Tom Gardner

You're using a tool, you're trying to shape that tool to work for you.

You don't just give up after you put a one line prompt and it doesn't give you the right response.

So I think what we want to see in companies is that they are bringing in teams of people who have expertise

with advanced new technologies and that they're letting them lead.

And that's so hard to do.

We got such great advice from outside tech advisors at The Motley Fool who essentially said, you know, when you hit a big transformation like this, just go back and read Only the Paranoid Survived by Andy Grove.

The leaders of today at your company, they're not likely to be the leaders of tomorrow unless they go to sleep and wake up the next day and they're like, I am all in on this.

I'm only gonna work through this.

I'm not gonna try and incrementalize my way forward.

I'm all in fully on it.

It just becomes too difficult

to stage your transition in a workplace when there are newcomers into the market that are only using those tools.

We saw it at Time Magazine.

We saw it at Businessweek Magazine.

We were interacting with so many magazine and newspaper companies in the 1990s, and I had a lot of respect for them.

After all, they were the big brands of the last 15 years.

They had huge balance sheets.

We were flattered that they were talking to the little old Motley Fool, but now they're all gone.

Like they're literally, their commercial value collapsed.

Some of them were bought for a dollar a share or their stock went down 95%.