AI

Some people said it could never happen. My argument was always not that an LLM couldn’t create something of equal merit, but that the fact that a novel was written by Jane Austen is a big part of what gives it its value. It’s not just about the end result; it’s about where the end result comes from.

In the end, when labor compresses, more of the job is judgment from the top of the pyramid.

What do we actually want people for? In the past, we wanted them for labor, efficiency, and technical skills. Now, we want them for that, but we also want them for more interpersonal things.

What interests me most is what stays the same – because people are

In the age of AI, the pendulum is swinging hard towards analog, simple, human

If you say, "Here's this AI tool, and I'm going to give it my copy and ask it to make it slightly smoother," that's a fine tool to save you a couple of hours of work, and it leads to the world turning into mayonnaise. I'm not interested in that. That's why it doesn't write blog posts for me. But what it does do is I'll give it a chapter of a book

One can even argue that the modern corporation and work arrangements are tools for the suppression of intelligence: For turning humans into small interchangeable parts, performing narrow tasks. The corporation as a whole is productive, but every component within it is designed for and encouraged not to think too much in order to maintain the

"what is my best competitor doing with AI and what will that mean for me and my business if they are "turbocharged with AI"

Alex Dobrenko: What is your personal AI thesis? The core belief that drives all your decisions around these tools?

Seth Godin: It's probably the talking dog thing, which has two parts. Part one is if you meet a talking dog and its grammar isn't very good, don't forget that it's still a talking dog. It's still a miracle. But number two is just

The solution is what IDEO cofounder Tim Brown called a “T-shaped professional” in the 1990s: becoming a specialist with a generalist’s mindset—deep in one area (like the stem of a T), and broad enough (like the top) to adapt, connect, and multiply value across others.

Position yourself where AI can’t easily reach—where your skills are both scarce and make the technology more useful.