Nathaniel Whittemore

That might be the pattern of skill acquisition they follow.

But you should not limit anyone's endpoint to only one type of those interfaces because of some pre-existing technical limitation they have.

Now, continuing back into Seb's piece, and again, we're in the section, everyone can be an AI power user.

He writes, two, one person's breakthrough should become everyone's baseline.

The biggest failure mode wasn't that people couldn't figure things out.

It was that everyone had to figure things out alone.

A workflow discovered by one person didn't help anyone else.

Third, the product is the enablement.

Becoming an effective AI user is a skill.

People improve through repetition and experimentation, but the product can accelerate that curve by suggesting the right skill at the right time and showing what good looks like in the moment.

No amount of workshops can match a targeted nudge while you're already doing the work.

Okay, so if that is the mindset shift, what is some of the structure of this glass tool that maybe you as a listener can imitate in your organization?

The next section of Seb's post is everything connects on day one.

He writes, Glass comes auto-configured on install.

People sign in once, and all Ramp's tools become available to them with a one-click setup.

This includes homegrown products like Ramp Research, Ramp Inspect, and our newly released Ramp CLI.

This is the unsexy foundation that makes everything else possible.

When a sales rep asks Glass to pull context from a gong call, enrich it with Salesforce data and draft a follow-up, it just works because everything is already connected.

And so now, stepping back to NLW here and outside the SA, we've got an example of organization-level context engineering.

They have designed their harness to take advantage of the full organizational context by integrating all that context as the default state for any employee who's interacting with that harness.