The 1997 Moment: Where AI Value Actually Lands
Why distribution and task-definition will decide the winners of the intelligence boom
The current state of artificial intelligence feels remarkably like 1997. The technology is no longer a laboratory curiosity, yet the economic winners remain invisible. We are in that specific, uncomfortable window where the potential is massive, but the business models are still being written in the margins. Much like the early days of the internet or the mobile revolution, we are seeing a massive influx of capital into a field where the actual value accrual is still a matter of intense debate. People are asking if this is a bubble or a fundamental shift, but the answer is likely both: a massive expansion of capability that is currently untethered from sustainable profit.
The Value Stack and the Moat of Distribution
As software becomes easier to build, the traditional moats of code and proprietary algorithms begin to evaporate. If a model can write high-quality code for pennies, then the value of having a large engineering team decreases. This shifts the advantage toward those who control distribution. In a world where everyone can build a functional application, the winner is the person who already has the user's attention. The ability to embed intelligence into an existing workflow—where the user already lives—is far more valuable than building a standalone 'AI app' that requires a user to change their habits.
Software is becoming a commodity; distribution is becoming the ultimate moat.
We must also distinguish between the model providers and the application layer. The companies building the largest models face massive capital expenditures, while the companies using those models face the challenge of differentiation. If your product is merely a thin wrapper around an API, you have no protection against the next model update. To survive, companies must build deep integration into specific workflows that a general-purpose model cannot easily replicate through sheer scale.
- The move from general-purpose models to highly specific vertical agents
- The decline of the 'wrapper' startup and the rise of the distribution giant
- The shift in focus from 'how much can AI do' to 'which tasks are worth automating'
The most important question for any professional today is not whether AI will replace them, but how their work is structured. We need to stop thinking about 'jobs' as monolithic entities and start seeing them as collections of tasks. Some tasks will be automated, some will be augmented, and some will become more valuable because they require human judgment to oversee the automated output. The goal is to identify the tasks that provide the highest leverage and ensure you are the one directing the machine, rather than being the one replaced by it.
In an era of cheap intelligence, value moves from the ability to build to the ability to distribute and direct.