Interview: Reid Hoffman & Parth Patil-AI Enterprise strategies ( https://lnkd.in/e_HT8TZp).

What stood out from this conversation is the moving away from viewing enterprise AI as just models or pilots to seeing coordination as the real system to optimize. If AI can actually capture decisions, context, and ownership, do teams stop wasting time trying to get aligned or figuring out who owns what? Most likely, yes. Less friction means teams can actually get things done, instead of circling back over the same ground.

What truly gives a company a sustainable edge? It is rarely just about having the latest technology. More often, it comes down to how organizations learn and how effectively they put that learning into practice. When AI is integrated into people’s daily work, and its insights are widely available, companies begin to identify their real key drivers. As intelligence and learning expand beyond the individual and into companies' organizational fabric, minor improvements rack up quickly. Over time, these small wins can lead to significant competitive advantages.

The coding-agent example suggests an even deeper shift. Making it easy to ask questions and get answers doesn’t just speed things up; it changes how people think. Exploration replaces guessing. Testing replaces escalation. . Decisions happen closer to the action, not weeks later after executive slide reviews. This is where creativity and collaboration actually emerge: from a reduced barrier between curiosity and action.

This is why treating AI like the next enterprise software rollout, as we used to with CRM and ERP systems, is the wrong approach. AI isn’t just another system to deploy. It’s a way to build organizational memory and shared understanding. But that only works if companies also invest in emotional infrastructure that lets people trust those systems—relying on shared context, surfacing uncertainty, and acting on insights without fear. The companies that succeed won’t be the ones with the best deployment plans, but those that integrate AI deeply into how teams learn, decide, and adapt together.

That’s what makes this interview stand out: it suggests AI’s biggest impact isn’t automation. It’s helping companies stop losing what they already know and start acting on it sooner.

This framing is closely related to themes we’re developing in our upcoming book, Human 2.0: AI as organizational memory and a catalyst for collective learning, rather than a standalone tool. We’ve been exploring these ideas more deeply in our ongoing work, including at human2.ai, and this conversation is a strong articulation of why they matter now.