I think the level of panic in CFO offices every where about AI cost explosion directionally validates that the spending is real.
Existing corporate command and control has optimized for people control, because people cost money and performed work. Control their assignments, and you control costs and what's worked on.
Widespread unmetered AI turns this on its head, because suddenly each employee is directing their own work and the AI spend that comes with it.
F.ex. Bob in accounting may think it's a brilliant idea to rebuild Lotus 1-2-3.
That may help Bob, but 10x'ing Bob's spreadsheet output doesn't change the company's profitability, because it wasn't a limiting factor. It was to Bob, but not to the company's revenue generators.
HN didn't like this article when it hit, but I thought it made a good point that corporate C2 is going to be the first thing AI adoption breaks: https://www.forbes.com/sites/jasonwingard/2026/04/23/vibe-co...
Increasing AI spend without profitability improvements is a symptom that C2 is failing (or was insufficient to begin with).
Seen through a charitable "CEOs know what the fuck they're doing" lens, the preemptive layoffs are about forcing AI efficiency gains in areas CEOs expect them: instead of allowing those departments' remaining employees to build their own apps, they're forced to deploy AI to cover for their missing 3 team members.
Unfortunately, the layoffs were executed before there were solid results about which departments could benefit from AI use (and without a plan for continuity of institutional knowledge), so... we'll see.
I get what you're saying about how every employee becomes a liability when they are let loose with an AI, and totally agree. But I think the layoffs have a much more financial root because they are so widespread across so many companies and even industries (not just tech)
Layoffs + access to AI forces most of that AI use to make up for the layoffs.
Which is a pretty shitty way to burn your employees out... but it has a method.
(Also, I'd say AI infra companies vs everyone else are apples to oranges. This point would be more applicable to a non-AI infra company that's paying for AI use rather than AI infra capital)
Turn a potential existential competition into (a) maybe I win or (b) I commoditize the market and you can't make money at it either.
How'd Microsoft's mobile efforts go?
Sometimes the lead quickly becomes insurmountable, so if you're sitting on a cash flow machine it's not a terrible idea to at least keep pace with new markets.
1) I have a new extra cost 2) How does that make me more profit, and improved cashflow
I know I'll be bombarded with metrics about productivity, feature completion, bug fixes etc. But someone is going to have to tell me how that equates to more sales. And who is going to do that? I'll be worried that the feature wishlist will just creep up now we can handle more throughput, and yet everyone will be telling me that I don't need to worry about the lack of new customers this quarter, one more new feature and we will catch up in Q4. You can see how that could make one grumpy. Then when the sales don't come, I'll tell the CTO that they need to balance the books, if they want to use expensive tools to make each developer more productive then they will need fewer developers...
...but I don't want that, I want more great features that people will pay for, and faster. But they have to pay for themselves.