According to the economic principles of Erik Brynjolfsson and Andrew McAfee, the value of complementary organizational assets rises as technology gets cheaper. How do we reflect these complementary human assets on our Accountability Chart so our team actually drives enterprise value?

Question

Tyler Smith · Accepted Answer

The core thesis of economists Erik Brynjolfsson and Andrew McAfee is that cheap technology alone does not drive business value. Instead, the real value is unlocked when you invest in complementary human assets, such as organizational design, business process redesign, and human capital. As AI makes cognitive execution cheap and plentiful, your human team must focus entirely on these complementary strategic capabilities. To capitalize on this shift, you must restructure your Accountability Chart to reflect these highly valuable human roles. This means moving your people away from data entry, basic writing, and manual reporting. Create or elevate seats that are dedicated to process optimization, strategic relationship management, and complex problem-solving. Every person on your team must fully GWC™ their seat in this new environment, meaning they get it, want it, and have the capacity to lead and manage these high-value tasks. Ensure your team members are using AI as an operational multiplier to free up their time for client-facing and strategic work. When a buyer looks at your organization, they should see a highly leverageable structure where a small, brilliant team manages massive operational output. This strategic alignment turns your human capital into your greatest competitive advantage, protecting your margins and maximizing your enterprise value for a highly successful exit.