The electricity parallel is the part that should concern organizations most. Electric motors arrived in the 1880s. Productivity didn't soar until the 1920s. The problem wasn't the technology. It was complementary innovation: you couldn't just swap the motor, you had to redesign the factory, the production processes, the pay structures. AI is similar. The models are already powerful. But unlocking value requires deep adoption, not just using tools but fundamentally redesigning work around them. Most organizations are still trying to swap the motor.
This is great - points me to the need for deep work on job market/labour mobility, and security/safety. Fascinating times!
The electricity parallel is the part that should concern organizations most. Electric motors arrived in the 1880s. Productivity didn't soar until the 1920s. The problem wasn't the technology. It was complementary innovation: you couldn't just swap the motor, you had to redesign the factory, the production processes, the pay structures. AI is similar. The models are already powerful. But unlocking value requires deep adoption, not just using tools but fundamentally redesigning work around them. Most organizations are still trying to swap the motor.
Interesting to think some think AGI is lost