A few months ago, I read the CEO of Shopify’s leaked memo where he made bold proclamations about how AI would be used by his company. I immediate wrote an internal memo called “Our AI Canary in the Coal Mine.” I shared it with a few people, but I have been slow to build upon my initial thoughts and share more broadly… until now.

The Shopify memo (if you haven’t read it, find it here) was a wake-up call. Tobias Lütke announced that every employee—across every department—must now integrate AI into their daily workflow. This wasn’t a suggestion. It was a mandate. A massive cultural pivot for the company.

In my version of his memo, I compared Shopify’s announcement to the canaries once carried into coal mines. When the canary stopped singing, it was a warning of imminent danger. Today, that metaphor feels more urgent than ever. The song hasn’t just softened—it has stopped altogether in some job markets. The silence is echoing far beyond Silicon Valley. It’s being felt in warehouses, freelancing platforms, boardrooms, classrooms, and nonprofits.

The Ground Is Already Shifting

Amazon CEO Andy Jassy recently acknowledged that generative AI will shrink corporate headcounts in the near future. The company has already rolled out over 1,000 internal AI tools—from Alexa+ to predictive inventory systems—making their operations leaner and increasingly automated. “Fewer people are doing the same jobs,” he said. And that wasn’t a hypothetical.

Fewer people are doing the same jobs.

Andy Jassy, Amazon CEO

Harvard Business Review validated this shift with data. Their research—based upon over 1.3 million freelancing job posts—revealed a 21% drop in listings for automation-prone tasks following the launch of ChatGPT. Writing jobs alone dropped 30%. Software development roles were down 20%. Demand for graphic design and 3D modeling declined by 17% after the emergence of image-generation tools like Midjourney and DALL·E.

What’s striking is not just the decline—but this decline in demand is growing. These aren’t temporary reductions. They’re examples of the canary losing it’s voice. Allow me to multiply this even further—the data from the research is over a year old. If the same study were to be completed today

“Everybody should be thinking about AI, no matter what they do for a living.”

Lawrence H. Summers

Economists from Harvard have published a paper discussing their findings on churn trends of the job market. They thought that they would see that the job market hasn’t really changed that much, what they found was, “Everybody should be thinking about AI, no matter what they do for a living.”

The concerning factor for me in most of these research studies is the lag between the data and reporting. By the time we te the anaylitics, the canary has already begun to lose it’s voice.

An AI Fork in the Road

The International Monetary Fund estimates that AI will affect 60% of jobs in developed economies and 40% in emerging ones. But the story isn’t only about job loss—it’s about job evolution. AI isn’t just removing roles; it’s rewriting them and traditional jobs are rapidly changing.

Forbes and the World Economic Forum both emphasize that tomorrow’s workforce will require a hybrid skillset: emotional intelligence, human insight, and AI fluency. Those who thrive will be the ones who adapt—not just automate. This is important

Interestingly, demand is rising for roles that explicitly mention “ChatGPT” or other AI-related tools. Since 2023, these jobs have grown steadily—and employers are now willing to pay nearly 6% more for workers who can effectively combine AI with human creativity and problem-solving.

That’s the paradox: AI is both disruption and opportunity. It’s the storm—and the surfboard. You can drown in it, or you can ride it. This is not the first time that a disruptive innovation has changed the workforce.

Let this sink in, six out of ten jobs today did not exist in 1940!

What This Means for Mission-Oriented Organizations

When I first wrote AI Canary, it wasn’t about profit margins. It was a call to courage—for nonprofits, faith-based ministries, and Kingdom-driven organizations that cannot afford to stay frozen while the world moves forward.

Our goal isn’t to increase stockholder returns. It’s to proclaim Christ among the nations. But ignoring this shift because we operate in a different domain would be a critical miscalculation.

Here’s the new baseline:

AI fluency is foundational. Every role—from finance to fieldwork—needs it.
AI-first thinking must come before hiring or scaling. If AI can enhance or accelerate something, it should be explored first.
Strategic planning must assume an AI-integrated world. It cannot be an afterthought.

Shopify’s six principles for AI adoption may have been written for e-commerce, but they are surprisingly relevant to our mission. AI is not a threat to the missionary task. It is a force multiplier—one that frees people to do what only humans can: build relationships, navigate cultures, and lead spiritually.

Where We Go From Here

So how do we respond?

Normalize innovation. Celebrate small wins. Share stories. Foster experimentation.
Examine everything. Where are people solving problems on mundane tasks that AI could handle? Reclaim that time.
Build effective training. Focus on real scenarios, not just theory. Tailor training to roles. The most effective AI training is when someone shares with someone else how they ARE USING AI. It’s not training videos. Show value!
Lead from the front. If senior leaders aren’t using AI, no one else will.
Think in time horizons. What does your staffing model look like in 12, 24, and 60 months? What expectations will donors and partners have?

AI is not just coming for coders and copywriters. It’s reshaping the roles of pastors, planners, fundraisers, translators, educators, and strategists. This moment demands a new kind of literacy—a hopeful, strategic fluency that prepares us to lead in an AI-integrated world.

Final Thought: The Canary’s Warning Is a Gift

We’re not victims of this moment—we’re stewards of it. What we do next will shape not just our organizational future, but the impact we have on the world for the sake of the gospel.

Let’s not silence the canary. Let’s receive its silence as a signal. Not a funeral dirge—but a call to innovate.

The world sees AI as a threat to jobs. We see it as an invitation to reimagine Kingdom work. It’s time to stop asking whether AI fits into our mission—and start asking how we can use AI to multiply our impact and accomplish the mission God has entrusted to us.

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The AI Canary in the Coal Mine