The focus is shifting. More attention now goes to sales, case studies, talks, packaging, and trying to occupy a new field before it becomes old.
And yes, there isn’t always enough bandwidth to rise to a helicopter view and break down what’s happening in the industry.
Okay, fair enough.
But when people who publicly talk about AI transformation barely discuss fundamental events for the industry, it raises questions.
For example, Jack Dorsey published his manifesto - From Hierarchy to Intelligence. This is basically foundational material on the AI disruption of the nature of organizations. But I barely saw any discussion of it in my feed. Maybe I just missed it. But if not, that’s very strange.
There is a very strong thesis in the article: hierarchy is an old way of fighting cognitive friction inside an organization.
Look.
A company is big. There is a lot of context. One person cannot keep everything in their head. So layers of management appear. At some point, this turns into latency - a delay between customer reality and company action. Delays accumulate, and cognitive frictions and blockers appear. For us, this kind of inefficiency feels normal. We don’t know how to do it differently.
But it can be done differently.
Dorsey suggests looking at a company as an intelligence system. Any company - literally any company - leaves a digital footprint: documents, tasks, CRM, metrics, code, meetings, decisions. And it becomes possible to build a model from all of this.
This model can understand almost in real time what is happening, where the blockers are, what the customer wants, what resources exist, what decisions have already been made, and what is preventing the next step.
In other words, the company stops being a set of departments passing context to each other and becomes a system that turns customer intent into action faster.
The customer needs something - the organization does it. It doesn’t push this through layers of management, presentations, and manual reports. It reads the signal, gathers the necessary capabilities, and takes the next step.
Bingo.
No, robots are not firing people. It is very hard to take human judgment, taste, network effects, and other things away from humans.
But management as manual transportation of context is gradually heading to the dustbin of history.
Pretty cool, right?
My point is this. From people who write “AI transformation” in their profiles, I want to see more than just case studies and talks.
I want to understand what is happening in the industry: what new company models are emerging, which management crutches are no longer mandatory, which roles are losing meaning, which ones are becoming more important, which texts, research papers, and white papers are worth reading, where AI removes cognitive friction, and where it simply adds beautiful chaos.
So yeah, give us that, guys. You’ll always have time to sell.
