AI is doing to the manufacturer's relationship with its consultants, integrators, and software vendors what oxygen once did to the anaerobic world: it is changing the environment faster than any of them can evolve inside it. Biology has already run this experiment several times. Each outcome has a name, a real example, and a live version happening in industry right now. Pick one to explore.
Captured whole, kept alive forever. The mitochondrion, and the systems integrator that gets absorbed into the client it serves.
Chosen again and again, never owned. Cleaner shrimp, and the boutique specialist a client keeps calling without ever buying.
One rides, the other never notices. The remora and the shark, and the vendor whose growth costs its client nothing and gives it nothing back.
Fed on, never freed. Brood parasitism, and the license or retainer that extracts value without ever compounding a capability for the host.
Two rivals stop competing by refusing to compete on the same ground. Darwin's finches, and the generalist firm that survives by specializing.
Not captured to be kept alive. Consumed. The platform that acquires a point-solution vendor outright, for parts.
None of these is the prescribed outcome. The three papers this atlas is built on argue that acquiring a capability and sustaining it are different problems, and that most of what is unsettled about AI in the enterprise right now is which of these six relationships a given firm is actually living inside, whether it knows it or not.