Really clear articulation of one of the core risks. The diagram is great.
I run this loop through my mind constantly and hope that decision-makers do too—it paints a clear and inevitable outcome if the default path is simply replacing people as AI improves.
One potential policy solution: incentivize hiring rather than punishing it. Tax breaks for companies based on headcount, the abolition of payroll taxes (which in places like Australia penalize hiring and wage increases), and significantly reduced employee taxes to enable some level of capital accumulation before potential layoffs. This effectively acts as a pay rise—without burdening businesses.
Additionally, massively reducing taxes on startups and small businesses could remove barriers to company formation and allow those displaced by AI to build new businesses.
If we lower the friction to entrepreneurship, many will find ways—leveraging both people and AI—to create value in the new economy.
My work focuses on preparing individuals and organizations for the AI age—not from a purely technological perspective, but by taking a human-first approach.
We have an opportunity and a responsibility to be more effective than ever, but that requires navigating change gracefully.
The future will belong to those who adapt to change quickly, focus their energy and time on learning and growing, and embrace the new economy.
It will belong to those who can collaborate, influence, and lead. Mini-companies will thrive, powered by dynamic cultures and AI that help them do more, better, and faster.
Business and growth fundamentals will be non-negotiable—pure specialisation will become a liability as AI agents take on niche tasks.
Those who understand business as a whole will be best positioned to contribute, adapt, and seize new opportunities.
Lastly, a baseline understanding of AI agents and emerging technologies will be essential. The choice ahead is stark:
We either step into a future of opportunity—one that we create—or we passively find ourselves in a world shaped by a few.
This is a sharp and well-articulated perspective. I completely agree. Our challenge isn’t just technological advancement but ensuring the economic incentives align with a future where AI augments rather than displaces. Your policy approach of rewarding hiring and lowering entrepreneurial friction could help address the tension between automation and ROI/opportunity.
The shift from pure specialization to business fluency is spot on. I’m a career generalist which is so helpful today. Adaptability and leadership will define the winners in the AI era. We either shape the future or get shaped by it. There is no neutral ground.
Really clear articulation of one of the core risks. The diagram is great.
I run this loop through my mind constantly and hope that decision-makers do too—it paints a clear and inevitable outcome if the default path is simply replacing people as AI improves.
One potential policy solution: incentivize hiring rather than punishing it. Tax breaks for companies based on headcount, the abolition of payroll taxes (which in places like Australia penalize hiring and wage increases), and significantly reduced employee taxes to enable some level of capital accumulation before potential layoffs. This effectively acts as a pay rise—without burdening businesses.
Additionally, massively reducing taxes on startups and small businesses could remove barriers to company formation and allow those displaced by AI to build new businesses.
If we lower the friction to entrepreneurship, many will find ways—leveraging both people and AI—to create value in the new economy.
My work focuses on preparing individuals and organizations for the AI age—not from a purely technological perspective, but by taking a human-first approach.
We have an opportunity and a responsibility to be more effective than ever, but that requires navigating change gracefully.
The future will belong to those who adapt to change quickly, focus their energy and time on learning and growing, and embrace the new economy.
It will belong to those who can collaborate, influence, and lead. Mini-companies will thrive, powered by dynamic cultures and AI that help them do more, better, and faster.
Business and growth fundamentals will be non-negotiable—pure specialisation will become a liability as AI agents take on niche tasks.
Those who understand business as a whole will be best positioned to contribute, adapt, and seize new opportunities.
Lastly, a baseline understanding of AI agents and emerging technologies will be essential. The choice ahead is stark:
We either step into a future of opportunity—one that we create—or we passively find ourselves in a world shaped by a few.
It’s on us to choose.
This is a sharp and well-articulated perspective. I completely agree. Our challenge isn’t just technological advancement but ensuring the economic incentives align with a future where AI augments rather than displaces. Your policy approach of rewarding hiring and lowering entrepreneurial friction could help address the tension between automation and ROI/opportunity.
The shift from pure specialization to business fluency is spot on. I’m a career generalist which is so helpful today. Adaptability and leadership will define the winners in the AI era. We either shape the future or get shaped by it. There is no neutral ground.