Inspired with Alexa von Tobel
00:31:15 · May Habib, Alexa von Tobel
Right? And like if I'm congratulating salespeople, like I don't wanna pull in the CS calls. Right? And so me saying, okay, I want actually only the Gong calls where there's an external part... And, know, it is a new salesperson, right, versus a new CS person. That information today doesn't go anywhere. Right? It's in the session, Writer corrects itself for me, but it's not learning about how my organization works. The LLMs of the future will. And what that is going to create is a system of intelligence and memory. First it's memory, right? But memory becomes intelligence, right? And our ability to be proactive as a product, Right? Hey, May, you didn't ask me this week about x y z. Right? The idea of routines, like, as a cadence. Right? Yes, you can go in and write her and like set up a routine. But the LLM should really be able to understand what your routine should be. Right? Wow. So if that's [00:32:14] S1: a lead [00:32:15] S0: agent, they're gonna [00:32:16] S1: start to guide us. Right now- [00:32:18] S0: They're gonna start to [00:32:19] S1: Right now, we are leveraging AI for incredible productivity, and we can cover more surface area, and you can cut costs in organizations because more people can do a lot more... Sorry, fewer people can do a lot more. Your point is that in five plus years, they will actually begin to prompt us.
00:32:39 · May Habib
[00:32:39] S0: Yes. That's exactly right. They will prompt us. Yes. They will prompt us. And, you know, when you think about where the growth areas are, right? Everybody in the enterprise now bemoans like, you know, you guys promised me growth, you promised me productivity, I'm getting neither. Right? And we're like, well, guys, like, you know, why would the systems that calcified you also be the systems that free you? Right? And so much of the growth opportunities, yes, they're in the work that doesn't get done today. Right? Because it can't. And so you think about the new system of record really becoming that LLN and the new norms, right, becoming what the LLMs are able to learn as you interact with new ways of working. And that that is going to be the growth area, right? Being able to get two to three x sales productivity from your best salespeople. Being to get... Being able to get, you know, your front office marketing or, like, go to market folks much more effective, much more targeted. Even today, right? I'm gonna be in London in a couple of weeks. I can ask Writer, who are the 40 execs that I need to reach out to? Right? And I get a spreadsheet. And that is multiple sources of data pulling that together. Most organizations today, literally almost everybody, right, except if they're a writer customer is putting in a ticket in some work board somewhere. Three weeks later, somebody in marketing ops is putting together that audience or that segment for them. Right? And we just... We work in such slow ways. And AI gets us to really collapse, right, the distance between ideation and execution. But you gotta be an organization that's flat enough and fast enough to be able to take advantage of the tech. And it's why when we are in market, we're on the lookout for radical business executives. Right? Because IT is amazing, but IT is an enabler. IT is not going to look at these calcified workflows and say, okay, like this is what needs to change end to end. They're gonna give us the tools. Right? And some of those tools will be Writer, but we really need to inspire business leaders to change the way they operate.
00:34:58 · Alexa von Tobel
[00:34:58] S1: So let's get above Writer, and look at just the whole for a second. Does this mean for jobs in a decade? Or how how does work evolve? And effectively, what this is is this is really high quality white collar workers, highly intelligent that you are able to significantly improve their productivity. How do you think about how this changes corporate America?
00:35:26 · May Habib
[00:35:26] S0: Yeah. I think narrow job specs, narrow career ladders are a thing of the past. And being able to... This is Alir's responsibility now. Being able to create really intentional career lattices so that people can expand what they know laterally. They can follow their curiosity, right? They can expand what they're capable of, right? Because we've got a full collapse on the depth side, right? I can go from zero to a 100, you know, on the information, maybe not the wisdom and the judgment, but on the information on how to do something, right? I don't need years and years. And so the ability to amass wisdom and judgment now, it's going to be less dependent on experience, I think, and more dependent on can you be at the edges of things. Right? Because that is where the creativity is born. And I think that's going to mean much more joyful, much more creative jobs where you're on a steeper learning curve for more of your career, which should be very exciting for people. Karpathy this weekend and podcast everyone listened to, I loved how he explained or drew the analogy, right? I said, you know, all the cognitive science and the transformer science is converging. But that we as humans actually have model collapse as we age. Right? Because you get incredible insights from a child. They're not overfitted to the data yet. But it did really line up with how I see the changes that we are going to get in the workplace, right? You're not gonna get to coast, I
00:37:15 · Alexa von Tobel, May Habib
[00:37:15] S1: love, and I wanna inject a question here. I love how clear you are on this. So I want to quickly inject the question, which is, what do you think the average knowledge worker's job will look like in 2030? Would tasks disappear? Would new skills appear? And I hear creative, keep going. [00:37:33] S0: Yeah. I I think in the next five to ten years. Let's do the next five to ten years first. [00:37:37] S1: Great. Perfect.
00:37:37 · Alexa von Tobel, May Habib
[00:37:37] S1: Great. Perfect. [00:37:38] S0: Right now, you know, we we reward people when they get a task done. You know, like I onboarded this class of new advisors or like I just closed this deal or I executed, you know, this campaign. We're going to very soon only be rewarding when you get a system and orchestrate a system of execution versus like analog doing one task at a time. Right? Because it's... The the the execution is gonna go to to free. Right? Execution's going from scarce and expensive to abundant and on demand, which means human value is going to accrue to those who can orchestrate execution versus those who literally execute. I think beyond that, there is such a set of unknowns around two really big initiatives and innovations that haven't really hit even early early mainstream yet. Human computer interfaces becoming the norm, and then humanoids in our workplaces. Those two things, think, when I think about, you know... Did you say twenty, thirty, or thirty years from now? Five to ten years from now. Well, a five to ten years, I think, you know, work will be a lot more fun, but we will be able to recognize it. I think, like, thirty years from now, I do think it will be unrecognizable because of, like, just those two those two unknowns and and how how they will be disruptive forces in in the enterprise. We'll we'll make... We're gonna get a lot more autonomy.