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AI won't steal your publishing job – but it will change it
An AI strategy isn’t just a technology strategy, it’s a people and change strategy.
Future-proofing your career isn’t about learning to code. It’s about remaining curious, testing responsibly and being clear-eyed about change.
At the Frankfurt Book Fair last week, we three – Sara Lloyd (global AI lead, Pan Macmillan) Suzy Astbury (chief executive officer, Inspired Selection) and Meru Gokhale (founder and chief executive officer, Editrix) had a session on the Innovation Stage, conceived and chaired by Suzanne Collier (founder, bookcareers.com). The plan was to unpack what AI and automation actually mean for our roles.
The event was full and the conversation was practical, urgent and – ultimately – hopeful. The landscape is changing daily but how we adapt is still very much in our hands.
We agreed that an AI strategy isn’t just a technology strategy, it’s a people and change strategy.
Here are five critical insights for navigating the shift.
1. The work is shifting, not disappearing
AI is reshaping roles, not just replacing them. It’s about giving people back their headspace and agency. We’re already seeing this in action: for example, AI is handling data analysis and technical tasks in marketing, freeing up teams to refocus on originality, creativity and strategic thinking. AI can, and should, handle the grind so humans can redirect time toward high-value work.
2. Meta-skills and emotional intelligence (EQ) are the new currency
The most in-demand skills are critical thinking, the ability to interrogate content and question assumptions and adaptability. As the landscape evolves, the ability to horizon-scan and be resilient through ambiguity and uncertainly is key. Crucially, AI cannot offer emotional intelligence, meaning that strong, human-centric leadership is more vital than ever.
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3. Culture first but training is vital
It’s easy to buy tools; it’s harder to build trust. Leading organisations like Pan Macmillan are confronting fears head-on, investing heavily in inspiration and engagement to foster a culture where experimentation is safe. However, this support varies widely across the industry. A recent survey highlighted by Suzy showed that a large proportion of publishers advised they are not yet providing AI-specific training. Given how rapidly the technology evolves – often outpacing formal courses – the onus is increasingly on us as individuals to take a proactive stance. We must prioritise our own professional development and experimentation to ensure we don’t get left behind.
Crucially, AI cannot offer emotional intelligence, meaning that strong, human-centric leadership is more vital than ever
4. Metadata and accessibility are infrastructure
This is critical. Metadata and data analytics are how books are found and rights are protected. Furthermore, technology – including AI-driven tools for alt-text automation – is essential for meeting the European Accessibility Act (EAA) goals, allowing us to reach wider audiences and be more inclusive. It’s not admin. It is now everyone’s job.
5. The talent map is changing
Across the board, our jobs are evolving. For early-career professionals, automation is clearing away the administrative clutter, allowing them to move faster from the grind to genuine learning. The key is integration – using AI to augment human expertise, rather than replace it. Simultaneously, entirely new specialised roles are appearing, such as AI strategy leads, AI solutions managers, synthetic content producers and chief AI officers. The real organisational challenge now isn’t just hiring these specialists but deciding where they sit. Tech? Licensing? Business development? Getting this structure right is essential for ensuring AI uplifts the entire organisation.
The most future-proof people in the room were the ones asking good questions, training teams with care and adapting to the new reality.
Let’s focus on making the work better – for our teams, our authors and our readers.
