Super interesting piece, thanks for writing this. As someone who is somewhere in the consultancy / agency space (although I don’t like those terms and would contest them in a longer comment), and particularly as someone who prioritises working with junior engineers, I now see my role as essentially supporting them to ramp up to being ‘high level execs’ who don’t only deliver the features but also work closely with the client and have the autonomy to make judgement calls and executive decisions on the fly. I’m there to provide accountability and also coaching / support, but I really do see my role as facilitating their learning on all the things AI cannot (never will be able to?) do - managing relationships, making judgement calls, taking accountability, being creative.
I definitely see this happening already in both the software engineering and psychology fields (people being paid to train their AI replacements).
This may sound snarky, but: is this any different than building (i.e. training) software to do a job?
Super interesting piece, thanks for writing this. As someone who is somewhere in the consultancy / agency space (although I don’t like those terms and would contest them in a longer comment), and particularly as someone who prioritises working with junior engineers, I now see my role as essentially supporting them to ramp up to being ‘high level execs’ who don’t only deliver the features but also work closely with the client and have the autonomy to make judgement calls and executive decisions on the fly. I’m there to provide accountability and also coaching / support, but I really do see my role as facilitating their learning on all the things AI cannot (never will be able to?) do - managing relationships, making judgement calls, taking accountability, being creative.