The audit

You know everyone in your company is using AI, because you're paying the bill. But…

  1. How many fewer meetings are you having?
  2. How much of the work is now being done end-to-end, autonomously?
  3. Did your AI plan actually come from verified customer needs or vendor roadmaps?
  4. What part of your business is commoditizing, and what experiments are you running to find new opportunities?
  5. Do you treat AI as tools, or as team members?

The herd

The herd is running. Do you want to run with them?

Look at the AI advice and roadmaps you've been handed. All of it addressed technology. Which tool, which model, which agent. None of it asked about the people who have to work differently, adapt, change, or be let go.

In 2025, MIT found that 95% of enterprise AI pilots returned nothing measurable.

Has your AI strategy changed the way you make decisions? Has it changed your product portfolio? Should it?

What is actually coming

You're trying to get through 2026.

The more important question: what might 2030 look like for you, your company, your people, and your industry?

The operator is leaving the cab.

Caterpillar already runs more than 800 driverless trucks. Komatsu and Pronto retrofit machines that exist, so one crew commands a fleet from a control room. Next, the fleet will manage itself and go where the demand is.

Layout printers mark the floors and scheduling AI runs millions of sequences before anyone breaks ground.

By 2030, assembly lines could turn out humanoid robots at something like 50,000 a day, working for roughly $3 an hour. Machines won't be the bottleneck. Coordination will, and it runs on data nobody has collected. Pilot it by 2028 and you arrive ready.

Fewer chairs, more dentistry.

Dentistry will need fewer dentists, fewer oral surgeons, and fewer periodontists, because the dentist of the future will be all of those. New biodiscoveries will soon eliminate cavities altogether.

Specialized clinics will handle the inexpensive, high-volume, common procedures. They will use technology extensively, and some will have robots working in the office within five years. Support staff will shrink much further than that.

The total number of dollars in dentistry will probably grow, though only a bit. But look at what the patient gets. She gets much more dentistry for her money, and she gets it on her own terms.

The agency stops selling production.

Marketing agencies used to bill clients for creative and production work. Copy, layout, video, media plans, reports. Agent teams make and manage all the assets now, either in-house or for pennies.

When production costs nothing, everyone produces everything, and the noise gets worse exponentially. So the scarce thing stops being output. It becomes knowing what is actually true about the customer, meeting her right at the problem point, and showing her the way to a solution.

It may be via an LLM, or a live experience, or an online event. The agency of the future will have to do many things well, charge for results, and automate a lot behind the scenes.

In their words

“Get ready to rethink everything.”
Colin Turner · Investor
“David is one of the most progressive thinkers I have ever met.”
Julian Teicke · Former CEO, WeFox
“An eye-opener that showed how many of our decisions are based not on evidence but on fallacies like group-think, reverse causality, and other cognitive biases.”
Dr. Thomas D. Zweifel
“David unapologetically crushes common business myths with hard evidence and introduces agile thinking tools that can make the difference between a business failure and thriving on change.”
Boaz Heller · Singularity University

David Siegel

The business world is changing from push to pull.

Picture a package leaving New York for South Africa. The sender drops it at the first depot, and from there the package routes itself, choosing legs and transfer points against cost, weather, and whatever goes wrong on the way. It crosses a mesh the way an email crosses the internet, and nobody in the chain knows more than the next hop.

Nobody pushes it. The customer pulls it. The infrastructure will change to enable autonomy and intelligent action at scale.

You just read the same reversal three times. The patient gets her dentistry on her own terms. The buyer gets to see the solution to her problem rather than a campaign. Data and intelligence turn push into pull across all industries.

I published that argument in Pull, in 2010, fifteen years before the machines arrived to prove it.

Pull, by David Siegel (2010)
Pull · 2010

Where I come in

You have less time than you think.

It's time to start asking better questions and making changes that will move your business forward faster than you previously imagined. Pretending that the bubble is about to burst could be very costly. At the very least, you should drop anything holding you back, and you should be more prepared for the shocks that are coming. Things are not going to slow down and wait.

I'm not trying to sell you any custom systems. I ask the questions the vendors don't, and I help you prepare for what's just around the corner.

What's it costing you to wait?

Talk to me

Tell me what's actually going on.

Not the symptom you walked in with. The thing underneath it.