AI's current strength lies in enhancing efficiency by handling tasks like summarization and data categorization. It is not suited for big-picture thinking or complex processes. The goal should be to make existing teams more effective—augmenting their abilities rather than pursuing wholesale replacement, which is a common misconception among business leaders.

Business owners should view AI not as a tool for replacement, but for multiplication. Instead of trying to force AI to replace core human functions, they should use it to make existing processes more efficient and to complement human capabilities. This reframes AI from a threat into a powerful efficiency lever.

Frame internal AI initiatives not as a way to replace employees, but to automate their chores. This frees them to move 'up the stack' to perform higher-value functions like client relations, creative strategy, and founder meetings, ultimately increasing overall output.

AI models can provide answers, but they lack innate curiosity. The unique and enduring value of humans, especially in fields like journalism, is their ability to ask insightful questions. This positions human curiosity as the essential driver for AI, rather than a skill that AI will replace.

AI can handle the 'writing lift,' much like historical rewrite desks. This forces a re-evaluation of a journalist's core value, shifting the emphasis from prose composition to the irreplaceable skills of investigation, sourcing, fact-gathering, and identifying what story matters.

Despite hype in areas like self-driving cars and medical diagnosis, AI has not replaced expert human judgment. Its most successful application is as a powerful assistant that augments human experts, who still make the final, critical decisions. This is a key distinction for scoping AI products.

AI's primary impact will be augmenting and increasing productivity across entire organizations, not just automating lower-level tasks. The technology can handle a fraction of almost everyone's job, freeing up humans to focus on strategic, creative, and interpersonal work that models cannot perform.

The Atlantic's CEO Nick Thompson draws a clear line for AI in journalism. He advocates for using it extensively for reporting tasks like finding stories, analyzing data, or checking for chronological gaps. However, since a byline promises human authorship, AI should never write the final prose, even if it becomes a better writer.

A senior AI product manager at the Associated Press sparked controversy by suggesting reporters should focus on gathering quotes while LLMs handle the actual writing. This reflects a growing, contentious view among media leaders that devalues the craft of writing and reframes the journalist's role into data collection for an AI.