Reid Hoffman

And so I think that's the, you know, those are some of the things, but, you know, I try not to make overly specific predictions because usually they're, maybe I'll put it this way.

William Gibson, science fiction author, has a really good quote, which is, the future is already here, it's unevenly distributed.

And, you know, he's been a great neuromancer with the internet, everything else.

Now, he was being asked in an interview about,

like, how did you see the future?

And it's like, look, thank you for the compliment.

But by the way, if you read Neuromancer, sure, I got AI right.

I got the internet right.

I missed the mobile phone.

And so that's the kind of thing that, you know, we're always looking for is that surprise and delight moment.

So to become more profitable tomorrow, well, presumably, I guess I won't say literally tomorrow, since one day, 24 hour.

I would say the important thing is,

you know, and this is kind of part of how I think about the world.

The important thing is to be thinking about like, what do you think your business, what do you think the environment your business is going to be in in one, three, and five years?

And what do you think that environment is going to be changing based on patterns of technology?

What do you think that's going to be changing on patterns of competition?

What do you think that's going to be changing in patterns of how you deliver your business, supply chain, et cetera?

And so by looking at that kind of like probable guess, how do you run the experiment today?

that informs you about which big choices you need to make in that one, three, and five-year timeframe.

The experiment won't necessarily make you profitable, but the experiment may give you the thing that either gets you to more profit or also helps you navigate the changes, which things are the new living creatures and which things are the dinosaurs in the future markets.