Peter H. Diamandis

So if you try anything disruptive in a big company, the antibodies attack you.

You're a $100 million trucking company, right?

And now two guys can lease trucks, have an AI-centric organization, and compete the hell out of you.

What are you going to do?

Now, this is the question of what do you do now and how do you turn into this new model?

And what you do, and I cannot stress this enough with the experience we've had, is you cannot change and fix and transform the existing company.

It goes all the way back to Buckminster Fuller who said, you can't fix an existing system.

You have to build a new system at the edge and let that become the new gravity center.

John Hagel and John Seely Brown identified this as disruptive things happen at the edge.

The poster child here is Nestle created Nespresso in 1976.

For 10 years, they tried to run it as a line of business inside the mothership.

Doesn't fit.

Different brand, different supply chain, different delivery, different customer proposition.

Finally, they're like, put it over there.

There's too much friction inside the company.

They give it a different building, and boom.

Yeah, Apple would take a small team, put them at the edge, keep them secret, and say, go disrupt a different industry, right?

So Nestle is a poster child of this.

Nespresso is now one of their highest performing lines of business, and every hotel room in the world has one.

So we know this.