Jason

Powerful new Harvard Business Review study. "AI does not reduce work. It intensifies it. " A 8-month field study at a US tech company with about 200 employees found that AI use did not shrink work, it intensified it, and made employees busier. Task expansion happened because AI filled in gaps in knowledge, so people started doing work that used to belong to other roles or would have been outsourced or deferred. That shift created extra coordination and review work for specialists, including fixing AI-assisted drafts and coaching colleagues whose work was only partly correct or complete. Boundaries blurred because starting became as easy as writing a prompt, so work slipped into lunch, meetings, and the minutes right before stepping away. Multitasking rose because people ran multiple AI threads at once and kept checking outputs, which increased attention switching and mental load. Over time, this faster rhythm raised expectations for speed through what became visible and normal, even without explicit pressure from managers.

Bill Gurley just identified the only career advantage that AI cannot commoditize. It isn’t talent. It isn’t your degree. It isn’t your network. Gurley: “The thing that will differentiate you more in your career than anything else is to be the most hyper curious person that’s trying to do this thing.” For centuries, knowledge was gatekept. Elite institutions. Expensive mentors. Geographic luck. The information existed but access to it was the moat. That moat is gone. Gurley: “You have no excuse not to be the most knowledgeable person, because the information’s all out there.” Every question you can formulate now has an answer available instantly. Every industry. Every domain. Every skill you want to acquire. The playing field didn’t just level. It inverted. The people who used to win by controlling access to information now compete against anyone willing to ask better questions. Gurley: “I can’t make you the most talented person in your company or your field.” Talent is genetic. It’s luck. It’s the variable you cannot control. But knowledge is a choice. And curiosity is a compounding asset. Gurley: “If you are the most curious person that’s constantly learning in your field, you will do extremely well.” This was always true. What changed is the multiplier. Gurley: “That advantage is put on steroids with these AI tools.” A relentlessly curious person with access to all human knowledge and the ability to interrogate it in real time doesn’t just outlearn their peers. They outlearn entire institutions. The gap between the curious and the incurious was always there. AI just made it insurmountable.

Lesson 1: Don't automate anything until you've proven it works by hand Every email I wrote myself. Every cold call dialed manually. Every LinkedIn message typed out. Tedious and unscalable? Yeah. But when you do something by hand, you know the why.

A super interesting new study from Harvard Business Review. A 8-month field study at a US tech company with about 200 employees found that AI use did not shrink work, it intensified it, and made employees busier. Task expansion happened because AI filled in gaps in knowledge, so people started doing work that used to belong to other roles or would have been outsourced or deferred. That shift created extra coordination and review work for specialists, including fixing AI-assisted drafts and coaching colleagues whose work was only partly correct or complete. Boundaries blurred because starting became as easy as writing a prompt, so work slipped into lunch, meetings, and the minutes right before stepping away. Multitasking rose because people ran multiple AI threads at once and kept checking outputs, which increased attention switching and mental load. Over time, this faster rhythm raised expectations for speed through what became visible and normal, even without explicit pressure from managers.

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