Will AI replace Chief executives and senior officials?

Not as a job, but it is already doing parts of the work. Across the 81 official task statements scored for Chief executives and senior officials (United Kingdom, SOC 1111), 37% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 45 out of 100 (range 40–51, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.

Which tasks in “Chief executives and senior officials” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Draft responses to routine enquiries received via correspondence” (93/100, very high); “Prepare reports on business activities, expenses, and budgets” (88/100, very high); “Develop policies to guide organisational operations” (83/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.

Which tasks in “Chief executives and senior officials” stay human?

About 47% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Represent the service at internal and external events” (0/100, minimal); “Represent organisations at official functions to promote their objectives” (0/100, minimal); “Provide consular support services to UK citizens abroad” (3/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.

What should someone working in “Chief executives and senior officials” do about AI?

Start from the ledger rather than the headline: 37% of this job's weighted core work is exposed, and roughly 47% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.

How is the AI exposure score for Chief executives and senior officials calculated?

Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 81 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

UK dataswitch to US

Chief executives and senior officials

formulating strategies and policies to achieve organisational goals, serving on boards of directors and providing consular support services to UK citizens abroad. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: developing policies to guide organisational operations is work AI now does quickly and cheaply, and representing organisations at official functions to promote their objectives is work it can't touch.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 37%
changing shape: 16%
staying human: 47%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 45 out of 100 (40–51 allowing for uncertainty): partial exposure, across 81 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.

How we know this

What is measured: Every published task statement for chief executives and senior officials is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Which half fills your week decides your exposure. The ledger below shows which rows you can move toward.

Your week, as this page understands it

Chief executives and senior officials head large enterprises and organisations. They plan, direct and co-ordinate, with directors and managers, the resources necessary for the various functions and specialist activities of these enterprises and organisations. The chief executives of hospitals will be classified in this unit group. Senior officials in national government direct the operations of government departments. Senior officials in local government participate in the implementation of local government policies and ensure that legal, statutory and other provisions concerning the running of a local authority are observed. Senior officials of special interest organisations ensure that legal, statutory and other regulations concerning the running of trade associations, employers’ associations, learned societies, trades unions, charitable organisations and similar bodies are observed. Chief executives and senior officials also act as representatives of the organisations concerned for the purposes of high-level consultation and negotiation. The job title says “chief executives” or “senior officials”: officially one job, two names. The real job is the part underneath: representing organisations at official functions to promote their objectives. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But chief executives and senior officials is not one task. It is 81 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is representing organisations at official functions to promote their objectives, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 37%
changing shape: 16%
staying human: 47%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

How we know this

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Your job, task by task

These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.

One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
12 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Shifting to AI

28 tasks

Tasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.

Managing budgets to ensure efficient use of resources
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 85 · 1111/02, 1111/04
Source: “Manage budgets to ensure efficient use of resources.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Managing a budget against actual spend is standard finance system work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing policies to guide organisational operations
This is reading one thing and writing another: policies in, a record out. That is the shape today's tools are built for.
importance 70 · 1111/01, 1111/02
Source: “Develop policies to guide organisational operations.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Policy drafting draws on abundant published examples AI can adapt to the organisation.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Analysing operations to identify areas for cost reduction
This is reading one thing and writing another: operations in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/01, 1111/02
Source: “Analyse operations to identify areas for cost reduction.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Finding where costs could come down is number work over data the business already holds, which software does quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing the company's financial performance
This is reading one thing and writing another: the company's financial performance in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/01, 1111/02
Source: “Analyse the company's financial performance.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Analysing company results is standard number work on information the business already holds digitally.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Changing shape

15 tasks

Tasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.

Overseeing human resources activities and approving HR plans
The software now makes the first pass at human resources activities, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1111/01, 1111/02
Source: “Oversee human resources activities and approve HR plans.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Staffing plans can be drafted from existing records, though approving them stays with a manager who knows the workforce.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Overseeing studies on issues affecting areas of responsibility
The software now makes the first pass at studies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 1111/01, 1111/02
Source: “Oversee studies on issues affecting areas of responsibility.” (UK task statement)
How this row was scored
Exposure score: 57 out of 100 (50–64 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Much of a study can be researched and written automatically, though choosing what to look at needs local judgement.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Coordinating the implementation of administrative control processes
The software now makes the first pass at the implementation of administrative control processes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 1111/01, 1111/02
Source: “Coordinate the implementation of administrative control processes.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: The paperwork behind control processes can be drafted automatically, but getting them used needs someone to push it through.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

Staying human

38 tasks

Tasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.

Assigning or delegating responsibilities to department heads or managers
The value here is that a specific person handles responsibilities and stands behind it. That is earned, not computed.
importance 80 · 1111/01, 1111/02
Source: “Assign or delegate responsibilities to department heads or managers.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Software can suggest how to share out the work, but the decision and the conversation rest on knowing the people involved.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Facilitating good communication between the board
The value here is that a specific person handles good communication and stands behind it. That is earned, not computed.
importance 80 · 1111/01, 1111/02
Source: “Facilitate good communication between the board, committees, senior management, non-executive directors, and shareholders.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Keeping the board, directors and shareholders talking well together depends on personal standing that software cannot supply.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Managing communication and collaboration with the board of directors
The value here is that a specific person handles communication and stands behind it. That is earned, not computed.
importance 75 · 1111/01, 1111/02
Source: “Manage communication and collaboration with the board of directors.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Board relationships run on trust built in person, though the papers and updates behind them can be drafted automatically.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.

Show the other 71 tasks

Drafting responses to routine enquiries received via correspondence
shifting to AI
This is reading one thing and writing another: responses in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/03
Source: “Draft responses to routine enquiries received via correspondence.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Drafting replies to routine enquiries is one of the things AI does most reliably.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing reports on business activities
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/01, 1111/02
Source: “Prepare reports on business activities, expenses, and budgets.” (UK task statement)
How this row was scored
Exposure score: 88 out of 100 (84–92 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reports on activities, expenses and budgets are structured writing software produces reliably from the organisation's own data.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Drafting written reports
shifting to AI
This is reading one thing and writing another: written reports in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/03
Source: “Draft written reports.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Report drafting is one of the things software does best once the findings are available.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Analysing proposed legislation to determine its impact on agency services
shifting to AI
This is reading one thing and writing another: proposed legislation in, a record out. That is the shape today's tools are built for.
importance 70 · 1111/02
Source: “Analyse proposed legislation to determine its impact on agency services.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Draft laws are public, and working out what they would mean for services is exactly the reading software does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Performing administrative tasks relevant to the job role
shifting to AI
This is reading one thing and writing another: this work in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/03
Source: “Perform administrative tasks relevant to the job role.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: General office administration is screen-based, documented work software supports strongly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Updating files for senior public service documentation
shifting to AI
This is reading one thing and writing another: files in, a record out. That is the shape today's tools are built for.
importance 70 · 1111/04
Source: “Update files for senior public service documentation.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Updating files is routine work on records already held digitally.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Interpreting regulatory rules or rule changes
shifting to AI
This is reading one thing and writing another: regulatory rules in, a record out. That is the shape today's tools are built for.
importance 55 · 1111/01, 1111/02
Source: “Interpret regulatory rules or rule changes.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (68–76 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Rules and rule changes are published in full, and explaining what they mean is something software does reliably.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Reviewing and analysing new, proposed or revised laws to interpret their meaning
shifting to AI
This is reading one thing and writing another: new, proposed or revised laws in, a record out. That is the shape today's tools are built for.
importance 50 · 1111/01, 1111/02
Source: “Review and analyse new, proposed, or revised laws to interpret their meaning.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (65–79 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Legislation is published in full and software reads and explains it accurately, with lawyers consulted on the difficult points.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Regularlying update the travel advice and information portal with the latest safety and regulatory changes
shifting to AI
This is reading one thing and writing another: update the travel advice in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/03
Source: “Regularly update the travel advice and information portal with the latest safety and regulatory changes.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (68–76 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Travel advice is assembled from published safety and legal sources, which software can monitor and rewrite quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Reviewing laws and regulations relevant to upcoming hearings
shifting to AI
This is reading one thing and writing another: laws in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/03
Source: “Review laws and regulations relevant to upcoming hearings.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (68–76 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Laws and regulations are published in full, so reviewing the relevant ones is straightforward for software.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Monitoring and analysing political and governmental activities to inform clients of relevant developments
shifting to AI
This is reading one thing and writing another: political in, a record out. That is the shape today's tools are built for.
importance 75 · 1111/03
Source: “Monitor and analyse political and governmental activities to inform clients of relevant developments.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Political and government activity is reported publicly, so tracking it and writing it up suits software well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.
Formulating a corrective action plan for organisational or project issues
shifting to AI
This is reading one thing and writing another: a corrective action plan in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/01, 1111/02
Source: “Formulate a corrective action plan for organisational or project issues.” (UK task statement)
How this row was scored
Exposure score: 68 out of 100 (61–75 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Software can draft a sensible plan to put things right, but the details that matter come from local knowledge.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.
Administering budgets for programmes, equipment and supporting services
shifting to AI
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 70 · 1111/01, 1111/02
Source: “Administer budgets for programmes, equipment, and support services.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budget administration works on figures already held in finance systems, which software handles well before a manager signs off.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating the development of budgetary control systems
shifting to AI
This is reading one thing and writing another: the development of budgetary control systems in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/01, 1111/02
Source: “Coordinate the development of budgetary control systems.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budget control systems follow well-known accounting patterns that software can design and write up.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing budgets for approval, including those for funding or implementation of programmes
shifting to AI
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/01, 1111/02
Source: “Prepare budgets for approval, including those for funding or implementation of programmes.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budgets are built from figures already in the finance system, so drafting one is largely automatic before approval.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing reports submitted by staff members to recommend approval or to suggest changes
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/01, 1111/02
Source: “Review reports submitted by staff members to recommend approval or to suggest changes.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reviewing staff reports and recommending changes is document work software does well, with the final call staying with the executive.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing laws, regulations and policies to prepare for hearings and determine conclusions
shifting to AI
This is reading one thing and writing another: laws, regulations and policies in, a record out. That is the shape today's tools are built for.
importance 70 · 1111/03
Source: “Analyse laws, regulations, and policies to prepare for hearings and determine conclusions.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Laws and policies are written down, so researching them and drawing conclusions is strong ground for software.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing and managing official documents
shifting to AI
This is reading one thing and writing another: official documents in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/03
Source: “Prepare and manage official documents.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Official documents follow set formats, so preparing and keeping track of them is largely automatic.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing and interpreting legal documents to provide case-relevant insights
shifting to AI
This is reading one thing and writing another: legal documents in, a record out. That is the shape today's tools are built for.
importance 60 · 1111/03
Source: “Analyse and interpret legal documents to provide case-relevant insights.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Legal documents are text, and pulling out the points that matter is well suited to software.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating the implementation of record-keeping systems for executive and managerial roles
shifting to AI
This is reading one thing and writing another: the implementation of record-keeping systems in, a record out. That is the shape today's tools are built for.
importance 55 · 1111/01, 1111/02
Source: “Coordinate the implementation of record-keeping systems for executive and managerial roles.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Record-keeping systems follow standard patterns, so software can set them out and largely run them.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Providing expert advice based on queries
shifting to AI
This is reading one thing and writing another: expert advice in, a record out. That is the shape today's tools are built for.
importance 70 · 1111/03
Source: “Provide expert advice based on queries received.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Answering queries from documented material is something software does quickly and usually well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Providing specific support and assistance to colleagues in developing policy documents
shifting to AI
This is reading one thing and writing another: specific support in, a record out. That is the shape today's tools are built for.
importance 65 · 1111/03
Source: “Provide specific support and assistance to colleagues in developing policy documents.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Helping colleagues shape policy text is document work that software supports strongly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Responding to public enquiries
shifting to AI
This is reading one thing and writing another: public enquiries in, a record out. That is the shape today's tools are built for.
importance 55 · 1111/03
Source: “Respond to public enquiries.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Answering common public questions is documented work already handled by automated services.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Responding to telephone enquiries as part of administrative support
shifting to AI
This is reading one thing and writing another: telephone enquiries in, a record out. That is the shape today's tools are built for.
importance 50 · 1111/03
Source: “Respond to telephone enquiries as part of administrative support.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Most routine enquiries can be answered automatically, though callers often want a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Recommending changes to support the interests of the general population or special groups
changing shape
The software now makes the first pass at changes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 50 · 1111/01
Source: “Recommend changes to support the interests of the general population or special groups.” (UK task statement)
How this row was scored
Exposure score: 57 out of 100 (50–64 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Recommendations can be drafted from published evidence, though the local politics behind them needs a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Advising policy makers on public service strategies
changing shape
The software now makes the first pass at policy makers, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 1111/04
Source: “Advise policy makers on public service strategies.” (UK task statement)
How this row was scored
Exposure score: 57 out of 100 (50–64 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Advice papers can be drafted from published evidence, though what will work politically comes from local judgement.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Referring major policy matters to elected representatives for final decisions
changing shape
The software now makes the first pass at major policy matters, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 55 · 1111/01
Source: “Refer major policy matters to elected representatives for final decisions.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Preparing matters for elected members is report writing software does well; the decision itself belongs to those members.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Overseeing financial planning and budget allocation to achieve organisational goals
changing shape
The software now makes the first pass at financial planning and budget allocation, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 1111/02
Source: “Oversee financial planning and budget allocation to achieve organisational goals.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Financial plans and allocations are built from figures already held, so most of the drafting can be done automatically.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Reporting to the Board
changing shape
The software now makes the first pass at the board, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 1111/02
Source: “Report to the Board (or relevant governance/management structure) on the progress of their operational activities towards achieving business goals.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Progress reports draw on data the organisation already holds, so writing them is largely automatic; presenting them is not.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Arranging mediation sessions and communicating with clients
changing shape
The software now makes the first pass at mediation sessions, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 50 · 1111/03
Source: “Arrange mediation sessions and communicate with clients.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Booking and messaging can be automated, though contact with people in dispute needs care from a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Approving promotional campaigns
changing shape
The software now makes the first pass at promotional campaigns, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1111/02
Source: “Approve promotional campaigns.” (UK task statement)
How this row was scored
Exposure score: 50 out of 100 (43–57 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Campaign material can be reviewed and even drafted automatically, but signing it off remains a manager's decision.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Formulating strategies and policies to achieve organisational goals
changing shape
The software now makes the first pass at strategies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 90 · 1111/02
Source: “Formulate strategies and policies to achieve organisational goals.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Strategy documents can be drafted, though the choices behind them rest on knowing the organisation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Directing purchasing activities of materials and equipment
changing shape
The software now makes the first pass at activities of materials, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1111/02
Source: “Direct purchasing activities of materials and equipment.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Buying runs on documented processes software supports well, though directing the buyers day to day needs a manager.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Directing advertising departments in businesses
changing shape
The software now makes the first pass at departments, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1111/02
Source: “Direct advertising departments in businesses.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Advertising work can be drafted automatically, though running the department means managing people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Processing UK visa applications
changing shape
The software now makes the first pass at UK visa applications, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 50 · 1111/03
Source: “Process UK visa applications.” (UK task statement)
How this row was scored
Exposure score: 47 out of 100 (43–51 allowing for uncertainty): partial exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Visa checks follow written rules software can apply, but the decision must be taken by an authorised official.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 3/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Leading credit departments to ensure effective credit management
changing shape
The software now makes the first pass at credit departments, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1111/02
Source: “Lead credit departments to ensure effective credit management.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Credit decisions follow documented rules software can apply, but leading the team and owning the risk stays human.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Overseeing distribution activities of products to ensure efficient operations
staying human
The ratings behind this row put distribution activities of products well outside what today's tools can do on their own.
importance 70 · 1111/02
Source: “Oversee distribution activities of products to ensure efficient operations.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Distribution planning is largely data work, though keeping an eye on the operation means being around it.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Developing policies for international relations
staying human
The ratings behind this row put policies well outside what today's tools can do on their own.
importance 80 · 1111/03
Source: “Develop policies for international relations.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Policy text can be drafted from published material, though the judgement behind a country's position stays with officials.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Formulating strategies for engagement with different countries
staying human
The ratings behind this row put strategies well outside what today's tools can do on their own.
importance 75 · 1111/03
Source: “Formulate strategies for engagement with different countries.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Software can pull together background and options, but choosing how to engage another country rests on private judgement.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Implementing government strategies for enhancing public services
staying human
The ratings behind this row put government strategies well outside what today's tools can do on their own.
importance 90 · 1111/04
Source: “Implement government strategies for enhancing public services.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Strategy documents can be drafted automatically, but making change happen across services needs people leading it.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Carry out administrative tasks such as negotiating contracts to establish terms of service or purchase
staying human
The value here is that a specific person handles administrative tasks and stands behind it. That is earned, not computed.
importance 70 · 1111/01, 1111/02
Source: “Carry out administrative tasks such as negotiating contracts to establish terms of service or purchase.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Contract wording can be drafted automatically, but agreeing terms with the other side is still a live negotiation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Conferring with management to discuss and resolve participant complaints
staying human
The value here is that a specific person handles management and stands behind it. That is earned, not computed.
importance 60 · 1111/01, 1111/02
Source: “Confer with management to discuss and resolve participant complaints.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Talking a complaint through with managers and reaching agreement depends on people in the room, not written analysis.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Defining the organisation's aims and priorities to guide strategic planning
staying human
The value here is that a specific person handles the organisation's aims and stands behind it. That is earned, not computed.
importance 85 · 1111/02
Source: “Define the organisation's aims and priorities to guide strategic planning.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Software can sketch the options, but committing the organisation to a direction is a leader's own call.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Negotiating contracts with customers and suppliers to lead organisational strategy
staying human
The value here is that a specific person handles contracts and stands behind it. That is earned, not computed.
importance 85 · 1111/02
Source: “Negotiate contracts with customers and suppliers to lead organisational strategy.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Contract terms can be prepared automatically, but bargaining with the other party is a live human exchange.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Using public relations skills to enhance company image
staying human
The value here is that a specific person handles public relations skills and stands behind it. That is earned, not computed.
importance 55 · 1111/03
Source: “Use public relations skills to enhance company image.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Reputation material can be drafted automatically, but goodwill itself is built by people talking to people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Approving agreements with organisational entities for collaboration
staying human
The rules require a named, qualified person to answer for agreements, and that person cannot be a piece of software.
importance 75 · 1111/01, 1111/02
Source: “Approve agreements with organisational entities for collaboration.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: someone qualified has to answer for it.
The rating behind it: Approving an agreement is a director's own act, even though software can draft and check the wording first.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Coordinating activities between departments and sites to ensure organisational coherence and efficiency
staying human
The ratings behind this row put activities well outside what today's tools can do on their own.
importance 75 · 1111/01, 1111/02
Source: “Coordinate activities between departments and sites to ensure organisational coherence and efficiency.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Software can track and schedule work across sites, but pulling separate departments into line still needs a person with authority.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Overseeing staff to ensure operational efficiency in diplomatic missions
staying human
The ratings behind this row put staff well outside what today's tools can do on their own.
importance 70 · 1111/03
Source: “Oversee staff to ensure operational efficiency in diplomatic missions.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Rotas and reporting can be handled automatically, but overseeing staff at a mission means being present with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Undertaking other specific activities related to a department
staying human
The ratings behind this row put other specific activities well outside what today's tools can do on their own.
importance 50 · 1111/03
Source: “Undertake other specific activities related to a department.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (20–44 allowing for uncertainty): low exposure, low confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Odd jobs around a department mix desk work software handles with errands that need somebody there.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Implementing investment strategies
staying human
The rules require a named, qualified person to answer for investment strategies, and that person cannot be a piece of software.
importance 75 · 1111/02
Source: “Implement investment strategies.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (27–35 allowing for uncertainty): low exposure, high confidence.
Why it sits in this group: the same decision, made over and over; someone qualified has to answer for it.
The rating behind it: Looking after other people's money is tightly regulated here and must be done by an authorised firm and person.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 3/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Coordinating diplomatic and consular matters with high commissions and embassies
staying human
The value here is that a specific person handles diplomatic and stands behind it. That is earned, not computed.
importance 85 · 1111/03
Source: “Coordinate diplomatic and consular matters with high commissions and embassies.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (24–38 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Much of the paperwork can be prepared automatically, but coordinating between missions runs on established personal contacts.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Promoting the organisation in the media
staying human
The value here is that a specific person handles the organisation and stands behind it. That is earned, not computed.
importance 75 · 1111/02
Source: “Promote the organisation in the media.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Press material can be written automatically, but interviews and media relationships need a recognisable person.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Conducting staff performance appraisals
staying human
The value here is that a specific person handles staff performance appraisals and stands behind it. That is earned, not computed.
importance 55 · 1111/03
Source: “Conduct staff performance appraisals.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: An appraisal is a candid conversation between two people who work together.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Negotiating settlements for specific civil disputes
staying human
The value here is that a specific person handles settlements and stands behind it. That is earned, not computed.
importance 55 · 1111/03
Source: “Negotiate settlements for specific civil disputes.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Positions and draft terms can be prepared automatically, but settling a dispute is done by people talking to each other.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Directing activities of accounting or operations departments
staying human
The value here is that a specific person handles activities and stands behind it. That is earned, not computed.
importance 60 · 1111/01, 1111/02
Source: “Direct activities of accounting or operations departments.” (UK task statement)
How this row was scored
Exposure score: 23 out of 100 (16–30 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Directing accounting and operations teams means leading the specific people who do the work.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Organising and ensuring the smooth running of ministerial and diplomatic visits
staying human
This work happens in the physical world: the smooth running of ministerial, in a real place. Software cannot follow it there.
importance 85 · 1111/03
Source: “Organise and ensure the smooth running of ministerial and diplomatic visits, from transport arrangements to entertainment.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Plans and schedules can be drafted automatically, but making a visit run smoothly means people on the ground.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Organising public presentations about mediation for organisations
staying human
This work happens in the physical world: public presentations, in a real place. Software cannot follow it there.
importance 50 · 1111/03
Source: “Organise public presentations about mediation for organisations.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Materials can be prepared automatically, but a public talk is delivered by someone standing in front of the room.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Implementing company policies and goals in collaboration with managers
staying human
The value here is that a specific person handles company policies and stands behind it. That is earned, not computed.
importance 85 · 1111/02
Source: “Implement company policies and goals in collaboration with managers.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (10–24 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Turning company goals into what people actually do depends on managers working together in person.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Fulfiling statutory responsibilities within regulatory and organisational remits
staying human
The rules require a named, qualified person to answer for statutory responsibilities within regulatory, and that person cannot be a piece of software.
importance 80 · 1111/02
Source: “Fulfil statutory responsibilities within regulatory and organisational remits.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: someone qualified has to answer for it.
The rating behind it: Legal duties sit with a named person, so software can prepare the work but cannot carry the responsibility.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 3/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Negotiating and resolving environmental conflicts related to natural resource allocation and regional development planning
staying human
The value here is that a specific person handles environmental conflicts and stands behind it. That is earned, not computed.
importance 60 · 1111/03
Source: “Negotiate and resolve environmental conflicts related to natural resource allocation and regional development planning.” (UK task statement)
How this row was scored
Exposure score: 12 out of 100 (8–16 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Settling conflicts over land and resources depends on a trusted person negotiating with those affected.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Building and maintaining professional relationships with third parties
staying human
The value here is that a specific person handles professional relationships and stands behind it. That is earned, not computed.
importance 80 · 1111/02
Source: “Build and maintain professional relationships with third parties.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Professional relationships are built between people over time, and software cannot stand in for that.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Guiding parties towards mutual agreement by enhancing understanding of different perspectives
staying human
The value here is that a specific person handles parties towards mutual agreement and stands behind it. That is earned, not computed.
importance 70 · 1111/03
Source: “Guide parties towards mutual agreement by enhancing understanding of different perspectives.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Helping people in dispute understand each other depends on a trusted person in the room with them.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Clarifying issues, identify underlying concerns and understand needs and interests by conferring with disputants
staying human
The value here is that a specific person handles issues, identify underlying concerns and understand needs and stands behind it. That is earned, not computed.
importance 65 · 1111/03
Source: “Clarify issues, identify underlying concerns, and understand needs and interests by conferring with disputants.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Drawing out what people in dispute really want depends on them trusting the person asking.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Serving on committees to influence organisational strategy and decision-making
staying human
The value here is that a specific person handles committees and stands behind it. That is earned, not computed.
importance 70 · 1111/01, 1111/02
Source: “Serve on committees to influence organisational strategy and decision-making.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (2–16 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Influence on a committee comes from a person being in the room and trusted by the others there.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 1/4.
Managing the production line team to ensure accurate and timely delivery of customer orders
staying human
This work happens in the physical world: the production line team, in a real place. Software cannot follow it there.
importance 60 · 1111/02
Source: “Manage the production line team to ensure accurate and timely delivery of customer orders.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (2–16 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Leading a line team through a busy day depends on a manager the crew knows, present with them.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Interacting with the public for community relations
staying human
This work happens in the physical world: the public, in a real place. Software cannot follow it there.
importance 75 · 1111/04
Source: “Interact with the public for community relations.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Community relations rest on people meeting people, which software cannot do on their behalf.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Serving on boards of directors
staying human
The rules require a named, qualified person to answer for boards of directors, and that person cannot be a piece of software.
importance 75 · 1111/01, 1111/02
Source: “Serve on boards of directors, management committees, and governing boards.” (UK task statement)
How this row was scored
Exposure score: 8 out of 100 (4–12 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Sitting on a board is a legal role held by a named person, so it cannot be handed to software.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 3/4 · needs to be trusted in the moment 2/4 · how much data exists 1/4.
Mediating disputes to achieve resolution in international relations
staying human
The value here is that a specific person handles disputes and stands behind it. That is earned, not computed.
importance 80 · 1111/03
Source: “Mediate disputes to achieve resolution in international relations.” (UK task statement)
How this row was scored
Exposure score: 7 out of 100 (3–11 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Bringing opposing sides to an agreement depends on trust in the person doing the mediating.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Providing consular support services to UK citizens abroad
staying human
This work happens in the physical world: consular support services, in a real place. Software cannot follow it there.
importance 75 · 1111/03
Source: “Provide consular support services to UK citizens abroad.” (UK task statement)
How this row was scored
Exposure score: 3 out of 100 (0–7 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Helping citizens in trouble abroad usually means an official attending in person in sensitive circumstances.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 2/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Representing organisations at official functions to promote their objectives
staying human
This work happens in the physical world: organisations, in a real place. Software cannot follow it there.
importance 70 · 1111/01, 1111/02
Source: “Represent organisations at official functions to promote their objectives.” (UK task statement)
How this row was scored
Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Turning up in person to represent the organisation is something only a person can do.
The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 1/4.
Representing the service at internal and external events
staying human
This work happens in the physical world: the service, in a real place. Software cannot follow it there.
importance 75 · 1111/02
Source: “Represent the service at internal and external events.” (UK task statement)
How this row was scored
Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Being at an event to represent the service is by its nature something a person does in the flesh.
The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 1/4.

What this job pays, and how many people do it

Median pay: £99,900a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
People doing this job: 208,400in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: human resources activities in, a record out. The rows above are exactly that shape: developing policies to guide organisational operations and managing budgets to ensure efficient use of resources. What it cannot do is be there in the room, and that is still where organisations get done. Which is why this page talks about your tasks changing, not your job ending.

Your move

Over a pint: what I’d tell you if you were my friend

Your week is splitting in two, and which half fills it is the whole question. Developing policies to guide organisational operations is going; representing organisations at official functions to promote their objectives is not.

So, given all that: 37% of this job's task weight sits in rows the software is already learning, 16% in rows that change shape rather than disappear, and 47% in rows it is nowhere near. That is the position, measured across 81 scored tasks. It is not a forecast about you.

The occupation is an average and you are not, so the first job below is finding out where your own week actually sits.

This week: one thing

Print the task ledger above and put your own hours next to each row. Roughly, in pen, in one sitting. Then look at which group your hours actually pile up in. Twenty minutes, this week.

What you end up holding: your own week, on one page, sorted into what is shifting and what is not
How long it takes: about twenty minutes

If printing it isn’t practical: Read the rows off this page and write the same list on the back of an envelope. Same twenty minutes, same page, and it works just as well said out loud to someone who knows the job. The point is your hours next to the rows, not the paper it is on.

Over the next 90 days

Volunteer toward the durable end, visibly. Over the next ninety days put your hand up for the work in the bottom group (representing organisations at official functions to promote their objectives) and let people see you doing it. Not a new project: the same job, with your mix deliberately tilted. The point is that when the rota or the reorganisation comes, the version of you people picture is the one doing the part that stays.

Over the next 12 months

Claim a specialism at the durable end and let the other end go. Over a year, deliberately become the person who handles representing organisations at official functions to promote their objectives, and deliberately stop being the first choice for the rows in the top group. That trade costs something, because the exposed work is often the comfortable work. Decide it on purpose rather than by drift. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.

The roads out of here, and why I am not sending you down them

I looked at the obvious moves out of this job, and here is what I found.

I checked the 12 nearest UK occupations to chief executives and senior officials (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was charitable organisation managers and directors: only about 19% of its durable work is work you already do and there are far fewer of those jobs than of yours. Your own job splits about 37/63: that share of the list sits in the top exposure band and the rest does not. On this evidence the honest move is inside the job rather than out of it. Become the person who owns “assign or delegate responsibilities to department heads or managers”, and let the exposed end go.

How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.

3 moves I checked and rejected

These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.

Charitable organisation managers and directors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “represent organisations at official functions to promote their objectives”. Across the whole of both lists that adds up to about 19% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 19% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. This release publishes no median pay for that job, so I cannot show you what the move costs or pays. I do not recommend a move I cannot price. And it is a narrow door: about 48,600 of those jobs against 208,400 of yours (ONS via Nomis), 23% as many seats.
Look at that job’s page anyway →
Production managers and directors in mining and energy
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “represent organisations at official functions to promote their objectives”. Across the whole of both lists that adds up to about 19% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 19% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. It is a pay cut, in those words: £63,241 against your £99,944, 36.7% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice. And it is a narrow door: about 14,900 of those jobs against 208,400 of yours (ONS via Nomis), 7% as many seats.
Look at that job’s page anyway →
Other educational professionals n.e.c
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “coordinate the development of budgetary control systems”. Across the whole of both lists that adds up to about 5% of the work in that job the software is not taking.
Why I am not recommending it: Almost none of it is work you already do: about 5% of the durable side of that job. That is a different job, not a next step. It is a pay cut, in those words: £39,114 against your £99,944, 60.9% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →

What I’d stop worrying about

A friend tells you what not to spend fear on. This is that list.

The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 37% of its task weight, across 81 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
The whole-job doom story
Nothing on this page says this job ends. It says the mix inside it moves. Half the rows above are unchanged or changing shape, and the plan is about which half your week sits in. That is a very different problem, and a solvable one.
Panic-buying a course
Do the twenty-minute sorting exercise first. Most people who buy a course before they have done it buy the wrong one, and the free services listed below will tell you the same thing without charging for it.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are developing policies to guide organisational operations, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.

You are reading the United Kingdom figures

The United States splits this work across more than one official group, of which Chief Executives is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

The other groups this work is counted across:

In US official statistics this job is counted as Chief Executives, General and Operations Managers and Emergency Management Directors. Pay is shown separately for each of those groups (medians cannot be averaged together), while the task list and the scores on this page are for this group only.

Your route through this

Where to go next, and what it costs

Free, and complete

The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.

In England:
National Careers Service
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
- Discover your skills and careers (the skills assessment)
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Skills Bootcamps
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
- Skills Bootcamps - what they are and who can do them (DfE, Skills for Careers)
- Skills Bootcamps - JobHelp (DWP)
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
- Skills Development Scotland
In Wales:
Careers Wales
In Wales it's Careers Wales.
Free, Welsh Government-funded
In Northern Ireland:
Careers Service Northern Ireland
In Northern Ireland it's the Careers Service on nidirect.
Free, Department for the Economy-funded

No Space for this job, but one for what is happening to it

Nothing Collab365 runs is built for chief executives and senior officials, and we are not going to point you at the nearest one and call it a fit.

The working behind that

The generalist AI Space names non-technical managers and domain experts, not organisation heads, and The 50x Founder is written for one- and two-person product businesses, not for organisations with staff.

There is one that is not about a job title at all. The AI Authority is about being the person who directs these tools at work rather than the person they get compared to. That is worth saying here, because 37% of the work on this page is already inside what they can do.

Try The AI Authority free →

7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.

The AI Authority is a general community about working with AI, not a course for chief executives and senior officials. You do not need it to act on anything here: the moves above cost nothing and stand on their own. The data on this page is the same either way.

Noted, and thank you. We’ll email you if a Space for chief executives and senior officials launches. Nothing else.

That did not look like an email address, so nothing was saved. Have another go below.

We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.

No Space for chief executives and senior officials yet. Should there be one?

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

Collab365 launches new communities where the need is real. If one for chief executives and senior officials existed, with researched problems, courses and people in the same boat, would you want in?

Your email

We use your email address for one thing: to tell you if a Space for chief executives and senior officials launches. We never sell it, never use it for unrelated marketing, and every email has a one-click unsubscribe. Our privacy policy has the full version.

This unlocks nothing. Every figure, every row and every step on this page is already yours, whether you fill this in or not.

No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.

Questions people ask about this job

Will AI replace Chief executives and senior officials?: Not as a job, but it is already doing parts of the work. Across the 81 official task statements scored for Chief executives and senior officials (United Kingdom, SOC 1111), 37% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 45 out of 100 (range 40–51, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
Which tasks in “Chief executives and senior officials” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Draft responses to routine enquiries received via correspondence” (93/100, very high); “Prepare reports on business activities, expenses, and budgets” (88/100, very high); “Develop policies to guide organisational operations” (83/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Chief executives and senior officials” stay human?: About 47% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Represent the service at internal and external events” (0/100, minimal); “Represent organisations at official functions to promote their objectives” (0/100, minimal); “Provide consular support services to UK citizens abroad” (3/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Chief executives and senior officials” do about AI?: Start from the ledger rather than the headline: 37% of this job's weighted core work is exposed, and roughly 47% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
How is the AI exposure score for Chief executives and senior officials calculated?: Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 81 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

Provisional, because the ONS revises this figure in the autumn.
This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
12 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Task statements: gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
Task weights: gaisi-index (relatedness)
Scores: Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
Pay and employment: ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))

Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.

The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.

The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.

How we score a job Download this release Look up another job

Using these figures?

Cite this

Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.

Plain text

Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).

BibTeX

@misc{collab365futureproof2026q41,
  title        = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
  author       = {{Collab365}},
  year         = {2026},
  url          = {https://futureproof.collab365.com/data/2026-q4.1},
  note         = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published 2026-08-05. Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.