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When Mike Krieger helped launch Instagram in 2010 as a cofounder, building something as simple as a photo filter took his team weeks of engineering time and tough trade-offs. Now, as chief product officer at Anthropic, hes watching early-stage startup founders accomplish far more in far less timesometimes over a single weekend. Thanks to intuitive agentic AI models (or AI agents), founders are experimenting with product, code, and business strategies, often without needing to hire specialized team members. When I think back to Instagram’s early days, our famously small team had to make painful decisionseither explore adding video or focus on our core creativity, Krieger tells Fast Company. With AI agents, startups can now run experiments in parallel and build products faster than ever before. To him, it signals a seismic shift: the rise of agentic entrepreneurship. Enterprises can supercharge engineering teams while individuals with bold ideas but no technical background can finally bring their visions to life. At Anthropic, 90% of Claude’s code is now written by AI, and this has completely transformed how we build products. Recently, Claude helped me prototype something in 25 minutes that would have taken me six hours, Krieger says. I see founders who tried every model, couldn’t get their startup to work, then with Claude, their startup suddenly works. Krieger believes agentic AI is fundamentally redefining what it means to be a founder. You no longer need to write code or raise significant capital to start building. The bottlenecks, he says, have shifted to decision-making and operational frictionlike managing merge queues. And the numbers support this momentum. In its first week of launch, Claude 4 reportedly tripled Anthropics subscriber base and now accounts for more than 60% of the companys API traffic. Usage of Claude Code, its specialized AI coding agent, has spiked nearly 40%, drawing interest from both developers and nontechnical builders. Krieger shared that some users have even begun treating AI agents less like tools and more like capable creative collaborators. AI models can now function like an entry-level worker, and that is going to have a big impact on the workforce. We think we need to talk about this so we can prepare our economy and our society for this change, which is happening very fast, he says. Its too late to stop the trainbut we can steer it in the right direction. A few weeks ago, Anthropic CEO Dario Amodei predicted that the first one-employee billion-dollar company could emerge as soon as 2026, enabled by AI. He also suggested AI could eliminate half of all entry-level jobs within the next five yearsa claim that drew immediate pushback from some in the tech industry. Among the skeptics was Google CEO Sundar Pichai, who cautioned against overestimating the reliability of AI systems like Gemini. Even the best models still make basic mistakes, Pichai said during the recent Bloomberg Tech Summit in San Francisco. Are we currently on an absolute path to AGI? I dont think anyone can say for sure. On the prospect of AI displacing the workforce in the near future, Pichai remained measured. Weve made predictions like that for the last 20 years about technology and automation, he said. And it hasnt quite played out that way. Yet even amid skepticism, a quieter revolution is unfolding beneath the surface of agentic AIone thats reshaping how work itself is defined in the era of intelligent software collaborators. MCP: The Infrastructure That Makes AI Work The unsung hero behind Anthropic and Claudes leap in capability isnt just the model itselfits the Model Context Protocol (MCP). While Claude 4 is praised for its intelligence and natural language fluency, MCP is the system-level breakthrough that enables it to move from passive assistant to active collaborator. This open standard allows Claudes AI agents to securely interface with tools like GitHub, Stripe, Webflow, Notion, and even custom internal systems. As a result, Claude isnt limited to answering prompts. It can pull real-time analytics, trigger actions, update databases, launch web assets, and manage entire project pipelines. Just as http enabled browsers to interact with websites, MCP is creating a universal interface layer for AI agents to operate across digital tools. Previously, AI agents were largely isolatedthey could process information you gave them, but they couldn’t directly interact with your actual tools and systems, Krieger says. By solving the connection problem together, were building infrastructure that will unlock entirely new possibilities for human-AI collaboration, making AI systems dramatically more useful and relevant in real-world contexts. Major tech companies are already integrating MCP. Microsoft has built it into Windows 11, Azure, and GitHub, allowing AI agents to run workflows across OS and cloud infrastructure. Google has added it to Gemini SDKs to bridge model interactions with live apps. Companies like Novo Nordisk, GitLab, Lyft, and Intercom are also deploying Claude agents into live workflows. In this light, Amodeis one-person unicorn prediction seems less like hype and more like a reflection of a deeper platform shift. As developers build new connections between knowledge bases, development environments, and AI assistants, were seeing the early emergence of the more connected AI ecosystem we envisioned, Krieger says. As AI assistants become more agentic, MCP will evolve to support increasingly sophisticated workflows. [MCP] might be the most important thing Anthropic has ever shipped. Agentic AI Is Redefining the Modern Startup Tech Stack Krieger sees the combination of Claude 4 and MCP as a genuine platform shiftone where the AI acts like a partner rather than just a productivity tool. He describes Claude Opus 4 as Anthropics most powerful agentic model yet and the worlds best coding model. [Opus 4] can work autonomously for nearly seven hours, which transforms how teams approach work. When I can prototype something in minutes, that fundamentally changes what’s possible for a single person, Krieger says. In my experience, it mirrors how people manage their work. That level of autonomous task execution just wasnt possible before. With MCP in play, Claude becomes more than an assistant. It can push code, analyze logs, manage dcumentation, and send updateswithout the constant context switching that slows teams down. In some cases, Krieger says, it simulates workflows that once required coordination across multiple departments. When you can iterate at speed, every manual process, every unnecessary meeting becomes this jarring interruption, he noted. Still, not everyone is convinced that AI-powered unicorns are imminent. Analysts caution that while AI agents can automate many workflows, they cant yet match the experience seasoned professionals bring. The state of LLM-based AI agents is that you must give them simple decisions to make to reliable answers. We are not close to being able to throw a bunch of data at an AI agent and trust its decision, Tom Coshow, a senior director analyst at Gartner, tells Fast Company. Is there an automatic VP of sales ready to go? Not even close. Coshow emphasizes the need for realistic expectations. Its important to get real about what you can and cant build, he says. No-code design is incredibly powerful, but it also creates this illusion that anything you type into the box will just magically work. It doesnt. Building robust AI agents for real-world business use, he explains, is far from trivial, noting, Complex agents are hard to get right. LLMs are inherently probabilistic, and most business processes simply cant rely on that kind of unpredictability. A Brave New Startup Era? Anthropics core bet reflects its broader philosophy: Were moving toward a world where major chunks of work are automated. Its better to be aware of the risk and adjust to the change than to take the chance and be caught unprepared, Krieger says. Were seeing this shift begin with tech companies, but its going to move quickly into other knowledge-intensive industries. So, is the one-person unicorn just hypeor a sign of things to come? It may still be too early to know. For experts like Coshow, the future lies not in abrupt disruption, but in careful evolution. The path forward is well-designed agentic workflows with a human in the loop, he says. Whether or not a billion-dollar solo startup emerges by 2026, the tools to build one are already here. And that, as Krieger sees it, changes everything. Its going to be about finding people who can work at the intersection of customer problems and AI capabilities, he says. The most valuable early hire might not be a traditional engineerit could be someone who translates needs into iterative, AI-powered solutions. The one-person unicorn will be relentlessly curious, and fluent in working with intelligent collaborators.
Category:
E-Commerce
In my years as a Chief People Officerincluding leading HR through two corporate bankruptciesI learned the hard way that no perk or dashboard can save a sinking ship. No amount of free lunches or fancy engagement surveys can stop the exodus when employees are burned out. The only thing that kept the core team together was a shared meaning in what we were doing. Fast forward to today, and I keep hearing a popular catchphrase: AI wont replace you. A person who knows how to use AI will. Its catchy, but surface-level. The deeper truth is that AI wont replace your job. But AI will expose your purpose. As automation accelerates, leadership will be judged on defining purpose and protecting the meaning that people can get from their work. Once AI strips away the spreadsheets, reports, and routine tasks, were left with what only humans can offer: culture, trust, and mission. The best leaders in the AI era wont just make better decisionstheyll give people a reason to stay. From knowledge to emotional intelligence For centuries, leadership authority came from holding the most knowledge. If you had the answers, you had the power. But the internetand now AIchanged that. Today, information is abundant, instant, and almost free. Strategy templates, market research, and even forecasting analyses are one prompt away. Knowing more is no longer a competitive edge. As knowledge became a commodity, leaders leaned on emotional intelligence (EQ) as the new X-factor: empathy, listening, and self-awareness. Business schools started preaching soft skills, and for good reason. IQ was still necessary, but EQ built trust, loyalty, and culture. How AI is affecting EQ Now, were seeing AI augment and automate EQ. AI-powered coaching tools whisper in managers ears to help them sound more empathetic on customer calls. Algorithms monitor Slack or emails to flag burnout risks. HR software can suggest how to phrase feedback based on an employees personality profile. EQ is still critical, but its quickly becoming a baseline that technology can assist with or even imitate. When everyone has an AI sidekick, emotional intelligence alone wont make a leader unique. So, what remains as the true differentiator of great leaders? One word: meaning. Not information. Not tone. Purpose. The one thing a machine cannot provide is genuine mission and meaninga reason why were doing the work in the first place. As someone who now consults on company transformations, I see this every day: Artificial intelligence can handle the what and how of work, but only real leaders can handle the why. Why meaning matters more than ever The business case for meaning is compelling. When work feels meaningful, performance soars and research backs that up. According to McKinsey, employees in high-meaning environments can be up to five times more productive at peak performance. Purpose-driven companies also dramatically outperform on key metrics. Deloitte reports that such companies grow faster than their competitors and enjoy far higher employee retention. In short, meaning isnt a fluffy perk or a new HR programits performance fuel. No catered lunch or wellness app can substitute for an employees belief that their work matters. Its no wonder Gallup finds that only about one-third of employees are engaged at work, with many citing a low connection to their companys mission. People are starved for meaning, and theyll leave organizations that fail to provide it. How great leaders infuse meaning into work So, how do effective leaders cultivate meaning on the ground? It goes beyond slogans on the wall. In my experience and observation, the best leaders consistently do three things: 1. Connect every role to the mission Great leaders dont just talk about purpose abstractlythey translate it for every team and individual. They help the junior accountant see how her spreadsheets support a greater mission, and the customer service rep understands who truly benefits from his daily calls. Theres a famous story of a NASA janitor who, when asked what he was doing, replied: Im helping put a man on the moon. Thats the power of meaningful leadershipwhen everyone, even in humble roles, knows how their work contributes to a larger goal. 2. Protect the purpose in hard moments Its easy to tout your companys noble mission when business is booming. Its much harder when youre facing layoffs, budget cuts, or a pivot that tests your values. Yet these tough moments are exactly when true leaders double down on purpose. Ive had to announce painful layoffs, and I did it by reaffirming what the company ultimately stood for and how we would stay true to that mission in the long run. Great leaders refuse quick wins that violate core values, and they communicate even bad news through the lens of the organizations purpose. By protecting the integrity of the mission under pressure, you build credibility. Employees see that purpose isnt just PR its real, and it guides decisions. That consistency keeps your best people from walking out when times get tough. 3. Elevate meaning daily Purpose isnt a poster in the break room or a once-a-year kickoff speech, its a daily practice. Leaders who excel at this weave meaning into the fabric of routines. They use storytelling, recognition, and even ritual to keep the why front and center. They make belief visible because belief drives effort. When people regularly hear how their work makes a difference, it reinforces that sense of meaning. Focusing on meaning isnt just about making employees feel good or keeping them around. Its also about performance, resilience, and innovation. A highly skilled team that doesnt believe in the work will eventually burn out or quiet quit. On the other hand, even a lean team that truly believes will punch above its weight. The leaders who will thrive in the AI era The upshot is clear: The leaders who thrive from here on out wont be the ones with the highest IQ, or even EQ. Machines are rapidly catching up on knowledge and empathy. The winners will be the leaders who mean more to their teams, their organizations, and their customers. In my consulting work, I tell executives: AI can do a lot, but it cant give your people a purpose. As technology takes over tasks, the last best leadership edge is cultivating an environment where work matters. Meaning is no longer optionalits the difference between a team that merely endures and one that achieves extraordinary outcomes. Leaders who embrace this will not only retain their top talent; theyll unlock levels of performance that no AI can ever replicate. Theyll give their people a reason to come to work excited each dayand in the end, thats what truly separates the great companies from the rest.
Category:
E-Commerce
At times, even the most capable teams find themselves stuck, operating on autopilot rather than experimenting, innovating, and adapting to change. Just as a defibrillator restores a normal heartbeat, leaders sometimes need to deliver a strategic jolt to reenergize their teams, disrupt stagnation, and rebuild trust and morale. The Hidden Cost of Team Stagnation The business case for disrupting the status quo is compelling. According to one report by Gallup, disengaged employees cost the global economy a staggering $8.8 trillion each year. McKinsey research further finds that employee disengagement and attrition can cost a midsize S&P 500 company up to $355 million annually in lost productivity, adding up to more than $1.1 billion in value erosion over five years. Team stagnation doesnt just lead to missed deadlines or subpar work. It slows innovation, impedes decision-making, and damages morale. Left unchecked, it erodes an organizations competitive edge and amplifies the risk of broader cultural decay. Why Strategic Disruption Matters Meanwhile, energized and engaged employees fuel business growth. Gallup data shows that organizations with high employee engagement levels outperform their peers in productivity and sales. Strategic disruption, when delivered intentionally, becomes a tool for resilience and transformation. Its a form of conscious recalibration. Consider Jessica, my former coaching client and a senior leader at a tech company. After a company-wide reorganization and a sudden return-to-office mandate, her team of 30 became demoralized. Productivity dipped, collaboration waned, and momentum faded. They werent resistant; they were exhausted. A deliberate disruption was needed. Together, we built a two-day off-site focused on resetting expectations, reestablishing norms, and rebuilding trust. This intentional pause reenergized the team and reconnected them with their purpose. The results were immediate: Engagement rose, communication improved, and priorities became clearer. Great managers dont just manage. They challenge complacency, spot stagnation, introduce interventions, and co-create a new path forward with their teams. Understanding the Causes of Team Inertia To reenergize their team members, leaders need to first understand whats holding them back. Inertia rarely arrives all at once. It sneaks in over time, fueled by structural misalignments and emotional fatigue. Common causes include: Overwork and burnout. Relentless workloads and unrealistic expectations can dull even the most capable teams. When employees operate in a state of chronic stress, creativity dries up and initiative gives way to mere survival. Innovation takes a back seat. Loss of purpose. Employees need to see how their work connects to something bigger. When purpose feels distant, work becomes transactional, motivation declines, and people disengage. Low morale from top-down decisions. Corporate mandates, like abrupt RTO policies or layoffs, can devastate morale, especially if they contradict team values or employees lived realities. When employees are left out of the decision-making process, trust breaks down and buy-in diminishes. Outdated or inefficient processes. Even high-performing teams falter when encumbered by obsolete systems or siloed structures. Redundant workflows and unclear communication create friction and waste time, draining forward energy. Five Strategies to Regain Momentum Leaders can disrupt inertia by introducing intentional shifts that foster trust, spark engagement, and realign the team. Below are five proven approaches to restore momentum. 1. Host an Off-Site Kickoff Meeting Changing the setting can change the mindset. Off-sites provide space to reconnect, clarify expectations, and foster psychological safety. As a leadership and team coach, I often facilitate off-sites that use reflective exercises, feedback loops, and creative collaboration to reset dynamics. Patrick Lencioni, author of The Five Dysfunctions of a Team, writes that teamwork begins by building trust, and the only way to do that is to overcome our need for invulnerability. Neuroscience reinforces this by asserting that rituals and new environments can rewire team norms and boost trust. 2. Diagnose the Problem as a Team Instead of making assumptions from the top, involve the team in diagnosing whats offtrack. Owning problems together fosters engagement. Use reflective questions to guide the process: Purpose and alignment: Do our current goals align with our teams mission? Where are we off course? Energy and engagement: Where are we losing steam, and why? Can we redistribute workloads? Psychological safety: Do we feel safe sharing feedback or dissenting opinions? Adaptability and learning: What changes have we handled well recently? What skills do we still need? 3. Revisit the Team Structure In fast-growing companies, structure often lags behind scale. When roles blur, decisions stall and accountability weakens. A structural audit can identify where friction occurs: Are decision-making paths clear? Are responsibilities overlapping or ambiguous? Is there capacity where we need it, and support where its lacking? Sometimes the solution is introducing a chief of staff or reassigning ownership. Dont hesitate to shift roles, consolidate efforts, or redesign workflows. Organizational agility is built on clarity and responsiveness. Structural realignment isnt about hierarchyits about empowering the right people to deliver with impact. 4. Conduct Regular Check-Ins and Prioritize Problem-Solving High-quality check-ins create accountability and connection. They serve as forums for puse checks and course corrections. But its not just about frequency; its about depth. Leaders can introduce simple tools like a decision-tree framework to categorize challenges and clarify what can be solved independently, collaboratively, or needs escalation. After Jessicas off-site, I conducted one-on-one biweekly coaching sessions with her direct reports over the next six months. These conversations allowed her leaders to reflect on challenges, align on priorities, and design personal action plans. This created clarity, focus, and a sense of ownership. As leadership speaker Simon Sinek puts it, Leadership is not about being in charge. It is about taking care of those in your charge. Effective check-ins demonstrate care, build trust, and drive performance. 5. Challenge and Redefine Old Habits Inertia often hides in routine. Teams may stick to outdated ways of working because they have always done it that way. Creating space to question these patterns is key. One effective tool is the Start, Stop, Continue framework: What new behaviors should we start? What ineffective habits should we stop? What should we continue and strengthen? When team members co-create new norms, buy-in increases. People commit to what they help build. Leaders can further anchor these changes by modeling new behaviors, celebrating small wins, and reinforcing expectations consistently. Culture change doesnt happen with one meeting. But it does begin with conscious decisions, repeated actions, and shared accountability. Just like a defibrillator restarts the heart, an intentional shock to the system can breathe life back into a team stuck in a rut. It takes courage to disrupt. But with strategic intention, clear communication, and collaborative action, leaders can restore energy, trust, and direction. Momentum doesnt just return, its rebuilt. And often, that rebuilding becomes the foundation for something even stronger. It creates a team that is not only functional but also thriving, adaptable, and ready for whats next.
Category:
E-Commerce
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