All AI Work Design Stories

How Dennis Di Lorenzo is grounding Micron’s skills strategy in real work

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Dennis DI Lorenzo
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1 min

Industry

Manufacturing · Semiconductors and Electronic Components

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How Micron’s Dennis Di Lorenzo is connecting learning and workforce decisions to the work behind each role.

Dennis is connecting skills to the work where people use them. His focus is helping leaders understand what employees need to accomplish, then building development around those needs.

That means looking beneath job titles and pay bands to examine tasks and responsibilities. It gives learning a clearer connection to the work the business needs done.

Working with Reejig, Micron mapped work in greater detail and brought leaders and experts into validating it. That shared understanding gave the skills conversation wider relevance to AI and workforce decisions.

Dennis is also exploring what changing work means for careers and performance: how people develop, how they contribute and how leaders recognize the outcomes they achieve.

The transformation story

How Micron turned a skilling initiative into a foundation for transformation

Skills needed a clearer connection to work

Investment in skills frameworks and content hadn’t improved productivity as expected, because job structures didn’t describe the work people did.

Map and validate the work with Reejig

Micron mapped work at task and subtask level, and leaders and experts checked it against how jobs were actually done.

Trusted work data gained executive support

A skilling summit showed executives how the work data could inform workforce planning and talent pathways. The initiative gained CEO-level support.

92%

of Micron's work data was confirmed as accurate by the people doing the work.

“This isn’t a skilling project. This is an organizational change movement.”
Rethink how contribution is measured

If people can deliver meaningful outcomes in less time, leadership and performance expectations need to evolve.

What’s next: connect development and career pathways

Micron is using its understanding of work to inform job structures, career pathways and development, and keeping that picture current as tasks change.

What other leaders can take from this

Lessons for leaders

01
Start skills with the work
Titles and pay bands can’t tell you what people need to learn. Tasks can.
02
Validate with the people doing the work
Accuracy confirmed by employees is what earns executive trust.
03
Measure outcomes, not hours
As AI changes the work, performance expectations need to follow.

Our CEO could see, wow, there’s actual data analysis and work intelligence out there that can help this company make better decisions and ensure that we are still at the forefront of human centered work, even as technology continues to evolve and make us more efficient.

Dennis Di Lorenzo Micron
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