Peter H. Diamandis

We've been talking about this for a long time with the XO, where you do disruptive things on the edge.

And we've been working with Procter & Gamble to Siemens Energy to Black & Decker to HP, helping them do disruptive edge innovations.

Yes.

So you have to do that different stuff at the edge.

There's a reason why Amazon Web Services wasn't done in the core service.

It just doesn't fit, right?

Okay.

So you have to take this methodology and this approach, just believe that.

Yes.

You maybe take it to an extreme, because every time something happens, you just spit off another company, which is the Richard Branson approach, I guess.

Every time he got to 150 people, they'd spin off another company to break through the Dunbar number problem.

All I'm going to ask the viewers and listeners of this is you can go research this to death, but if you do anything other than do disruptive things at the edge, pointing into adjacent spaces in a different way, you will fail.

I've seen the innovation process in detail probably in 250 out of the Fortune 500.

And I've never, ever, ever, ever seen any other method work than this.

You do not touch the existing organization.

Yeah.

Don't touch the cash cow.

And what's happening right now is people are trying to stick AI, inject it into places, and it's just not working.

So what you do is at the edge of your organization, you create an AI native digital twin.

And then what you do once you set that up, separate entity, take three to five of your crazy young people, partner with a company that's a builder, not a consulting company, but a builder.