Peter H. Diamandis

So, those are the three things that happen to the three layers of the business.

Now, the question then becomes, how do you turn into one of these?

No, I think 60% would be coming from the middle management, 20% from the bottom, 20% from the top.

That's the full- The compression that we'll see.

The compression is there, but mostly for mental management because you don't need to be gathering and aggregating sales reports.

There's no way you're going to outperform an agent doing that.

There's much more work that needs to be done in the company that you could do more valuably.

Now, an interesting question comes up in this, which is the alignment problem, which is how do you have, if you don't have entry-level people doing the work and sweating it out, putting spreadsheets together and doing the grunt, what happens to your organizational and institutional?

Yeah, that's right.

And where do you get senior management eventually when lower management and entry-level are not there?

And what we think will need to happen is very active and aggressive apprenticeship programs.

So if you're suddenly a middle manager that gets displaced, well, go partner with the chief CFO and work on looking at alternatives.

And you'll, A, learn a ton more.

You'll have a lot more fun.

Really back to the apprentice, the guild kind of models.

We think that'll start the thing.

Yeah.

Okay, so you have this new entity, this intelligence core, new shape for this organization, C-suite, middle management, cold face.

The next question really becomes, how do you get there?

And this is the part where we have deep expertise because when we built the EXO model, we decided one of the key things we had to solve was breaking that immune system problem.