Posts Tagged ‘companies’
“There is no such thing as a dysfunctional organization, because every organization is perfectly aligned to achieve the results it currently gets”*…
… and if we’re not careful, we might not be too pleased with what we get. Sam Altman says the one-person billion-dollar company is coming. Evan Ratliff tells the tale of his attempt to build a completely AI-automated venture…
… If you’ve spent any time consuming any AI news this year—and even if you’ve tried desperately not to—you may have heard that in the industry, 2025 is the “year of the agent.” This year, in other words, is the year when AI systems are evolving from passive chatbots, waiting to field our questions, to active players, out there working on our behalf.
There’s not a well agreed upon definition of AI agents, but generally you can think of them as versions of large language model chatbots that are given autonomy in the world. They are able to take in information, navigate digital space, and take action. There are elementary agents, like customer service assistants that can independently field, triage, and handle inbound calls, or sales bots that can cycle through email lists and spam the good leads. There are programming agents, the foot soldiers of vibe coding. OpenAI and other companies have launched “agentic browsers” that can buy plane tickets and proactively order groceries for you.
In the year of our agent, 2025, the AI hype flywheel has been spinning up ever more grandiose notions of what agents can be and will do. Not just as AI assistants, but as full-fledged AI employees that will work alongside us, or instead of us. “What jobs are going to be made redundant in a world where I am sat here as a CEO with a thousand AI agents?” asked host Steven Bartlett on a recent episode of The Diary of a CEO podcast. (The answer, according to his esteemed panel: nearly all of them). Dario Amodei of Anthropic famously warned in May that AI (and implicitly, AI agents) could wipe out half of all entry-level white-collar jobs in the next one to five years. Heeding that siren call, corporate giants are embracing the AI agent future right now—like Ford’s partnership with an AI sales and service agent named “Jerry,” or Goldman Sachs “hiring” its AI software engineer, “Devin.” OpenAI’s Sam Altman, meanwhile, talks regularly about a possible billion-dollar company with just one human being involved. San Francisco is awash in startup founders with virtual employees, as nearly half of the companies in the spring class of Y Combinator are building their product around AI agents.
Hearing all this, I started to wonder: Was the AI employee age upon us already? And even, could I be the proprietor of Altman’s one-man unicorn? As it happens, I had some experience with agents, having created a bunch of AI agent voice clones of myself for the first season of my podcast, Shell Game.
I also have an entrepreneurial history, having once been the cofounder and CEO of the media and tech startup Atavist, backed by the likes of Andreessen Horowitz, Peter Thiel’s Founders Fund, and Eric Schmidt’s Innovation Endeavors. The eponymous magazine we created is still thriving today. I wasn’t born to be a startup manager, however, and the tech side kind of fizzled out. But I’m told failure is the greatest teacher. So I figured, why not try again? Except this time, I’d take the AI boosters at their word, forgo pesky human hires, and embrace the all-AI employee future…
Eminently worth reading in full: “All of My Employees Are AI Agents, and So Are My Executives,” from @evrat.bsky.social in @wired.com.
Via Caitlin Dewey (@caitlindewey.bsky.social), whose tease/summary puts it plainly:
Ratliff, the undefeated king of tech journalism stunts, is back with another banger: For this piece and the accompanying podcast series, he created a start-up staffed entirely by so-called AI agents. The agents can communicate by email, Slack, text and phone, both with Ratliff and among themselves, and they have free range to complete tasks like writing code and searching the open internet. Despite their capabilities, however, the whole project’s a constant farce. A funny, stupid, telling farce that says quite a lot about the future of work that many technologists envision now…
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As we analyze autonomy, we might we might spare a jaundiced thought for Trofim Denisovich Lysenko; he died on this date in 1976. A Soviet biologist and agronomist, he believed the Mendelian theory of heredity to be wrong, and developed his own, allowing for “soft inheritance”– the heretability of learned behavior. (He believed that in one generation of a hybridized crop, the desired individual could be selected and mated again and continue to produce the same desired product, without worrying about separation/segregation in future breeds–he assumed that after a lifetime of developing (acquiring) the best set of traits to survive, those must be passed down to the next generation.)
In many way Lysenko’s theories recall Lamarck’s “organic evolution” and its concept of “soft evolution” (the passage of learned traits), though Lysenko denied any connection. He followed I. V. Michurin’s fanciful idea that plants could be forced to adapt to any environmental conditions, for example converting summer wheat to winter wheat by storing the seeds in ice. With Stalin’s support for two decades, he actively obstructed the course of Soviet biology, caused the imprisonment and death of many of the country’s eminent biologists who disagreed with him, and imposed conditions that contributed to the disastrous decline of Soviet agriculture and the famines that resulted.
Interestingly, some current research suggests that heritable learning– or a semblance of it– may in fact be happening by virtue of epigenetics… though nothing vaguely resembling Lysenko’s theory.
“The only corporate social responsibility a company has is to maximize its profits”*…
Congressman Fred Hartley and Senator Robert Taft, namesake co-sponsors of the 1947 Taft-Hartley Act (which figures in the tale referenced below)
… Happily that wasn’t always the accepted belief, and may some day recede. The redoubtable Bill Janeway explains– and laments– the passing of corporations that felt a duty to constituents other than their shareholders…
In his new book Slouching towards Utopia, the economist J. Bradford DeLong points out, correctly, that the “industrial research laboratory and the modern corporation” were the keys to unleashing a radical increase in the rate of scientific and technological innovation, and thus economic growth, from 1870 onward. DeLong also identifies the Treaty of Detroit, a landmark 1950 settlement between General Motors and the United Auto Workers, as a linchpin of American-style post-World War II social democracy. But what ever happened to the behemoth corporations that unlocked decades of growth while sponsoring health insurance and pensions for their employees?…
The rise of the neoliberal order in the 1970s and 1980s coincided with the demise of companies that served their societies and employees as well as their shareholders. Since then, the US federal government and other institutions have managed to offset the loss of only part of the broader contributions that big business once made. The fascinating, sad story at “The Rise and Fall of the Socially Beneficial Corporation,” from @billjaneway in @ProSyn.
* Milton Friedman, intellectual leader– and avatar– of the neoliberal order
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As we learn from the past, we might send inclusively-calculated birthday greetings to a Cambridge University faculty colleague of Bill’s, Sir Partha Sarathi Dasgupta; he was born on this date in 1946. An Anglo-Indian economist, Dasgupta’s contributions have been broad, covering welfare and development economics; the economics of technological change; population, environmental, and resource economics; social capital; the theory of games; ecological economics; and the economics of malnutrition. His deepest interest has been in ecological economics, more particularly in the nexus of population, consumption, and the natural environment and in the economics of biodiversity. With the late Karl-Goran Maler, he developed the concept of “inclusive wealth” as a measure of human well-being.
“Tradition is not the worship of ashes, but the preservation of fire”*…
In the year 578AD Germanic tribes were warring over the remains of the Roman Empire, an eight-year-old boy named Muhammad was growing up in Mecca, the Mayan Empire was flourishing in Central America, and the world’s longest continuously operated business was founded in Japan. When Prince Shōtoku Taishi (572–622) commissioned the construction of Japan’s first Buddhist temple, Shitennō-ji, Japan was predominantly Shinto and had no miyadaiku(carpenters trained in the art of building Buddhist temples), so the prince hired three skilled men from Baekje, a Buddhist state in what is now Korea. Among them was Shigetsu Kongō, whose work would become the foundation of the construction firm Kongō Gumi.
In the centuries that followed, the maintenance, repair and reconstruction of Shitennō-ji (ravaged a number of times by wars and natural disasters) provided Kongō Gumi’s main source of income, but as Buddhism spread throughout Japan the scope of the company’s work also expanded to include contributions to other major temple complexes such as Hōryū-ji (607) and Koyasan (816), as well as Osaka Castle (1583). Kongō Gumi would continue to flourish under the Tokugawa shogunate (1603–1867), a period during which Buddhist temples received substantial financial support. The company weathered the pro-Shinto Meiji Period (1868–1912) and its often violent efforts to eradicate Buddhism from Japan, which included the destruction of tens of thousands of Buddhist temples. Kongō Gumi also survived the Shōwa Financial Crisis of 1927, keeping pace with economic and technological developments until it finally succumbed to financial difficulties and became a subsidiary of Takamatsu Kensetsu in 2006, after more than 1,400 years of independent operation.
Although Japan boasts six of the world’s oldest companies and an estimated 20,000 firms over 100 years old, Kongō Gumi’s longevity is certainly remarkable and worthy of study. Fortunately, the principles that guided the company over the centuries have been preserved by the Kongō family itself. The 32nd leader of the company, Yoshisada Kongō, writing during the Meiji Period, left a creed, later titled Shokuke kokoroe no koto, or ‘family knowledge of the trade’, a list of 16 precepts distilled from the company’s successful past and intended to guide and preserve the family’s operations into the future. Western observers might be surprised to discover that while the creed addresses ‘business’ subjects such as quality control and customer satisfaction, it puts equal emphasis on ‘personal’ issues such as how to dress (in keeping with one’s station), how much to drink (in moderation) and how to treat others (with utmost respect). Indeed, the first article of the creed states that minding the precepts of Confucianism, Buddhism and Shinto, and training to use the carpenter’s rule are ‘our most important duty’, suggesting that the standards against which a Kongō measures his life are as critical to success as the instrument by which he measures his work…
Learning from the long-lived: “Building on Tradition — 1,400 Years of a Family Business.”
See also: “The Data of Long-Lived Institutions” from @zander at The Long Now Foundation.
* Gustav Mahler
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As we take the long view, we might recall that it was on this date in 1911 that RMS Titanic was launched from the boatyard in Belfast in which it was built, the largest passenger ship of its day. A state-of-the-art steamship, it set sail from Southampton on its maiden voyage on march 10th of the following year, bound for New York City. Four days later, after calls at Cherbourg in France and Queenstown (now Cobh) in Ireland, the “unsinkable” Titanic collided with the iceberg that sent it under in the North Atlantic, 375 miles south of Newfoundland.
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