10 essays
When most of your workforce is agents, the founder's job shifts from directing people to designing the conditions under which judgment happens. The old leadership virtues survive the translation; the tactics mostly don't.
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Automation doesn't happen to jobs. It happens to people. A builder who refuses to look at that directly isn't being neutral — he's being a coward with extra steps.
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Most meetings exist to move information between people. When the information learns to move itself, the only meetings left standing are the ones that were never really about information at all.
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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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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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When trying any option becomes nearly free, choosing carefully stops being the hard part. The scarce act is committing to a path and living with it.
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Machines are getting good at the junior work — and the junior work is exactly how we used to grow seniors. If we automate the bottom of the staircase, we have to decide how anyone climbs.
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Companies are shaped by what it costs them to pass information around. When that cost falls, the shape of work stops being fixed and becomes a choice.
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When tools make any single skill cheap, the scarce thing becomes the person who can stand between domains and translate. A case for breadth, written by someone who was told for decades that breadth was a flaw.
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Knowledge work isn't lost to laziness. It's lost in the seconds after every interruption, while the mind reboils from cold. Protecting deep blocks is the most leveraged thing a manager does all week.
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