Amazon's automation journey has sparked curiosity, shifting the focus from what will be automated to what will be the last to go. In a conversation with Elaine Kwon, a former vendor manager at Amazon, we delve into the nuances of this transformation.

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In researching my book, Always Day One, I discovered Amazon's extensive automation initiative, "Hands Off The Wheel." This program transitioned essential tasks traditionally handled by white-collar workers, such as purchasing and price negotiation, to machine learning systems. Elaine Kwon, who experienced this firsthand, shares her insights on the implications of this shift.

Alex Kantrowitz: You became a vendor manager at Amazon in 2014. What does that role entail?

Elaine Kwon: Ideally, a vendor manager acts as a buyer. My work primarily revolved around fashion, which involved communicating with brands like Gucci and Versace to negotiate terms for products.

Alex Kantrowitz: So, you were essentially tasked with acquiring various products to see what would resonate with customers?

Elaine Kwon: Exactly! The philosophy was to stock a wide range of items—essentially, the "Everything Store" approach. However, by 2016, it became evident that this strategy led to overstock issues, as a significant amount of inventory remained stagnant.

Alex Kantrowitz: How did you manage orders in practice?

Elaine Kwon: Each brand had unique goals, and we had to align Amazon’s offerings with those objectives. This involved price negotiations, preparing for peak seasons, and optimizing logistics.

Alex Kantrowitz: When did the automation discussions begin?

Elaine Kwon: The "Hands Off the Wheel" concept emerged around late 2015 to early 2016. Initially, it seemed innocuous, but it was clear that changes were afoot, signaling a shift in our work dynamics.

The first tasks automated were product promotions, including managing discounts and pricing changes. While this appeared minor, it foreshadowed a broader trend where human roles were increasingly sidelined.

Alex Kantrowitz: Did brands still have to input data even after automation?

Elaine Kwon: Yes, brands continued to provide necessary inputs, but Amazon removed much of the human oversight from the process. Many brands were caught off guard by these changes, leading to confusion.

Alex Kantrowitz: How did vendor managers adapt?

Elaine Kwon: The role evolved significantly. Vendor managers no longer had direct control over purchase orders; algorithms dictated inventory decisions. Many employees transitioned into other roles, leveraging their skills within the company.

Alex Kantrowitz: What are the potential downsides of such automation?

Elaine Kwon: While automation can enhance efficiency, it also comes with risks. Automated systems can make errors, such as incorrectly flagging products based on overly broad criteria.

Alex Kantrowitz: How does this relate to the broader workforce?

Elaine Kwon: Automation is becoming more prevalent across industries. Companies must adapt, and while larger corporations often seek external help, many small businesses are recognizing their limitations in navigating these changes.

Alex Kantrowitz: What skills should future workers focus on in this evolving landscape?

Elaine Kwon: Critical thinking is essential, as is the ability to build trust. As long as human relationships drive business, the capacity to connect meaningfully will remain invaluable.

In conclusion, while automation is reshaping the workplace, those who cultivate critical thinking and strong interpersonal skills will likely thrive in this new environment.