The Human Face of AI and Robotics at Scale
An interview with Dianna Wilusz, Vice President and Head of People and Technology
Helen Dwight: Welcome Dianna! Could you tell us more about your role in the context of Robotics, Generative AI (AI) and the intersection with Workforce Transformation?
Dianna Wilusz: Thank you Helen! I began my career in technology in the early days of the semiconductor industry and have watched how technology and humanity continue to evolve together. Today, my role centers on advancing technology for our clients, while ensuring our people evolve with it. With AI and robotics accelerating at unprecedented speed, my job is to keep both our technology and human capabilities ahead of the game.
Helen: The labor market is at a point of great upheaval—certain industries are reducing workers, some are in talent wars for hiring, and then there is the rise of generative AI. What’s your philosophy on hiring in this time of extreme change?
Dianna: The nature of work is changing, and skills must evolve to keep pace. Many people are leaving jobs for new reasons. At the same time, new opportunities are opening. AI is intensifying this shift. It’s a fascinating and exciting time.
My philosophy is to match the acceleration: build organizational capability for clients – from a technology and workforce perspective, while also leveraging the acceleration of knowledge and access to information in the labor market.
Helen: So does attitude and potential matter more than resume keywords?
Dianna: Historically, hiring meant matching resumes to job descriptions. Now, I look for patterns and potential - curiosity, problem-solving skills, and openness to change more than the resume. Some people orient towards constructing things, others are oriented towards sustaining. At SoftBank Robotics America (SBRA) we are in growth mode and moving quickly, so we look for candidates with a builder’s mindset.
Helen: What skills and qualities do you look for in candidates?
Dianna: Individuals need to be a cultural fit, able to innovate and solve complex problems. I summarize it as the 3C’s:
- Client-first: Does the candidate focus on client success? We are here to ensure our clients' success. And by virtue of ensuring our clients' success, we are successful.
- Curiosity: How do candidates demonstrate their curiosity and desire for continuous learning and adaptability? We are constantly looking at what’s next and if it’s the best way.
- Courage: Is the candidate willing to try new things? Do they have the courage to fail? Our innovation comes from the lessons we learn when things don’t go to plan.
Helen: How is SoftBank Robotics America (SBRA) adapting to AI?
Dianna: All candidates need to have some experience with AI. Existing staff are encouraged to learn the tools. The sweet spot for us is individuals that are able to use AI to enhance their work. Most clients appreciate our use of AI. We’re bringing them the latest tools to deliver greater solutions.
Like most organizations, we are evolving as the context is evolving around us. If we try an idea and it works, we build on it. If it doesn’t work, we learn from it.
As we bring more AI into our organization, the question is always there “How will it benefit the collective us – clients and SBRA”
Helen: With many companies turning to the use of AI, how do individuals prepare themselves with the right skills?
Dianna: Just lean into it. AI isn’t a fad, nor will it simply take your job. There’s a wonderful saying that “AI is not going to replace you, but the person who knows how to use AI will”. AI is a partner and double accelerator—it speeds up tasks and pushes humans to think differently. It’s about amplifying abilities not replacing people. Individuals can offload repetitive work to AI, freeing themselves for creativity, strategy, and human interaction. However, the use of AI also demands constant upskilling and a willingness to reimagine workflows.
Individuals that thrive will be those that lean in, try simple tools first such as ChatGPT and learn from it. Start by asking simple questions, use the tools to learn the tool, and build a foundation of knowledge. Always remember AI can hallucinate, so check and double-check information and sources. Lean in and get comfortable with the technology. The goal is to build confidence. Humans remain central, and AI is there to enhance capabilities.
Helen: What is the biggest misconception relative to AI?
Dianna: The biggest misconception is that AI doesn’t apply to your work. AI helps organizations work more efficiently, test strategies and identify patterns in data.
There are so many applications. In HR, for example, candidates can use AI to generate resumes while HR uses AI to screen them. But safeguards need to be in place, and usage of AI needs to be transparent across all processes, we need to minimize bias, and always think critically. Remember to check and verify as you would with any tool.
Helen: What advice would you give to leaders in this dynamically changing environment?
Dianna: Business is about people. Leaders can no longer rely on hierarchy or experience. Leaders who treat AI as a replacement threat are missing the point. AI is a tool that complements human experts.
Peter Diamandis said: "By the end of this decade there will be two kinds of companies: those fully utilizing AI, and those that are out of business". The organizations that thrive will be those that balance efficiency from automation with human creativity.
Leaders must be visionaries, coaches, connectors, and learners themselves. Leaders must know their people, inspire confidence, and communicate openly.
The best leaders remain open-minded, curious and empathetic while navigating disruption. It is the only way employees will follow their lead.
Helen: Are the skills needed for robotics different to those needed for AI?
Dianna: Robotics is where the physical meets digital. We need individuals who are innovators who can integrate robotics into human designed environments while layering in data, information and AI in an intuitive way.
For example, I might be interested in a candidate who likes flying planes in their spare time. Pilots manage the mechanics of thousands of controls in the cockpit while visually scanning and processing streams of information to make fast, intuitive decisions.
Helen: What is your approach to integrating robotics and AI at scale?
Dianna: Organizations should focus on long-term robotic adoption programs with outcomes that deliver tangible business value. AI and robotics at scale requires not just technical adoption, but a mindset that embraces change.
At SoftBank Robotics America, we encourage curiosity, reward learning, and view mistakes as part of growth. We look for automation opportunities that don’t currently exist, we continually work with clients, listening to what is going on in their business and the market, and solutioning with them. We’re excited about workplaces where people thrive alongside autonomous robots. Most importantly, our focus is on the collective benefits to us –clients and SBRA.
Helen: How do you onboard individuals virtually in such a dynamic environment?
Dianna: Besides our physical on-site deployment, customer care and robotics repair teams, everyone else is virtual. We’ve found a way to build remote work into our DNA so that we feel integrated even though we are spread across the US. That is one of the reasons that cultural fit is important and the skills I referenced earlier with the 3Cs.
We’re a fast-moving organization and we hire for that profile. We look for individuals that have a builder or growth mindset, that jump right into what needs to be done and ask questions on the way. We interact with our global co-workers which is powerful and enables us to offer better solutions. It’s a phenomenal organization to be part of and a lot of fun!
Helen: What keeps you cautious about the use of AI?
Dianna: There is a risk of moving too fast without considering ethical implications or leaving people behind who lack access to reskilling. It’s crucial to integrate responsible practices, prioritize transparency, and prioritize people as we scale AI and robotics. Technology must serve society, not outpace it.
Helen: If you had one message for business leaders navigating the use of AI in the workplace, what would it be?
Dianna: Stay human. AI and robotics are tools for amplification, not replacement. Technology will keep evolving, but your role is to guide people through change with empathy, clarity, and courage. Lean into curiosity, cultivate learning cultures, and trust that people—when supported—can adapt faster than we imagine, delivering valuable outcomes.
Cultivate an environment of smart innovators who can think outside the box and solve complex problems.
More Information:
Watch the interview with Dianna Wilusz, via our on-demand webinar here.
For more information about solutions and services offered by SoftBank Robotics America, please visit the website.
