Create distinct AI agents representing key executives (e.g., CEO, CMO, CSO). By posing strategic questions to each, you can simulate how different departments might react, identify potential misalignments in priorities, and refine proposals before presenting them to real stakeholders.

Instead of relying on a single AI, use different models (e.g., ChatGPT for internal context, Claude for an objective view) for the same problem. This multi-model approach generates diverse perspectives and higher-quality strategic outputs.

A powerful, practical application of AI for leaders is to treat it as a multidisciplinary advisor or "Co-CEO." This framing allows for high-level collaboration on strategic planning, tapping into AI's expertise across finance, legal, HR, and operations.

Move beyond simple prompts by designing detailed interactions with specific AI personas, like a "critic" or a "big thinker." This allows teams to debate concepts back and forth, transforming AI from a task automator into a true thought partner that amplifies rigor.

The strategy for a one-person AI-powered business isn't a single 'do-everything' agent. Instead, it's creating a team of specialized agents in different 'channels'—one for lead gen, one for blog content, one for analytics—mirroring a company's departmental structure.

Separating AI agents into distinct roles (e.g., a technical expert and a customer-facing communicator) mirrors real-world team specializations. This allows for tailored configurations, like different 'temperature' settings for creativity versus accuracy, improving overall performance and preventing role confusion.

A new model for entrepreneurship is emerging where solo founders use a suite of AI agents to fulfill roles traditionally held by human co-founders. This 'digital co-founder' approach can handle diverse business functions, enabling rapid and lean startup creation by a single person.

Define different agents (e.g., Designer, Engineer, Executive) with unique instructions and perspectives, then task them with reviewing a document in parallel. This generates diverse, structured feedback that mimics a real-world team review, surfacing potential issues from multiple viewpoints simultaneously.

Instead of creating one monolithic "Ultron" agent, build a team of specialized agents (e.g., Chief of Staff, Content). This parallels existing business mental models, making the system easier for humans to understand, manage, and scale.