Harder-is-easier is an old principle in company building: confront the genuinely difficult problem early and everything downstream becomes easier. It has always been true. What has changed is that agents have made the alternative cheap. The lazy default now arrives with throughput attached, and that makes it much harder to see.
Change management frameworks were built for a world where the destination was known. ADKAR - Awareness, Desire, Knowledge, Ability, Reinforcement - assumes you are moving people from a defined current state to a defined future state. That works for an ERP rollout. It breaks when the thing you are changing to keeps changing.
The Governance Speed Problem addressed how fast governance can move. This post addresses a more fundamental question: what does readiness mean when the system being governed was not written by a human and is not maintained by a human? The Other Dimension series assumed a human authored the AI-assisted output and a human maintained it. At Sau Sheong's Levels 3 and above — autonomous agents and collaborative agent networks — that assumption breaks. The code being reviewed was written by an agent. The changes being proposed are written by an agent. The human reviewer is evaluating agent work on agent work. Every readiness component shifts meaning.