Your Roadmap Is Why You're Losing to AI-Native Teams.

I couldn't not make this video. We have I couldn't not make this video. We have so much pain in front of us when we're so much pain in front of us when we're so much pain in front of us when we're trying to adjust to AI. I get so many trying to adjust to AI. I get so many trying to adjust to AI. I get so many questions about Nate, why is my business questions about Nate, why is my business questions about Nate, why is my business moving slow and Anthropic is able to moving slow and Anthropic is able to moving slow and Anthropic is able to release like every week. I'll tell you release like every week. I'll tell you release like every week. I'll tell you the answer is relatively simple. I made the answer is relatively simple. I made the answer is relatively simple. I made this video to tell you why companies this video to tell you why companies this video to tell you why companies like Anthropic and OpenAI and small like Anthropic and OpenAI and small like Anthropic and OpenAI and small startups in the valley are able to ship startups in the valley are able to ship startups in the valley are able to ship so so fast and why almost everybody else so so fast and why almost everybody else so so fast and why almost everybody else isn't able to use AI that way. What is isn't able to use AI that way. What is isn't able to use AI that way. What is their secret sauce? What is the thing their secret sauce? What is the thing their secret sauce? What is the thing that they have? Hint, it's not AI. So, that they have? Hint, it's not AI. So, that they have? Hint, it's not AI. So, in this video, you are going to learn in this video, you are going to learn in this video, you are going to learn the 15 rules of the road that I use to the 15 rules of the road that I use to the 15 rules of the road that I use to help teams move toward that kind of fast help teams move toward that kind of fast help teams move toward that kind of fast shipping cadence. I think operators have shipping cadence. I think operators have shipping cadence. I think operators have a new job in the AI era. Move more of a new job in the AI era. Move more of a new job in the AI era. Move more of the company's repeatable human the company's repeatable human the company's repeatable human interactions toward code. They are interactions toward code. They are interactions toward code. They are changing where the company lives. They changing where the company lives. They changing where the company lives. They do it in different ways. Decisions that do it in different ways. Decisions that do it in different ways. Decisions that used to vanish inside meetings, for used to vanish inside meetings, for used to vanish inside meetings, for example, they become documents that example, they become documents that example, they become documents that people can refer to, but really that people can refer to, but really that people can refer to, but really that agents can act on. And that's a hint.

agents can act on. And that's a hint. agents can act on. And that's a hint. Product managers who used to direct Product managers who used to direct Product managers who used to direct engineers through ticketing work now put engineers through ticketing work now put engineers through ticketing work now put things in the terminal and work with things in the terminal and work with things in the terminal and work with engineers directly there. Reviews, they engineers directly there. Reviews, they engineers directly there. Reviews, they become eval. Repeated reminders, they become eval. Repeated reminders, they become eval. Repeated reminders, they become systems that agents can act on become systems that agents can act on become systems that agents can act on and build and improve on over time. and build and improve on over time. and build and improve on over time. Design gets into code, gets into the SDK Design gets into code, gets into the SDK Design gets into code, gets into the SDK in ways that it never did in the 2010s. in ways that it never did in the 2010s. in ways that it never did in the 2010s. Look, I'm not saying every human Look, I'm not saying every human Look, I'm not saying every human interaction moves into software. Trust interaction moves into software. Trust interaction moves into software. Trust stays human. Taste stays human. But a stays human. Taste stays human. But a stays human. Taste stays human. But a lot of the repeatable parts of lot of the repeatable parts of lot of the repeatable parts of coordination that we use to run our coordination that we use to run our coordination that we use to run our businesses can be moved toward code so businesses can be moved toward code so businesses can be moved toward code so we can speed up execution with agents. we can speed up execution with agents. we can speed up execution with agents. If every decision has to be reexplained If every decision has to be reexplained If every decision has to be reexplained by a person, the humans become the rate by a person, the humans become the rate by a person, the humans become the rate limit on the business. And that is the limit on the business. And that is the limit on the business. And that is the distinguishing factor between companies distinguishing factor between companies distinguishing factor between companies like Anthropic and OpenAI that are like Anthropic and OpenAI that are like Anthropic and OpenAI that are shipping quick and companies everywhere shipping quick and companies everywhere shipping quick and companies everywhere else that are not shipping as fast. And else that are not shipping as fast. And else that are not shipping as fast. And that is why I've written 15 commandments that is why I've written 15 commandments that is why I've written 15 commandments to guide organizational change toward to guide organizational change toward to guide organizational change toward this kind of AI future. And I'm sharing this kind of AI future. And I'm sharing this kind of AI future. And I'm sharing them with you here today. They are them with you here today. They are them with you here today. They are actual commandments. I did have fun with actual commandments. I did have fun with actual commandments. I did have fun with this. I wrote thou shalt not language this. I wrote thou shalt not language this. I wrote thou shalt not language etc. And I want to share them and etc. And I want to share them and etc. And I want to share them and discuss them because I want us to discuss them because I want us to discuss them because I want us to understand how together they form a understand how together they form a understand how together they form a system that we can use to move our system that we can use to move our system that we can use to move our organization toward a faster shipping organization toward a faster shipping organization toward a faster shipping cadence toward a world where we all are cadence toward a world where we all are cadence toward a world where we all are able to move as quickly as these AI able to move as quickly as these AI able to move as quickly as these AI tools allow. Now, each of these 15 tools allow. Now, each of these 15 tools allow. Now, each of these 15 commandments exists because AI has commandments exists because AI has commandments exists because AI has changed the work underneath it. Some

changed the work underneath it. Some changed the work underneath it. Some move coordination out of meetings and move coordination out of meetings and move coordination out of meetings and into durable systems. Some move product into durable systems. Some move product into durable systems. Some move product judgment closer to actually building. judgment closer to actually building. judgment closer to actually building. Protect the time now made more valuable Protect the time now made more valuable Protect the time now made more valuable by quick execution because the value of by quick execution because the value of by quick execution because the value of our time is shifted. And the rest our time is shifted. And the rest our time is shifted. And the rest protect human relationships that let a protect human relationships that let a protect human relationships that let a company operate at that speed with high company operate at that speed with high company operate at that speed with high trust. Together we've got one intention. trust. Together we've got one intention. trust. Together we've got one intention. Find the point of greatest leverage for Find the point of greatest leverage for Find the point of greatest leverage for the business and for the humans involved the business and for the humans involved the business and for the humans involved in the business and then move scarce in the business and then move scarce in the business and then move scarce human judgment to that point. The human judgment to that point. The human judgment to that point. The easiest analogy here is digital easiest analogy here is digital easiest analogy here is digital photography. Back when film cost money, photography. Back when film cost money, photography. Back when film cost money, and I remember those days, a family and I remember those days, a family and I remember those days, a family might take 24 pictures on a vacation or might take 24 pictures on a vacation or might take 24 pictures on a vacation or 48 pictures on a vacation. Somebody 48 pictures on a vacation. Somebody 48 pictures on a vacation. Somebody chose the shot, somebody waited for chose the shot, somebody waited for chose the shot, somebody waited for everyone to look at the camera. I everyone to look at the camera. I everyone to look at the camera. I remember that. The price of film and the remember that. The price of film and the remember that. The price of film and the complexity of processing that film complexity of processing that film complexity of processing that film supplied a kind of discipline in how supplied a kind of discipline in how supplied a kind of discipline in how many images were produced. Digital many images were produced. Digital many images were produced. Digital photography completely removed that photography completely removed that photography completely removed that price barrier. And now you can have price barrier. And now you can have price barrier. And now you can have 40,000 pictures and six versions of the 40,000 pictures and six versions of the 40,000 pictures and six versions of the exact same sunset and no idea where your exact same sunset and no idea where your exact same sunset and no idea where your kid's birthday went in that pile of kid's birthday went in that pile of kid's birthday went in that pile of 40,000 pictures. This is what AI has 40,000 pictures. This is what AI has 40,000 pictures. This is what AI has done to all of work. The cost of another done to all of work. The cost of another done to all of work. The cost of another draft, another prototype, another draft, another prototype, another draft, another prototype, another analysis, another piece of code is analysis, another piece of code is analysis, another piece of code is collapsing to zero. The old scarcity collapsing to zero. The old scarcity collapsing to zero. The old scarcity used to force choices and a lot of our used to force choices and a lot of our used to force choices and a lot of our organizations are designed to force organizations are designed to force organizations are designed to force those choices. But when it disappeared, those choices. But when it disappeared, those choices. But when it disappeared, the choices did not become less the choices did not become less the choices did not become less important. They actually just became important. They actually just became important. They actually just became easier to avoid. So an AI heavy company easier to avoid. So an AI heavy company easier to avoid. So an AI heavy company needs to answer two questions to needs to answer two questions to needs to answer two questions to successfully process this volume. One,

successfully process this volume. One, successfully process this volume. One, what can we make now? What are we what can we make now? What are we what can we make now? What are we unwilling to spend time on, even if it's unwilling to spend time on, even if it's unwilling to spend time on, even if it's nearly free? Getting to these 15 nearly free? Getting to these 15 nearly free? Getting to these 15 commandments helps you answer those commandments helps you answer those commandments helps you answer those questions. Let's start with commandment questions. Let's start with commandment questions. Let's start with commandment one. Thou shalt not slow down one. Thou shalt not slow down one. Thou shalt not slow down engineering. Thou shalt go fast. I get engineering. Thou shalt go fast. I get engineering. Thou shalt go fast. I get that that sounds like what every Silicon that that sounds like what every Silicon that that sounds like what every Silicon Valley startup says. So let me be Valley startup says. So let me be Valley startup says. So let me be specific about what I mean. Speed is not specific about what I mean. Speed is not specific about what I mean. Speed is not asking people to work more with AI just asking people to work more with AI just asking people to work more with AI just for the sake of working with AI. Speed for the sake of working with AI. Speed for the sake of working with AI. Speed is really about accelerating learning is really about accelerating learning is really about accelerating learning loops. And learning loops are driven by loops. And learning loops are driven by loops. And learning loops are driven by what we can put in front of customers what we can put in front of customers what we can put in front of customers which is driven by the code we can put which is driven by the code we can put which is driven by the code we can put together. The old process stretched the together. The old process stretched the together. The old process stretched the distance between these bets because distance between these bets because distance between these bets because every change consumed scarce engineering every change consumed scarce engineering every change consumed scarce engineering capacity and the original question might capacity and the original question might capacity and the original question might have moved by then. I have been the have moved by then. I have been the have moved by then. I have been the product manager that launched something product manager that launched something product manager that launched something and the original question had changed. and the original question had changed. and the original question had changed. Right? A lot of us have AI has removed Right? A lot of us have AI has removed Right? A lot of us have AI has removed so much of the cost of the queue that so much of the cost of the queue that so much of the cost of the queue that the queue itself isn't really relevant the queue itself isn't really relevant the queue itself isn't really relevant anymore. And then we don't have issues anymore. And then we don't have issues anymore. And then we don't have issues with the queue and we can actually focus with the queue and we can actually focus with the queue and we can actually focus our time on saying given this enormous our time on saying given this enormous our time on saying given this enormous engineering velocity that we're engineering velocity that we're engineering velocity that we're protecting, how do we build ambitiously protecting, how do we build ambitiously protecting, how do we build ambitiously to deliver extraordinary value to to deliver extraordinary value to to deliver extraordinary value to customers. So commandment one puts every customers. So commandment one puts every customers. So commandment one puts every other rule on trial. Does this meeting other rule on trial. Does this meeting other rule on trial. Does this meeting shorten the path from evidence to a shorten the path from evidence to a shorten the path from evidence to a better product? Does it shorten our better product? Does it shorten our better product? Does it shorten our learning loop? If it doesn't, get rid of learning loop? If it doesn't, get rid of learning loop? If it doesn't, get rid of it. Does this document carry a decision?

it. Does this document carry a decision? it. Does this document carry a decision? If it doesn't, get rid of it. Does this If it doesn't, get rid of it. Does this If it doesn't, get rid of it. Does this approval actually catch a risk or is it approval actually catch a risk or is it approval actually catch a risk or is it just paperwork? Does this handoff just paperwork? Does this handoff just paperwork? Does this handoff improve the customer experience or is it improve the customer experience or is it improve the customer experience or is it not really worth doing? If we cannot not really worth doing? If we cannot not really worth doing? If we cannot name the job that we're doing with the name the job that we're doing with the name the job that we're doing with the process around engineering and how it's process around engineering and how it's process around engineering and how it's actually delivering value in this world actually delivering value in this world actually delivering value in this world with an agentified development pipeline, with an agentified development pipeline, with an agentified development pipeline, then we're probably slowing down the then we're probably slowing down the then we're probably slowing down the process. The other scarce thing is process. The other scarce thing is process. The other scarce thing is distribution. Building something that distribution. Building something that distribution. Building something that nobody sees is still worth 0, just as it nobody sees is still worth 0, just as it nobody sees is still worth 0, just as it was 10 years ago. Cheap execution raises was 10 years ago. Cheap execution raises was 10 years ago. Cheap execution raises the premium on deciding what deserves to the premium on deciding what deserves to the premium on deciding what deserves to exist and getting the useful thing in exist and getting the useful thing in exist and getting the useful thing in front of the right person. To make it front of the right person. To make it front of the right person. To make it simple, I'm going to put these in simple, I'm going to put these in simple, I'm going to put these in clusters and I'm going to show you the clusters and I'm going to show you the clusters and I'm going to show you the rule clusters, the commandment clusters, rule clusters, the commandment clusters, rule clusters, the commandment clusters, right, that matter the most, why each right, that matter the most, why each right, that matter the most, why each one exists because of AI and why none of one exists because of AI and why none of one exists because of AI and why none of them is safe to copy alone. You need to them is safe to copy alone. You need to them is safe to copy alone. You need to go through all 15 because they are a go through all 15 because they are a go through all 15 because they are a system that works together. Let's take system that works together. Let's take system that works together. Let's take the most provocative cluster first. the most provocative cluster first. the most provocative cluster first. Commandment three, product does not make Commandment three, product does not make Commandment three, product does not make road maps. Commandment five, product road maps. Commandment five, product road maps. Commandment five, product does not control or direct engineering does not control or direct engineering does not control or direct engineering time. If I just stopped there, I would time. If I just stopped there, I would time. If I just stopped there, I would not have a radical new operating system not have a radical new operating system not have a radical new operating system for building companies. I would just for building companies. I would just for building companies. I would just have a good way to produce confusion, have a good way to produce confusion, have a good way to produce confusion, right? But now we live in a different right? But now we live in a different right? But now we live in a different world. AI has driven the cost of world. AI has driven the cost of world. AI has driven the cost of building to zero. So what does that mean building to zero. So what does that mean building to zero. So what does that mean for us in roadmap world? A team can now for us in roadmap world? A team can now for us in roadmap world? A team can now put a working version in front of a put a working version in front of a put a working version in front of a customer before the old roadmap meeting customer before the old roadmap meeting customer before the old roadmap meeting would have found a free hour on would have found a free hour on would have found a free hour on everyone's calendar. And I'm not everyone's calendar. And I'm not everyone's calendar. And I'm not kidding. With tools like 5.6 Ultra, with kidding. With tools like 5.6 Ultra, with kidding. With tools like 5.6 Ultra, with tools like Fable 5, with a multi- aent tools like Fable 5, with a multi- aent tools like Fable 5, with a multi- aent system like Ringer, which I talked about system like Ringer, which I talked about system like Ringer, which I talked about this week, you can get an entire product

this week, you can get an entire product this week, you can get an entire product out there before 2 days from now when out there before 2 days from now when out there before 2 days from now when you have the meeting. But that doesn't you have the meeting. But that doesn't you have the meeting. But that doesn't remove the need for product judgment. remove the need for product judgment. remove the need for product judgment. Instead, it removes the need for product Instead, it removes the need for product Instead, it removes the need for product to stay out of the code. So, commandment to stay out of the code. So, commandment to stay out of the code. So, commandment four goes with commandments three and four goes with commandments three and four goes with commandments three and five. It says product shall be in the five. It says product shall be in the five. It says product shall be in the terminal daily. You will get into the terminal daily. You will get into the terminal daily. You will get into the code one way or another. Commandment six code one way or another. Commandment six code one way or another. Commandment six is in the same cluster. It says product is in the same cluster. It says product is in the same cluster. It says product shall sit with engineering and jam shall sit with engineering and jam shall sit with engineering and jam daily. But you take on the obligation as daily. But you take on the obligation as daily. But you take on the obligation as a PM to sit in the work, touch the a PM to sit in the work, touch the a PM to sit in the work, touch the material, bring the customer and make material, bring the customer and make material, bring the customer and make decisions while the thing is becoming decisions while the thing is becoming decisions while the thing is becoming real. Remember I started by saying you real. Remember I started by saying you real. Remember I started by saying you don't slow down engineering. Getting PM don't slow down engineering. Getting PM don't slow down engineering. Getting PM into the code, getting product to jam into the code, getting product to jam into the code, getting product to jam with engineering on the code so that we with engineering on the code so that we with engineering on the code so that we are focused on the artifact that's being are focused on the artifact that's being are focused on the artifact that's being produced for the customer. That is what produced for the customer. That is what produced for the customer. That is what enables us to do good product thinking enables us to do good product thinking enables us to do good product thinking without slowing down the whole train. without slowing down the whole train. without slowing down the whole train. And I want to make something clear. The And I want to make something clear. The And I want to make something clear. The core questions these job competencies core questions these job competencies core questions these job competencies need to answer aren't changing. need to answer aren't changing. need to answer aren't changing. Engineering still has to answer. Does Engineering still has to answer. Does Engineering still has to answer. Does this code work and will it keep working this code work and will it keep working this code work and will it keep working and that is a high bar and a lot of and that is a high bar and a lot of and that is a high bar and a lot of teams are using AI to slip by on that.

teams are using AI to slip by on that. teams are using AI to slip by on that. Product still has to answer. Should this Product still has to answer. Should this Product still has to answer. Should this exist and does anybody care enough to exist and does anybody care enough to exist and does anybody care enough to use it? Same terminal, maybe you're in use it? Same terminal, maybe you're in use it? Same terminal, maybe you're in the codebase together. Different the codebase together. Different the codebase together. Different questions. And that's why commandment 13 questions. And that's why commandment 13 questions. And that's why commandment 13 matters. Act like all that matters is matters. Act like all that matters is matters. Act like all that matters is one profoundly helpful and delightful one profoundly helpful and delightful one profoundly helpful and delightful customer experience. You are doing the customer experience. You are doing the customer experience. You are doing the coordination work that all of the coordination work that all of the coordination work that all of the roadmap process used to do. Commandment roadmap process used to do. Commandment roadmap process used to do. Commandment 12 gets at this. It broadens out the 12 gets at this. It broadens out the 12 gets at this. It broadens out the product surface for design. Design is in product surface for design. Design is in product surface for design. Design is in the code, right? The terminal is a the code, right? The terminal is a the code, right? The terminal is a design space. The SDK is a design space. design space. The SDK is a design space. design space. The SDK is a design space. So is the UI. When a payment fails and So is the UI. When a payment fails and So is the UI. When a payment fails and the error tells the customer exactly the error tells the customer exactly the error tells the customer exactly what to do next, somebody designed that what to do next, somebody designed that what to do next, somebody designed that fallback experience. When an agent fallback experience. When an agent fallback experience. When an agent reaches a permission boundary, yes, reaches a permission boundary, yes, reaches a permission boundary, yes, we're designing for agents now, and we're designing for agents now, and we're designing for agents now, and explains what it needs to do instead of explains what it needs to do instead of explains what it needs to do instead of failing silently, someone designed that failing silently, someone designed that failing silently, someone designed that agentic experience. A designer who only agentic experience. A designer who only agentic experience. A designer who only designs screens is now designing the designs screens is now designing the designs screens is now designing the lobby while the rest of the building lobby while the rest of the building lobby while the rest of the building gets built without them. We don't want gets built without them. We don't want gets built without them. We don't want to be in that position because we need to be in that position because we need to be in that position because we need the questions design asks all the way the questions design asks all the way the questions design asks all the way through our technical systems. I don't through our technical systems. I don't through our technical systems. I don't see a world where we aren't using see a world where we aren't using see a world where we aren't using design. I see a world where design is design. I see a world where design is design. I see a world where design is overmployed because there's so many more overmployed because there's so many more overmployed because there's so many more surfaces that need good design input. So surfaces that need good design input. So surfaces that need good design input. So these different commandments I these different commandments I these different commandments I mentioned, these rules of the road, they mentioned, these rules of the road, they mentioned, these rules of the road, they form one system. If you remove road form one system. If you remove road form one system. If you remove road maps, you have to have a system for maps, you have to have a system for maps, you have to have a system for replacing distant coordination with replacing distant coordination with replacing distant coordination with daily contact, clear accountability, and daily contact, clear accountability, and daily contact, clear accountability, and a customer experience that's concrete a customer experience that's concrete a customer experience that's concrete enough that you can judge. And you need

enough that you can judge. And you need enough that you can judge. And you need to be able to do all of that in real to be able to do all of that in real to be able to do all of that in real time. That's what that whole cluster of time. That's what that whole cluster of time. That's what that whole cluster of commandments is all about. So here's our commandments is all about. So here's our commandments is all about. So here's our writing system. Commandment two says no writing system. Commandment two says no writing system. Commandment two says no meetings longer than an hour. If that meetings longer than an hour. If that meetings longer than an hour. If that forces documentation, that is the point. forces documentation, that is the point. forces documentation, that is the point. You want to be prioritizing You want to be prioritizing You want to be prioritizing documentation because increasingly we documentation because increasingly we documentation because increasingly we have agents that need to have feedback have agents that need to have feedback have agents that need to have feedback on the things we discuss in meetings. on the things we discuss in meetings. on the things we discuss in meetings. Writing is a forcing function for Writing is a forcing function for Writing is a forcing function for agents. And this gets to commandment 11, agents. And this gets to commandment 11, agents. And this gets to commandment 11, which talks about documentation as code. which talks about documentation as code. which talks about documentation as code. I mean that more literally than I would I mean that more literally than I would I mean that more literally than I would have meant it even a year or so ago. have meant it even a year or so ago. have meant it even a year or so ago. Agents read documents and they use them Agents read documents and they use them Agents read documents and they use them to decide what to do. A document can to decide what to do. A document can to decide what to do. A document can supply the standard, the source supply the standard, the source supply the standard, the source hierarchy, the permissions, the hierarchy, the permissions, the hierarchy, the permissions, the escalation path, the definition of done. escalation path, the definition of done. escalation path, the definition of done. If you have ambiguous documents, you are If you have ambiguous documents, you are If you have ambiguous documents, you are just spreading chaos through that just spreading chaos through that just spreading chaos through that system. You need to obsess over your system. You need to obsess over your system. You need to obsess over your documents so that they are clear. documents so that they are clear. documents so that they are clear. Otherwise, you're just pushing that Otherwise, you're just pushing that Otherwise, you're just pushing that chaos downstream. And that's actually chaos downstream. And that's actually chaos downstream. And that's actually the risk of AI slop. I don't care if you the risk of AI slop. I don't care if you the risk of AI slop. I don't care if you say you're absolutely right in a say you're absolutely right in a say you're absolutely right in a document. I do care if you know what's document. I do care if you know what's document. I do care if you know what's in it. I care if you understand what in it. I care if you understand what in it. I care if you understand what you're trying to accomplish with that you're trying to accomplish with that you're trying to accomplish with that document. And so often when people sit document. And so often when people sit document. And so often when people sit down to write, they don't have that down to write, they don't have that down to write, they don't have that clarity. And what comes through is AI clarity. And what comes through is AI clarity. And what comes through is AI slot because the human clarity isn't slot because the human clarity isn't slot because the human clarity isn't there. There's no substitute for that. I there. There's no substitute for that. I there. There's no substitute for that. I want to be really clear about that.

want to be really clear about that. want to be really clear about that. There's no substitute for that. I There's no substitute for that. I There's no substitute for that. I learned the discipline behind writing at learned the discipline behind writing at learned the discipline behind writing at Amazon. Long before the current agent Amazon. Long before the current agent Amazon. Long before the current agent wave, we had to type everything by hand wave, we had to type everything by hand wave, we had to type everything by hand like troglodites. I once got to 57 like troglodites. I once got to 57 like troglodites. I once got to 57 drafts of a six-page narrative. In drafts of a six-page narrative. In drafts of a six-page narrative. In product, we had a culture of learning to product, we had a culture of learning to product, we had a culture of learning to write from one another. We would take write from one another. We would take write from one another. We would take lunches and sit down and review docs lunches and sit down and review docs lunches and sit down and review docs together because that helped us make our together because that helped us make our together because that helped us make our own docs better and it helped us to own docs better and it helped us to own docs better and it helped us to critique others. It helped us to ask critique others. It helped us to ask critique others. It helped us to ask questions better. It led to a stronger questions better. It led to a stronger questions better. It led to a stronger document culture that should not die. We document culture that should not die. We document culture that should not die. We don't all need to adopt the exact same don't all need to adopt the exact same don't all need to adopt the exact same document standards as Amazon, but we all document standards as Amazon, but we all document standards as Amazon, but we all need to care about our writing that much need to care about our writing that much need to care about our writing that much in the age of agents. We need to treat in the age of agents. We need to treat in the age of agents. We need to treat the clarity of intent we communicate the clarity of intent we communicate the clarity of intent we communicate through writing with that degree of through writing with that degree of through writing with that degree of rigor. And this is where we get to rigor. And this is where we get to rigor. And this is where we get to commandment 7. So commandment 7 talks commandment 7. So commandment 7 talks commandment 7. So commandment 7 talks about killing monthly meetings. We want about killing monthly meetings. We want about killing monthly meetings. We want to be in a place where we are auditing to be in a place where we are auditing to be in a place where we are auditing our regular time commitments and we are our regular time commitments and we are our regular time commitments and we are allocating more time to building because allocating more time to building because allocating more time to building because as I discussed earlier in this video, as I discussed earlier in this video, as I discussed earlier in this video, it's an incredible time to build. We it's an incredible time to build. We it's an incredible time to build. We have so much leverage in building if we have so much leverage in building if we have so much leverage in building if we have ambition, if we have alignment. And have ambition, if we have alignment. And have ambition, if we have alignment. And if you're wondering, I did actually if you're wondering, I did actually if you're wondering, I did actually build a tool for this. I built a tool to build a tool for this. I built a tool to build a tool for this. I built a tool to help you audit your meetings because help you audit your meetings because help you audit your meetings because this is something that is personal to this is something that is personal to this is something that is personal to me. I want to make sure we use our time me. I want to make sure we use our time me. I want to make sure we use our time well. If we're going to have meetings, I well. If we're going to have meetings, I well. If we're going to have meetings, I want them to be effective. So if that's want them to be effective. So if that's want them to be effective. So if that's you, if you want to use your time you, if you want to use your time you, if you want to use your time better, I've got a tool for you. There's better, I've got a tool for you. There's better, I've got a tool for you. There's there's a link below. We can get into there's a link below. We can get into there's a link below. We can get into it. So that's the writing cluster. We it. So that's the writing cluster. We it. So that's the writing cluster. We talk about the quality at which we need talk about the quality at which we need talk about the quality at which we need to write. We talk about our time to write. We talk about our time to write. We talk about our time commitment. We talk about how we spend

commitment. We talk about how we spend commitment. We talk about how we spend time in meetings. We talk about where we time in meetings. We talk about where we time in meetings. We talk about where we go with writing so we can save time in go with writing so we can save time in go with writing so we can save time in meetings. And you can see how this all meetings. And you can see how this all meetings. And you can see how this all adds up to thinking about intent. Are we adds up to thinking about intent. Are we adds up to thinking about intent. Are we communicating intent clearly in communicating intent clearly in communicating intent clearly in meetings? Are we communicating intent meetings? Are we communicating intent meetings? Are we communicating intent clearly in writing? The third cluster is clearly in writing? The third cluster is clearly in writing? The third cluster is a behavioral cluster. It's for us a behavioral cluster. It's for us a behavioral cluster. It's for us humans. It's about making the speed of humans. It's about making the speed of humans. It's about making the speed of AI survivable for human cultures and AI survivable for human cultures and AI survivable for human cultures and teams because it is a big change. So, teams because it is a big change. So, teams because it is a big change. So, Commandment 8 talks about staying Commandment 8 talks about staying Commandment 8 talks about staying flexible to deliver value like like flexible to deliver value like like flexible to deliver value like like water over stone. They're able to adapt. water over stone. They're able to adapt. water over stone. They're able to adapt. I think that's especially important. I I think that's especially important. I I think that's especially important. I know you've seen that in business books. know you've seen that in business books. know you've seen that in business books. But the reason that matters in the age But the reason that matters in the age But the reason that matters in the age of AI is because we are communicating of AI is because we are communicating of AI is because we are communicating and writing more. We're used to talking and writing more. We're used to talking and writing more. We're used to talking face to face. We now have more value on face to face. We now have more value on face to face. We now have more value on those facetoface meetings. And it's those facetoface meetings. And it's those facetoface meetings. And it's really important that the writing level really important that the writing level really important that the writing level up and that we assume best intent. up and that we assume best intent. up and that we assume best intent. There's no reason, no matter what your There's no reason, no matter what your There's no reason, no matter what your level is, to moan or complain. And the level is, to moan or complain. And the level is, to moan or complain. And the reason why is that we all have access to reason why is that we all have access to reason why is that we all have access to an incredible amount of intelligence and an incredible amount of intelligence and an incredible amount of intelligence and tooling to build solutions. We should be tooling to build solutions. We should be tooling to build solutions. We should be in a position, regardless of our level in a position, regardless of our level in a position, regardless of our level in the business, where we can either in the business, where we can either in the business, where we can either directly fix the problem we're worried directly fix the problem we're worried directly fix the problem we're worried about or propose a fix and propose a about or propose a fix and propose a about or propose a fix and propose a complete fix. And that gets to complete fix. And that gets to complete fix. And that gets to commandment 14, which talks about commandment 14, which talks about commandment 14, which talks about building with a team. You do not build building with a team. You do not build building with a team. You do not build alone. And this is somewhat alone. And this is somewhat alone. And this is somewhat controversial. I know that there are controversial. I know that there are controversial. I know that there are entire startups out there that are all entire startups out there that are all entire startups out there that are all about the oneperson billion-dollar about the oneperson billion-dollar about the oneperson billion-dollar company. I believe enduring businesses company. I believe enduring businesses company. I believe enduring businesses are built with teams. They may not be as are built with teams. They may not be as are built with teams. They may not be as large as they were in the past because large as they were in the past because large as they were in the past because we can do so much with a small team

we can do so much with a small team we can do so much with a small team that's wellcoordinated, but great small that's wellcoordinated, but great small that's wellcoordinated, but great small teams build incredible things and teams build incredible things and teams build incredible things and they're building together because they're building together because they're building together because building together enables us to catch building together enables us to catch building together enables us to catch each other's mistakes, to clarify intent each other's mistakes, to clarify intent each other's mistakes, to clarify intent for AI, and ultimately to build more for AI, and ultimately to build more for AI, and ultimately to build more effectively for customers. Find a effectively for customers. Find a effectively for customers. Find a community. Doesn't have to be mine. Find community. Doesn't have to be mine. Find community. Doesn't have to be mine. Find somebody else's community. That's great, somebody else's community. That's great, somebody else's community. That's great, but find a community. Teamwork matters but find a community. Teamwork matters but find a community. Teamwork matters because cheap individual output is not because cheap individual output is not because cheap individual output is not the same as making something that people the same as making something that people the same as making something that people want. One person and one agent can want. One person and one agent can want. One person and one agent can produce an enormous amount of material, produce an enormous amount of material, produce an enormous amount of material, but they still need all of us working but they still need all of us working but they still need all of us working together to get to taste and domain together to get to taste and domain together to get to taste and domain knowledge and customer connection and knowledge and customer connection and knowledge and customer connection and brand and willingness to say that this brand and willingness to say that this brand and willingness to say that this doesn't work and have some courage to doesn't work and have some courage to doesn't work and have some courage to actually confront that. And there's one actually confront that. And there's one actually confront that. And there's one more commandment I want to bring up here more commandment I want to bring up here more commandment I want to bring up here that's in this cluster of of adjusting that's in this cluster of of adjusting that's in this cluster of of adjusting to our world of AI. I call it the to our world of AI. I call it the to our world of AI. I call it the teaching commandment. It's about helping teaching commandment. It's about helping teaching commandment. It's about helping folks along who are not going as fast folks along who are not going as fast folks along who are not going as fast and learning from folks who are going and learning from folks who are going and learning from folks who are going faster. That is how we all get faster faster. That is how we all get faster faster. That is how we all get faster together. It's true in organizations. If together. It's true in organizations. If together. It's true in organizations. If you don't have an organization or if you you don't have an organization or if you you don't have an organization or if you want to learn from others, it's true want to learn from others, it's true want to learn from others, it's true outside in internet communities as well.

outside in internet communities as well. outside in internet communities as well. Now, before we close, there are two Now, before we close, there are two Now, before we close, there are two common ways to ruin this whole concept. common ways to ruin this whole concept. common ways to ruin this whole concept. And the first is partial adoption. If And the first is partial adoption. If And the first is partial adoption. If you only take the no roadmap rule for you only take the no roadmap rule for you only take the no roadmap rule for example, but you don't get your PMs into example, but you don't get your PMs into example, but you don't get your PMs into the code, all you're doing is producing the code, all you're doing is producing the code, all you're doing is producing chaos. And one of the things I see in chaos. And one of the things I see in chaos. And one of the things I see in the journey of adoption for a lot of the journey of adoption for a lot of the journey of adoption for a lot of firms outside the valley is that they firms outside the valley is that they firms outside the valley is that they don't realize that they have to actually don't realize that they have to actually don't realize that they have to actually do this process all at once or it's do this process all at once or it's do this process all at once or it's going to fail. And it's going to be going to fail. And it's going to be going to fail. And it's going to be painful, but it's easier to adjust to it painful, but it's easier to adjust to it painful, but it's easier to adjust to it if you set out the entire expectation if you set out the entire expectation if you set out the entire expectation set. Why am I talking about all these at set. Why am I talking about all these at set. Why am I talking about all these at once? It can be overwhelming to get 15 once? It can be overwhelming to get 15 once? It can be overwhelming to get 15 of these rules and be like, "Oh my gosh, of these rules and be like, "Oh my gosh, of these rules and be like, "Oh my gosh, it's too much." But I want to let you it's too much." But I want to let you it's too much." But I want to let you know that I'm sharing them all at once know that I'm sharing them all at once know that I'm sharing them all at once because the teams that I see that are because the teams that I see that are because the teams that I see that are successfully accelerating cadences successfully accelerating cadences successfully accelerating cadences aren't biting this off piece by piece. aren't biting this off piece by piece. aren't biting this off piece by piece. They are actually looking at this as an They are actually looking at this as an They are actually looking at this as an interconnected systems where humans need interconnected systems where humans need interconnected systems where humans need to change. Clarity of intent needs to to change. Clarity of intent needs to to change. Clarity of intent needs to change around writing and getting into change around writing and getting into change around writing and getting into the code needs to change. The way you the code needs to change. The way you the code needs to change. The way you get into the code needs to change. And get into the code needs to change. And get into the code needs to change. And so there is no substitution. And that's so there is no substitution. And that's so there is no substitution. And that's why I want to call out two failure modes why I want to call out two failure modes why I want to call out two failure modes that I see. One of them, as I'm kind of that I see. One of them, as I'm kind of that I see. One of them, as I'm kind of hinting, is just taking a part of this.

hinting, is just taking a part of this. hinting, is just taking a part of this. Oh, you know what, Nate? You're right. Oh, you know what, Nate? You're right. Oh, you know what, Nate? You're right. We should get better at no meetings. We should get better at no meetings. We should get better at no meetings. That's not going to get you where you That's not going to get you where you That's not going to get you where you want to go. You actually have to look at want to go. You actually have to look at want to go. You actually have to look at the whole system as a way of building the whole system as a way of building the whole system as a way of building human infrastructure to accelerate human infrastructure to accelerate human infrastructure to accelerate moving the company toward a codefocused, moving the company toward a codefocused, moving the company toward a codefocused, agentfocused reality. You are moving agentfocused reality. You are moving agentfocused reality. You are moving more of the company into code so that more of the company into code so that more of the company into code so that agents can operate against it. So you agents can operate against it. So you agents can operate against it. So you can get higher quality, faster results. can get higher quality, faster results. can get higher quality, faster results. That's really what this is all about. That's really what this is all about. That's really what this is all about. And so a lot of the root of why OpenAI And so a lot of the root of why OpenAI And so a lot of the root of why OpenAI and Anthropic are shipping faster is and Anthropic are shipping faster is and Anthropic are shipping faster is because they have had this culture. They because they have had this culture. They because they have had this culture. They are teaching this culture. They are are teaching this culture. They are are teaching this culture. They are inculcating this culture and they are inculcating this culture and they are inculcating this culture and they are hiring for this culture. And so they're hiring for this culture. And so they're hiring for this culture. And so they're reinforcing it as they go and it's reinforcing it as they go and it's reinforcing it as they go and it's speeding up. It's like everyone they speeding up. It's like everyone they speeding up. It's like everyone they hire at Anthropic is expecting this kind hire at Anthropic is expecting this kind hire at Anthropic is expecting this kind of speed now. And that makes it so much of speed now. And that makes it so much of speed now. And that makes it so much easier than coming into a company where easier than coming into a company where easier than coming into a company where everyone expected quarterly releases and everyone expected quarterly releases and everyone expected quarterly releases and trying to get them to speed up. There is trying to get them to speed up. There is trying to get them to speed up. There is a massive culture change and that is a massive culture change and that is a massive culture change and that is part of what is going on. And that is part of what is going on. And that is part of what is going on. And that is why I keep saying you got to have this why I keep saying you got to have this why I keep saying you got to have this whole conversation and be willing to whole conversation and be willing to whole conversation and be willing to move the whole business forward. Okay, move the whole business forward. Okay, move the whole business forward. Okay, if you want to dive into this much more if you want to dive into this much more if you want to dive into this much more deeply, I have a whole Substack article deeply, I have a whole Substack article deeply, I have a whole Substack article on this that you can dig into. There's on this that you can dig into. There's on this that you can dig into. There's obviously the calendar tool that I built obviously the calendar tool that I built obviously the calendar tool that I built for this. And I have, of course, a for this. And I have, of course, a for this. And I have, of course, a companion guide that you can run companion guide that you can run companion guide that you can run through, feed to your agent, and through, feed to your agent, and through, feed to your agent, and actually build a complete change actually build a complete change actually build a complete change management process for you, for your management process for you, for your management process for you, for your company, for your team, whatever scale company, for your team, whatever scale company, for your team, whatever scale you're at. Because I want to make this you're at. Because I want to make this you're at. Because I want to make this easy. I want you to be able to apply easy. I want you to be able to apply easy. I want you to be able to apply this in a way that's useful for you.

this in a way that's useful for you. this in a way that's useful for you. This video is a starting point. This This video is a starting point. This This video is a starting point. This video should get you thinking about what video should get you thinking about what video should get you thinking about what it really takes to transform in the age it really takes to transform in the age it really takes to transform in the age of AI. I hope it does. I hope you had of AI. I hope it does. I hope you had of AI. I hope it does. I hope you had fun. I hope you're excited for it. fun. I hope you're excited for it. fun. I hope you're excited for it. There's a whole discussion on that There's a whole discussion on that There's a whole discussion on that coming on Monday.