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Blind to Disruption – The CEOs Who Missed the Future

steveblank.com

121–130 of 164 posts

Re: Blind to Disruption – The CEOs Who Missed the Future

#121
It's an interesting story but a weird analogy and moral. What would have been better if the other 3,999 carriage companies had all tried to make automobiles? Probably about 3,990 shitty cars and a few more mild successes. I'm not sure that's any better.

That's what I see with AI. Every company wants to suddenly "be an AI company", although few are sure what that means. Companies that were legitimately very good at a specific thing are now more interested in being mediocre at the same thing as everyone else. Maybe this will work out in the long tun but right now it's a pain in the ass.

Re: Blind to Disruption – The CEOs Who Missed the Future

#122
post #95
post #24

I like Steve's content, but the ending misses the mark. With the carriage / car situation, individual transportation is their core business, and most companies are not in the field of Artificial Intelligence. I say this as someone who has worked for 7 years implementing AI research for production, from automated hardware testing to accessibility for nonverbals: I don't think founders need to obsess even more than the…

"With the carriage / car situation, individual transportation is their core business, and most companies are not in the field of Artificial Intelligence." I'm missing something here. First, I thought Steve's point was that the carriage makers did not see "individual transportation" as their business, and they should have--if they had, they might have pivoted like Studebaker did. So if "most companies are not in the f…

First, I thought Steve's point was that the carriage makers did not see "individual transportation" as their business, and they should have--if they had, they might have pivoted like Studebaker did

But all 400+ carriage maker had pivoted, would they have had a chance to survive very long? Would they have all made more money pivoting? The idea that all this is only a "lack of vision" rather than hard business choices is kind of annoying.

Re: Blind to Disruption – The CEOs Who Missed the Future

#124
> He founded Buick in 1904 and in 1908 set up General Motors. ... In 1910 Durant would be fired by his board. Undeterred, Durant founded Chevrolet, took it public and in 1916 did a hostile takeover of GM and fired the board. He got thrown out again by his new board in 1920 and died penniless managing a bowling alley.

There is no hope, after all :(

Re: Blind to Disruption – The CEOs Who Missed the Future

#125

Earlier quoted context omitted.

But dead end to what? All progress eventually plateaus somewhere? It's clearly insanely useful in practice. And do you think there will be any future AGI whose development is not helped by current LLM technology? Even if the architecture is completely different the ability of LLMs to understand humans data automatically is unparalleled.

You're in a bubble. Anyone who is responsible for making decisions and not just generating text for a living has more trouble seeing what is "insanely useful" about language models.

I don’t think you’re right about that. LLMs are very good for exploring half-formed ideas, (what materials could I look at for x project?), generating small amounts of code when it’s not your main job, and writing boring crap like grant applications.

That last one isn’t useful to society, but it is for the individual.

I know plenty of people using LLMs using for stuff like this, in all sorts of walks of life.

Re: Blind to Disruption – The CEOs Who Missed the Future

#127
This kind of just-so story is easy to write after the fact. It's harder to see the future at the time.

How many people read a version of the same story and pivoted their company to focus on SecondLife, NFTs, blockchain or whatever else technology was hyped at the time and tanked? That's the other half of this story.

Re: Blind to Disruption – The CEOs Who Missed the Future

#128
There is some truth to this, but the biggest concerns I have about AI are not related to who will realize the change is coming. They are moral/ethical concerns that transcend any particular market. Things connected to privacy, creativity, authorship, inequality and the like. This means that AI isn't really the cause of these concerns, it's just the current front line of these larger issues, which have persisted across all manner of disruptions across all manner of industry.

Re: Blind to Disruption – The CEOs Who Missed the Future

#129
post #24

I like Steve's content, but the ending misses the mark. With the carriage / car situation, individual transportation is their core business, and most companies are not in the field of Artificial Intelligence. I say this as someone who has worked for 7 years implementing AI research for production, from automated hardware testing to accessibility for nonverbals: I don't think founders need to obsess even more than the…

Right. The point is that in frothy market conditions and a general low-integrity regime in business and politics there is a ton of incentive to exploit FOMO far beyond it's already "that's a stiff sip there" potency and this leads to otherwise sane and honest people getting caught up into doing concrete things today based on total speculation about technology that isn't even proposed yet. A good way to really understand this intuitively is to take the present-day intellectual and emotional charge out of it without loss of generality: we can go back and look at Moore's Law for example, and the history of how the sausage got made on reconciling a prediction of exponential growth with the realities of technological advance. It's a fascinating history, there's at least one great book [1] and the Asionometry YouTube documentary series on it is great as always [2].

There is no point in doing business and politics and money motivated stuff based on the hypothetical that technology will become self-improving, if that happens we're through the looking glass, not in Kansas anymore, "Roads? Where we're going, we won't need roads." It won't matter or at least it won't be what you think it'll be some crazy thing.

Much, much, much, much more likely is that this is like all the other times we made some real progress, people got too excited, some shady people made some money, and we all sobered up and started working on the next milestone. This is by so far both A) The only scenario you can do anything about and B) The only scenario honest experts take seriously, so it's a double "plan for this one".

The quiet ways that Jetson Orin devices and shit will keep getting smarter and more trustworthy to not break shit and stuff, that's the bigger story, it will make a much bigger difference than snazzy Google that talks back, but it's taking time and appearing in the military first and comes in fits and starts and has all the other properties of ya know, reality.

[1] https://www.amazon.com/Moores-Law-Silicon-Valleys-Revolution...

[2] https://www.youtube.com/@Asianometry

Re: Blind to Disruption – The CEOs Who Missed the Future

#130
Thing is, those companies can't do much if whole lines of business will become obsolete. Behind every company, there is a core competence that forms the value and the rest of the business is just a wrapper. When core competence is worthless, the company is just out. Even if they know it's coming there's little they can do. In fact, best thing they can actually do is turning the company into a milk cow to extract all value they can here and now, stopping all investments into future - will probably generate enormous profits for a few years. Extract them and invest into the wider stock market.
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