Blomfield borrows Jack Dorsey’s framing explicitly: in a conventional company intelligence is spread throughout the people and the hierarchy routes it; in the new model intelligence lives in the system, and people live around the edge where that intelligence makes contact with reality. Dorsey’s list of what stays human is specific — reaching into places the model cannot yet go, sensing what it cannot perceive, intuition, opinionated direction, cultural context, trust dynamics, the feeling in a room — plus the calls the model should not make on its own: ethical decisions, novel situations, and high-stakes moments where the cost of being wrong is existential.
The load-bearing line is that a world model which cannot touch the real world is just a database. Humans remain in the sales call, in the client’s office, convincing the CEO and pitching the investor; what they stop doing is routing information up and down layers of management for approval. This is the positive half of the argument whose negative half is A human in the loop is a gating mechanism — it caps the loop at human waking hours — remove people from the conduit, keep them at the boundary. It gives a shape to the reorganisation demanded by The gains come from redesigning work around AI, not bolting AI onto human workflows, and it is the same division of labour as AI compresses the distance between idea and execution but not between good and bad judgment drawn at the level of an org chart rather than an individual.