Chenyi Shi

So I think the jurists know out whether ride sharing and food delivery belongs to the same business.

Maybe they do.

So the interesting thing here is we can also think about Microsoft as a platform, right?

You operate an operating system where on the two sides, you have users and also you have applications.

Now, the interesting concept here is the users of Microsoft's platform has a really high cost of affiliation, right?

It's not just on the hardware side.

You buy a physical machine, but also it's typically an enterprise-wide adoption.

There's a procurement process attached to it.

There's the distribution channels that, you know, similar to how the Nintendo one worked.

And because of that, Microsoft's network scope basically extends to whatever demand my user side would have without incurring more cost on their end.

They don't have to do another procurement cycle maybe or do not have to buy another hardware for.

So that naturally extends to basically maybe all of productivity software.

And that's how you see Microsoft teams create at least a competitive hassle for Slack.

I think we all have experienced that Slack is a really, really good product, but good products don't always win.

Because when there is competitive advantage from an incumbent, in the case of Microsoft, they basically have a network that can extend into the product Slack is operating in.

They create issues, you know, competitively.

Yeah, I mean, ventures just help us produce theory.

Yeah.

There's one point I want to make.

There's a reason why it's sequenced that way, and it may be obvious, but still worth iterating, which is invention is risky.