Org design for the embedded-AI era
The right question is not 'how many people does AI replace?' It is 'what is the smallest team that can own an outcome end-to-end?'
The right question is not 'how many people does AI replace?' It is 'what is the smallest team that can own an outcome end-to-end?'
The dominant conversation about AI and org design is subtractive: which roles go away, and how fast. That framing produces bad answers. The interesting question is additive: which outcomes can now be owned by a smaller team, and what does that team look like?
More insights
Software has already taken over research, benchmarking, and diligence support. The strategy layer is the last big pool of billable hours — and it is moving.
Enterprise-first playbooks assume a homogenous market. In Europe's fragmented, regulated verticals, the mid-market is a faster, cheaper, more defensible landing zone.
The Five Forces framework is 45 years old. It still works as a lens — but a modern competitive read needs signals Porter never had access to.