Hello, this is Unique Good Company.
Today we'd like to share a field report from the Full-Speed AX special lecture held with SK Broadband executives and team leaders.
Let me start with a question.
We installed AI tools and provided training, so why are our company's productivity and revenue still the same?
This lecture was about the challenges and insights surrounding this very question.
Personal AX and organizational AX are different,
and organizational AX must be personally driven by the leader.
This special lecture was convened at the direct request of SK Broadband CEO Kim Sung-soo, who attended the SK SUPEX CEO lecture and instructed that it be held right after that training ended.
The requested topic was "real-world change cases through AX."
It took place at 2 PM on October 14 at the SK Namsan Somwol Tower headquarters.
We expected about 50 people in person and about 200 online, but the lecture hall filled up with no empty seats.
Organizational AX was no longer something to fear.
The leaders gathered there were looking for ways to actually produce results.
Personal AX has nothing to do with organizational productivity.
The opening theme from Unique Good Company CEO Song In-hyuk was this:
The more personal productivity rises, the bigger the organizational bottleneck becomes.
The conversations and actions each member has with AI are invisible to the organization.
Only outputs pour out all at once,
and those results pile up in existing processes, widening the bottleneck.
This is why individuals feel busier while the company's numbers don't move.
There is one more problem.
Personal AI is a black box.
When that member leaves the company,
the context they built up disappears with them.
Leaders who have seen a project stall because of a handover gap probably nodded at this slide.
The company grew, but work got slower
CEO Song also did not hide Unique Good Company's own experience.
The company grew to about 60 people, but work actually slowed down.
Both member enthusiasm and the quality of work declined.
He showed the painful moments from that process, one by one.
CEO Song explained this phenomenon through Brooks' Law.
As the number of people grows, the number of communication relationships grows with it, and speed does not increase at the same rate.
"The hardest person to wake up is the one pretending to be asleep."
It was a confession that even when calling for change with AI, changing people is the hardest part.
Yet CEO Song did not place that responsibility on members.
A structure that asks someone who owns only part of the work to transform the entire organization doesn't work from the start. Members can't see the whole picture, so delegating it leads to failure.
CEO Song reflected on his own mistake of simply giving instructions to the development team and delegating.
This was the moment when the leaders let down their guard and began thinking about their own organizations.
AO (Agentic Organization)
From each person's AI to the community's AI
The answer is AO (Agentic Organization). Rather than trying to change people, the organization is designed so that AI learns from people.
The AI that each person used is placed at the gateway through which everyone's communication and execution pass.
The AI reads the conversations of all members, reflects feedback, and keeps improving.
Even if someone leaves the company, their context remains in the AI.
The black box disappears, and productivity does not drop.
And as time passes, the AI understands our context better
and handles work more intelligently and skillfully.
Don't build a service; install an engine
If you build one more AI service, it becomes an outdated system every time the model changes.
Unique Good Company placed AI at the heart of AO by orchestrating multiple AI engines such as Claude, ChatGPT, and GLM. As the models advance, the organization's AI advances with them.
Please, please don't build that dashboard
CEO Song posed a playful challenge to the leaders.
When we say "Let's do AX!" the output that comes out is often a "dashboard," he pointed out.
The room erupted in laughter, to the point that it's fair to say the place broke out laughing.
Dashboards are the output that arises because executives and leaders want something that lets them grasp the state and flow of the business at a glance. But they rarely become tools that members use every day. Instead, they are only checked occasionally by the CEO, and eventually they remain as services that not even the CEO looks at.
A dashboard is just one of the outputs produced with AI.
The core must be an AO engine embedded in the organization.
The environment everyone uses daily is something the leader must oversee from A to Z!
The system built on this structure is AXIT.
When the AXIT real demo of an ongoing space development business case was shown, a gasp went through the audience.
It was the moment the leaders saw with their own eyes that AO is not just a concept on a slide, but a system actually running in current business operations.
Planners and designers become Nano Venture CEOs
AO also changes the unit by which work is divided.
Work that was split into planning, design, and marketing is grouped into projects and business units, and separated into channels and sessions.
Members work not under job titles but as business leaders, namely Nano Venture CEOs.
One person leads the entire business, and AI stands beside them as an army of hundreds.
When this is done, AX is no longer a means of reducing people,
but a wonderful story of each individual growing.
Full-speed AX in large enterprises is not a passing wave
People say large enterprises find AX difficult because they have many staff, because of security, and because their processes are complex.
But CEO Song presented the opposite view.
Large enterprises have now entered the point of transitioning to full-speed AX,
and this, he said, is not a passing wave.
Companies that missed the shift from analog to digital collapsed,
while those that caught the wave leapt forward.
So now, whether a company transitions to AO becomes the standard.
The lecture concluded with a call for the entire organization to transition to full-speed AX.
It was not a lecture that merely listed reasons for change.
There was the failure story of a leader who guided a 60-person organization,
and the AXIT demo actually running in practice.
That is why attendees stayed engaged until the very end.
The answer to the claim that "AX is difficult for large enterprises" was shown by the scene at this event.
If you don't want to stop at just handing out AI,
and if you want to change the speed of your entire organization,
meet CEO Song In-hyuk.
An organization where one person leads the entire business and AI stands beside them as an army.
The scenes shown at this lecture are documented in greater depth in "Nano Venture."
Unique Good Company will help build full-speed AX for your organization.
Feel free to reach out for leadership lectures, AO design, and AXIT adoption.
From field experience at the lecture, Unique Good Company's corporate education,
and through Nano Venture, design and prepare now for the era when one person commands 10,000 AI team members.
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