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Jack Dorsey's New Long Read: Using AI to Replace Hierarchical Coordination, Reshaping Human Organizational Structure

Jack Dorsey’s New Long Read: Using AI to Replace Hierarchical Coordination, Reshaping Human Organizational Structure

BlockBeats News, March 31st, Twitter co-founder Jack Dorsey and Roelof Botha co-authored a long article titled “From Hierarchy to Intelligence,” outlining that using AI to replace human hierarchical coordination will become a common pattern for future organizations, putting an end to the two-thousand-year-old reliance on hierarchy. The core points are as follows:

For over 2000 years, organizational design has been built on top of the Hierarchy. This structure, stemming from the military and industrial ages, is mainly constrained by human “span of control,” usually effectively managing only 3-8 people. Hierarchy is essentially an “information routing protocol,” but as the levels increase, it significantly slows down information flow and decision speed. Block is attempting to entirely replace human hierarchical coordination with AI, transitioning companies from an “hierarchical organization” to a “company built as an intelligent being.” Value will shift from hierarchy to intelligence, with human roles pushed to the “edge,” responsible for confronting reality, intuition, and ethics, while AI handles coordination, alignment, and proactive decision-making.

Block proposes building two key world models with AI to replace middle management:

Company World Model: Based on various decision records, code, documents, etc., generated from remote work, allowing AI to continuously grasp the internal operational status of the company.

Customer World Model: Based on real transaction data generated by Cash App, Square, etc. (Block believes money is the most honest signal), forming a deep understanding of customers’ true economic conditions.

Building an intelligent layer on this foundation, it can proactively combine underlying financial capabilities to provide customers with predictive solutions.

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