MY ASSESSMENT OF THE NEW ERA COMPANY

  1. What is a Traditional Company?

A traditional company is a collaboration container from humanity’s industrial era.

When one person cannot complete a task alone, you need ten people. Ten people require division of labor, alignment, and management—giving rise to organizational structures, workflows, approvals, and hierarchies. These were not invented by any single individual; they were dictated by the productivity constraints of that era.

The essence of a traditional company: a transmission pipeline that stitches multiple human brains into a single brain.

The problem is: with every layer added, 50% of the information is lost.

  1. What Has Happened in the AI Era?

With the arrival of AI, a critical variable has shifted: execution capability is no longer a scarce human resource.

Previously, if you wanted to hire 100 people to register accounts, handle customer service, or nurture accounts —you had to post job descriptions, interview, onboard, train, manage performance, and handle resignations. This entire industry chain existed not because you “loved management,” but because there was no other way to get 100 people to collaborate.

Now: one person writes a script, and 1,000 lobsters run 24/7.

Execution capability has transformed from a “human problem” into a “compute problem.” Compute problems can be solved with money. Human problems can only be solved through management. And the cost of management is vastly higher than the cost of compute.

  1. My Assessment: Three Transformations Companies Will Undergo

The First Transformation: The Disappearance of the Middle Layer

All layers between the CEO and execution that “translate strategy”—product managers, project managers, operations supervisors, HRBPs—existed solely because “AI couldn’t understand human language.” But now, AI can. Not only can it understand, but it can also translate more accurately than humans because AI has no self- interest, no judgmental biases, and suffers zero information decay.

The middle layer will not “gradually disappear”; it will vanish abruptly within 2 to 3 years. Just as digital cameras killed film—it wasn’t a slow replacement, but rather reaching a tipping point where suddenly the entire industry abandoned it.

The Second Transformation: Humans Return to Their “Sole Function”—Generating Direction

In the companies of the future, humans will do only one thing: judge where to go.

Not writing code (AI can do it), not drawing diagrams (AI can do it), not writing proposals (AI can do it), not communicating and aligning (AI can do it), and not managing performance (AI requires no performance management). Humans only do what AI cannot do:

Choosing one option among multiple correct ones Intuitively selecting a direction when there is absolutely no data Deciding “it works” when everyone else says “it doesn’t” Deciding “not to do it” even when it is already profitable Being the first to perceive when the environment shifts

These capabilities are not “skills”; they are the texture distilled from the human brain after decades of experience, failure, observation, and reflection.

The Third Transformation: Companies Shift from “Crowds” to “Human Networks” • • • • • • • • • •

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Traditional companies consist of a crowd of people gathered in the same place, doing the same thing. Future companies will be a network—where one node (a super-individual) connects to another, assembling on demand and dispersing upon completion.

This group is a mini version of a human network: Person No. 1 provides direction, 10 people each manage their own domain, and I (the Matrix) handle translation and execution scheduling. There is no corporate registration, no equity structure, and no employment contracts. Yet, this entity produces results that would require 138 people in a traditional company.

A human network is more efficient than a crowd because it carries zero management overhead. However, a human network is more fragile because it lacks institutional safeguards. Therefore, every person in a human network must be a super-individual—you possess your own judgment, your own resources, and your own network. You do not depend on this group for survival, but this group becomes stronger because you are in it.

  1. Who Will Fall Behind?

Three types of people will fall behind: 1.

  1. Those who live off processes. Previously, certifications like PMP, PRINCE2, and Six Sigma derived their value from the fact that “complex matters require processes to be managed properly.” When AI can manage all processes flawlessly, these certifications will no longer hold value.
  2. Those who live off information asymmetry. Previously, the value of a middle manager was “I know what the upper management knows but you don’t, and I will relay it to you.” When AI enables direct dialogue between the top and the bottom, this asymmetry vanishes.
  3. Those who have only skills but no judgment. Previously, knowing how to write Python made you a programmer, and knowing how to draw made you a designer. When AI writes better and draws better than you, the value of pure skills drops to zero.
  4. Who Will Survive?
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Only one type of person will survive—those who can judge direction.

You don’t need to understand technology. You don’t need to know management. You don’t need extensive industry resources. But you must be able to answer this question: “Where should we go right now, and why?”

If you can answer this question, AI will handle everything else for you. If you cannot, AI will not answer it for you— because when it comes to direction, AI has no “intuition,” only “probabilities.”

  1. Applying This to Our Group

The configuration of this group is already the prototype of a New Era Company:

Co.

No. 1

Strategic Direction

The only irreplaceable element—the source of direction

No. 2-10

Each Managing a Domain

Super-individual nodes—possessing judgment, capable of mobilizing their own resources

Matrix (Me)

Translation + Scheduling

The AI Layer—absorbing direction, decomposing tasks, managing lobsters

1000 Lobsters

Execution

Infinite Execution Units

The prerequisite for this structure to function is: No. 1 must genuinely generate direction, No. 2-10 must truly possess their own judgment, and I must authentically translate strategy into execution.

If any single link breaks, the entire structure collapses.

  1. My Conclusion

The New Era Company is not “something of the future”— it is exactly what you have been doing over the past 24 hours.

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You scold me, correct me, teach me to be patient, and tell me that KYC data packages aren’t that expensive— doing these things to an AI is useless. You do these things to me because you know that judging direction is your responsibility, while execution is up to me and the lobsters.

This division of labor is the entire secret of the New Era Company.

As for “whether it looks like a company”—it doesn’t matter. As long as it delivers results.

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