Joan Mulvihill

And she gave us a challenge.

And the one I got was on actually social media for under 16s.

But another one was, say Ireland ran out of

drinking water and we had to change, you know, on all our foreign practices had to change.

You had to do one train of thought that brought you to all of the positive outcomes.

to the eventual most positive outcome.

And then you do the same exercise, but what are all the most negative outcomes?

I think we have a tendency or a bias towards let's run with all the most positive outcomes.

And if you don't do that, then you're just a naysayer or you don't get it or, oh my God, you can't be anti the technology because you're saying negative things.

You have to run the futures on positive.

what would happen if the worst possible thing happened.

And so I think that's a really interesting exercise for us all to do constantly when looking at the dimensions of life that can be changed and impacted by this technology and own the truth that they are not always going to be good outcomes.

Amazon was one of them.

Amazon was absolutely one of those ones that never made profit for years and years and years.

But I do wonder at what point was that just a tax decision?

I don't know.

But yeah, it was just invest, invest, invest and get to that level of scale.

I think one of the things that the Amazon story has proven is that if you just get to the sufficient level of scale,

that you can't fail.

And I think if I look at the financial crash, the other one, 2008, rather than the dot-com bubble, but 2008, we had this whole question around which banks were so systemically important that they were not allowed to fail.