Is AI Coming for Your Boss? + How To Become a Better Storyteller

Summary

Podcast Summary: The Prof G Pod with Scott Galloway

Episode Title: Is AI Coming for Your Boss? + How To Become a Better Storyteller
Date: June 1, 2026
Host: Scott Galloway (Prof G)
Network: Vox Media Podcast Network

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Episode Overview

In this episode, Scott Galloway addresses listener questions on two central themes: the impact of AI on management and organizational structure, and actionable advice for becoming a better storyteller in business and content creation. Galloway challenges prevailing narratives about AI rapidly replacing managerial roles, critiques the fetishization of "flat" organizations, and offers concrete storytelling strategies drawn from his own experience as a successful communicator.

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Key Discussion Points & Insights

1. Is AI Really Coming for Management?

Listener Question: Will AI come for experience, independent contractors, senior leaders—or even CEOs?
(Start: 01:44)

• Prevailing Narrative: Many believe AI will eliminate vast swathes of middle and even upper management. Gartner predicts one in five companies will eliminate more than half of their middle managers this year.

• Prof G’s Skepticism:

  • “Gartner doesn’t know what the fuck they’re talking about.” (02:22)
  • He views these claims as overblown, often reflecting CEOs trying to juice valuations or overhired companies justifying layoffs via "AI-washing."

• Recent Layoffs: Examples include Coinbase (cutting 14% of managers) and Microsoft (laying off 6,800 with ‘AI’ cited as rationale). Jack Dorsey (Block) suggests AI can replace managerial information relay.

• The Reality of Management:

  • AI can augment workflows but can't replace the human roles of mentorship, conflict resolution, judgment, or “softening the chaos” that leaders create. The "last mile" of management is human.
  • “Management is an ability to soften the chaos created by leaders. They’re the ones that actually remember why this actual fucking company works.” (03:13)

• Flattening Organizations—A Recurring Fantasy:

  • Galloway situates today's AI talk in a historic pattern: post-war "re-engineering" saw American corporations cut management after realizing they’d become bloated.
  • He acknowledges the healthy cycle of occasionally “culling” management but argues this doesn’t mean AI can or should replace those essential functions.
  • “We always have these fever dreams of flattening the organization and reducing costs.” (05:14)

• Why Complete Automation Is Infeasible:

  • AI frequently makes mistakes and "regresses to the mean"—ideal for pattern recognition, less useful for outlier situations or creativity.
  • “The most successful companies will be companies that... AI would say this will never work because they’re thinking unconventionally.” (05:07)
  • Automation at the management level is presented as "nihilistic, fucked up." Even if possible, it would strip purpose from work.

• AI's Economic Impact:

  • AI will definitely lead to job destruction in certain industries—but opportunities, increased productivity, and new businesses may balance this out.
  • Central societal risk: Not classic unemployment, but “someone who’s working 16 fucking hours a day and still can’t afford to buy, you know, meat.” (07:07)

• Takeaway:

  • Managerial layers will thin, but the role of a good manager—motivation, creating value, and institutional knowledge—remains vital. Calls to eliminate managers are often from leaders who "don’t know a lot about management and think that technology or the capital can replace people." (06:13)

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2. Can AI Bills Replace Headcount? The Rising Cost of Enterprise AI

Listener Question: As AI is adopted for everything, fast companies see mounting per-use AI costs. Will enterprise AI bills compete with headcount as a P&L concern?
(Start: 08:38)

• Enterprise AI Costs:

  • Unlike consumer flat-fee models, enterprise AI (especially internal agents and coding assistants) is billed per use—costs scale automatically with adoption.
  • “Modern enterprise AI is metered, similar to electricity or mobile data.” (09:10)
  • Organizations reporting AI as a serious budget concern doubled in a year: 31% to 63%.

• Will AI Get Cheaper?

  • Routine queries have dropped ~50x in three years.
  • But “the more powerful the task... the more compute it burns. And those prices haven’t followed the same curve.” (09:47)
  • Tech demand is “highly elastic”; as compute costs drop, more uses appear, expanding demand.

• Is This a Real P&L Line?

  • Absolutely: 59% of companies invest over $1 million/year in AI; only 29% report significant ROI.
  • “In practice, the usage costs are frequently not the dominant expense. Once you add integration, security and change management, the full cost of AI is much larger than what showed up on the bill.” (10:43)

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3. How to Become a Better Storyteller—Advice from Prof G

Listener Question: What makes a good narrative and how can business professionals, creators, or professors improve this skill?
(Start: 13:34)

• Prof G’s Principles of Powerful Storytelling:

  • Referenced Mia Saverio’s storytelling live stream and deck—most popular Prof G Markets Substack event.

• The 5 Pillars of Drama & Narrative:

  1. Emotion:
     • “Drama is what makes people care... Even unsexy topics can evoke anger, sadness, or excitement if you find the human stakes.” (14:33)
     • Most engaging content comes from personal, emotional vulnerability. “The most popular piece of content I ever put out there was about my dog.” (15:30)
  2. Surprise:
     • “Unexpected information triggers dopamine, which literally enhances memory formation and then kind of wow factor data.” (16:11)
  3. Wow-Factor Data:
     • Ask before every data point: “Would this make someone say ‘I didn’t know that’? If not, cut it.” (16:15)
  4. Context:
     • Numbers are meaningless in isolation; provide comparative or causal context.
     • Example: “A data center uses half as much water as the average golf course per year.” (16:43)
  5. Aesthetics (Visualization):
     • “People process images faster than words.” (16:45)
     • Visualizations (e.g., market cap graphs) land harder than text.

• Authentic Voice:

  • “Understanding whose voice you’re telling the story in determines what to cover, how to frame it, and how to make it sound real rather than generic.” (17:23)

• Tactical Advice for Aspiring Storytellers:

  • Be a Reader and a Writer:
    • “Great storytellers are usually pretty big readers at a young age.” (17:53)
    • “If you want to be a great communicator, you have to be at least a competent writer.” (18:13)
  • Find Your Medium:
    • Pick the format where you could excel (LinkedIn, podcasts, TikTok, presentations).
    • “Find your medium, set deadlines, set goals and benchmarks and just start.” (19:21)
  • Practice:
    • “Success is small acts of discipline every day that add up and compound, similar to investments.” (19:04)
    • Galloway’s own development: years of teaching and consulting presentations.
  • Define Success:
    • Set concrete follower or production goals to track progress.

• Universal Encouragement:

  • “If you’re not a great presenter—everybody thinks a great communicator is someone who gives this moving eulogy. Well, you might be the person who’s really good at handwritten notes... Find your medium, your weapon and your sport of choice... and commit to being in the top 1%.” (20:00)

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Notable Quotes & Memorable Moments

• On AI as Management Replacement:

  • “[AI-driven management] is a nihilistic, fucked up vision of the world and that is okay. … Work gives people purpose. I don’t think that’s going to happen.” (03:58–04:17)

• On Company Layoffs:

  • “My father was laid off in the 80s … they essentially fired anyone that had the title VP … They found they didn’t miss them much anyways.” (05:27–05:36)

• On Storytelling Impact:

  • “The most popular piece of content I ever put out there was about my dog.” (15:30)
  • “The clip I had go viral … was on Gary Vaso. I was talking about how much I miss my mom.” (15:54)

• On AI cost reality:

  • “59% of companies are investing over 1 million annually in AI, but only 29% report significant ROI.” (10:15)

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Timestamps for Important Segments

• 01:44 — Listener Q1: Will AI replace management?
• 02:22 — Prof G refutes Gartner and overblown AI replacement narratives
• 03:30–05:15 — Historical context, real value of managers, limitations of AI
• 06:31 — Prof G: “Job destruction” and organizational flattening not as fast as claimed
• 07:07 — Social unrest more tied to underpaid employment than unemployment
• 08:38 — Listener Q2: Will enterprise AI bills compete with headcount?
• 09:52–10:43 — AI costs, metering, and ROI in enterprises
• 13:34 — Listener Q3: How to become a better storyteller?
• 14:33–16:15 — Storytelling pillars: emotion, surprise, wow-factor data, context, visuals
• 17:53–19:43 — Reading, writing, finding your medium, committing to discipline
• 20:00–20:58 — Encouragement to personalize communication style and aim for excellence

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Conclusion

This episode offers a Prof G masterclass in separating hype from reality around AI’s organizational impact and provides a strategic, practical guide to mastering narrative—no matter your industry or medium. Managers remain essential, AI’s enterprise costs are rising but nuanced, and success as a communicator starts with authentic emotion and disciplined practice.

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Transcript

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[Scott Galloway]

Welcome to Office Hours with Prof. G.

This is the part of the show

where we answer questions about business, big tech, entrepreneurship and whatever else is on your mind. If you'd like to submit a question for next time, you can send a voice recording to officehoursoftomedia.com Again, that's officehoursoproptomedia.com or post your question on the Scott Galloway subreddit and we just might feature it in our next episode. Our first question comes from a Reddit user. Mxagnc asks hi Scott, Love your brain and dulcet tones. We all know junior and middle management roles are being decimated by AI, but what might be next? Experience? Independent contractors, senior leadership, or even CEOs? There seems to be different cases for each and would love your thoughts.

Yeah, it seems to be a big topic lately that AI can replace all management layers. Gartner projects one in five companies will eliminate more than half their middle managers by end of this year. By the way, Gartner doesn't know what the fuck they're talking about. I just don't.

I don't.

I don't buy that. Anyways, Coinbase caught 14% of targeting Pure managers. Microsoft laid off 6,800 citing AI and Flatter Org goals. Here's what Jack Dorsey had to say about his company block and layoffs. Open quote for the first time, a system can maintain a continuously updated model of an entire business in ways that previously required humans relaying information through layers of management. So this is my take. AI is just not going to replace management and mentoring. What's really happening here is that a group of CEOs who overhied want to juice their valuations and engage in AI washing Management is an ability to soften the chaos created by leaders. They're the ones that actually remember why this actual fucking company works. And as you grow, you need people that these people can roll up to in terms of mentorship, job description, solving problems. And what happens is eventually, over time, people get hired sometimes out of their competence into management roles and you end up with fatty deposits everywhere. And it's a natural, healthy part of the cycle to go through and cull the ranks not only of managers, but of some doers if you need less done in that field or they're not that productive. The notion that your AI is going to bring everybody in and they're not

going to need to have contact with

anybody else and the AI will manage them, tell them what to do, and at the end of the year give

them their performance review and a bonus.

Even if that was possible, which I don't think it is, it's a nihilistic, fucked up vision of the world and that is okay. Even if you could figure out a

way for one person to own everything and create so much shareholder value that

you could, I guess, theoretically give people

enough cheap calories and entertainment, bread and circuses so they could just watch Netflix

all day and be fairly happy, which they wouldn't, because work gives people purpose.

I don't think that's going to happen

because I work in a company that's

growing, that's considered a new economy company. We use AI on almost everything. But the last mile involves people and it involves judgment. And the idea of me sitting down and outlining job objectives, providing feedback. The end of your review bonus, solving conflict with AI. I just don't anyone, I don't think anyone's going to go for it.

And also AI gets it wrong all the time. And purely AI driven businesses. AI is essentially predicting the seventh word after looking at the first six and coming up with patterns such that it can answer any question or find any data and spit back a reasonable facsimile of a correct answer to any question. But it's regression to the meaning of. And that is it gives you great data on a question. But if you're asking it to brainstorm, if you're asking it to solve a problem, if you're asking it to manage somebody who clearly has a substance abuse issue, it can give you facts and best practices, but everything's driven to the medium. The most successful companies will be companies that. I believe that AI would say this will never work because they're thinking unconventionally. So I just don't buy. We always have these fever dreams of flattening the organization in reducing costs. My father was laid off in the 80s in this big kind of wave in the corporate America called Re engineering, where people basically after World War II, we had a monopoly on all manufacturing globally. And as a result companies just kept growing and hiring more people for no real reason. And they woke up in the 80s when Japan was starting to come online and go, fuck, we're fat and happy. And they essentially fired anyone that had the title VP at it. And they found they didn't miss them much anyways. Yeah, it's healthy on a regular basis to go through the company and call and figure out where you can delayer have fewer reporting layers. I get it.

This again is individuals who quite frankly, in my opinion, don't know a lot about management and think that technology or

the capital can replace people. And there will be, I think, job destruction, management destruction across certain industries.

I don't think it's going to happen as fast as anyone thinks.

And I hope and I believe that the opportunities AI will provide in terms

of an increase in productivity, margin, profitability,

shareholder value and the wealth and capital to go start new businesses that leverage AI that, that hopefully will create as

many jobs, if not more than are destroyed.

The key question is, is will the velocity of decline overwhelm our ability to

repair and renew and create new jobs?

That's the question. And, and unemployment actually isn't the issue in terms of social unrest. What causes social unrest usually is not

someone who can't find a job, but someone who's working 16 fucking hours a

day and still can't afford to buy, you know, meat.

Those are the people that tend to

get really, really angry. So I don't, I don't. I think this flattening of the organization is a bunch of people who overhired

during the pandemic and also maybe overestimated

the demand for their product or service.

Want to sound revolutionary, but I don't. You know, I'm a big fan of player coaches and every company I've had. Everybody has to do something. I do podcasts in addition to managing the woman who runs our company, Katherine Dillon manages a lot, but she also edits things is fantastic in terms of design. She gets very involved inside. She's everyone does, if you will. I think that's a good a good general zeitgeist within a company. But you absolutely have to have managers. You have to have people communicating who create institutional and corporate knowledge. So in I think this is more nihilistic bullshit from a group of people who have no or very little humanity, are very nihilistic, and also, in my view, don't understand or aren't willing to admit that managers evolved for a reason. And a good manager motivates people, figures out where the overlap creates a whole that's greater than the sum of its parts. So will there be a calling? Yes. Will there Will there be a lot of quote unquote Middle managers? 100%. And they're the ones, quite frankly, that understand why we're all fucking here.

Question number two comes from Aaron, who emailed us. Scott, I'm a strategy lead at a Fortune 10 retailer, and my AWS agent usage on Claude is probably running a few hundred dollars in tokens a day. Multiply that across an engineering org and you've got seven or eight figures a year. Fast companies are simultaneously telling employers to use AI for everything and quietly watching the meter spin. How does this resolve? Do enterprise AI bills become a real P and L line that competes with headcount? That's a good question. So most individuals pay a flat monthly

fee for AI tools.

But when companies build AI under their own workflows things like coding assistants, automated pipelines, internal agents they pay per use with no ceiling. And the more engineers that used it, the bigger the bill automatically. In other words, modern enterprise AI is metered, similar to electricity or mobile data. The number of organizations that reported AI costs as a serious budget concern doubled in a single year, from 31 to 63%. Now the question is, will AI just get cheaper? Partly. The cost of a basic AI query has dropped roughly 50x in three years. But the more powerful the task, including

complex reasoning and AI agents running autonomously,

the more computed burns.

And those prices haven't followed the same curve. Think of it as Moore's Law, where

processing power doubled every 18 months and

the cost got halved. But people continue to find more and more uses for bandwidth or for processing power. And the same thing's happening here that these technologies are usually highly elastic. And that is as the price of compute plummets, you'll see more uses for

AI and it'll broaden the market and

there'll still be more demands for compute and for inference. Is this becoming a real P and L line? Oh, 100% 59% of companies are investing over 1 million annually in AI, but only 29% report significant ROI. So right now the investment is out of the return. And in practice, the usage costs are frequently not the dominant expense. Once you add integration, security and change management, the full cost of AI is much larger than what showed up on the bill.

I appreciate the question.

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[Scott Galloway]

Welcome back. Question number three hey Scott, My name

[Andre (Listener)]

is Andre and I'm from Edmonton, Alberta, Canada. My question to you is related to a point that you've made in several podcasts, and it's the importance of being able to craft a strong narrative and being a good storyteller. I'm an avid listener of all of your podcasts. I've read several of your books and you're definitely an amazing storyteller. And so my question to you is, what tips do you maybe have for either content creators or business professionals or even professors to be able to craft a good narrative? I notice in a lot of your books and in a lot of your podcasts you're really big on research and leading with numbers and facts. What other tips do you have for individuals who really want to strengthen this skill? Thanks for everything that you do, so

[Scott Galloway]

I would refer you at least. First off, Propagy Markets research lead Mia Saverio did a live stream on Substack on this very topic. She puts together my decks for our speaking gigs and she put together a deck on storytelling. And it's still, I think, to date, the most popular live stream we've done on substack. And this is kind of top line. The Cliff Notes on what she said. You want to create drama. Drama is what makes people care. And there's three ways to do it. You make it emotional. Even unsexy topics can evoke anger, sadness, or excitement. If you find the human stakes. I talk a lot about my personal life and things that have moved me emotionally, whether it's my kids. I talk a lot about my parents and I'm not afraid to sort of be quite vulnerable and talk about success. I try to be pretty raw up there and I find that of all the things I've ever done, the most popular newsletter I've ever done was when I talked about putting down my dog and just the emotions I was feeling. I write about stocks and I'm a, quote unquote, a business analyst or write books about economics. And the most popular piece of content I ever put out there was about my dog. Most recently the clip I had go viral that got, I don't know, 400 or 500,000 likes and I think 7

or 8 million views was on Gary Vaso.

I was talking about how much I miss my mom. So emotion, right? Surprise. Unexpected information triggers dopamine, which literally enhances memory formation and then kind of wow factor data.

Before adding any data point ask would this make someone say I didn't know that?

If not, cut it. You also want to zoom out. Don't settle for the obvious first order

take ask what the upstream causes and downstream effects are. Let's look at GLP1 for example. Instead of covering Novo Nordisk, Mio followed the supply chain decatalynth and followed patient behavior all the way to a spike in plastic surgery. That's where the fun starts is okay, we know that GLP1 drugs are big, but what else is going to be big?

Try to provide context.

Big numbers mean nothing in isolation. Data center water use sounds alarming until you learn one data center uses half as much water as the average golf course per year. So context is what makes data meaningful rather than fear mongering. And then aesthetics Visualizations. People process images faster than words. We look through every day deck and say how do we show this versus say it? How do we replace it with Visuals? The Nvidia vs Intel market cap example. You can say it in a sentence, but showing it lands harder. We do these McCandless graphs that show spatially market cap of Nvidia is greater than the market cap of Germany and you show every single public company and that one square is bigger than the other.

And then trying to find an authentic voice, I think it's a little harder. Understanding whose voice you're telling the story in determines what to cover, how to frame it, and how to make it sound real rather than generic. So some other just tactical things. It sounds pretty basic I think. Great storytellers are usually pretty big readers at a young age. I didn't read an inordinate amount, but I did read quite a bit when I was younger. Also, if you want to be a great storyteller, I think you have to be a confident writer. I think the discipline of trying to write out grammatically correct prose, organize it, chunk it, you know, Jeff Bezos is famous for anyone who pitches an idea has to do it in a five or ten page deal memo. I think that. And by the way, I got a C in English my senior year in high school. I found writing very difficult. I now technically communicate or write for a living. But I think if you want to be a really great communicator, you have to be at least a competent writer. Then what I want you to do is I want you to pick a medium that you feel comfortable in. It might be LinkedIn, it might be a podcast, it might be videos, it might be presentations using PowerPoint. But I need you to find a medium or a platform that you think you could be in the top 1% of and try and get to the top 0.1%. And that is say, all right, I'm going to really be an outstanding orator or I'm going to commit to writing amazing content on LinkedIn and I want to be in the top 1% of LinkedIn content creators. But discipline is small acts of, well, what does success look like? Success is small acts of discipline every day that add up and compound, similar to investments. And to be a great storyteller, I want you to read a lot, I want you to write a lot, and then I want you to find different

mediums where you think you could be

in the top 1% and start investing in those mediums and have sort of a ready, fire, aim. I'm going to do three LinkedIn posts a week. I'm going to try and amass 10,000

followers on Instagram by a certain, by a certain time, right?

Whatever the medium is or my goal is to get, I want to start a substack and I'm going to put out at least one 1500 word article on this topic every week. So find your medium, set deadlines, set goals and benchmarks and just start. I make my living communicating. A lot of it was because I

got a ton of practice teaching twice a week for, or sometimes four times a week for 24 years.

And also as a consultant, I was constantly presenting my ideas. But this is something you really want

to get your kids into, you want to get yourself comfortable with.

But if you're not a great presenter.

Everybody thinks a great communicator is someone who gives this moving eulogy.

Well, you might be the person who's really good at handwritten notes. You might be the person who's really great at doing 30 second TikToks. Find your medium, find your weapon and your sport of choice if you will, and commit to being in the top 1%. But again, I think it starts with simply reading and writing. That's all for this episode. If you'd like to submit a question, please email a voice recording to officehoursoptomedia.com Again, that's office hours of proptimedia.com or if you prefer to ask on Reddit, just post your question on the Scott Galloway subreddit and we might feature it in an upcoming episode. This episode was produced by Jennifer Sanchez and Laura Geniere. Cammie Rieke is our social producer, Brad Williams is our editor, and Drew Burrows is our Technical Director. Thank you for listening to the Prophecy Pod from Prophecy Media.

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