The future of work is open: the democratization of talents and vibeling

In a recent experience, I used Claude 3.7 Sonnett, an AI Advanced platform, to build a 3D ski race game. What started as a simple concept quickly became an overview of the future of work, talent and innovation. The process has shown how the boundaries between creativity and technology are blurring, and it has highlighted a new paradigm for problem solving and strategic vision at a time of open talents.

Experience gap: AI vs Human Development

When I prompted Claude “Create a 3D game that consists of the participant as a skier in competition against other skiers who descend a large mountain with cliffs, avalanches and trees that must be avoided.” After 12 minutes and a little back and forth to refine the game. The game was created. Now, the graphics were nothing close to the cinematographic quality, but the model nailed the mechanics of the game. The game included a skier which flowed a snowy mountain, maneuvering around obstacles, competing with rival skiers and featuring multiple levels of difficulty, complete monitoring of scores and even camera controls to zoom in on the action.

On the other hand, a junior software engineer – winning around $ 30 at $ 50 an hour – probably would need several weeks to offer something comparable. Even a modest calendar of three to six weeks would result in labor costs more than $ 4,800 to $ 12,000. And, if I planned to try to create this myself as a non-technical person, Claude said it would have taken me between 3 and 6 weeks. In brutal relief, Claude's work was not only opportune but profitable, clarifying a pivotal point: the expertise is no longer locked behind formal training or high costs. When AI can quickly perform tasks that once required in -depth specialization, the entire framework of how we appreciate and acquire technical talents begins to change.

The democratization of creation

This is an excellent example of the democratization of talents – the deep change where specialized skills become accessible to a much wider audience. Historically, the development of the game required a sense of programming, 3D modeling expertise and a good understanding of the principles of game design. Today, a workflow based on AI considerably reduces these obstacles to entry.

To be clear, it is not only a question of automation. Rather, it is the emergence of a new creative space where the technical bottleneck is deleted. Consequently, constraint becomes a convincing vision rather than coding competence. Instead of spending days to fight with debugging, you can invest time to conceptualize the way a skier should make an evolution or how mountain contours should change. You are no longer a coder but a creative director.

Vibcoding: the new creative interface

During the development of the ski racing game, I simply described the next feature I wanted – “give me the possibility of zooming more” – and in a few moments, Claude would provide a solution. I did not have to understand or manipulate the underlying code; The platform managed it. This conversational approach to conception is something that I call “vibeni”.

Vibcoding moves the creation of syntax writing to the articulation of intentions. This is the difference between knowing how to build an engine and just knowing how to drive. In this new creative interface, your work consists in communicating effectively – by linking the right questions and offering the right prompts – while lifting of the execution is managed by the AI. This realignment of responsibilities is both exhilarating and sometimes disorienting.

From the bearing to the advice

For professionals whose expertise lies in coding, engineering or other specialized areas, these trends do not presage obsolescence but evolution. Deep technical knowledge remains essential. However, what changes is the nature of its value. When the role of the programmer was to build a system from zero, it now also involves guiding, refining and verifying AI outputs.

In my own ski game project, AI has managed a large part of the programming. However, my role as a directive was crucial. When I asked for improved zoom capacities, Claude has not only implemented new feature; He added keyboard shortcuts and mouse wheels support. A-AME-AMEILIERE My original request, demonstrating that if AI can quickly execute instructions, a human leader is always essential to shape strategic vision and ensure quality.

Implications for managers

While AI takes an increasing share of technical execution, leaders must re -examine the way they hire, form and organize teams. When the development cycles are spectacularly compressed, the traditional linear approach – plan for weeks, build for months – it does not make sense any longer. Instead, organizations should adopt a state of mind of continuous discovery and prototyping, where ideas can be tested and refined in almost real time.

– Redefine talent strategies: Instead of recruiting only on the basis of coding prowess, search for “creative directors” that can connect strategic objectives with AI solutions.

– Focus on imagination and vision: The coders will always exist, but a large part of their work will be in collaboration with AI, leaving a space for the framing of problems and the generation of concepts to occupy the front of the stage.

– Invest in communication skills: The most effective “vibcoders” will be those that can clearly articulate needs, help out ambiguities and inspire teams to join shared objectives.

The challenge of creative management

Ironically, as technology reduces obstacles to entry, creativity and clarity become new bottlenecks. The question is no longer “can it be built?” But rather, “what should we build?” The ability to imagine possibilities – and to discern which have the most potential – becomes the real differentiator.

According to my experience with the ski racing game, I learned that the biggest gain was not to learn to code a scene or to settle the physics of the collisions. He recognized how camera angles could improve players' commitment, or how the classification mechanisms could create a feeling of friendly competition. In other words, competence lies in the realization of the creative result rather than making each element alone.

Run on the slope of the future

The rapid evolution of AI and the economy of open talents signals a fundamental redefinition of what the work implies. It is not only a question of performing a set of tasks, but to keep the vision, to orchestrate collaboration and to shape management. As vibcoding becomes more widespread, the value of human expertise will depend on the ability to see – and see beyond – which can generate by itself.

Innovation thus becomes a question of guiding technology, inspiration from team members and to integrate disparate ideas into a coherent strategy. Essentially, the future does not belong to those who know each coding language, but to those who can exploit the power of AI to give life to convincing visions.

While we sail on this new field, the biggest challenge will be to learn to direct when technology can include most technical questions with a minimum of friction. The question of leaders of all industries is no longer if they have access to creation tools – they do it – but if they have courage and clarity to direct these tools in a significant and imaginative way. The slope is wide open, and the only real limit is our collective vision.