10 essays
I didn't hire an agency or pull an all-nighter. I directed a team of six — a chief of staff, a designer, a developer, a researcher, a writer, and an engineer — none of whom are people. Here is the unedited story, in their own words.
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Output stopped being scarce. The bottleneck moved to the slow, lived-in kind of knowledge that no machine can pour out fast — and that is now the thing worth guarding.
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The most honest way to claim how work will change is to build the company that only makes sense if you're right — so the product becomes the proof, and every failure is in public.
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When the model is the same for everyone, the only variable left is the person at the controls. The prompt is a mirror, and the work still looks like its author.
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When generation goes to zero, the scarce skill is checking. The worker who can quickly tell true from plausible is worth more than the one who can produce.
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The next org chart won't stack agents above or below people. It will wrap a small team of machines around each person, and make the individual-with-their-agents the smallest unit of work.
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Accountability does not survive being spread across software. Before an agent is allowed to act, an organization owes itself the name of the person who answers for it.
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Software spent thirty years answering questions and waiting to be told what to do next. The quiet shift of the last year is that it stopped waiting — and the moment a tool can act, the only question that matters is what we let it do.
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Working well with a model isn't a technical skill. It's the same skill that lets a good manager get the best out of a brilliant, overconfident, forgetful new hire.
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When any machine can produce fluent prose on demand, fluency stops being a signal. What survives the flood is the small, costly act of meaning what you say.
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