Chenyi Shi

Like Disney today is not just a theme park company or animation company.

They seem to be a broad entertainment company.

They're pretty good at coming up with the next form of entertainment that people will love and want to watch.

On the other side, Uber at one point was all in on mobility, right?

It was not just about cars.

You know, if you still remember the scooters.

Bikes.

And they were serious about flying cars at one point, right?

Helicopters.

Right.

But that didn't seem to end up that well, even if it ends up in the same mobility definition.

So what that means is we can't tell whether following a certain school of thought is definitely going to be leading to success, which means we don't have a theory behind it, right?

So that sort of stays our problem is can we say something that's a bit more definitive, you know, a bit more having the predictive power there, right?

And as we thought about it, the real reason why we have this issue is a lot of these popular narratives kind of tell you about economic value, but they don't tell you much about business value.

Instead, in other words, they tell you about value creation, but not value capture.

Instead, in other words, we're basically saying product market fit is not power.

Yeah, I think that's a good way to put it, which basically means all of the common narratives out there are really useful.

They're really useful as idea generators.

They tell you where to look for the next product market fit out there.

And we think the understanding of power is the missing link here.