission to experiment when the risk is now inaction
But the map has changed.
Intelligence is no longer what you hire. It’s what you deploy.
It’s time to ask:
- What kind of org do you want to work for—or build?
- What kind of manager are you when your team includes agents?
- What kind of career are you building when success means scaling your mind, not just your hours?
Take a breath. Let it land.
Intelligence is now on tap. And those who know how to turn it on—will lead.
Join Women in Cloud ecosystem to be part of the transformation. Don’t leave behind.
Find out more about Women in Cloud at womenincloud.com
News
Bridging the metabolic wealth gap: The telehealth platform bypassing insurance to democratise care
As weight-loss treatments remain locked behind prohibitive paywalls, a new direct-pay initiative is cutting costs in half for low-income patients, and it could provide a new blueprint for health equity.
It is one of the most persistent, frustrating paradoxes in modern healthcare: the medical innovations most capable of addressing widespread chronic conditions are overwhelmingly priced out of reach for the populations most vulnerable to them.
Nowhere is this more evident than in the current landscape of metabolic health and weight management.
As state governments and insurance providers increasingly restrict coverage for advanced weight-loss medications due to skyrocketing costs, a stark dividing line has emerged. Clinical need is no longer the primary factor in who receives treatment. Affordability is.
This financial barrier disproportionately impacts women, who not only face high rates of metabolic conditions but also frequently serve as the primary caregivers in their households.
For a single mother managing childcare, grueling work hours, and the relentlessly rising cost of living, personal well-being is often the first casualty of a tight budget.
These patients are forced into a holding pattern, watching their conditions progress year after year while highly effective, life-changing treatments remain separated from them by a paywall.
Now, a telehealth platform called Amble Health is attempting to dismantle that wall by bypassing the traditional insurance apparatus entirely.
A Structural Shift for Access
Today, Amble Health announced the launch of the Amble Cares Program, a national initiative designed to cut the cost of medical weight-loss treatments in half for low-income Americans.
The programme arrives at a critical inflection point.
Today, roughly one in eight U.S. adults have utilized advanced metabolic medications, according to a recent KFF Health Tracking Poll.
This surge in adoption has driven a fundamental shift in preventative care, but the distribution of that care has been deeply uneven.
Through the Amble Cares Program, eligible patients can access comprehensive medical weight-loss programmes, which may include prescription medications if clinically appropriate, at up to 50 per cent below standard rates.
To ensure the discounts reach the intended demographic, eligibility is determined by an independent, third-party verification partner, based on verified financial need.
The programme explicitly prioritises individuals and families with limited disposable income, including parents and guardians whose financial flexibility is tied up in providing for dependents.
Once verified, patients are connected directly to licensed clinicians to begin treatment immediately, stripping away the friction of waiting periods.
“Healthcare should not be a luxury item,” said Joey Stiver, CEO of Amble Health. At Amble, we believe that a patient’s zip code or income shouldn’t dictate their metabolic health outcomes.
“The Amble Cares Program is our direct response to the cost of living crisis, moving beyond talk of ‘affordability’ to actually delivering it to the people the traditional system has left behind.”
The Direct-Pay Trade-Off
However, this rapid, lower-cost access comes with a significant structural trade-off.
To achieve these price reductions and eliminate the administrative delays, denials, and red tape associated with traditional healthcare, Amble Health operates strictly as a direct-pay platform.
This means participants cannot use outside coverage. The programme does not accept Medicaid, Medicare, commercial insurance, or even HSA/FSA funds.
For some patients, being entirely locked out of utilizing their existing health benefits may present a new kind of hurdle.
But for those who have already found themselves abandoned by traditional coverage networks, facing outright denials, unnavigable prior authorisations, or insurmountable deductibles, the direct-pay model offers a predictable, transparent alternative to a broken system.
Ultimately, the Amble Cares Program is making a bold bet: that the most efficient way to deliver equitable healthcare to disenfranchised populations isn’t to fix the traditional insurance system, but to innovate entirely around it.
The Women and Equalities Committee (WEC) has warned against “financial half measures” on women’s health as the government published its response to the report.
Ministers launched the renewed Women’s Health Strategy in April after the committee’s March report concluded it was not convinced that the menstrual and gynaecological needs of young women and girls had been sufficiently prioritised in wider healthcare reforms.
It followed the committee’s 2024 “medical misogyny” report, which found women with painful reproductive health conditions such as endometriosis, adenomyosis and heavy menstrual bleeding were frequently finding their symptoms “normalised” and their “pain dismissed” when seeking help.
In both reports, MPs called on the government to recognise the benefits of increased investment in early diagnosis and treatment of women’s reproductive health conditions and provide additional funding needed to transform the support available to millions of women.
In its response, published on 26 May as a command paper, the Department of Health and Social Care outlined action on reducing gynae waiting times, ensuring procedures are conducted with women’s full consent and adequate pain relief, and improving access to contraception for menstrual healthcare in line with the committee’s recommendations.
It said: “The government agrees with the committee’s overarching findings and recommendations for improving women’s health outcomes and experiences.
“We acknowledge the impact that menstrual health conditions can have on women’s lives, relationships, and participation in education and the workforce.
“We recognise that more needs to be done to support women with menstrual health conditions, particularly around listening to women, improving information and education, and enhancing patient experience.”
However, there was no commitment to increase school nurse provision, no measurable actions and targets on countering online misinformation, no new commitments to end inappropriate censorship of women’s online health content, and no further initiatives on tackling racial discrimination or understanding the menstrual wellbeing needs of young disabled and Deaf women.
The response comes after analysis by The Times suggested the government is allocating 60 per cent more funding to its men’s health strategy than to its renewed strategy for women’s health.
Sarah Owen, chair of the Women and Equalities Committee and Labour MP, said: “WEC’s 2024 ‘medical misogyny’ report warned 18 months ago of women in unnecessary pain and undiagnosed for years and called on the Government to recognise the benefits of increased investment in early diagnosis and treatment.
“Our follow up report this March cautioned girls’ and women’s health are not being sufficiently prioritised in system-wide NHS reforms, while initiatives which have proven to be successful in reducing waiting lists and improving women’s healthcare access, such as women’s health hubs, risked being scaled back or discontinued.
“While it’s welcome to see a focus on tackling ‘medical misogyny’ in April’s renewed Women’s Health Strategy and an emphasis on women’s voices being heard, this must be backed by adequate funding, not financial half measures, particularly when compared to men’s health.
“Significant questions remain following today’s response publication over the adequacy of investment being provided, including for workforce training, menstrual health education in schools, research and additional ring-fenced funding for women’s health hubs to deliver services within the emerging neighbourhood health framework.
“There are both opportunities and risks when it comes to increasing use of technology in women’s healthcare.
“As the Committee’s report set out, social media companies should be held to account for inappropriate and disgraceful ‘shadow banning’ censorship of important women’s health content and there should be a rigorous approach to tackling the risks from ineffective, unsafe and exploitative for-profit FemTech apps.
“The Government should take the problem of ‘shadow banning’ more seriously.
“A strategy which does not fully address the concerns set out in WEC’s report, alongside measurable actions and timescales, will only scratch the surface of the issues facing women’s health.
“WEC will keep a close eye on progress and continue to push for long overdue tangible change for women and girls.”
An early PET scan after one cycle of chemotherapy may help predict how aggressive breast cancer responds to treatment, a study suggests.
Research led by The Institute of Cancer Research, London and King’s College London suggests that an early scan taken after one cycle of chemotherapy could help predict how well a patient’s cancer will respond to treatment.
The study focused on patients with triple-negative breast cancer (TNBC), an aggressive form of the disease in which cancer cells lack receptors for the hormones oestrogen and progesterone, as well as the HER2 protein.
Patients with TNBC are usually treated with chemotherapy prior to surgery. While many respond well, residual disease at surgery, typically around six months later, is associated with a significantly poorer prognosis. Identifying people sooner who are unlikely to respond remains a major clinical challenge.
The research explored whether using PET imaging shortly after treatment begins, rather than relying only on MRI scans later in the treatment process, could provide earlier insight into how a patient’s cancer is responding. Twenty-two patients were recruited, with fourteen undergoing FDG-PET scans before treatment and after the first cycle of chemotherapy.
The findings, published in Clinical Cancer Research, showed that changes seen on PET scans after just one cycle of chemotherapy were strongly associated with subsequent response, including whether there was no detectable cancer, known as a complete response, by the end of treatment. Importantly, early PET response showed stronger associations with treatment outcomes than standard mid-treatment MRI scans in this study.
Being able to identify patients who are not responding well at an early stage could allow clinicians to adjust treatment sooner or consider alternative approaches. These findings may also support future strategies to better tailor treatment intensity to individual patients.
The study also compared two types of PET tracers, FDG and FLT, to determine which was most suitable. While both met the study’s technical criteria, FDG-PET was selected for further evaluation due to its better image quality, greater consistency and wider use in clinical practice.
The research also explored how imaging changes after just one cycle of chemotherapy relate to the body’s immune response to treatment. Biopsies taken before and after the first cycle of chemotherapy showed that an increase in immune cells within the tumour was strongly associated with both early PET changes and improved treatment outcomes.
The researchers emphasise that these findings now need to be validated in larger studies. Future work will aim to confirm these results in broader patient groups and explore more accessible imaging approaches, such as ultrasound, alongside PET and MRI.
Sheeba Irshad, professor of cancer immunology at King’s College London and lead of the Breast Cancer Now KCL Research Unit, said:
“In patients who had PET scans both before treatment and after the first cycle, we found that this early scan could predict whether they were likely to achieve a complete response by the end of treatment. These findings highlight the potential of early imaging to guide treatment decisions, and now need to be validated in larger, modern clinical trials.”
Andrew Tutt, professor of breast oncology at The Institute of Cancer Research, London, said:
“Research that helps us determine early who is already benefitting from standard neoadjuvant chemotherapy and who might benefit from clinical trials to find better treatments is vital. This study shows that FDG-PET may have great value in this regard. We hope to be able to design studies that further investigate and validate these findings.”
The study was supported by funding from King’s College London and Guy’s and St Thomas’ NHS Foundation Trust, Breast Cancer Now, Cancer Research UK, and Guy’s and St Thomas’ Charity.
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