The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 8 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Nathan: ChatGPT outperforms Google for nuanced product and service discovery
“I've found myself interestingly using it in place of Google for search on things that Google doesn't do a great job with. So, hey, what are, you know, what are other services that are similar to XYZ, for example, and You know, Google gives you websites that sh…”
Nathan: Automation demand primarily comes from non-tech firms avoiding headcount growth
“In our experience, a lot of the need or the interest in automation comes from companies that fall into the realm of what we tend to call tech motivated. And so there are companies that are not technology companies by trade but rather companies that are, you kn…”
Nathan: C-suite executives are unfamiliar with discrete operational pain points
“Understanding workflows, core processes, things like that, so that we can build out automations that will help streamline those workflows requires us to the, to talk to the people that are handling those tasks on a day-to-day basis, because you know, generally…”
Nathan: Teams rarely change processes until daily pain points become unavoidable
“Generally I think that people don't think about How they want to make change within their organization until they have some sort of reason to do so. So until there's a pain point that's kind of slapping you in the face every day, be it I missed a dozen emails …”
Nathan: Growing companies should separate project management from product management
“While I'm a firm believer that some measure of that type of responsibility is part of the product role. Once you hit a certain size, finding somebody that is solely responsible for that aspect of The business and the client relationship just makes things easie…”
Nathan: Tech partners need deep client trust to critique organizational charts
“When you come in as a technology partner or somebody who is there to build something that the organization views as a technical kind of endeavor, whether or not you have permission to make those suggestions really does just come down to the relationship that y…”