Daniel Ek

Like, how do you consistently find lighting in a bottle?

Like, you know, and it's also theoretical at the point of any strategy book talking about how you do it.

Or even when you go behind, I was, the other day I was with the guy, Hamilton Hamler, who wrote Seven Powers book.

Which is an amazing book on strategy, by the way.

But one of the most interesting ideas that I learned after sort of, again, overfitting the concepts in the book and sort of teaching people about it is you can only tell that you have power when it's there.

It doesn't tell you how to get there.

Yeah, yeah, yeah, yeah.

I actually think LLMs and the latest advancement in AI kind of have created an excellent framing on this and to talk about this sort of high temperature notion.

So in LLMs, you can basically tune up the temperature.

And if you tune up the temperature, it basically start hallucinating.

So, you know, the bad thing with the hallucination, of course, is you have no idea what's true or not.

But there is spurs of vocational brilliance that comes out of there and the truly new ideas that come out of there.

So the criticism of the current generation LLMs is they're not very creative.

And that's ultimately because we've kind of turned down the temperature on them and we've safety trained them to the point where we keep them within the guardrails.

So there is a way when you train these things to be highly creative but batch it crazy.

And that's just turning up the temperature.

And I believe that one of the – and this is, by the way, something that I intend to focus a lot more on in the next decade.

I'm very reflective at the moment because I am in my 19th year now.

And I think it's interesting you sort of talked about big companies because I used to think, before I sort of ran a big company myself, I just used to think they're bad, period.

And I've sort of revised my view and now I think they're really good at doing what they're already doing and doing it better.