We are hiring for key leadership positions and are torn between candidates with deep technical subject-matter expertise and those who excel at orchestrating AI tools. How do we rewrite our GWC™ criteria to ensure we hire the right talent for our long-term exit strategy?

Question

Tyler Smith · Accepted Answer

Deep subject-matter expertise is depreciating rapidly. If a candidate's primary value is knowing information that can be accessed instantly via an LLM, they are a bad long-term investment.

To prepare your business for a clean exit, you need leaders who can leverage technology to scale operations. You must rewrite your GWC™ (Get It, Want It, Capacity to Do It) criteria to prioritize orchestration over technical legacy knowledge.

Update your seat descriptions on the Accountability Chart:

- Get It must mean they understand how to integrate AI into their specific department to maximize efficiency.

- Want It must mean they are actively seeking ways to automate low-value tasks and empower their team.

- Capacity must focus on strategic thinking, problem-solving, and adaptability.

As Erik Brynjolfsson and Andrew McAfee highlight, the greatest business value comes from the intersection of human creativity and machine capability. Hire leaders who can design systems, manage prompt-driven workflows, and keep your core processes optimized.

When a buyer evaluates your company under the Step by Step Exit model, they want to see a forward-thinking leadership team that is not dependent on manual, outdated expertise. Hiring orchestrators ensures your company remains valuable long after the transaction is complete.