Aaron Levie Profile picture
Nov 8, 2025 1 tweets 2 min read Read on X
Despite some of the popular fears that all AI agent use-cases could get sucked into a single platform, I'd argue the other side of this for the enterprise.

AI agents, possibly more than any prior era of tech, need to have a relatively high degree of specialization per domain or vertical. The model can be the same across fields, but the manifestation needs to be highly tuned.

The reason is tied to what the AI agent is doing for the customer. What the customer is doing is "renting work" from the AI agent provider. This is similar to when a company either hires someone for a job or hires agencies or firms to help them.  

When you hire people, you hire experts.  And when you hire consultancies or professional services firms, you hire a bunch of experts in a particular field.  There's a reason you tend to not hire people that are "just generalists", and why professional services firms tend to be optimized around focus areas, like tax, IT, legal, marketing, and so on. The consulting firm does everything either doesn’t exist or eventually specializes by practice area.

The same is true for AI agents.  Companies are looking to solve problems in their workflow and business processes, and they're going to want experts to solve those problems, not generalists. You're no longer providing the tool for a person to do their work better, but you're actually supplying a worker to them.

For anything important and value-added for that customer, they’re going to want the best agents that they can afford, similar to hiring talent in the rest of the market. Of course for lots of general purpose work this may not be the case, but for anything where their business is on the line it is.

This dramatically increases the need for a deep domain understanding for the use-cases you're going after; custom UI that is tailored to the domain; access to relevant data just for the domain; and so on. The more general you are the worse off the results will be. 

Of course there are nuances to this.  Generalists can do specialization if they divide things up to approximate specialization well enough. And equally, specialists can accidentally remain too small and not bite off enough of the problem for the customer. But either way, it's clear that specialization is going to win out in AI for the same reason it has in people.

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More from @levie

Jan 15, 2022
One of the hardest challenges of a startup or any software project is staying true to your vision, while also dealing with complex trade-offs and opportunities that come along the way. Yet ultimately, uncompromising strategies are usually the ones that scale. A little story…
When Box first pivoted into the enterprise in 2007, cloud was still in its infancy in large corporate environments. Salesforce had done amazing work getting enterprises to adopt cloud apps, but cloud infra was still in the early days with AWS only launching a couple years prior.
As Box started to get adopted by teams in larger companies, an emerging request started showing up to offer a hybrid on-prem version of our software. It was very obvious that we were going to lose meaningful deals if we didn’t offer some solution that would work on-prem.
Read 11 tweets
Dec 31, 2021
The vision of web3 is that we get all the same innovation of today’s web, but with the new benefit that we can “own” our data in a public and immutable blockchain, using this data across multiple apps. It’s a great vision, but might be harder than we think.
Why? Because data nearly always works in the context of an app. Twitter social graph, YouTube channels, Spotify playlists, Airbnb listings, Shopify stores: these develop over *years* within the context of a product and APIs that moved quickly to build value and trust over time.
Most of the time a product manager or entrepreneur gets started, they don’t know what the future use cases will be. But for data to be useful to other apps, you have to decide what goes on/off chain. This sounds simple, but is very hard for any dynamic fast-moving product space.
Read 10 tweets
Dec 26, 2021
For products to work at scale they need sustainable business models and networks. Would love to see more discourse in web3 about the complex financial incentives conflicts that we’re going to see if the movement goes beyond DeFi/trading-related use cases. A few examples👇
Users becoming “owners” of a product sounds epic, but misaligned incentives complicates things. Users should want more value at lower prices, shareholders should want ROI. With these mixed, are you building for users with their customer hat *or* shareholder hat on? Crazy tension.
Product value props and customer relationships get distorted when users are incentivized to use your product beyond the utility they receive. If the incentives run out, or a new network emerges with a temporarily better incentive, do your users stay? Lots of network instability.
Read 6 tweets
Nov 8, 2021
Congress is writing a bill right now to make it harder for big tech companies to buy startups. Ironically they want to promote competition, but this will inevitably hurt innovation and competition for some very obvious reasons:
1. Let’s say a new startup called WhatsUp launches and Meta decides it’s a very important market. Now, instead of Meta even considering that they should acquire WhatsUp and dramatically benefit WhatsUp’s investors and employees financially, this law forces them to copy the app.
2. Now, WhatsUp has an instant large scale competitor in the category, and they are looking for help from someone else with resources to compete with Meta. Well, also because of this law, Meta’s big tech competitors likely won’t be suitors due to the regulatory complexity.
Read 5 tweets
Nov 2, 2021
One of the most fun parts of enterprise software is the relationship between tech innovation and how work happens. The process generally goes like this…
1. Some characteristic of how we work is inefficient or filled with friction. Maybe it’s how we collaborate, process orders, close the books, or manage inventory. Usually there’s existing technology involved (but not always) but that tech hasn’t caught up with the real process.
2. Either the existing technology is failing, or the process is fully analog. People are now working around the solution instead of in it. Often, a new startup is first to identify this gap in current solutions, and leverages some modern technology to solve the problem.
Read 9 tweets
Sep 27, 2021
There’s an entire category of software disruption that’s possible just by building user experiences that only became possible to deliver in the browser in the past few years. Amazing what was once too expensive performance-wise is now utterly trivial today.
We’re building Box Sign, a native esignature product in Box, and can get away with infinitely better and faster UX than what was possible if we had started 10 years ago due to browser improvements and faster computers.
We can now render nearly any content type directly in your browser (PDF, CAD, Office, video, photoshop, etc.), streamed to you faster than the original asset could be, and with the ability to annotate and interact with on almost any type of file.
Read 4 tweets

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