Karen Pavlin is ServiceNow's Chief Workforce Innovation Officer, leading initiatives at the intersection of workplace culture, innovation, equitable access, and opportunity in today's AI-driven digital economy. She drives transformation across 30,000 ServiceNow global employees and leads RiseUp with ServiceNow—a global initiative that expands tech access and supports economic mobility in the communities served.
Fresh from the global stage at Davos, Karen reflects on the defining question that shaped this year's conversations—and the courageous choices that will determine whether AI creates a human renaissance or deepens division.
I never want to look back and wonder what couldn't have happened if I hadn't been brave enough to lean in.
That question has followed me through every inflection point in my career—showing up when the path forward feels uncertain, when the stakes feel high, and when it would be easier to wait for clarity instead of creating it.
This year at Davos, that question was louder than ever. Artificial intelligence is no longer theoretical—it's here, reshaping how we work, and the only thing more daunting than the pace of this change is the regret of sitting on the sidelines.
Leaders across governments, industries, and institutions are grappling with AI's real-time consequences at scale.
The conversations kept returning to the same essential questions: How do we foster trust? How do we ensure equitable access? And how do we scale opportunity without leaving people behind?
What struck me most was the shared recognition that empowering people for the future of work isn't just a business priority—it's a moral imperative. Everyone at the table acknowledged the profound responsibility that comes with guiding the global workforce through AI-driven change.
We're at a defining moment. There are two paths ahead.
One leads to a human renaissance—where AI amplifies potential, expands opportunity, and creates meaningful work. The other deepens division—where access is limited, trust erodes, and innovation's benefits accrue to too few.
Technology companies have a critical role in determining which path we take. AI transformation must be human-centered, equitable, and grounded in trust.
While some frame AI primarily as a cost-cutting tool, we led a different conversation at Davos.
Human-centric AI recognizes a simple truth: technology alone doesn't create value. It's human judgment, adaptability, and empathy that turn AI's potential into real-world impact. AI should augment people, not sideline them.
This perspective resonated at Davos. Leaders increasingly understand that sustainable transformation doesn't come from deploying technology faster—it comes from bringing people along.
Equity emerged as another consistent theme. Access to technology, infrastructure, and capital cannot be limited to a privileged few. If AI is going to reshape economies, it must expand participation.
Our work across sectors demonstrates that when barriers are lowered and access is broadened, innovation accelerates and trust grows. Equity isn't just a social goal—it's a strategic one. Economies thrive when more people can contribute and benefit.
Perhaps the most urgent topic was reskilling.
AI will disrupt jobs—especially entry-level roles that serve as gateways into the workforce. Young people are particularly vulnerable as automation reaches these first career rungs.
Yet the data tells a hopeful story if we act decisively. By 2030, an estimated 170 million new jobs could be created globally, while roughly 92 million may be displaced. That's a net gain of 78 million jobs—but only if reskilling happens at scale.
This is why initiatives like ServiceNow University and RiseUp with ServiceNow matter. By breaking down barriers and focusing on practical, in-demand skills, we build trust that AI isn't here to take jobs away—but to elevate work.
For example, our RiseUp returnship program in India achieved an astonishing 100% employment placement rate for women re-entering tech careers—proof that when you invest in people's potential, transformation becomes possible.
Skilling today means upskilling, reskilling, and next-skilling—preparing people not just for today's jobs, but for the adaptability required tomorrow.
What I took from Davos: the real challenge isn't the technology. It's organizational design, leadership courage, and our willingness to invest in people before—and alongside—AI deployment.
Organizations that prioritize upskilling before rolling out AI are already seeing the difference: faster adoption, higher returns, stronger trust. The companies winning today aren't those with the most advanced algorithms—they're the ones bringing their people along.
Trust isn't built through rhetoric—it's built through action. Our leadership is defined by who we invest in and who we bring along.
This moment demands courage. Courage to lean in, to shape the future rather than react to it, and to choose the harder—but far more meaningful—path of inclusive progress.
The strongest message from Davos was simple: keep talking. Across borders. Across sectors. Across generations.
Because the one question none of us should answer is: what could have happened if we'd been brave enough to try?
