Peter H. Diamandis

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.

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.