Peter H. Diamandis

And so we're kind of saying, okay, now that we see a gigantic AI on the future of intelligence, what does the organization look like?

And so we have taken a crack at that with the help of my entire community all pitched in for this.

So we think we have a pretty interesting viewpoint and perspective on that.

They don't because there's a drag that goes effect, right?

When the comet hit, the dinosaurs didn't go overnight.

It took a few generations for them to die out and figure out what the hell's going on.

So this is the same type of model.

I think the key part of this is what do you do once you understand that everything has changed?

So let me go through what has changed.

So we have, for 100 years, run organizations on a particular theory set coined by Ronald Coase in 1937.

He wrote a paper called The Nature of the Firm.

And he theorized in this economic paper that big companies will get bigger because transaction costs and coordination costs inside a company are cheaper than outside.

Because you have everybody on payroll, you can order them around, and therefore you can get better work done inside than outside.

And he actually won the Nobel Prize for this paper.

And for 80 years, we've gone through that.

And if you go through a couple of slides here, I'll just show you, we've seen all these deep thinkers coasted this.

Simon talked about where the organizational boundaries sit.

Clay Christians came along and said, innovators dilemma, as you get bigger, smaller companies can deliver cheaper products.

Then Stanley McChrystal talked about how do you get

Coordination at scale without losing the emotional connection to the organization.