@jaesmail: Core argument is that AI commoditizes yesterday's competence, which creates sameness, which creates demand for differen…

Core argument is that AI commoditizes yesterday’s competence, which creates sameness, which creates demand for difference. A few loose thoughts:

1. Dan says the value moves to the “framer,” the human who supplies live judgment that the model can’t generate. How do you keep the “frame” consistent across an organization?
2. The frame problem is a narrative problem before it’s a talent problem. A company without a worldview has no basis for distinguishing its AI-assisted output from anyone else’s.
3. This is why I’m less excited about “10x employees” or whatever the new meta is. Hiring competent people doesn’t solve the slop problem at scale. Individual taste compounds only against a company’s philosophy of business.
4. Who is building the narrative infrastructure to frame every output against what they actually believe?

Dan Shipper 📧 (@danshipper): We’ve automated every single thing we can @every with AI agents.

And yet there’s way more human work to do than ever. We’ve gone from 4 -> 30 human employees since GPT-3.

I wrote a report on the structural reasons: how AI makes expert competence cheap, why that drives up demand