Paul’s Perspective:
This matters because many roles will not disappear in one obvious step; they will be hollowed out gradually while traditional performance signals still look healthy. Leaders who can identify which work is becoming cheaper and which work remains strategically human can redesign jobs, teams, and expectations before value erodes further.
Key Points in Video:
- The framework sorts recent work into four buckets: Theater, Commodity, On the Line, and Durable.
- The suggested review period is the last two weeks, giving leaders and employees a practical snapshot of where time is really going.
- Commodity work may still matter operationally, but it no longer needs a specific person when AI can do it faster and cheaper.
- Durable work comes from reframing problems, exercising judgment, and holding better questions rather than simply producing answers.
- The risk is organizational as well as personal: teams can become 2x more productive at work whose market value is steadily declining.
Strategic Actions:
- Review everything you worked on over the last two weeks.
- Tag each task as Theater, Commodity, On the Line, or Durable.
- Count how much of your time falls into each bucket.
- Identify where AI is already reducing the unique value of your current work.
- Shift effort away from defending visible but declining work.
- Invest more time in durable work that reframes problems and improves decisions.
- Update your role identity before the organization or market forces the change for you.
The Bottom Line:
- AI often weakens jobs by stripping away high-volume tasks, leaving roles looking intact until a disruption exposes how little durable value remains.
- A simple four-part audit of the last two weeks of work can show whether your time is going to theater, commodity, on-the-line, or durable work, and where you need to adapt fast.
Dive deeper > Source Video:
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