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The End of "Work": US Schools & Learned Obscelence, Why Value Creation Is the Only Survival Strategy ​In this video, we break down the Job Apocalypse from a first-principles perspective. Traditional education and corporate training have prepared us for repetitive tasks, rote memorization, and circular thought—the exact domains where...

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Reggie Middleton, Disruptor-in-Chief

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12,999 views • 7 months ago •via X (Twitter)

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Uber Investor Bill Gurley on why young graduates anxious about AI taking their jobs are thinking about it the wrong way: When asked what advice he'd give to new graduates worried about AI eliminating entry-level roles, he reframed the entire problem with an advice: "In any role in any field, be the most AI enabled version of yourself you can possibly be." To illustrate why, Bill draws on an analogy from anthropology: "There's tons of anthropologists that have written about how we evolve with our tools. And you can just imagine a farming competition between a guy with a tractor and some drones and the other guy's got a plow and a donkey. Who's going to win?" The implication is clear: AI isn't the threat. Being the person who hasn't learned to use it is. Bill Gurley explains how this plays out inside organisations: "If there are 40 people in your org all doing the same thing and you understand how AI affects that role more than the rest of them, you're not getting laid off. Like, it's just not going to happen." But the upside goes beyond simply keeping your job. Becoming AI-enabled changes the nature of the work itself: "You'll also start to understand what parts of your job are a threat or not. And maybe you can elevate yourself to where you're a designer and not the worker bee because you now have this power." The takeaway for young professionals is that the anxiety is misplaced, since AI only replaces the version of you that refused to learn it.
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Uber Investor Bill Gurley on why young graduates anxious about AI taking their jobs are thinking about it the wrong way: When asked what advice he'd give to new graduates worried about AI eliminating entry-level roles, he reframed the entire problem with an advice: "In any role in any field, be the most AI enabled version of yourself you can possibly be." To illustrate why, Bill draws on an analogy from anthropology: "There's tons of anthropologists that have written about how we evolve with our tools. And you can just imagine a farming competition between a guy with a tractor and some drones and the other guy's got a plow and a donkey. Who's going to win?" The implication is clear: AI isn't the threat. Being the person who hasn't learned to use it is. Bill Gurley explains how this plays out inside organisations: "If there are 40 people in your org all doing the same thing and you understand how AI affects that role more than the rest of them, you're not getting laid off. Like, it's just not going to happen." But the upside goes beyond simply keeping your job. Becoming AI-enabled changes the nature of the work itself: "You'll also start to understand what parts of your job are a threat or not. And maybe you can elevate yourself to where you're a designer and not the worker bee because you now have this power." The takeaway for young professionals is that the anxiety is misplaced, since AI only replaces the version of you that refused to learn it.

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“AI is changing the value prop of software.” We spoke with Metronome CEO Scott Woody about why AI requires a new business model. “In the cloud era…the value of the software scales as your org scales.” “In AI, the software is now doing work on your behalf…so the core value of the software is not who in my org has access to the data, it's what can this software do for me? When the value shifts from access to output, the business model has to follow.
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“AI is changing the value prop of software.” We spoke with Metronome CEO Scott Woody about why AI requires a new business model. “In the cloud era…the value of the software scales as your org scales.” “In AI, the software is now doing work on your behalf…so the core value of the software is not who in my org has access to the data, it's what can this software do for me? When the value shifts from access to output, the business model has to follow.

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This is very true. AI integration is both hard and necessary for companies. And AI-native junior employees can drive this adoption. Earlier this year Aaron Levie explained with martin_casado on the a16z podcast how AI fluency is one of the most powerful skills a new grad can have. The real value comes from knowing how to make AI work inside an organization. Most companies, both large and small, are slow to adopt new technology. They need people who can explain what AI can do, show them how to use it, and help them move faster. If you are fluent in AI, you can be that person. You can walk into a company, spot the areas where AI can save time or create new opportunities, and make it happen. That is a wedge into your first job and a way to stand out from everyone else.
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We can't stop AI from changing the world. But we can change how the value it creates is distributed. Actionist.AI is our AI automation tool that gives back to the people who helped train it. Instead of all the value flowing to Big Tech, we're building a future where the people helping create that value can share in it too. And if you're interested in AI automation but don't know where to start, join our Discord. We'll soon be teaching our community how to build automations for businesses and prepare for the future of AI.
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AI replacing your job might not be the biggest thing you should be worried about. Because a job was never just a paycheck. For many people, work gives them purpose, structure and a sense that they’re contributing to something. Geoffrey Hinton, the “Godfather of AI,” has warned that even if AI creates enough abundance to support people financially, money alone may not replace what people lose when they stop participating in the economy. But there’s another side to this. As AI replaces more human work, the value of that work doesn’t disappear. It moves somewhere else. And if ownership of AI remains concentrated, much of that value could flow to the companies and billionaires that already own the technology. Ordinary people risk losing both their income and their share of the economic value they helped create. That’s the part we believe is fundamentally unfair. At Action Model, we’re building a different model: a community-owned AI ecosystem where the people helping train, build and improve AI can earn ownership based on the value they contribute. Because if AI is going to create enormous wealth by learning from humans and automating human work...humans should have a stake in the upside.
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If you do nothing else today, do yourself this one huge favor: turn on the Codex Chrome extension. It's surprisingly fast, but the speed is not the point. The point is, if you're a knowledge worker, you can have Codex perform routine browser tasks for you. It frees you to do higher value work. I've used it every day at work. There's no reason a human should have to spend their time manually manipulating a browser for routine tasks. Your job is to be a human being and create. Let Codex be the computer.
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The man who built Nvidia from a Denny's booth into the world's first $5 trillion company just told us exactly why AI will never take our jobs. "AI has no possibility of doing all of what we do. However, depending on the jobs that we do, sometimes it could do 20% of our jobs, a thousand times better." "For some people, it might be able to do 50% of their job, a thousand times better." "Every one of us should apply AI to automate, to become an assistant, to help us with that either 20%, 40% or 50%." "People ask me, Jensen, is AI going to take your job? And I tell them absolutely not. The person who uses AI to automate that 20% or 50% is going to take your job." PS. If you found value in this post make sure to like and repost this tweet + follow Uncover AI to stay updated with the latest AI news. See you in the next one:
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.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."
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