Agent systems fail wherever delegation is vague, and the fixes transfer into org design. The three constraints that justify any new seat, human or agent.
THE OPERATING MODEL
The firm runs a multi-agent system inside its own operations, a roster of specialist agents handling research, editorial production, cataloguing and record-keeping, coordinated by an orchestrator whose only job is to route work to the right specialist and report back. It was built to compound delivery knowledge, and the lessons it keeps producing are not about models or tooling at all. They are operating-model lessons, arriving at a speed no reorganisation ever provides.
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