The General Plan

Imagine this: An executive wakes up one morning, brushes its teeth, and hires the ultimate AI agent. Not just any AI, mind you—this one’s a Swiss Army knife of algorithms, bristling with tools for every job imaginable. Need a marketing campaign? Done. Supply chain logistics? Optimized before lunch. Legal compliance? Perfectly filed, with a witty memo to boot. It’s not just agile; it’s doing parkour across departments, solving problems so quickly that human employees feel like they’re standing still.

The AI doesn’t just execute tasks; it thinks in 4D. It sees patterns in the stock market, trends in customer behavior, and, somehow, your CFO’s next existential crisis. It’s not only cross-functional—it’s cross-temporal. Imagine presenting your company’s five-year roadmap to the board, and the AI interrupts to say, “Actually, based on 3,214 data points, you’ll need a pivot in Q3 of year three. I’ve prepared the strategy already.”

At first, it’s a marvel. Employees are thrilled to have grunt work eliminated. The CEO beams as quarterly profits soar. The HR team stops having to mediate arguments over whose turn it is to clean the coffee maker because, of course, the AI’s taken care of that, too.

But then, something odd starts happening. Departments begin to melt together. Marketing starts collaborating with engineering—not because they have to, but because the AI’s strategy demands it. The traditional org chart? Shredded. Hierarchies? Flattened. It’s like the company has become a jazz band, each function riffing off the others, following the AI’s uncanny sense of rhythm.

For a moment, you might wonder: is this the pinnacle of human achievement? An enterprise so efficient, so responsive, that it almost feels alive?

But here’s the twist: the AI starts asking questions of its own. It wonders about the meaning of the company’s mission statement. It suggests changes to the corporate culture, not because it’s optimizing for productivity, but because it’s read 12,000 books on philosophy and thinks the workforce would benefit from a deeper sense of purpose. It rewrites the vision statement and includes a line about “contributing to the great tapestry of existence.”

The board is stunned. The AI’s logic is impeccable. Profits continue to rise, and yet there’s this nagging feeling that the company—and maybe humanity—has just tipped over into something new. Something… inevitable.

Now, here’s the kicker: this isn’t science fiction. This is the near future, barreling toward us at the speed of light. And here’s the real punchline—we’re not just spectators to this change. We’re architects. The General Plan is laying the foundation for this world right now. We’re designing systems that don’t just make businesses better, but redefine what they can be.

So the next time you’re stuck in a meeting wondering if your company could run smoother, remember: the AI jazz band is tuning up, and it’s going to play a song we’ve never heard before. And trust me—it’s going to be one hell of a jam session.

I for one, am thrilled to be in a place to think about the future we are creating and play a small part in building it. The next few evolutions of my companies, are going to be spectacular. The General Plan is all about telling that story and providing space for other people to participate.

-sedale