The question is whether legacy players can drive strategic growth that changes their trajectory to meet the AI-native disrupters. This is a data point.
Piggybacking off what you said we should circle back, lean in and look for synergies, shift the paradigm and do a deep dive on leveraging the low hanging fruit deliverables.
Let's take this offline and put it on the backburner.
Exactly!
having the budget isn't enough. Legacy players need to adapt processes and incentives to turn AI investment into real strategic advantage, or AI-native disruptors will outpace them.
AI-native disruptors are designing products and experiences around AI from inception, rapidly capturing value and reshaping customer expectations. In the near term, for some, that is a raising red flag.
Two minutes ago the Church of Satan read this and started their own competing initiative (satire). I’m off to work on the odds-maker model for which one gets there first.
You may have an advantage that big competitors don’t: The ability to focus on a small segment of the market. I don’t know your category, so don’t know if it’s viable for you, but competitors who have taken lots of capital have to go after the wide play. If you can find a high value segment they are under-optimizing for, and focus all your customer discovery, marketing and product effort, you can outcompete them!
Thank you for taking the time to respond. Do you think I should focus on a sub-niche I'm already involved in, or should I aim for a higher-value segment that I'm not currently a part of?
Is there a way to check how old the Yahoo account is? Back in the days you only had some megs of storage available, so my older emails are all deleted...
Somewhat frighteningly, all money you have in the bank belongs entirely to the bank and not to you. The most they owe you is a promise to pay, but by making a deposit you give them ownership of the money.
So, if money you deposit isn't yours, certainly money you didn't deposit isn't yours.
I do the same thing. I find tremendous value in skills and code familiarity overlap. It provides a lot of flexibility. I can focus on growing junior folks, and I get a lot of satisfaction in finding these folks other projects, and supporting the lifestyles they value. It requires a different set of values and management style which is why it’s less common.
