Enterprise AI Adoption
How companies buy, deploy, govern, and scale AI across teams, including pilots, procurement, change management, and internal enablement.
ServiceNow Says Agentic AI Lifted HR Capacity and Automated Support Work
ServiceNow executives Jacqui Canney and Kellie Romack argue that agentic AI is already changing workplace operations by creating measurable capacity rather than simply replacing jobs. In a ServiceNow-sponsored interview, they point to the company’s internal deployments — including faster commission answers, autonomous IT service-desk resolution, and large-scale support automation — as evidence that AI’s value depends on redesigning workflows, tracking the capacity created, and redeploying employees into higher-value work. Their case is that managers now have to govern both people and agents, with visibility, skills assessment, and explicit choices about what work should be automated.
Vertical AI Teams Need Domain Experts Who Own Quality Loops
Chris Lovejoy of Notius Labs argues that vertical AI companies increasingly fail or succeed on whether they can turn domain judgment into product quality, not simply on access to better models. He proposes three operating models for that expertise: an Oracle who both judges and changes outputs, an Evaluator who defines and measures quality while engineers implement fixes, and an Architect who designs systems that improve from use. His case studies of Granola, Tandem and Anterior show why the right model depends on whether quality is subjective, measurable, or too variable for manual iteration.
Context Graphs Make AI Decision Trails Queryable
Stephen Chin of Neo4j argues that enterprise AI systems need context graphs because retrieval alone can surface relevant facts while missing the relationships that make them usable. In his examples, a graph-augmented system can connect a patient’s emphysema care plan to smoking history or a credit decision to prior rejections, policies, margin trades and fraud signals. Chin’s case is that agents should preserve not only documents and answers, but the decision traces, tool calls, causal chains and outcomes that let humans inspect and reuse prior reasoning.
Economic Entanglement, Not Decoupling, Defines the New China Bargain
Salesforce CEO Marc Benioff joined the All-In hosts for a discussion that framed U.S.-China relations, enterprise AI, and the software selloff around the same question: when dependence is a stabilizer and when it becomes leverage. Benioff argued that more trade with China can lower conflict risk and that large software platforms remain valuable because AI still needs trusted customer data, cash-flowing distribution, and enterprise deployment. David Friedberg, Chamath Palihapitiya, and Jason Calacanis extended the argument across Taiwan, chips, AI assistants, El Niño-driven food risk, and private-market SPVs, where interconnection can either absorb shocks or transmit them.
Self-Driving Startups Shift From Science Risk to OEM Deployment
Wayve chief executive Alex Kendall and Waabi chief executive Raquel Urtasun argue that self-driving has moved from a basic research problem to an execution problem built around end-to-end AI, world models, OEM partnerships and deployment economics. In this This Week in Startups discussion, Kendall makes the case for licensing Wayve’s “intelligence layer” across consumer vehicles and robotaxis, while Urtasun says Waabi’s L4-native Driver-as-a-Service model can scale first through trucking and then robotaxis. Both reject the idea that autonomy is simply solved, but they present the remaining challenge as integration, validation, regulation and commercialization rather than a missing scientific breakthrough.
Legacy Infrastructure Is Slowing Enterprise Agentic AI Adoption
Kris Lovejoy, global strategy leader at Kyndryl, argues that enterprises are not being held back from agentic AI mainly by model capability or startup speed, but by the difficulty of running agents securely and reliably inside legacy infrastructure. In a conversation with Craig Smith, she says pilots are widespread but scaled deployments remain rare because agents need context, governance, compliance controls and modernized IT foundations before they can touch core systems. Her near-term prediction is narrower than much of the hype: by about 2031, agentic AI may handle roughly half of traditional line-one and line-two IT administration tasks, with humans still supervising the loop.
PFF’s Two-Engineer Agent Team Shipped 10x More Output
PFF CTO Mike Spitz argues that AI agents change the basic operating constraint of an engineering organization: the question is no longer how to make engineers faster, but how to make agents faster. In a three-month case study, he says two agent-heavy engineers shipped far more frequently than a ten-person team on the same codebase, with PFF measuring a 10x output gain per engineer and higher customer satisfaction. The result, in his account, was not the end of engineers but the removal of Scrum-era coordination rituals and a sharper split between agent-executed work and human judgment.
AI’s Value Is Moving From SaaS Margins to Hardware Capacity
PwC technology, media and telecommunications leader Dallas Dolen argues that the AI boom is a real infrastructure and business-model shift, but one constrained by chips, construction labor, telecom capacity, copper, power and enterprise economics. In a PwC-sponsored interview, he says value is moving from SaaS toward hardware, software margins are compressing, and most companies are less limited by compute access than by token costs, security rules and measurable return on investment. Dolen’s view of enterprise AI is practical and bounded: agents are working in defined back-office, sales and legal tasks, while broader automation will depend on cost, governance and human oversight.
Abundance Hurts Innovation When Leaders Cannot Decide What Not to Do
Author David Epstein argues on Masters of Scale that innovation depends less on unconstrained freedom than on limits that force clearer choices. Speaking with Jeff Berman about his book Inside the Box, Epstein says useful constraints help teams decide what not to do, define problems before reaching for tools such as AI, and make tradeoffs visible before creativity turns into drift. His case is not for scarcity as virtue, but for boundaries that still leave room for agency, surprise and better judgment.
Intercom Doubled Engineering Throughput by Standardizing on Claude Code
Brian Scanlan, a senior principal engineer at Intercom, argues that the company doubled engineering throughput by treating AI coding as an internal platform strategy rather than an individual productivity tool. In his account, Intercom standardized on Claude Code, encoded recurring engineering work into agent-usable skills, connected agents to internal systems under existing controls, and made AI adoption an explicit expectation across R&D. The reported result was a doubling of pull-request throughput, including 17.6% of merged PRs approved by Claude, alongside new bottlenecks in review and CI.
Abridge Bets Clinical Conversations Can Become Healthcare’s Intelligence Layer
Abridge executives Janie Lee and Chaitanya “Chai” Asawa argue that the patient-clinician conversation is becoming healthcare’s core intelligence layer, not merely an input for automated notes. In a discussion with Redpoint’s Jacob Effron, they describe Abridge’s move from ambient documentation into clinical decision support, prior authorization and other workflows that depend on EHR data, payer rules, medical literature and local guidelines. Their case is that healthcare AI will be judged less by chatbot fluency than by whether it can deliver accurate, low-latency, privacy-preserving support inside clinical workflows without adding to clinicians’ alert burden.
Cerebras Raises $5.55 Billion as AI Infrastructure Demand Lifts Tech Markets
Cerebras raised $5.55bn in the year’s largest US IPO while Cisco shares jumped on a higher hyperscaler-orders forecast, putting both a new AI compute listing and an incumbent networking supplier in the market’s AI infrastructure trade. Cerebras CEO Andrew Feldman argued that the company’s wafer-scale systems, OpenAI deal and AWS engagement show it can become a major compute supplier; Bloomberg reporters pressed the harder question of how much of today’s AI infrastructure demand will turn into broad, durable revenue.
Codex Is Moving From Code Generation to Delegated Knowledge Work
Codex is moving from a coding assistant toward an agent for delegated knowledge work, according to Thibault Sottiaux, OpenAI’s head of Codex. In an OpenAI Forum conversation with Chris Nicholson of OpenAI Global Affairs, Sottiaux argues that as models have become more reliable and better connected to workplace context, Codex is being used to research, organize information, create files and presentations, coordinate across tools, and run background tasks. That shift, he says, makes delegation, trust and access controls central as agents act across files, communications tools and company systems.
Anthropic Seeks $30 Billion at More Than $900 Billion Valuation
Bloomberg’s technology program framed the day’s AI trade around access to scarce capacity: Nvidia chips for China, private capital for Anthropic, and manufacturing scale for Anduril. Its central report was that Anthropic is in early talks to raise at least $30 billion at a valuation above $900 billion, a deal Bloomberg’s Natasha Mascarenhas said would mark a major shift in the private AI hierarchy if completed. The program also treated Jensen Huang’s last-minute role in Trump’s China trip as a test of whether chip access can become a diplomatic deliverable without undermining Beijing’s domestic semiconductor strategy.
Compute Allocation Is Anthropic’s Core Constraint as Claude Revenue Surges
Anthropic CFO Krishna Rao argues that the company’s rise is best understood through compute: a scarce capital asset that must be bought years ahead and constantly reallocated across model training, customer demand, internal automation and future products. In an interview with Patrick O’Shaughnessy, Rao says ordinary forecasting and software-margin frameworks break down when model capability, adoption and revenue compound together, leaving Anthropic to manage growth through scenarios rather than point estimates.
Condé Nast Plans for a Media Business Beyond Search Traffic
Condé Nast chief executive Roger Lynch argues in a TBPN interview that publishers should plan for a media market in which search traffic is no longer a reliable foundation and generic AI content is not a defensible advantage. His case is that brands such as Vogue and The New Yorker can become more valuable if they rely on direct audience demand, subscriptions, events, editorial authority and human-reported work, while using AI mainly to make product and technology teams faster.
Koch Industries Built a $150 Billion Business Around Transferable Capabilities
Charles and Chase Koch used an All-In interview to explain Koch Industries’ rise from a 300-person company in 1961 to a private conglomerate they say is worth 9,000 times more today. Their central argument is that Koch’s refusal to go public was not incidental but essential: private ownership let the company build around transferable capabilities, long-cycle culture change, values-first talent, and experiments whose learning could matter more than near-term earnings. They extend the same framework to education, philanthropy, politics, and AI, arguing for bottom-up contribution over centralized control.
Korean AI Dividend Proposal Triggers Semiconductor Stock Selloff
A South Korean policy chief’s proposal to return part of AI-related gains to citizens jolted the country’s chip market, with Samsung and SK Hynix closing down around 5% after Kim Yong-beom argued that profits from the AI infrastructure era should be shared more broadly. Bloomberg reported that the presidential office later described Kim’s post as personal opinion, while the same program pointed to related pressure points in the AI boom: CME’s plan with Silicon Data for compute futures and Nvidia CEO Jensen Huang’s absence from Trump’s China delegation as approval for Blackwell sales looked unlikely.
SAP Says ERP Context Will Make AI Agents Reliable for Business
SAP chief executive Christian Klein used Bloomberg Technology to frame the company’s new autonomous enterprise platform as a bet that AI agents need business context more than proprietary models. He argued that SAP’s advantage is its access to ERP data and process knowledge, which can make agents reliable enough to coordinate work across finance, commerce, inventory, procurement and supply chains. Pressed on competition from partners such as AWS, Klein said SAP’s role is to provide the enterprise context layer while working with hyperscalers and data platforms to harmonize data beyond SAP systems.
Enterprise GenAI Pilots Fail When Feedback Cannot Reach the Model
Alessandro Cappelli, co-founder and chief customer officer of Adaptive ML, argues that enterprise generative AI pilots fail to reach production because companies lack a systematic way to turn defects, user feedback, business metrics and production signals into model improvement. In a talk on Fortune 500 deployments, he says prompting and instruction fine-tuning can produce credible demos, but reinforcement learning is the mechanism needed to train models and agents against enterprise-specific environments, rewards and KPIs. His case is that agents make this feedback loop more urgent, because they consume more tokens, touch live systems and leave less room for error.
Risk Management Is Contingency Planning, Not Prediction
Lloyd Blankfein, the former Goldman Sachs chief executive, argues in a conversation with a16z’s David Haber that resilient institutions are built less on prediction than on disciplined contingency planning. Drawing on Goldman’s partnership culture, its financial-crisis risk controls and his view of AI, Blankfein says leaders must take risk while preserving the systems, information flow and judgment needed to survive being wrong.
AI Will Commoditize Legal Work Product, Not Legal Judgment
Harvey co-founder and chief executive Winston Weinberg argues that AI will commoditize much of the routine work product in law while increasing the value of judgment at the point where legal decisions are made. In a Knowledge Project interview with Shane Parrish, Weinberg describes how Harvey grew from a GPT-3 test on landlord-tenant questions into an $11bn legal AI company, and explains the operating discipline behind it: faster decisions, sharper prioritization, and a team built to withstand repeated failure.
Cerebras’s Higher IPO Range Tests AI Infrastructure Demand
Alex Wilhelm and Jason Calacanis treat Cerebras’s raised IPO range as a test of how much public investors will pay for future AI inference demand and the quality of contracts with customers such as OpenAI. Ori Goshen makes a parallel case that enterprise AI’s hard problem is no longer choosing one model, but routing work across models, tools and inference strategies for cost, latency and accuracy. Across OpenAI’s deployment spinout, AI21’s orchestration pitch, Magrathea Metals’ brine-based magnesium plan and OpenClaw’s fading momentum, the article frames deployment as a question of incentives, constraints and where the bottleneck actually sits.
AI Companies Are Running Into Infrastructure, Distribution, and Trust Bottlenecks
TBPN’s discussion argued that AI’s value is now being tested less in model demos than in the bottlenecks around deployment: inference speed, power, workflow integration and access to customers. Cerebras was framed as a public-market bet on faster inference, while Giga Energy’s data-center business showed how scarce powered shells have become part of the AI supply chain. The same bottleneck logic appeared outside core AI, from Audemars Piguet using Swatch as an official low-cost entry point to Augustus, with conditional OCC approval, trying to rebuild dollar clearing as a national bank.