Ever feel like your job isn’t entirely your own? No matter how sharp your designs are, how tight your code is, or how clear your strategy sounds, there’s always a round of approvals, sign-offs, and opinions from every corner of the organisation. It’s not just you. Most of us aren’t working alone—we’re constantly co-creating, collaborating, and compromising. And maybe, just maybe, this means we’re all generalists, whether we admit it or not. Too soon? Give me five more minutes; I might be able to persuade you.

AI isn’t just another tech trend; it’s a tidal wave crashing into every industry, reshaping not only what we build but how we work. While billions flow into OpenAI, Anthropic, and countless startups, the real story isn’t just the technology—it’s how it forces us to rethink our roles within organisations. The era of rigid titles and siloed expertise is fading, giving way to adaptable, hybrid generalists who thrive in a world where AI handles the grunt work and humans focus on strategy, creativity, and decision-making.

AI as a technology has been here for a while, but pouring cash into it has consequences. The last two years have shown an increasing interest in turning this complicated technology into products you and I can use. Hundreds of startups are stretching ideas and building chatbots and AI agents. My point is there’s a lot of activity here. So what does this mean for the way we are organised and collaborate?

Well, some argue that AI will take our jobs; others, a bit less pessimistic, suggest these AI tools will empower us, making us more productive. Then there are those who aren’t interested in what will happen in the next six months—they dream about AGI and what it means for none of us in tech—or anywhere else—to have a job anymore. I’ve written about these scenarios a few times, but this piece is about something more specific.

Be honest, how many of us can go back to the job description that was used in the hiring process and check those boxes, enjoy the powers promissed in shaping future products, make decisions, drive change? 

The way we organise today and solve problems is about to change. In many organisations, work is often defined by titles and roles, but beneath the surface lies a mess of politics, miscommunication, and frustration. Collaboration feels more like a battle of egos than a united push toward a common goal. Teams get tangled in bureaucratic tape, lost in translation between departments, and buried under documentation that few actually read—let alone understand. The consequence? Decisions are made in silos, strategies get diluted, and progress slows to a crawl.

With AI redefining how we work and what’s possible, we have a rare opportunity to move towards a function-driven approach within organisations. Instead of defining people by their titles, we define the work by its purpose. Functions like Design, Engineering, Marketing, and Sales drive collaboration and clarity at every stage—from identifying real problems to delivering tangible value to the market. It’s about creating an environment where expertise flows to where it’s needed most, enabling teams to focus on outcomes, not org charts.

Now, let’s take it a step further. Imagine this function-driven model supercharged by AI. Not AI as a gimmick but as a real strategic partner. I’m not talking about an “AI UX Designer” or an “AI Sales Rep.” Those are just digital echoes of the same outdated thinking. I’m talking about function-based AI agents—problem solvers with the range to draw insights from design, business, engineering, and operations simultaneously.

These agents wouldn’t just tick boxes; they’d act as dynamic consultants within the organisation. They could analyse market trends, synthesise user insights, prototype solutions, and align them with business objectives—all through the lens of a specific function. But here’s where the real magic happens: instead of relying on stale Confluence pages or outdated JIRA tickets, these AI agents could unify real-time access to information and strategies. They would ensure that everyone is on the same page and translate that knowledge into actionable insights within the context of the organisation’s current strategy. 

AI would move beyond generating code and automating tasks—it would become the connective tissue of the organisation, connecting everyone to updated data, keeping strategies in sync and enabling true collaboration.

This shift redefines what it means to work in an organisation. Instead of rigid roles, we’d see adaptable, hybrid generalists. Imagine someone with a diverse skill set—design, business, market strategy—moving fluidly within the Design function but jumping in wherever their skills and AI-enhanced insights are needed. They’re not boxed into a title; they’re activated by purpose.

And let’s be real—maybe we’re already there. Most of us have been playing generalist for years, whether by necessity, collaboration, or just because someone needed to get things done. The difference now is that with AI as a genuine partner, we can finally own it—not as a compromise but as a superpower. This is about building organisations where purpose is the engine, not the label on your business card.

This isn’t about machines taking over. Please. It’s about creating adaptable, hybrid generalists—people with diverse skills who can work dynamically across functions. It’s about someone with design, business, and market strategy expertise contributing wherever their insights are needed. These aren’t folks stuck in titles—they’re driven by outcomes and ready for anything.

And startups? Oh, they’ve been living this for years. If big companies are trying to manage their closets full of neatly labelled hats, startups are the folks wearing three hats at once—and let’s face it, it’s not a fashion choice. You don’t debate which hat looks best; you grab whatever helps you get the job done. In a startup, your “designer” might also be your marketer, your product strategist, and your customer support on Thursdays. The function-based model doesn’t just tolerate this—it thrives on it. When everyone on the team plays multiple roles, focusing on functions lets you adapt on the fly, scale smartly, and keep your burn rate under control.

This is the future of work. It’s not just about being efficient—it’s about being resilient, adaptable, and always ready for what’s next. And if you’re not feeling at least a little excited about that, you might want to check your pulse.

The end game? [Re]building organisations that aren’t just efficient but resilient. A place where human expertise and AI capabilities combine to turn complexity into clarity, noise into strategy, and potential into tangible, measurable impact.

In this context, roles as we have them today won't survive; they won't make sense.

The size of organisations will be reduced dramatically, and expertise will be connected to machines forever.

Given the billions of dollars flooding into AI from OpenAI, Anthropic, and their rapidly multiplying peers, it’s safe to say this transformation isn’t just a possibility—it’s inevitable. Buckle up. We’re in for one hell of a ride.

If this makes sense—or if it doesn’t—let me know. I’d love your feedback as I stress-test this idea.