Every argument clarity score on this site is built from rows on this page. Each
question and answer was assessed with names hidden, the host's own answers included, on
four things from 1 to 5:
directness (does it answer the question asked), coherence (do the ideas follow),
precision (concrete details and clear references), compression (says a lot per word). The weighted
mix (30/30/25/15) is the exchange score. A person's published score averages their exchange
scores on raw tape only, at least 8 of them, shrunk toward the cohort mean.
Full method →
Answered raw tape
D 5 · C 5 · P 4 · Cm 4 4.60
Q things. And so, I mean, some people are like music to my ears. Other people are probably like But what about my employees? What about the humans that I've employed for years, if not decades? And so I guess my question is, is this just the reality that we're in? Or how would you think about maybe some of that pushback as people think about the transition to an exponential?
A So it's a combination of both of those is the reality that we're in. Okay. And it's like, if you were in the nineties and you didn't adopt cloud computing, Right. You're not going to last very long. You have to take on, the world is changing. So that's just the reality. If you're not building generative AI into your products and services going forward, you're not going to last. So this is a fundamental reality of adapting to the new world. The second part is how do you then transform the legacy organization into something different, new, et cetera. And we found that there's, and we, we've now worked with, um, um, dozens of big companies from Procter & Gamble to Unilever to TD Ameritrade to Black & Decker, etc. And we found there's a three-fold path. Path, step one is run a ten-week, what we call an EXO sprint, which hacks the immune system and hacks culture at scale. The default answer in a big company, if you're trying to do anything disruptive, is no. And so how do you switch that to a yes. Step two is do not do disruptive things in the core organization, because you will have this immune system response. They're geared and architected for efficiency and for predictability. Just keep letting them do that. Take the crazy people in your company, the Edge, and let them build an EXO off the Edge. So Google X does this, et cetera. Um, the, the master of this technique, by the way,…
AI assessment note: “So it's a combination of both of those is the reality that we're in.”
Answered raw tape
D 4 · C 5 · P 5 · Cm 4 4.55
Q How do you differentiate when it's maybe more gray? Maybe it's somewhere in between.
A Well, I think what we found is there's a set of techniques and if you're using, uh, more than about half, then you're clearly over that line and you're scaling very, very fast. And the key is that you can keep a very small resource footprint and use a set of externalities to scale very quickly. What we came across over the number of years of studying these is there's a really important economic driver, right? So when you're building a business, you worry about Demand and supply, and very specifically the cost of demand and the cost of supply, right? Helpfully on the right side of that equation. When the internet came along, it allowed us to drop the cost of demand exponentially. Online marketing, referral marketing, every one of your portfolio companies is trying for the viral loop, in which case customer acquisition costs go to zero, near zero, and for the first time in business history, you could acquire customers at very low cost, right? Amazing. What we find with exponential organizations, they found a way of dropping the cost of supply exponentially, right? So you think about Airbnb, the cost of adding a room to their inventory is near zero. If you're hired, you have to build a hotel. Same with Uber and same with taxis, right? Same with Waze. So there's now this whole category of companies that are building with an almost zero cost of supply. And if you take out the cost o…
AI assessment note: “if you're using, uh, more than about half, then you're clearly over that line”
Answered raw tape
D 4 · C 5 · P 4 · Cm 4 4.30
Q How do you differentiate when it's maybe more gray? Maybe it's somewhere in between.
A Well, I think what we found is there's a set of techniques and if you're using, uh, more than about half, then you're clearly over that line and you're scaling very, very fast. And the key is that you can keep a very small resource footprint and use a set of externalities to scale very quickly. What we came across over the number of years of studying these is there's a really important economic driver, right? So when you're building a business, you worry about Demand and supply, and very specifically the cost of demand and the cost of supply, right? Helpfully on the right side of that equation. When the internet came along, it allowed us to drop the cost of demand exponentially. Online marketing, referral marketing, every one of your portfolio companies is trying for the viral loop, in which case customer acquisition costs go to zero, near zero, and for the first time in business history, you could acquire customers at very low cost, right? Amazing. What we find with exponential organizations, they found a way of dropping the cost of supply exponentially, right? So you think about Airbnb, the cost of adding a room to their inventory is near zero. If you're hired, you have to build a hotel. Same with Uber and same with taxis, right? Same with Waze. So there's now this whole category of companies that are building with an almost zero cost of supply. And if you take out the cost o…
AI assessment note: “if you're using, uh, more than about half, then you're clearly over that line”
Answered raw tape
D 4 · C 5 · P 4 · Cm 4 4.30
Q things. And so, I mean, some people are like music to my ears. Other people are probably like But what about my employees? What about the humans that I've employed for years, if not decades? And so I guess my question is, is this just the reality that we're in? Or how would you think about maybe some of that pushback as people think about the transition to an exponential?
A So it's a combination of both of those is the reality that we're in. Okay. And it's like, if you were in the nineties and you didn't adopt cloud computing, Right. You're not going to last very long. You have to take on, the world is changing. So that's just the reality. If you're not building generative AI into your products and services going forward, you're not going to last. So this is a fundamental reality of adapting to the new world. The second part is how do you then transform the legacy organization into something different, new, et cetera. And we found that there's, and we, we've now worked with, um, um, dozens of big companies from Procter & Gamble to Unilever to TD Ameritrade to Black & Decker, etc. And we found there's a three-fold path. Path, step one is run a ten-week, what we call an EXO sprint, which hacks the immune system and hacks culture at scale. The default answer in a big company, if you're trying to do anything disruptive, is no. And so how do you switch that to a yes. Step two is do not do disruptive things in the core organization, because you will have this immune system response. They're geared and architected for efficiency and for predictability. Just keep letting them do that. Take the crazy people in your company, the Edge, and let them build an EXO off the Edge. So Google X does this, et cetera. Um, the, the master of this technique, by the way,…
AI assessment note: “So it's a combination of both of those is the reality that we're in.”
