#AI

Defining the Boundaries Before Bringing AI Capability into an Engineering Organization

A position paper based on the author's experience driving AI infrastructure and pilots in a real engineering organization: it proposes four kinds of boundaries—context, responsibility, authorization, and measurement—and offers a falsifiable pilot protocol plus a minimal harness as a demonstration of putting them into practice.

When AI Lowers Workflow Barriers: How to Redivide Functional Lines and Business Lines

A position paper: functional lines were efficient in an era of highly specialized work; once tools lower skill barriers, organizations should be redesigned around end-to-end business capability. It provides the mechanism, a spectrum of organizational forms, judgment signals, the two Chinese and American starting points, talent needs, and a falsifiable pilot protocol.

Veylumi

An AI beauty decision product for users in China and the U.S.: from a single front-facing photo to explainable makeup suggestions, real products, and tutorials.

After AI Acceleration: How to Redraw Functional and Business Lines

Functional lines once made specialized capability run efficiently; once tools lower workflow barriers, organizations should redesign around end-to-end business capability rather than cling to historical divisions of labor.

Part of the column “Technical Systems” · Chapter 5

• #Organization Design
• #AI
• #Engineering