We need to fill three seats on our Accountability Chart next quarter, but we are hesitant to hire specialized technical experts when AI might automate their exact functions within a year. How do we adjust our hiring profiles to focus on adaptability rather than fixed technical skills?

Question

Tyler Smith · Accepted Answer

Focus on hiring people who can act as an indispensable complement to shifting technologies. Erik Brynjolfsson notes that AI does not replace managers, but managers who use AI will replace those who do not. Instead of hiring for narrow technical execution, evaluate candidates for their ability to orchestrate tools and pivot. This means rewriting the roles on your Accountability Chart to prioritize problem-solving and tool-fluidity. When running candidates through your hiring pipeline, do not just look at their past portfolio of manual work. Test their GWC™ by giving them a real-world operational bottleneck during the interview process and asking them to solve it using generative tools in real time. You want to see if they can think structurally and direct the technology, rather than just executing manual tasks. Shift your 1-Year Plan on the V/TO® to reflect a smaller, highly agile team of orchestrators rather than a bloated department of specialized executors. This protects your cash flow and ensures your organizational structure remains highly flexible as technology evolves.