Everything you read lately about AI seems to focus on who is getting replaced, which jobs are disappearing, and how quickly companies can automate work. That is one reason I was interested in speaking with Eric Snowden, Senior Vice President of Design at Adobe, because the discussion took a very different direction. Instead of focusing strictly on efficiency, much of the conversation centered on how organizations can help people adapt, continue learning, and build sustainable careers as technology changes. We talked about education, apprenticeships, experimentation, workforce readiness, and why human qualities like curiosity, creativity, and problem-solving may become even more valuable as AI advances.

Focusing On Career Development Instead Of Just AI Tools

Many organizations are still approaching AI primarily through the lens of efficiency and automation. One of the more interesting parts of my conversation with Snowden was hearing how organizations are trying to help people build adaptability, confidence, and a willingness to experiment as AI reshapes the workplace.

Having taught for decades and written dozens of courses, I was interested in some of the things his organization is doing in education. Part of that effort includes Adobe’s recent partnership with Parsons School of Design in New York. Adobe worked with Parsons on workshops and symposiums designed to help students better understand AI tools and workflows. The program allows students to experiment with the technology, test ideas, and participate in events to showcase their work.

Programs like this can help students feel less intimidated by the technology and more willing to explore what it can actually do. Fear, assumptions, and both the over and under-reliance on technology can inhibit curiosity and ultimately creativity. Giving students an opportunity to experiment with these tools in a structured environment helps them move past many of the assumptions they may have developed and leave with a better understanding of what the technology can and cannot do.

Expanding Apprenticeships Around AI And Nontraditional Hiring

More organizations are beginning to realize that younger employees often struggle to gain experience because employers expect them to already have it before they are hired. Some companies, including Adobe, are experimenting with apprenticeship-style programs that allow early-career creatives to complete paid projects, receive mentorship, and potentially gain introductions to hiring organizations looking for creative talent.

Adobe also invests internally through Digital Academy, a program designed for career switchers entering fields such as user experience design. Snowden explained that some participants may not come from traditional design schools or conventional recruiting pipelines, yet often become some of Adobe’s strongest employees.

Many organizations say they want innovation while hiring people with nearly identical backgrounds and experiences. Having trained many organizations to understand team dynamics, I have seen firsthand how teams made up of people with nearly identical personalities, experiences, and skills often perform far less creatively than more diverse teams.

Why Curiosity And Creativity May Become More Valuable As AI Advances

In the past, teams often had great ideas that never moved forward because they had to wait for approval or resources before they could even test them. AI is starting to change that. Snowden described how designers previously had to convince engineers or product leaders to build their ideas before they could test them. New AI tools now allow employees to experiment, prototype, and test ideas much faster, opening the door for more exploration and experimentation throughout the organization.

A lot of the discussion around AI assumes that better tools automatically reduce the need for human expertise. Snowden pushed back against that idea repeatedly. He explained that when Adobe tested some of their tools, experienced creatives consistently produced stronger work than non-creatives using the exact same system. “Knowing what to ask for, what to describe, what good looks like, those are actual soft skills that still separate people,” he said.

That idea becomes even more relevant as AI tools become easier to access. Now, almost anybody can create something that looks polished using AI. The challenge becomes figuring out how to stand out when so many people have access to similar capabilities. That is where qualities like judgment, originality, adaptability , communication, curiosity , and problem-solving start separating people from everyone else using the same tools.

When people can instantly generate ideas, images, recommendations, and answers with AI, curiosity becomes even more important because the people who stand out are often the ones who keep exploring instead of stopping at the first answer. Curious employees continue experimenting after AI produces an initial output. They ask better questions, challenge assumptions, test alternatives, and continue refining ideas instead of settling for the first thing the software creates.

I couldn’t resist asking Snowden about how they developed a culture that embraced curiosity. He explained that curiosity and experimentation have long been embedded within Adobe’s culture because the company’s founders built the organization around invention and problem-solving. He also described how Adobe reinforces that culture internally by encouraging ideas from every level of the organization. “Good ideas come from everywhere,” Snowden said.

One way Eric’s design team encourages ideas is through their own version of Shark Tank using internal incubator initiatives where employees pitch ideas in processes that resemble venture capital funding rounds. Employees can test concepts, receive resources, and potentially build new initiatives. The goal is to create opportunities for employees to experiment and contribute ideas instead of waiting for innovation to come only from the top of the organization.

What Leaders Can Learn From Organizations That Embrace Curiosity In An AI Era

I often work with organizations to determine ways to demonstrate how they embrace curiosity in their culture. When I worked with Verizon, they created videos featuring highly successful employees discussing how curiosity contributed to their growth within the company. Other organizations have shared some of the questions they ask during the interview process to identify adaptability, creativity , and curiosity in candidates. That’s why I enjoyed hearing Snowden tell me that one of his favorite interview questions for design leaders is: “Where do ideas come from in your company?” If someone believes innovation only comes from executives or product managers, that answer raises concerns for him, and it should for any leader who wants to ensure a culture of curiosity. Organizations that continue encouraging curiosity and experimentation will likely adapt far better as AI continues reshaping the workplace. Technology will continue changing, but curiosity, creativity, and the willingness to keep learning are still very human advantages.