Originally written in French. Translated by AI — the meaning has been preserved, not the prose.
The book is out. It starts from an observation: AI does not only change how we produce, it changes how a company organizes itself. A developer explores a need, a PM builds, a salesperson prototypes. The boundaries between professions, which used to serve as landmarks, become porous.
The temptation is to conclude that roles will disappear. I believe something else: the more porous roles become, the more explicit responsibilities must become.
What this undoes, what it demands
In a highly specialized organization, the person who could act was also the person whose domain it was. As soon as the capacity to act spreads, that coincidence disappears. A salesperson can build an internal tool: that does not make them responsible for security. A PM can change an interface: that does not make them the Guarantor of the Design System.
The risk is twofold. Saying "that's not my job," or thinking "since I can do it, I can decide alone." Neither defending territories nor dissolving them is enough to organize work.
The book proposes the Guarantor: for each domain, someone answers for its coherence. They do not validate everything and do not do everything. They make the framework understandable and step in when a decision goes beyond it. Without them, autonomy turns into chaos. If they validate everything, it is only a promise.
Two paths that cross
I did not want to write the manual of good organization. I don't believe we are there yet.
So the book follows two paths. First, observation: real companies, public practices, studies, separating what is established from what remains a hypothesis. Then a story: Malorean Corp., a fictional company whose employees discover what all this changes about their work, with their customers, their emergencies and their disagreements. Fiction proves nothing. It lets us look at these transformations at human scale.
What remains
The time saved does not fill itself. The book ends on a question: keep producing more, or give people the means to do more of what matters?
Who it speaks to
Those who see their profession spilling into other people's, or other people's spilling into theirs: product managers, developers, designers, managers, executives. It is not a method to apply, it is an attempt to understand what is moving.
Get it
It's on this page.