Change Management

Change Management is about sequence. A team does not hand an agent its ad budget on day one, and it should not. The pieces planned here will take up the steps from read-only analysis to supervised action to autonomy, what evidence justifies each step, and what happens to the people whose job becomes approving ten times as much output.

The first will ask what an agent has to show before it moves up a step. The author's starting view is that an agent earns trust the way a new hire does, reading before it recommends and recommending before it acts, and that each step needs a test the team agreed on in advance rather than a feeling that it seems to be working. The piece will ask whether that holds across media, creative, and reporting, and what the tests look like in each.

The second will ask what happens to approvers when agents produce drafts, plans, and changes at volume: whether review fatigue is a real failure mode in marketing teams, what it looks like when it sets in, and which of the usual fixes, sampling, tiered review, or deciding in advance what needs no person at all, hold up.

The reading order below puts the sequence first and the cost of volume second, since the second assumes the first.