The new org chart for agents?
Agents work vertically; integrating increasingly sophisticated tasks from idea to deployment, while our organisations remain stubbornly horizontal; task distribution, reviews, sign-offs, and steercos. This mismatch is the biggest blocker organisations face when trying to absorb the exponential capability of agents.
But there are organisations integrating agents successfully; by using kanban and kaizen, building skills in delegation and discernment, running root-cause analysis, and growing organisational memory from conversations and actions.
Sound familiar? It should, because the new org chart for agents dusts off the practices of lean, agile, and well-established leadership principles.
This site connects these observations into a 3-part framework; diagnosis, skills, and infrastructure, and uses agents to find and evaluate examples where this is happening, if it's helping, and whether the evidence holds up over time.
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01The diagnosis
Agents' capabilities are increasing exponentially. Can organisations absorb and cope?
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02What people need
New skills are driving agent outcomes, but create a new problem.
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03Management as infrastructure
The forgotten management practices helping agents thrive.
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04How this works
See how the agents powering this site are applying this framework.
daily triage · quarterly trajectory
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—AI clears the blockers built from workflow friction and accelerates the ones built from dysfunction.
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—Storing an agent's exploration history as a queryable database, not disposable logs, reached target speedups 10x faster.
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—The leading frontier model fully satisfies every requirement on only 3% of multi-week knowledge-work tasks.
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—Domain expertise, not coding background, predicts who gets useful work out of a coding agent.