Good morning! I'm Fortune, reporter Emma Burleigh, bringing you this report on behalf of Kristin.

AI is helping employees to get more work done in less time. As companies compete to seize these efficiency improvements, some executives are beginning to rethink how to measure the success of this technology and what it should ultimately bring to both businesses and employees.

From unleashing creativity and innovation to protecting employees' brain health, leaders are taking a broader perspective on the impact of AI on the workplace. The risks are also increasing: according to Quantum Workplace data from 2026, American employees who frequently use AI report higher rates of burnout than those who do not use AI.

The CEO of PepsiCo for Latin America and the Global Chief Strategy and Transformation Officer, Athina Kanioura, stated that rethinking the value of AI means challenging the pressure to immediately prove financial returns. Last week, at the Fortune Most Influential Women Conference, she spoke alongside guests such as Indeed, Dropbox, and Bristol Myers Squibb, indicating that requiring every AI application to present a business case first might overlook those benefits that are more difficult to quantify. She described the relentless pursuit of ROI as "a death by a thousand cuts."

At Indeed, AI has already brought about measurable improvements in productivity. Chief Revenue Officer Maggie Hulce stated that this has enabled software engineers to write 50% more code and saved employees 6 hours per week. The company is considering using this additional time for creative thinking and innovation, giving employees more opportunities to do the work they enjoy. Hulce said, "We are moving faster now; we can innovate and invent more quickly, and we can also do more interesting work."

Other executives are exploring ways to keep employees mentally sharp. Dropbox The Chief Human Resources Officer Melanie Rosenwasser stated that this cloud company, with a market value of $8 billion, is researching whether there is a risk of "cognitive atrophy" as more and more employees outsource their thinking to AI. Dropbox has already launched memory training, attention training, and brain-boosting games, and has also tried "simulated" outdoor activities without equipment, and has hired a breathing training expert for the executive team.

Rosenwasser said, "When you outsource your thinking to AI, you become less intelligent in the process." She was referring to the research conducted by Professor MIT on Eric So. "So we need to use these tools very consciously."

At Bristol Myers Squibb, Executive Vice President and Chief Human Resources Officer Amanda Poole is weighing whether a portion of the productivity gained from automating those "unfun" tasks should be returned to employees to support their well-being. The company has begun exploring a "well-being coefficient" to determine how to distribute these benefits between the company and its employees.

Poole said, "Assuming we will achieve a 20% increase in productivity due to AI, how much of that should we keep for the company and how much should we give back to the employees?" She added, "We haven't solved this issue yet, so there will be more progress to come."

Emma Burleigh

Fortune Successful Reporter

emma.burleigh @ fortune.com

Fortune Office Hours

This week, Crystal Barney, the Chief Talent Officer of the public affairs company APCO, answers your most pressing questions about the workplace. The following answers have been edited for length and clarity.

Question:We have an employee – let’s call him Steve – who has performed stably at the company for six years. Recently, after he missed out on a promotion opportunity, his wife emailed the Human Resources department asking for an explanation. After we stated that we could not discuss his employment situation with her, she then emailed his manager and us, CEO. Steve felt very embarrassed and said that he had already asked his wife not to do such things anymore.

After the annual evaluation, she sent us an email again, attaching a screenshot of an internal message forwarded to her with Steve. We told Steve that he was not allowed to share confidential communication content.

Subsequently, Steve took a few days of sick leave. His wife called his manager, attributed his anxiety to work, and requested paid sick leave. Afterwards, a leave application was sent from Steve's work email, and he admitted that it was his wife who sent it on his behalf.

Then, she posted on LinkedIn again, accusing the company of destroying his mental health, publicly blaming her manager for retaliation, and threatening to take legal action.

Steve says he had no idea she would do such things, but his work performance has already started to decline.

We cannot punish Steve just because his wife is difficult to deal with, but he indeed shared confidential information and allowed her to use his work account. When does a spouse's behavior become the employee's own problem? How should we handle this so as not to incur retaliation allegations due to his leave issues?

Answer:Steve has no control over his wife, and you cannot discipline him just because she posts on LinkedIn or asks questions at meetings. However, sharing confidential information and allowing others to use his work account are his own actions. Like any employee, these behaviors can be dealt with appropriately.

I will have a direct and empathetic conversation with Steve. I need to make it clear to him that the requirement is not for him to control his spouse, but rather to protect company information and to ensure that no one else uses his account. I will write down these requirements and provide support as well.

Regarding leave requests, handle this application just like any other application. If it is unclear who submitted it, please have Steve confirm it personally, and then proceed according to the process.

I am speaking in the context of the United States, and specific legal requirements vary from country to country, but this principle applies everywhere. To avoid retaliation allegations, it is important to ensure that decisions regarding the position, performance, and development of Steve are consistent and well-documented, with participation from everyone other than their manager. Embarrassment is a natural human emotion, but it should not influence the outcome. If there is a legal threat at play, it is advisable to consult with a labor lawyer as soon as possible.

If you encounter workplace situations that you're not sure how to handle, or if there are scenarios that could benefit from analysis, feel free to send them to us anonymously through this form.

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