In an essay published on OpenAI's website, two authors who began managing teams at the company at age 24 argue that artificial intelligence could fundamentally change how firms are organised. Hemanth Asirvatham and Elliott Mokski say their own roles have shifted: their reports now include AI agents that handle tasks such as drafting emails and memos, and they describe management arriving at their level earlier than it would have in previous generations. The piece is labelled as independent commentary that reflects the authors' views rather than those of OpenAI. The essay outlines three illustrative models for where AI could sit on an organisation chart. In the first, AI agents form a new layer of labour beneath each worker, turning employees into managers of small teams of agents; the authors argue this could expand responsibility rather than cut jobs. In the second, AI works beside people as a colleague reporting to existing managers and gradually takes on broader functions. In the third, AI sits between senior executives and junior staff, coordinating and monitoring work. The authors expect aspects of all three to emerge and say adoption tends to start with frontline workers who know the work, while more capable models can later be used directly by senior staff. They also raise, without resolving, questions about red tape, worker agency, firm size and pay disparity, and argue that the outcome depends on whether people continue to add value to production. For Australian businesses and professionals, the essay changes nothing immediately, since it is a forward-looking opinion piece rather than a product launch or regulatory change. The practical takeaway is modest: teams already using AI assistants for routine drafting or admin may find their work shifting toward supervising and reviewing outputs, which is worth planning for in role design and training. Any AI agent that handles customer or staff personal information must still meet obligations under the Privacy Act 1988 (Cth), so businesses should check data handling before extending such tools. The essay offers no cost or pricing data, so budget decisions should rest on separate evaluations.