Duolingo’s recent declaration to become an “AI-first” company raised eyebrows and triggered a wave of concern both within and outside the company. In April, CEO Luis von Ahn shared an all-hands email announcing the move – later reposted on LinkedIn – which drew hundreds of public reactions, many of them sceptical. Users feared not just for their jobs, but also their hard-earned 1,000-day language streaks.

The backlash was swift and vocal, with many interpreting the statement as a signal that widespread redundancies were imminent. But as von Ahn later clarified in an interview with the Financial Times, the company’s intent was never to replace its people with machines. Rather, the goal is to encourage a shift in how work is approached – one where AI becomes a first port of call.

“It’s just a mind shift that people first try AI,” von Ahn explained. “It may be that AI doesn’t actually solve the problem you’re trying to solve … that’s fine.”

A shift in tools, not a culling of talent

Despite the strong reactions, von Ahn has repeatedly underlined that Duolingo is not undergoing mass layoffs. He noted that only a “very small number of hourly contractors” – largely doing repetitive tasks – were phased out, and some were offered other roles. Meanwhile, the company continues to hire “at the same speed as before.”

In a follow-up post on LinkedIn, von Ahn tried to ease the growing anxiety, stating: “I do not see AI as replacing what our employees do… I see it as a tool to accelerate what we do, at the same or better level of quality.”

The reaction inside the company was more measured. According to von Ahn, the primary internal concern was how the use of AI would factor into performance reviews – not job security. This suggests that employees are willing to embrace the new tools, but want clarity on expectations.

Changing roles, not eliminating them

Duolingo’s vision for AI isn’t about cold efficiency or slashing headcount. Instead, it’s about rethinking roles. Von Ahn believes most employees will shift into more strategic and creative modes of work, where AI handles the grunt work.

“You no longer do the details and are more of a creative director,” he said. This new paradigm is already being explored across departments: engineers are writing less code and instead guiding AI-generated development, while designers are using AI to draft illustrations in Duolingo’s recognisable aesthetic.

The company also sees AI as a powerful accelerant. What used to be laborious – such as launching new language courses – may now be accomplished in a fraction of the time. The goal isn’t to diminish human input, but to amplify it.

No crystal ball, but a clear direction

Von Ahn has been candid about the uncertainties ahead. “I don’t know exactly what’s going to happen with AI,” he admitted, “but I do know it’s going to fundamentally change the way we work, and we have to get ahead of it.”

He also acknowledged that Duolingo may have been too transparent about its AI ambitions compared to other companies — and underestimated how the public would respond. “Every tech company is doing similar things,” he said. “But we were open about it. I should have been more clear to the external world.”

Still, von Ahn stands firm that this approach is the right one. The thinking is simple: the sooner teams learn to work with AI — and do so responsibly — the more prepared they’ll be for what lies ahead. This isn’t a game of musical chairs where someone gets left out. It’s a strategic pivot where everyone needs to learn new steps.

Solid business footing despite AI backlash

Importantly, the pivot to AI isn’t a response to shaky financials. Far from it — Duolingo continues to post robust growth. In the first fiscal quarter, revenue jumped 38% year-on-year to reach $230 million, while net income climbed to $35 million. The company is also expanding its learning portfolio beyond languages, with new offerings in music, maths, and chess.

And while Duolingo’s stock has slipped slightly since the AI announcement — a possible symptom of the public reaction — it remains up over 53% year-to-date. In the cutthroat world of edtech, that’s no small feat.

Rewriting the rules of engagement

In hindsight, Duolingo’s AI-first message could have been delivered with more finesse. But the company’s approach signals a broader trend in the business world: AI is no longer a futuristic concept, it’s here — and those who fail to adapt may find themselves playing catch-up.

For HR leaders and business executives, the Duolingo story offers a cautionary tale and a call to action. The optics of change matter just as much as the change itself. Transparency is commendable, but clarity is crucial. When redefining how work gets done, communication must strike the right chord with both internal teams and external stakeholders.

Von Ahn’s message now seems to be: don’t fear AI, but don’t fumble its introduction either. Think of AI as a co-pilot, not an autopilot. Let it handle the routine so humans can steer the big picture. After all, in business as in language learning, success often hinges on knowing how — and when — to shift your tone.