13 korrents from this recording
Every claim below is a statement made in this recording, quoted word for word and linked to the second it was said, so you can hear it rather than take our word for it. The wording comes from the transcript published alongside the recording; the sentence above each quote is our reading of the claim, not their wording.
Our reading
The career ladder was built on an old constraint: that more impact meant more people underneath you.
Their wordsThe ladder was built with an old constraint that more impact that you can have equals more people underneath you.
Their wordsI actually think of AI as average intelligence. I'm sure you will get into AGI world someday, but for now, it's still super powerful to have at your fingertips an average marketer, an average engineer, an average analyst, an average designer.
Their wordsSo, only one or two areas of exceptional craft are needed, and then the good enough everywhere else to get it to the point where you can learn.
Our reading
When the cost of building falls below the cost of coordinating, the org chart should change.
Their wordsWhen the cost of building falls below the cost of coordinating, the org chart should change.
Their wordsAre you changing your organizational design underneath you in order to take advantage of all of those skills? In order to take advantage of the people utilizing those tools? Because if you don't, you're actually not taking advantage of the biggest change that is happening in our system right now.
Our reading
Within about a year everyone's job will change, though people will not lose their positions.
Their wordsSo, you don't have such a strong connection to what you're doing, especially in the next year or so when all of our jobs are going to change. You're not going to lose a position in your company, but what you're doing is going to change.
Their wordsHowever, our organizational designs currently gate information by design. You have all of these layers of people filtering information down to individual contributors. Well, that can be no more. You have to trust your people.
Our reading
For an individual contributor to have impact, authority has to travel with accountability.
Their wordsThen, the authority has to travel with accountability.
Their wordsSo, if it's cheaper to try than to debate, make sure that when experiments are cheap, approval chains are the expensive part.
Their wordsIn fact, I believe that if we truly believe into this AI change that is happening in all of our lives, then ICs should get paid more than managers, because as an IC, you can drive more outcome and impact than a manager in the old system.
Their wordsYou're either a manager or you individual contributor and you can do a lot of context changes in your individual role and then you can do a lot of context changes in your manager role, but switching between the two is just becomes nearly impossible. So, you have to pick a path.
Their wordsSo, I think the AI's most interesting effect on organization is not replacing job, no matter how sensational those headlines are and how many impressions um they drive for people who just want to make waves. I think it's separating impact from head count.
Their wordsSo, management needs to be a career path, not a promotion.