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Oracle forecasts 33% increase in restructuring costs as new round of layoffs hits

Oracle began a new round of layoffs this week, sending early-morning termination emails to staff for the second time in six months.

The latest wave began Monday with affected staff being told, “After careful consideration of Oracle’s current business needs, we have made the decision to eliminate your role as part of a broader organizational change,” according to BusinessInsider. Termination was immediate.

That’s the same wording as in the previous wave of layoffs, which took place on March 31 and affected workers in the US, India, Canada, Mexico and Uruguay. In the 12 months to May 31, Oracle cut its global workforce from about 162,000 to about 141,000, a decline of roughly 13%.

Oracle has made no public statement confirming the latest round of job cuts, but in a regulatory filing days earlier the company said it had set aside a further $700 million for restructuring charges, bringing the total charges this year to roughly $2.8 billion.

What the new termination emails say

Staff receiving the latest termination emails were told termination and compensation details would follow by DocuSign, Business Insider wrote. An internal document reviewed by the publication said severance terms varied by role and region, and some teams facing double-digit percentage cuts.

Affected employees took to social media to vent.

Eric Brunson, a senior principal offensive security researcher at Oracle, described in a LinkedIn post how he had lost access to corporate communication tools before receiving any formal notice. “I woke up to not being able to log back into Slack,” he wrote. “No new emails or notification in email and I’m locked out of there. I was able to get ahold of my manager on LinkedIn and she confirmed.” Brunson said the timing fell two days before a scheduled RSU vesting date, adding, “Probably part of the plan.”

The filing that backs up the layoff accounts

While Oracle is not talking about the layoffs, its 10-Q quarterly report states that management approved and supplemented restructuring plans “to implement certain strategic measures and further improve operational efficiencies, including through the adoption and integration of artificial intelligence technologies across certain functions.” It adds that “subsequent to August 31, 2026, our management supplemented the 2026 Restructuring Plan by approximately $700 million to reflect additional actions that we expect to take.”

Oracle has already spent $1.97 billion of the $2.1 billion restructuring charges it originally budgeted, it reported.

Sanchit Vir Gogia, chief analyst at Greyhound Research, said the filing should be read carefully rather than as confirmation of a headcount. “The supplement is an estimate, not a bill,” he said, noting it raises the program’s estimated cost by about a third without committing Oracle to a timetable.

Gogia said the more significant shift is in the filing’s language rather than the dollar figure. Oracle’s August 2025 and February 2026 filings had described the plan as tied to “acquisitions and certain other operational activities.”

AI was named as a driver of restructuring for the first time in the Sept. 11 filing.

Why the headcount stays unconfirmed

Gogia said no verified figure exists yet for how many employees the September round affected.

He noted that 30,000 was a January forecast of the total 2026 program. Twenty-one thousand is the confirmed net decline in Oracle’s global workforce across the full fiscal year. A reported 3,000 job cuts in India on Sept. 1 remains unconfirmed by Oracle.

The $700 million restructuring supplement “cannot be divided into people,” Gogia said, since it covers termination benefits, contract termination costs and other exit costs across a program spanning multiple countries. “There is no solid headcount for the September round,” he said.

A pattern that began in March

Oracle’s first 2026 layoff wave began March 31, when the Revenue and Health Sciences unit, the SaaS and Virtual Operations Services group, and NetSuite’s India Development Centre saw some of the deepest reductions.

Figures published by Oracle for its fiscal year ending May 31, 2026, show research and development headcount fell from 50,000 to 43,000 employees during the year, sales and marketing fell from 31,000 to 25,000, and services fell from 37,000 to 34,000, according to Gogia’s analysis of the company’s own reporting.

International staff, at 92,000, saw a larger reduction than the 49,000-strong U.S. workforce, he said.

Oracle did not respond to a request for comment.

This article first appeared on CIO.

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Tech layoffs: A 2026 timeline

Among a range of factors leading to a wave of tech sector layoffs in 2026 is the rapid rise of artificial intelligence and automation. Companies are reconfiguring their workforces to leverage AI for increased efficiency and reduced operating costs. This realignment and reduction is implemented even by companies reporting strong financial performance.

But it’s not just AI leading to workforce cuts. Complementing this technological shift are ongoing economic uncertainty, inflation, and higher interest rates, compounded by a chip shortage and rising energy costs. This mix is driving companies to cut costs and streamline operations for increased efficiency.

According to data compiled by Layoffs.fyi, an online tracker that keep tabs on job losses in the technology sector, 123,941 tech employees were laid off at 269 companies in 2025. The site also reports that 71,981 government employees were laid off by DOGE alone, with 182,528 total federal workers laid off.

Here is a list — to be updated regularly — of some of the most prominent technology layoffs the industry has experienced recently.

Notable tech layoffs in 2026

  • Oracle (again)
  • Monday.com
  • Microsoft
  • Meta
  • Cisco
  • Cloudflare
  • Oracle
  • Atlassian
  • Salesforce
  • Amazon
  • Ericsson

Sept. 15, 2026: Oracle forecasts 33% increase in restructuring costs as new round of layoffs hits

Oracle began a new round of layoffs this week, sending early-morning termination emails to staff for the second time in six months. Oracle has made no public statement confirming the latest round of job cuts, but in a regulatory filing days earlier the company said it had set aside a further $700 million for restructuring charges, bringing the total charges this year to roughly $2.8 billion.

July 22, 2026: Monday.com cuts 20% of its workforce to restructure for the AI era

The company says the decision to cut 620 jobs isn’t about margins, but about creating a flatter organization built around AI agents, autonomous teams, and deeper customer engagement.

July 6, 2026: Microsoft cuts 4,800 jobs, primarily in sales and Xbox teams

As the company trims thousands of jobs, it’s also investing in embedded engineering teams and AI infrastructure. The layoffs come several weeks after the company offered 8,750 US employees voluntary retirement buyouts.

June 5, 2026: Tech industry cut 38,242 jobs in May, worst since 2024

AI was blamed for 40% of the job cuts in May, up from 7% in January, according to research by employment placement company Challenger, Gray & Christmas.

May 20, 2026: Meta cuts 8,000 jobs, around 10% of workforce

The cuts are expected to expected to hit Meta’s engineering and product teams the hardest, arriving as Meta pivots toward AI to boost efficiency across its organization, according to Yahoo Tech.

May 13, 2026: Cisco to cut nearly 4,000 jobs despite strong growth in AI, enterprise networking

Despite reporting positive financial news — including record third-quarter revenue of $15.8 billion, a 12% year-over-year increase — Cisco said it will eliminate almost 4,000 jobs.

May 7, 2026: Cloudflare to cut 1,100 jobs in AI-focused restructuring

About 20% of Cloudflare’s global workforce will be culled as the company pivots for the agentic AI era, Reuters reported.

April 1, 2026: Oracle to cut up to 30,000 jobs globally, putting enterprise support and roadmaps at risk

Oracle began laying off employees on March 31 in what could be the largest workforce reduction in the company’s history. Employees received termination emails at 6 a.m. local time with immediate system lockouts and no prior warning. (Note: in June, CNBC put the final layoff tally at 21,000.)

March 12, 2026: Atlassian cuts 1,600 jobs to fund AI and enterprise expansion

Atlassian will reduce its global workforce by approximately 10%, eliminating around 1,600 roles, as the collaboration software maker redirects capital toward artificial intelligence development and enterprise sales.

March 11, 2026: Tech layoffs surpass 45,000 in early 2026

A recent analysis by RationalFX found 45,363 job cuts globally so far this year—with roughly 68% or more than 30,000 occurring in the U.S. — highlighting ongoing workforce cuts even as many tech companies report strong revenue growth.

Feb. 10, 2026: Salesforce lays off staffers as executive leadership churn continues

Salesforce has reduced close to 1,000 roles earlier this month across teams, including marketing, product management, data analytics, and its Agentforce AI unit, Business Insider reported, quoting employees familiar with the matter.

Jan. 23, 2026: Amazon layoffs expected to disproportionately hit AWS and tech talent

As the market slows down, AWS and other Amazon units are preparing for another round of layoffs, which is expected to overwhelmingly impact tech talent. An email from HR leader Beth Galetti on Jan. 28 confirmed 16,000 job cuts.

Jan. 15, 2026: Ericsson plans to shed 1,600 jobs in Sweden

 Ericsson lans to cut some 1,600 jobs in Sweden, the telecommunications equipment maker said doubling down on recent cost-saving measures that have helped it weather a prolonged downturn in telecoms spending, Reuters reports.

Jan. 13, 2026: Meta plans to cut around 10% of employees in Reality Labs business

Meta plans to cut around 10% of the employees in its Reality Labs division who work on products including the metaverse, according to three people with knowledge of the discussions, according to The New York Times.

Layoffs in 2025

  • Cisco
  • Oracle
  • Windsurf
  • Intel
  • Microsoft
  • Crowdstrike
  • HPE
  • Autodesk
  • HPE
  • CISA
  • Workday
  • Salesforce
  • Meta

Global tech-sector layoffs surpass 244,000 in 2025

Economic uncertainty, elevated interest rates, and AI adoption have driven workforce reductions across tech companies worldwide, according to a RationalFX report.

October 28, 2025: Amazon to cut 14,000 jobs across company

Amazon will reduce its overall workforce by 14,000, cutting layers of management across the company and hiring in some areas to support its “biggest bets”.

August 18, 2025: Cisco and Oracle to cut hundreds of Bay Area jobs

Tech companies Cisco and Oracle are cutting hundreds of jobs across the Bay Area. Cisco will eliminate 221 positions at its Milpitas and San Francisco offices, effective Oct. 13. Oracle is reducing 101 positions in Santa Clara on the same date 

August 5, 2025: 3 weeks after acquiring Windsurf, Cognition offers staff the exit door

Cognition, the AI coding startup that acquired rival company Windsurf three weeks ago, laid off 30 employees last week and is offering buyouts to the roughly 200 remaining employees on the team, reports The Information.

July 25, 2025, Intel to lay off 22% of workforce, CEO Tan signals ‘no more blank checks’

Intel will reduce its workforce to 75,000 employees by the end of 2025 as new CEO Lip-Bu Tan implements sweeping changes designed to transform the struggling chipmaker

July 8, 2025, Intel layoffs begin: Chipmaker is cutting many thousands of jobs

Intel has begun laying off employees across the company. CEO Lip-Bu Tan told workers back in April to expect major layoffs at Intel in the coming months as the chipmaker slashes costs and overhauls its organization after years of technical setbacks and falling sales.

July 2, 2025: Microsoft will cut 9,000 workers

Microsoft will lay off about 9,000 employees, a source familiar with the workforce cut told CNBC.  The cuts will reportedly affect less than 4% of Microsoft’s global workforce and will impact different teams, geographies and levels of experience. This is the latest in a string of cuts the tech giant has made this year.

June 17, 2025: Intel looks to factory layoffs to return to profitability

Intel will lay off up to 20% of its manufacturing sector employees starting in July, according to media reports, as the company looks for options as it seeks a return to profitability. The cuts reportedly will be made around the world, but some of the layoffs will be closer to home, according to a report in The Oregonian citing an internal company memo from Intel manufacturing Vice President Naga Chandrasekaran.

May 7, 2025: CrowdStrike to lay off 5% of staff

CrowdStrike announced a plan to cut about 500 roles, roughly 5% of its workforce, to streamline operations and reduce costs. The cybersecurity company will incur about $36 million to $53 million in charges related to the layoffs

March 6, 2025: HPE cuts 2,500 jobs, remains committed to Juniper buy

CEO Antonio Neri told Wall Street analysts that HPE would begin implementing a cost-cutting program involving layoffs of about 2,500 employees over the next 18 months. HPE employs about 61,000 people worldwide.

Feb. 27, 2025: Autodesk to lay off 9% of workforce

Software maker Autodesk is laying off 1,350 staff. With the rise of subscription and multi-year contracts billed annually, and self-service enablement, it finds it needs fewer sales staff, CEO Andrew Anagnost said in a message to employees. And with its cloud, platform, and AI products proving most profitable, it’s concentrating its staff and investments there.

Feb. 27, 2025: HP to lay off 2,000 more

As part of an ongoing restructuring, HP plans to lay off up to another 2,000 workers. In recent weeks, the company has tried — unsuccessfully — to do away with telephone support staff by forcing callers to wait for at least 15 minutes if they refuse to use self-service support resources online. The company swiftly backtracked, but wider job cuts are still on.

Feb. 21, 2025: CISA lays off 130

Government employees get laid off too: In this case, 130 workers at the US Cybersecurity and Infrastructure Security Agency are being shown the door as a result of a DOGE decision. Cybersecurity experts are concerned that the cuts will harm the international collaborations that CISA has fostered, quite apart from their concerns about the security of the DOGE layoff process itself.

Feb. 5, 2025: Workday lays off 1,750

As it moves to invest more in AI and international growth, Workday is laying off 8.5% of its workforce and disposing of unused office space. Some analysts fear the cutbacks will affect the company’s customer service — unless AI can pick up the slack.

Feb. 4, 2025: Salesforce lays off over 1,000

At the same time as it’s hiring sales staff for its new artificial intelligence products, Salesforce is laying off over 1,000 workers across the company, according to Bloomberg. As of June, 2024, the company had over 72,000 employees, according to its website. Salesforce did not comment on the report. In 2024 the company reportedly laid off around 1,000 staff too, in two waves: January and July.

Jan. 14, 2025: Meta will lay off 5% of workforce

Mark Zuckerberg told Meta employees he intended to “move out the low performers faster” in an internal memo reported by Bloomberg. The memo announced that the company will lay off 5% of its staff, or around 3,600 staff, beginning Feb. 10. The company had already reduced its headcount by 5% in 2024 through natural attrition, the memo said. Among those leaving the company will be staff previously responsible for fact checking of posts on its social media platforms in the US, as the company begins relying on its users to police content.

Tech layoffs in 2024

  • Equinix
  • AMD
  • Freshworks
  • Cisco
  • General Motors
  • Intel
  • OpenText
  • Microsoft
  • AWS
  • Dell

Nov. 26, 2024: Equinix to cut 3% of staff

Despite intense demand for its data center capacity, Equinix is planning to lay off 3% of its workforce, or around 400 employees. The announcement followed the appointment of Adaire Fox-Martin to replace Charles Meyers as CEO and the departures of two other senior executives, CIO Milind Wagle and CISO Michael Montoya.

Nov. 13, 2024: AMD to cut 4% of workforce

AMD will lay off around 1,000 employees as it pivots towards developing AI-focused chips, it said. The move came as a surprise to staff, as the company also reported strong quarterly earnings.

Nov. 7, 2024: Freshworks lays off 660

Enterprise software vendor Freshworks laid off around 660 staff, or around 13% of its headcount, despite reporting increased revenue and profits in its fourth fiscal quarter. The company described the layoffs as a realignment of its global workforce.

Sept. 17, 2024: Cisco lays off 6,000

After laying off around 4,200 staff in February, Cisco is at it again, laying off another 6,000 or around 7% of its workforce. Among the divisions affected were its threat intelligence unit, Talos Security.

Aug. 20, 2024: General Motors lays off 1,000 software staff

More than 1,000 software and services staff are on the way out at General Motors, signalling that it could be rethinking its digital transformation strategy. In an internal memo, the company said that it was moving resources to its highest-priority work and flattening hierarchies.

August 1, 2024: Intel removes 15,000 roles

Intel plans to cut its workforce by around 15% to reduce costs after a disastrous second quarter. Revenue for the three months to June 29 stagnated at around $12.8 billion, but net income fell 85% to $83 million, prompting CEO Pat Gelsinger to bring forward a company-wide meeting in order to announce that 15,000 staff would lose their jobs. “This is an incredibly hard day for Intel as we are making some of the most consequential changes in our company’s history,” Gelsinger wrote in an email to staff, continuing: “Our revenues have not grown as expected — and we’ve yet to fully benefit from powerful trends, like AI. Our costs are too high, our margins are too low. We need bolder actions to address both — particularly given our financial results and outlook for the second half of 2024, which is tougher than previously expected.”

July 4, 2024: OpenText to lay off 1,200

OpenText said it will lay off 1,200 staff, or about 1.7% of its workforce, in a bid to save around $100 million annually. It plans to hire new sales and engineering staff in other areas in 2025, it said.

June 4, 2024: Microsoft lays off staff in Azure division

Microsoft laid off staff in several teams supporting its cloud services, including Azure for Operations and Mission Engineering. The company didn’t say exactly how many staff were leaving.

April 4, 2024: Amazon downsizes AWS in a fresh cost-cutting round

Amazon announced hundreds of layoffs in the sales and marketing teams of its AWS cloud services division — and also in the technology development teams for its physical retail stores, as it stepped back from efforts to generalize the “Just Walk Out” technology built for its Amazon Fresh grocery stores.

April 1, 2024: Dell acknowledges 13,000 job cuts

Dell Technologies’ latest 10K filing with the US Securities and Exchange Commission disclosed that the company had laid off 13,000 employees over the course of the 2023 fiscal year; it characterized the layoffs and other reorganizational moves as cost-cutting measures. “These actions resulted in a reduction in our overall headcount,” the company said. A comparison to the previous year’s 10K filing, performed by The Register, found that Dell employed 133,000 people at that point, compared to 120,000 as of February 2024. Dell announced layoffs of 6,650 staffers on Feb. 6, but it is unclear whether those cuts were reflected in the numbers from this year’s 10K statement.

See news of earlier layoffs.

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Govern AI agents like workers. Just don’t pretend they’re human

The newest member of the corporate workforce never sleeps, never asks for a raise, and can be cloned before lunch. It can also confidently make the wrong decision thousands of times before anyone notices.

That helps explain why some technology leaders have started talking about AI agents as employees, co-workers, or interns rather than software. Once an agent can update records, issue refunds, send communications, or act across multiple enterprise systems, deploying it no longer looks much like installing another application.

Recent Harvard Business Review articles have pushed that analogy further. One argues that agents should be treated like a new workforce, with defined roles, authority, sources of truth, supervision, and audit trails. Another recommends giving agents names and job descriptions, onboarding them, evaluating their performance, and increasing their responsibilities after they prove themselves.

But there is a catch: People may start believing the metaphor.

A separate HBR study of 1,261 managers found that when AI was framed as an employee rather than a tool, managers with experience working around AI agents took less personal responsibility for results and assigned more responsibility to the AI. They also escalated more problems and caught fewer errors. In the study, 31% of respondents said their companies already framed AI as a teammate or employee, while 23% said agents appeared on organizational or work charts.

For IT leaders, the answer may therefore be to borrow freely from the employee-management playbook — without extending the metaphor too far.

Don’t put software on the org chart

Amy Loomis, group vice president at IDC, draws a hard line around one word: responsibility.

Humans, she says, have obligations to their companies and to one another, and they bring an understanding of corporate culture and values that an agent can mimic linguistically without possessing.

That makes calling an agent a co-worker potentially more than harmless anthropomorphism. The label suggests a peer relationship and can encourage people to cede judgment to a system that’s very good at giving what was requested, Loomis says, but not necessarily at recognizing what was actually needed.

“Accountability is something that has qualities associated with it that are uniquely human,” she says. “Agents may be given permission to access data, but the accountability for what they do with that access lies with the person who gave the agent access, not the agent itself.”

That distinction still leaves plenty to borrow from employee management. It makes sense to give an agent traceable access and tightly scoped permissions — and to institute a kill switch to prevent the agent from having continued access. But Loomis finds it more effective to think in terms of giving an agent an operations charter rather than a human identity: define what the system does, what it may access, and what humans remain responsible for.

In other words, give the agent a security badge. Just don’t put its picture on it.

The employee metaphor has a job to do

Raja Iqbal, founder of agentic AI governance company Ejento AI and co-author of the HBR article “To Scale AI Agents Successfully, Think of Them Like Team Members,” is closer to Loomis than the headline suggests.

Iqbal says the metaphor is intended to put CIOs, CISOs, and other technology leaders into the right “cognitive posture.” Thinking about an agent as a team member, he argues, can remind an enterprise to impose familiar management disciplines: a unique identity, clear human oversight, defined authority, spending limits, approved information sources, and an audit trail.

If another term produces the same discipline, he’s fine with that too.

In fact, Iqbal explicitly rejects synthetic employees with human personas and seats on the org chart. That creates exactly the accountability problem critics worry about: “Bob did it” becomes an excuse even though Bob is software.

“The metaphor is dangerous when it’s decorative,” Iqbal says. By that, he means companies get into trouble when they adopt the human trappings — names, personas, or the language of colleagues — without also imposing the supervision, limits, and accountability that make the analogy useful.

His preferred distinction is simpler: the agent needs a technical identity so the enterprise can reconstruct what it did, while a human must remain responsible for those actions. “The identity is the audit primitive, and the human owner is the accountability primitive,” he says. Put more plainly, the agent identity answers what acted; the human owner answers who is accountable.

The employee analogy becomes more useful again when deciding how much freedom an agent should receive. Iqbal recommends graduated autonomy. An agent might begin with a human approving every action, progress to performing low-risk actions independently, and eventually receive bounded autonomy if its observed performance justifies it. A serious error can send it back down the ladder — or out the door entirely.

That sounds a lot like a probation period for a new employee. It’s also simply good software governance for a probabilistic system.

At DXC, professional agents are software

Russell Jukes has had plenty of opportunity to test that distinction. As chief digital and information officer at DXC Technology, he oversees AI in an IT services organization with roughly 115,000 employees.

“We think about [an AI agent] as a superpower, not as a person,” he says.

DXC separates agents into two categories. Personal agents work for individual employees and generally operate using the employee’s identity and access. Professional agents are enterprise systems built for broader workflows. On one of DXC’s major AI platforms, employees have so far created roughly 8,000 personal agents, compared with about 100 professional agents.

The professional variety receives much stricter oversight. It can have its own nonhuman identity, credentials, permissions, and authority boundaries. Activity passes through control planes that allow DXC to see what agents are doing and, when necessary, shut them down.

Jukes thinks many of these agents will eventually disappear from users’ view altogether. An agent might scan internal resource requirements overnight and recommend employees for projects. Nobody needs to greet it in the morning or consider it a colleague; they simply receive the result.

That’s where he parts company with the worker metaphor.

Jukes says he learned early on that AI cannot be deployed like conventional SaaS. His first attempt followed the familiar software model: make the application available, let employees use it within the prescribed workflow, and expect adoption to follow. “I did that, and nobody used it,” he says. The experience convinced him that AI requires a different approach, and he vowed to “never deploy AI like it’s SaaS again.”

Conventional SaaS is largely deterministic: the software constrains users to a defined workflow and produces predictable outputs. Agentic AI is different. It can interpret a goal, choose among tools and data sources, and decide how to get to an outcome. For Jukes, that means CIOs have to design the policies, permissions, data access, guardrails, and authority around the agent rather than simply deploy another application.

That also creates a clearer chain of responsibility. If a person approves the agent’s action, Jukes says that person owns the decision. If an autonomous agent behaves according to a business policy, accountability belongs with the people responsible for that policy. If the technology fails to operate as designed, responsibility moves to IT.

The agent itself never gets handed the blame.

Maybe treat it like an intern after all

Nina Tatsiy, global CIO of Quadient, an automation technology company, takes a position somewhere between Iqbal and Jukes. She calls agents interns, but deliberately uses the term as an analogy, not an organizational designation.

Agents must be managed as software, with security, governance, and technical controls, while recognizing that their probabilistic behavior requires additional supervision. “You have to do both,” Tatsiy says.

An intern does not receive every password and authorization on the first morning. Neither should an agent. It has to be onboarded, trained, watched, retrained when its environment changes, and eventually retired when it’s obsolete.

Quadient generally avoids giving agents human names. Tatsiy worries that doing so encourages people to see them as real colleagues capable of judgment.

“Overtrust is a problem,” she says, particularly because AI tends to state conclusions with such assurance. Tatsiy prefers using AI to challenge a hypothesis or surface questions people haven’t considered rather than allowing it to make the conclusion for them.

Yet the intern analogy has proved useful operationally.

In one accounts-payable deployment, Quadient had an agent effectively shadow human workers and learn from their feedback across different scenarios. Only after its performance had been tested across increasing levels of complexity did it begin providing recommendations. Humans still made the final decision.

The agent, in other words, earned more trust. It didn’t earn accountability.

Borrow from HR, but keep humans in charge

The emerging divide may therefore be less about whether agents are employees or software than about which parts of each management model IT leaders should retain.

Agents need individual technical identities, but not human identities. They need defined responsibilities, but not jobs in the human sense. They need monitoring and evaluation, but not annual performance reviews. They can receive progressively greater authority, but not progressively greater accountability.

And the stronger they become, the more important that distinction becomes.

Treating an autonomous agent like ordinary SaaS ignores the fact that it can interpret, choose, and act in ways conventional software cannot. Treating it like Steve from Accounting creates a different problem: sooner or later somebody may start assuming “Steve” knows what he’s doing.

IT leaders may indeed need to borrow heavily from HR as agentic AI spreads across the enterprise. They just shouldn’t start issuing employee badges.

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