It is building an organization wise enough to distinguish empty grumbling from the first faint signal that something important is changing.… When Aya Nishimura joined the risk division of one of Japan’s largest financial groups in 2027, she received the same advice every new graduate had heard for decades. “Make friends with your同期 while you still can.” The senior manager said it casually during orientation, but he was one of the few executives who had survived three corporate restructurings, a merger, and the rapid deployment of generative AI throughout the company. “The people sitting next to you today,” he continued, “will be the only ones who ever tell you the truth.” At first, Aya assumed he was exaggerating. After all, the company had embraced modern collaboration platforms, AI meeting assistants automatically summarized discussions, and an internal large language model answered questions about regulations, compliance manuals, and company policy in seco...