The Library of Minds

Something big is changing in the way people and companies work. It’s not just about whether robots or computers will take people’s jobs. It’s about something deeper: how intelligence—knowing how things work, solving problems, making decisions—moves and grows across companies, across teams, across the world. This shift isn’t just about machines doing tasks. It’s about building systems that think and learn alongside us, and can even be shared between groups, like coworkers that never sleep and only do what they know best.

One way this is being done is through something called an Expert studio. You can think of an Expert studio like a workshop where companies design expert digital workers, often called expert models. These expert tools don’t just copy people’s actions—they carry their knowledge, their way of thinking, their tone, their style. Over time, these models can learn more, improve, and be used in different places. That’s what makes them powerful. They’re more than software; they’re like smart helpers built from how real people think and work.

What makes this even more interesting is that companies are starting to share these expert models with each other. That means one company’s smart helper might work together with another company’s, helping both sides understand each other better or do things faster. If you think about it, it’s like companies sending out digital employees who live on both sides, helping everyone move faster with fewer mix-ups. Instead of sending emails or having long meetings, they send trained models that understand and act.

This kind of intelligent teamwork changes the way we think about work. It’s not just about cutting costs or making things more efficient. It’s about building better understanding between people and companies. These expert models can act like bridges—connecting organizations, translating styles, negotiating rules. They can learn from all the teams they help, so each time they work, they get better at doing their job.

But we also need to be careful. Just like people carry their values, biases, and habits, these expert models do too. If a model is trained on a way of thinking that leaves people out or makes mistakes, those mistakes can spread. That’s why it’s important to ask hard questions: Who trained this model? What does it believe? How do we know it’s fair? If we’re not careful, we don’t just send out smart helpers—we send out helpers that might do harm without even knowing it.

Still, this change offers big hope. Just like books once helped spread knowledge to everyone, and the internet helped connect ideas around the world, these expert models could help us work in smarter, fairer, more meaningful ways across teams and industries. Instead of hiring more people to do the same things, we might start thinking about how we can share our best knowledge in ways that everyone can use.

In the future, the smartest companies won’t be the ones with the most workers. They’ll be the ones who know how to build, train, and team up with digital experts—and how to use them to solve real problems with real people in mind. AI won’t do everything for us. But it will change how we do almost everything.

This new world of digital work isn’t a threat—it’s a challenge. A chance to think bigger. A chance to build not just faster tools, but new kinds of partnerships. Work won’t disappear. It will just grow new edges. And we’ll need to grow with it.