What stops working
Roles whose entire function is coordinating human throughput. The Scrum Master is the clearest case — a position that exists to manage the very constraint that is ending. The functional stack's plus-signs were never process; they were organisational seams, load-bearing walls for specialisation, and the engine removes the walls.
What it becomes
One small team wearing four hats concurrently — Understand, Validate, Execute, Compound — with Execute mostly on the machine loop. Leadership's work is to make that rebalancing real: shrink and broaden the team, refund the handoff taxes, and protect the judgment legs as feasibility is absorbed. The Experience Orchestrator role designed at BayOne — owning desirability and viability across what used to be three seats — is the shape the engine predicts, not an exception to it. And leadership holds the commitments: judge practices by purpose, keep one housing, compound or stop, and pass verdicts on practices, never on the people who hold them.
The strongest objection
That dismantling coordination structures produces chaos, not speed. Conceded — sequencing matters, and a framework kept as a real on-ramp is honest. A framework kept for comfort, and named as method, is not.