Azeem Azhar

I'll posit a couple of thoughts.

So one is this idea that...

through education or experience people need to develop the capabilities that demonstrate orchestration and perhaps some of those you can do even if you're interning because a large part of orchestration is being a good manager is asking good questions another part is asking bad questions another part is framing problems and thinking where resources might emerge so maybe there is a part which is to unbundle we've been talking about bundling and rebundling skill task bundles but

unbundling the tasks and capabilities that go into this idea of orchestration.

And some part of it may be prompt.

How do you prompt?

How do you context engineer?

And there may be other dynamics.

The bit that still seems gnarlier, how do you solve for that novelty risk anyway?

So one of the reasons we had discussed that managers were slowing down their new hiring was that Jason from outside the firm, who's 24 and just finished a grad degree, is not known to the firm.

And Jason can get all his orchestration skills, and he does it through Khan Academy and ExecEd and whatever else, and demonstrates his micro-credentials, but he's still outside the firm.

So are there any mechanisms?

Are there any things that, as an economist, one could come up with that allows that signaling to de-risk for the manager?

It does feel to me that we understanding that what the concerns of the manager are is the first step.

And, you know, we identified one, which was.

You need to be a good orchestrator.

You need to be a good manager, even as a new hire.

So there are things that you can go off and do and credentialize or prove.

The second is about de-risking yourself as a novel resource in the organization.

And I'm going to unbundle this in two ways.