A new model for learning and work, incubated at Stanford

Accelerator Faculty Affiliate Mitchell Stevens talks about an initiative to rethink learning so that Americans can prosper in the wake of technological change and lengthening lifespans.

Catalyzing Early-Career Potential in the AI Era: Convening Summary

Every era of technological transformation brings the same urgent questions: What happens to jobs and the people who hold them? What does it mean for those just beginning their careers? Today, AI is forcing us to confront these questions again, and with even greater urgency. To address them, Jobs For the Future (JFF), Stanford Digital Economy Lab, Stanford Accelerator for Learning, and the Stanford Center on Longevity convened leaders across education, philanthropy,  industry, and government to design strategies to help early-career workers access quality jobs and advance their careers in the age of AI. A key emphasis for the day was on cross-sector collaboration... By Allison Wiley, Stanford University

Young People Are Falling Behind, but Not Because of AI

The case that AI is already stealing young people’s jobs is based on a statistical mirage.

Why College Graduates Feel Betrayed

Their anger goes far beyond the recent rise of unemployment and the looming threat of A.I.

ScalingWork-Based Learning: A Framework for Effective Employer Intermediaries

Work-based learning experiences, including internships, co-ops, and apprenticeships, provide employers with access to emerging talent and allow learners to build valuable skills through hands-on work. These experiences are increasingly of interest to both K-12 and postsecondary education systems as they strengthen individuals’ ties to the labor market, helping to prevent underemployment and unemployment, and are critical to building a workforce that can drive a globally competitive economy.

Work and learning are inseparable — so why do we try to separate them?

Disney’s New CEO and the Rise of “Experience Intelligence”

As organizations today confront trust, engagement, and resilience challenges, leaders who have “experience intelligence” have a strategic advantage. These leaders focus less on controlling outcomes, and more on creating conditions where employees and customers feel seen, capable, and proud. They understand that designing experiences that people genuinely love—not merely like or respect—drive behavior, loyalty, and performance more reliably than incentives or pressure.