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Hinnsen doesn’t seem to believe AI will have a huge impact on the jobs market, quoting a tformer IBM CEO who said “10% of jobs will be lost due to AI. But 100% of jobs will be changed.”
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For the final week of my coverage, I had the choice between summarizing more breakout sessions or covering in some depth the Tuesday morning keynote by Belgian author, entrepreneur and keynote speaker Peter Hinnsen, who gave a very interesting if not completely satisfying presentation on Tuesday morning.
I went with the latter. Let me first say that Hinnsen is simply an engaging speaker with outstanding photos and images in his supporting slides.
What is interesting is that at not that high of a level Hinnsen’s message was the same as Monday’s keynote from Gartner’s Chadwick and it was this: in a world of unprecedented change, if you don’t learn how to leverage it to your advantage, you won’t make it.
Chadwick called it “Turning Divergence into Opportunity.” Hinnsen called it “the Never Normal.” I am not sure if Gartner wanted two different looks at the same theme, or that it just worked out away.
One difference between the two versions was that Chadwick was clearly talking from a company/supply chain perspective, whereas Hinnsen was more speaking as much to an individual level, with the sometimes stated, sometimes implied understanding that all this applies to your companies as well.
Hinnsen’s career has been all about the relentless transition of so many things from analog to digital, which he mostly praises, though he notes there is a dark side of this. An example, Hinnsen said that the average TikTok user spends 95 minutes per day on the platform. And did you know TikTok’s parent company developed the Guath homework completion site – so that school kids get their homework done faster - an they can get back on TikTok.
Hinnsen says that historically it took 20-30 years for a society or business-changing trend to be fully adopted. That means a given person – or company - had to weather such a disruption once or at most twice in a career or era.
Now new inventions cycle from the universal model of low demand to rapid demand to mass adoption must faster. That means a person or company will likely experience many large disruptions and will have to change or adapt massively to stay current multiple times.
Or maybe “relevance” is the better word. Today, relevance is a constant imperative for success, Hinnsen says. But he adds that in today’s hyper-dynamic world, your relevance is constantly eroding and will be lost if you are not changing just as fast. Hinnsen adds that regaining lost relevance is possible – but is very tough sledding indeed.
And, he says, relevance is critical at multiple levels: a company, a brand, an individual.
“You must innovate when you can, not when you need to,” Hinnsen noted.
Hinnsen says that to stay ahead of the curve, companies should focus about 70% of resources fighting today’s execution fires, 20% on planning for tomorrow, and 10% on the day after tomorrow, planning for innovation.
The reality at most companies it is more like 97%, 3% and 0%, Hinnsen believes.
 All that without the seismic, looming impact of AI. Hinnsen quotes futurist Edward Wilson as saying AI is becoming “God-like.”
Hinnsen doesn’t seem to believe AI will have a huge impact on the jobs market, quoting a tformer IBM CEO who said “10% of jobs will be lost due to AI. But 100% of jobs will be changed.”
My views are much darker, but we’ll leave that for another day.
AI will likely bust through the long-time “Productivity Paradox” – the fact that despite all these fancy tech tools we have today, productivity has been flat for years. That will certainly change with AI, Hinnsen is confident.
Wrapping things up, too man companies try to address today’s new challenges with yesterday’s logic, Hinnsen said, adding that most companies again spend far to much time on “yesterwork” that isn’t going to help them with tomorrow’s challenges. It must be rooted out.
It was all fun and interesting, perfectly delivered – I was just waiting for more of a payload in terms of the keys to successfully navigating these choppy waters. I agree we all need to figure out how to leverage the constant change, but I’d like to better understand just how to do it.
So I will wrap up here for this week and my three-part Gartner Supply Chain Symposium 2025 review and comment.
How far can Gartner take this event? Will it reach a peak soon?
It’s quite a force right now. I’ll be back next year God willing and let you know.
What is your reaction to this review of Gartner 2025? What would you add? Let us know your thoughts at the Feedback section below.
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