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Rahul Agarwal

Founder | Agentic AI... • 2h

Most companies are missing these AI shifts. I've explained each one in simple below. 𝗦𝘁𝗲𝗽 1 – 𝗧𝗲𝗮𝗺𝘀 • Work was done only by humans. • Every role depended on people executing tasks. 𝗡𝗼𝘄: AI agents join teams as workers. 𝗡𝗼𝘁𝗲: AI doesn’t replace teams. It changes them into 𝗵𝘂𝗺𝗮𝗻 + 𝗮𝗴𝗲𝗻𝘁 𝘀𝘆𝘀𝘁𝗲𝗺𝘀. ______________ 𝗦𝘁𝗲𝗽 2 – 𝗧𝗿𝘂𝘀𝘁 • Businesses relied on metrics and dashboards. • Outputs were accepted if numbers looked good. 𝗡𝗼𝘄: Results must come with evidence. 𝗡𝗼𝘁𝗲: AI isn’t trusted by scores. It’s trusted by 𝗽𝗿𝗼𝗼𝗳, 𝘁𝗿𝗮𝗰𝗲𝘀, 𝗮𝗻𝗱 𝗮𝘂𝗱𝗶𝘁 𝗹𝗼𝗴𝘀. ______________ 𝗦𝘁𝗲𝗽 3 – 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 • Managers assigned tasks and checked progress. • Execution was closely monitored. 𝗡𝗼𝘄: Managers supervise AI processes. 𝗡𝗼𝘁𝗲: Leaders stop micromanaging work. They manage 𝗿𝗶𝘀𝗸, 𝗲𝘀𝗰𝗮𝗹𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀. ______________ 𝗦𝘁𝗲𝗽 4 – 𝗜𝗻𝘁𝗲𝗿𝗮𝗰𝘁𝗶𝗼𝗻 • AI worked as chatbots. • It answered questions on demand. 𝗡𝗼𝘄: AI becomes an autonomous operator. 𝗡𝗼𝘁𝗲: Real AI value comes when systems 𝗮𝗰𝘁, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗿𝗲𝘀𝗽𝗼𝗻𝗱. ______________ 𝗦𝘁𝗲𝗽 5 – 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 • SOPs lived in PDFs and docs. • Updates were slow and manual. 𝗡𝗼𝘄: Processes turn into adaptive playbooks. 𝗡𝗼𝘁𝗲: Static workflows fail in dynamic systems. AI improves processes using 𝗿𝗲𝗮𝗹 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀. ______________ 𝗦𝘁𝗲𝗽 6 – 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 • Daily ops were run manually. • Humans coordinated tools and platforms. 𝗡𝗼𝘄: Agents lead operations. 𝗡𝗼𝘁𝗲: AI handles execution. Humans focus on 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗮𝗻𝗱 𝗲𝘅𝗰𝗲𝗽𝘁𝗶𝗼𝗻𝘀. ______________ 𝗦𝘁𝗲𝗽 7 – 𝗜𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗔𝗰𝗰𝗲𝘀𝘀 • Employees searched and read documents. • Decisions were slow. 𝗡𝗼𝘄: AI retrieves evidence and acts. 𝗡𝗼𝘁𝗲: Work shifts from 𝘀𝗲𝗮𝗿𝗰𝗵𝗶𝗻𝗴 → 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗻𝗴. ______________ 𝗦𝘁𝗲𝗽 8 – 𝗪𝗼𝗿𝗸 𝗦𝘁𝘆𝗹𝗲 • Work happened inside individual apps. • People switched tools constantly. 𝗡𝗼𝘄: Work becomes process-first. 𝗡𝗼𝘁𝗲: Apps are no longer destinations. They are 𝘁𝗼𝗼𝗹𝘀 𝗶𝗻𝘀𝗶𝗱𝗲 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗲𝗱 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀. Most organizations still apply old operating models to AI. The earlier they adapt, the faster they can grow today. ✅ Repost so more teams design AI for real enterprise work.

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