Jack Dorsey: Every Company Can Now Be a Mini-AGI

In a rapidly shifting technological landscape, the traditional corporate hierarchy—a structure that has remained largely unchanged for centuries—is facing an existential reckoning. Jack Dorsey, founder of Twitter and Block, recently posited that we are entering an era where companies can function more like Artificial General Intelligence (AGI) than rigid, top-down bureaucracies. By treating an organization as an intelligent, data-driven system rather than a chain of command, leaders can strip away layers of inefficiency and foster unprecedented levels of velocity.

Key Takeaways

• Rethinking Hierarchy: Modern companies can eliminate middle-management bloat by leveraging AI to make company data legible and accessible to everyone.
• The "Dorsey Mode" Framework: Organizations are moving toward a circular structure where AI facilitates decision-making based on ground-truth signals rather than political posturing.
• The Three Essential Roles: Future-proof companies should focus on three roles: Individual Contributors (builders), DRIs (owners of customer outcomes), and Player Coaches (mentors who build capacity by doing the work).
• The Customer as the Roadmap: Instead of relying on static, top-down roadmaps, companies should build proactive intelligence systems that allow customer needs to dictate product evolution in real time.

The Case Against Traditional Hierarchy

For over 2,000 years, organizational structures have been designed to manage information flow across a broad base of people. However, in a remote-first world, every action—from a Slack message to a code pull request—leaves a digital artifact. Dorsey argues that we no longer need human managers to act as relay stations for this information.

Traditional hierarchies often suffer from "lossy" communication, where agendas, politics, and emotional filters distort the truth as it travels up and down the chain. By placing an intelligence layer over these existing artifacts, a company can turn its collective knowledge into a searchable, queryable world model. This makes the company legible, effectively turning the organization itself into a form of mini-AGI.

"The architecture and the structure of the company is ultimately going to determine its velocity and how well its roadmap for customers." — Jack Dorsey

Reinventing Organizational Roles

As Block undergoes its transformation, the company is moving toward a flatter structure, aiming for a depth of only two or three layers between the CEO and any employee. To facilitate this, Dorsey is normalizing the workforce into three specific, durable roles:

Individual Contributors (ICs)

The core of the organization, these are the builders, designers, and engineers. Augmented by AI agents, a single IC can now accomplish what previously required an entire team, provided they exercise the distinctly human skills of judgment, taste, and creativity.

Directly Responsible Individuals (DRIs)

These team members own specific customer outcomes. They are responsible for assembling the necessary resources and ensuring the strategy solves real customer problems, anchored by the human necessity of accountability.

Player Coaches

Management is being redefined as an assignment rather than a reporting structure. These individuals possess high empathy and coaching skills, helping those around them master their craft by actively doing the work alongside them.

The CEO as an Architect of Intelligence

In this new model, the CEO’s role shifts from a traditional "commander-in-chief" to an architect of an intelligent system. The goal is not for the AI to make every decision, but to provide the context-rich data required for humans at the edge—closest to the customer—to make informed choices.

This approach addresses one of the biggest challenges for growing firms: maintaining the speed of a 100-person startup while operating at scale. By removing the "limiting factor" of a static roadmap, companies can allow customer intent to drive product capabilities. When a system is entirely legible, the organization becomes a responsive, capitalist system where the best ideas win based on real-time signals rather than who can lobby the loudest for their project.

"If you have the right signals, you can rely on the self-interested behavior of many small participants in the system to actually lead to optimal outcomes." — on the parallels to Adam Smith’s Wealth of Nations

Building for the Future

For founders looking to adopt this approach, the starting point is not necessarily a massive org chart restructuring, but rather making the company’s internal data accessible and transparent. Whether it is coding, customer feedback, or financial transactions, every piece of data is an input. When you treat the company as an intelligence, your ability to learn from mistakes—or successes—increases exponentially.

Ultimately, the transition toward a flatter, intelligence-based organization is about more than productivity; it is about survival. Critics might argue that this model is too radical or that humans are too unpredictable for such a system. However, as the pace of change continues to accelerate, the companies that thrive will be those that have the courage to treat their own structures as iterative experiments. By prioritizing authenticity, logic, and empathy, modern leaders can build organizations that are not only more efficient but also more human.