Despite the hype, LinkedIn found that third-party AI tools for coding and design don't work out-of-the-box on their complex, legacy stack. Success requires deep customization, re-architecting internal platforms for AI reasoning, and working in "alpha mode" with vendors to adapt their tools.

True Agentic AI isn't a single, all-powerful bot. It's an orchestrated system of multiple, specialized agents, each performing a single task (e.g., qualifying, booking, analyzing). This 'division of labor,' mirroring software engineering principles, creates a more robust, scalable, and manageable automation pipeline.

WCM avoids generic AI use cases. Instead, they've built a "research partner" AI model specifically tuned to codify and diagnose their core concepts of "moat trajectory" and "culture." This allows them to amplify their unique edge by systematically flagging changes across a vast universe of data, rather than just automating simple tasks.

While consolidating tools seems efficient, using specialized, best-in-class AI agents for each GTM function (one for outbound, one for inbound) yields superior results. The depth and focus of specialized tools enable more powerful and nuanced use cases, justifying the management overhead of multiple systems.

Instead of generic PRD generators, a high-leverage AI agent for PMs is a personalized reviewer. By training an agent on your manager's past document reviews, you can pre-empt their specific feedback, align your work with their priorities, and increase your credibility and efficiency.

Companies can build authority and community by transparently sharing the specific third-party AI agents and tools they use for core operations. This "open source" approach to the operational stack serves as a high-value, practical playbook for others in the ecosystem, building trust.

Building a single, all-purpose AI is like hiring one person for every company role. To maximize accuracy and creativity, build multiple custom GPTs, each trained for a specific function like copywriting or operations, and have them collaborate.

A critical learning at LinkedIn was that pointing an AI at an entire company drive for context results in poor performance and hallucinations. The team had to manually curate "golden examples" and specific knowledge bases to train agents effectively, as the AI couldn't discern quality on its own.

Recognizing that providing tools is insufficient, LinkedIn is making "AI agency and fluency" a core part of its performance evaluation and calibration process. This formalizes the expectation that employees must actively use AI tools to succeed, moving adoption from voluntary to a career necessity.