So, a lot of the article makes several points that aren't necessarily new, but

> The problem tends to show up when a CEO is handed an agentic tool like Claude Code, and has it create something, which will work just fine, and thinks “oh, wait, why do we need so many people, when I can just sit here and make things work?”

> This is a bad CEO.

As described, this seems to me more like a lack of reasoning/critical thinking ability, and it's not unique to CEOs. Tracks more with a combo of "Gell-Mann Amnesia" and automation bias IMO.

> This all reminds me of cargo cult thinking: The CEO knows that somewhere in the org, employees are pecking away at computers and work gets done. So they figure that themselves pecking away with Claude Code and seeing work get done is the same thing. It’s not. All those other steps those people are handling — the ones the CEO never sees — still need to happen.

"Cargo culting" as described here by the author may be happening. But, I think it's CEOs seeing other CEOs doing layoffs and claiming it's because of AI efficiency gains. They see the other CEO's stock go up/get hyped/etc, so they decide to do it. I think it's the same thing that happens inside companies IE people see how others behave and it works, so they do the same. Effectiveness aside because that's not at all what I'm arguing, AI is just the current flavor; it is a very safe thing to "cargo cult" at the moment.