Peter H. Diamandis

What's the decision?

Layers of agents can handle all of this now, right?

So now you have a layer of agents.

But you have a feedback.

You have a feedback.

At each of these layers, as a human being, going at the interpretation layer, do I think this is okay?

Yeah, hit a button, let it go to the next level.

Approval process, and also senior people looking over going-

There could be agents looking at six different strategic options.

Whereas in a very manual iteration, that may take months to evaluate the competitive alternative.

Now you're doing it in hours and days.

So that's the impedance mismatch there.

The way Robert Goldberg puts it, in a big company, one in 20 people can say no to an idea, it kills it.

Whereas the startup can go to one out of 20 investors and one says yes and they're off to the races.

So how do you balance that out?

Okay, so now you have these layers of agents, purpose agents, sensing agents, interpretation agents, deciding agents.

Next level is an orchestration agent.

So let's say the decision agent comes back and says, we should buy a startup that's doing this, right?

And then now the orchestration is saying, okay, we got to set up a set of functions to go find a bunch of startups, analyze whether which ones are ready for M&A, tell the corporate dev team, get the lawyers ready, et cetera.

Get the legal agents ready.