We know that people need to learn about incentives we have a bunch of topics that we know like hey this is a thing that organizations run using competition America and then that makes delivering education right to the US products, which we can actually bifurcate into education and training. So used is used by teachers, right. You know, I have a textbook on negotiation that's sufficient for you to teach your students how to negotiate. Right. Then, then there's the then there's the like, solving a problem. For the manager or like getting eye contact. So oh my God, I need to know what to do right now in my particular situation, which I so so I think we need one more but Okay, so let's imagine actually, we we had another one up there. You have two things with delivery capacity, right? One is teaching and a different one is training. Yeah, right. Which, which doesn't conflate the two which is what we often do now, which is you know, to say that like, okay, you know, teaching and training. So the difference between teaching and training is that's an IO psychology distinction. Teaching is about educating you on frameworks for thought. So how do you think about negotiation? What is it negotiation right? And the broadest level, I could say, I'm going to educate you to understand why negotiation is a joint problem solved between two interdependent people who need different things, right. That's very good to think about negotiation, but it doesn't exactly tell you what to
do. Is it what and how kind of
yes, yeah, what what and how. And, and how is like yet, like, you know, how is like, okay, like yet, or so. Right. So training is okay, well, you know, like, open make an opening offer practice, right? Yeah. Okay, because
intrapreneurship is one way one part of management Yes, yes. Yes. What I discovered in MIT is practitioner like Martin Trust Center and like, turn intrapreneurship theorist are very, there is a very large gap. Yeah. And like, who should I target to because I want to make a tool that can be helpful. For entrepreneurs. But I think I should also get entrepreneurs scholars going to war because they are the ones who teach this entrepreneurs used to
right, right, right. And so so so again, if we even pull that back a little bit more, this tool should be informed by the products, right? Yeah. About what what actually works, should be usable by the teachers. Right, and should then be useful for the people who are going to apply it for the problems they're in. So those are the so that's the sort of development process about their right and I think what does that method capacity and producing? Yeah, okay. Okay. It's just because it's read results. So method capacity, so
before going forward, yeah, I think you're, like teachers or educators and practitioners. Your usability and usefulness? I think that's very relative term. Yes, totally. Yeah. Teachers output as practitioners input Yes. So once usefulness can be others what they should persuade and this is so
so what so I mean honestly, useful, usable and desirable. Anything is all three so useful is it solves the problem useful. So the example I give is personality. Right? Personality is useful because it's predictive. But it's not really usable because you can't change it very much. Yeah, right. And if we talk about certain parts of personality like IQ, that becomes undesirable because certain groups are disadvantaged, right like there there there are socio demographic variations. And so if you say, well, we should use this you are, if there's like, there's that's that's gonna be bad, right? So so, so that's so but the point here let me see like, like the only thing like right in that little gap there is actually also like so trainer is a role right? A trainer, and this may or may not be relevant, but like from what we're doing here, but a trainer is someone who would go into an organization say what should you do? Right, whereas opposes the teacher is someone who would have you come into a classroom and say, How should you think?
I guess, somehow, including the difference between the two and bifurcating this complicate too much to be honest. So I was thinking of a paper Yeah, when I first do this, because it will take a long time for me to actually become a professor and start to teach. But this is a like a pure, difficult challenge for a PhD first year student in not knowing what the big picture is.
See? Though, I think I saw I hear you about like complicated model, but I think there is. I think what I liked about this is it's very general so let's use it with a paper just to talk about it right so candidate the candidate is some idea, right? Some a so what a concept. The nugget of the payment. Yeah, yeah. The rich bit was what Colin used to call it anymore Ender. And so
the sorry to interrupt but like one part that I really like about entrepreneurs, like their needs and their features of the product. So this is desirability, and this is feasibility. Yeah. And the way intrapreneurs choose what to pursue based on a lot of pivots is this common among this combinations? Yeah. So by the way, like,
needs and feasibility, like needs is almost useful and feasibility is almost usable. Right?
I think I'm not very expert and useful and use a relative
like I think it's that's that's a framework that I mean, it's by product designers, right? Your job is to invent thing. Yeah, that's that's a that's an important thing. So
So I I'm more useful and usable. I'm more comfortable with desirability and visibility, because visibility is am I as a producer able to make that usable
is that is Yeah. Like basically am I is the person who wants to able to leave it's like, useful is again problem based, right? Like this thing does something I want it to do, like and usable is but can I get him to do that? So it really so like they really are, they really are proud but the other thing I want to say is that is that desirability, we may need that. We might be able to use it as fine but the reason I think about desirability as being important is because product adoption requires that people liked the idea of doing the thing. Yes. Right. So so, you know, if you say, hey, it would be useful for you to run 10,000 more people and I'll give you the money to do it. You some of you like oh my god, I don't want to right like that's undesirable. Right. So let's let's not get from this idea. Let's give it a little bit like like, yeah, so. Alright, so we're going to let's go back to the paper thing, because again, we're trying to sort of say like, I think this is a general candidates. Candidates are things that are untested, in my mind, if I understand this, right, yes.
Do you remember like n one to N three and f1 to f3? Yeah, those nine combinations are candidates in my mind.
Okay, and what, however we want to say but like what I think is important is that the candidate is you're not sure if that will work
that as well but and I don't have enough resource to implement that all.
You're not sure you can get it to work.
I have I have only 24 hours
in one day. Yeah, right. Right. So but again, like, like,
I'm sure I can get it to work but I won't choose it because one option has more value than the other. So like for instance, we can
think you're confusing the process of producing with the existence of a candidate's is a stock that means it has things in it, that rise and fall those things are these combinations that you're talking about.
That's nine combinations. Yeah, that's there, right. Yeah. So
are you saying is the act of going through them to determine right so. So, method capacity is how to do that more quickly. Yeah. Yeah. Right. And so again, I think this is so so candidates are ideas, let's say candidates or ideas that would go into paper radically different ways to think about it. You can totally think about a method capacity is increased by statistical even theoretical writing, right? Like if you knew how to write quickly, yeah, right. Like so if like, you know, Chad GBT? Yes. Is a is something that might get your first draft out quicker, and then you can fix it right or might be something that helps you edit, write.
Something that changes bits into atoms is what I was thinking
bits into atoms.
And like paper, it's for paper is I think paper is atom like they're very rough idea of I can do the kind of things very well and humanitarian operations need some analytics, so I can combine them and come up with some cool thing. But that is different from the real paper.
So I was thinking of the real paper as the product. Yes. Right. Yeah.
So this is paper writing skills. Yeah.
So okay, so so so the candidates are the bits you would call a candidate.
Yeah. So Anita solution pair. Erich von Hippel has actually a term called needed solution pair. What he's saying is, problem is not problem solving. Without problem formulation is his papers title. So he just formulated this combination of a need and solution not need based solution.
Yeah, it's funny, I have many thoughts on that. Okay. But I was
not sure that's very relevant. Yeah. Well, I mean, like
I don't think let's table that discussion for a second right. So, so there is some there is what you are calling it pairing, but really there is some there is some kind of like, I think this and therefore that which seems to have some value, right, some kind of emergence of value through a combination. Yes. Right. Okay. And then, but it's a it's a, it's a plausible but not certain combination, thus making it a candidate. Yes. Right. Right. It is created through that what you're calling pairing but that is again, a synthesis process of some sort, right, like putting it together, then the candidates have to be essentially tested for viability, which is the producing part, right like which is again, in this case, it's about ideas getting put in put together into a paper which is the product which then must be delivered. So what that's so delivered is almost peer review then Right? Because then useful used product, the delivering this kind of a vetting, isn't it? Or are you thinking of a different way?
I have seen a lot of paper gets cited more because the marketing and tweeter will so that's like one way to deliver well. So I'm a little fuzzy here because I don't know about a review process. Well, first of all, I wish to learn Yeah, but like the one I wanted to emphasize here is the more you know about the needs, the more you can somehow grow your delivery capacity. So it's like going to the conference and speaking with professors like you, and I can gather some what like for instance for me what problems that Beijing entrepreneurship filled scholars want to solve. And I have certain tools so I can I think with if you can build the simulation model super quick, like John sermon, you can write paper very well right.
You can master John you have to you have like brain capacity. At some infinite level. We don't even need this So, okay. So I think
Do you think this is more like a review process?
Here's what I like. Again, you'll notice I see things at a very high level, right like I like this idea of the development of something from potentially good to demonstrably good to actually used but potentially good candidate demonstrably good product actually used. Right, there are different kinds of capacities. That can be increased in each of these flows, if we knew what they were. Now I had a question. Why do you have Why do you have feed forward arrows like why is there an arrow from candidates to produce it? Why is there an arrow from products to delivering? Oh,
yeah, because it's like I'm just modeled in this first order. rate. The more canvas you have, the more the faster you produce. Books are really Yeah, yeah.
Yeah, the more so what you're saying is
so the in system dynamics model producing equals candidates divided by production time, right.
So you're saying that how is it that more candidates would open up your your ability to process them?
I think the more idea I have, the faster I somehow push something out.
How was it? What's the logic there? The more ideas you so that's by that logic, the more bricks you have to carry, the more bricks you can carry. Yeah, if the process of vetting an idea or assembling an idea into a product takes x time, having more of them doesn't speed that up. You may have a greater throughput.
I think that's where like they add them add bits or defer Okay, breaks are pure atoms. It's has some physical existence here, but it's like how can I feel like I am? I am producing
a computer. A computer isn't isn't what isn't like a flop? Is that like a measure of processing flip flop? Yeah, yeah. Okay. Having more flops to go through, does not make the computer's speed of processing any faster
than I thought if you have more capacity, you will have faster speed.
You have candidates not capacity. Candidates are the number in like that the candidates who have higher low a higher number of number of things to be processed. So
then I have one question, how can I model this producing as a function of a production time?
So production time is measured as one like the like the more of it you have, the more you produce,
right? Yeah, like it's like how long it takes for you to write one paper.
So how so if you're thinking about so if production time was how long it takes you to write one paper, the way I read that model is production time determines the rate at which you produce candidates are the throughput, but the rate is not determined by the number of candidates. The products are sorry, sir, the products are so as you have more candidates right like that. There is no reason.
So this is trying to say I think you may be morons. So this is decreasing and this is candidates divided by the production
right? So the ones so so the more candidates you have,
the faster indicates that's the force order became.
So my question was without this being a founder of this if I just change this to one is this what you're trying to say?
I'm not sure I'm like so. So So you're the derivative of the candidates is why can we wet why did why candidates decay, that what it will like are you is it like, is that forgetting? What what is that? So I think I think the problem is, what is the nature of the thing of the material that is flowing through the system? Right?
Yeah. So so if I were to write a unit of this would be need and solution need and solution kind of a pain.
Okay, so let's let's let's do that. Right. So needing a solution person, so you have 10 pairs of candidates that you can process at five pairs a second, yeah. Which is two seconds. Okay. Now you have 100 pairs. Why is that going to change the rate?
So like my you know, was the more idea I have, the faster I can write a paper maybe
that's not the case. Right? But there's a reason why right? Because, because how do you determine whether a pair is good?
Yeah, sorry, sorry. Tobacco that is I think the kind of the research I want to do because when I was like automate automated scale up, because when I was doing as Tarot I was always criticized you should be very specific on your industry. And I was doing a demand forecasting and inventory optimization. Okay. I didn't want to specify for the fakery industry, for instance, like if I develop something, it can be used for every people and that was why I thought like, as long as your pair somehow produces all the produce products that I give to this industry, this industry in history, right. And that's kind of the movement that's being discovered in Brain and Cognitive Science, where they come up with a domain specific language and with some computation, they are automating this, the intelligence or the expertise so yeah, I guess that somehow like my prior or like
so so Okay, so the best thing I can do because I'm gonna I'm not a mathematician, but like, so I got a I got a student as a physicist, and he says, and he was talking about the use of particular ways to determine how certain functions evolve in a particular domain. So what was important is that he said, this mathematical tool applies to this biological process. Only when these conditions are true. Yeah, yeah. I'm afraid that you have under specified this at the moment, right. So so, like, there, if there is a reason why more of something. Yeah, so it's almost like almost like the fast the hotter something is, the faster the heat dissipates. But that's because, you know, it's isn't whatever the thermodynamics are right, you know, so that's insane. Like, I think this is where, like, the material you're talking about, does have limits and
do you think it would be just better without this?
Yeah, okay. Sure. Yeah, it's the same with products and delivering, right. Yeah, because like having more products to deliver. Makes more work right. Like, yeah, and makes it harder. Lord,
my limit of research.
Well, this is you know, I mean, this is like this is, this is why I like these models and why I like a lot of mathematical formalism, is that it really forces you to be very clear about what you mean. Yeah, yeah, no, that's fine. Yeah. Right.
That's, that's somehow overlap with your last comment during our talk that we need some big picture. Yeah. Well, I
like like I said, I think what's what is really great about this is that it almost says it almost says here, we should be like.
When I say, knowledge, it's my something for knowledge. curricula. And then
training and then
outpatient synthesis I don't even know what that is. And then this is January
this this generate Yeah, yeah. Good. Good, good.
Synthesis. I don't know what that is. It's interesting. And then
the last one was in the EU. So
this is
you know, maybe this maybe this is wrong. Maybe this is in fact training. Or maybe this is huh. But this is see this is it's what yeah, this is what it was making. I was sort of thinking about with respect to like, what you've done is say, to give me think about what are the where do we add how do we add capacity right? Because these are collate collated into this, which, you know, and there's other things like, you know, which is like sort of like rejection right? This is more you no modification. Right. So modification decreases. Yeah. Right. Um, as you learn more about something, you can have a more parsimonious so actually, I'll give you a great example. They used to think that type A personality which is hired charging, ambitious and angry, right, that was really strongly associated with heart attacks. They come to realize that actually, it's only the anger. It's the anger. That's the part that's bad, right? So, so my belief is that knowledge as knowledge grows, by becoming more integrated and coherent, it's how we can that's how we can no more despite having the same cognitive limitations, but then again, so but then that's interesting. Like what like, like yeah, like I don't even know like, what what the hell's that? Right, like, design educational pedagogy?
Yes. So whose knowledge is that? Like, where what is the form of
that form of that knowledge would be settled science? What we can, what we can demonstrably claim.
So sound like papers, the journals that
it would actually be the accumulation so that that would be programmatic therapy. I see what we can what we can claim to
know. Sure, sure, sure. Then the business school professors read the journals and use the curriculum.
Yeah. So one of the things they didn't say in there, there's, there's a there's a guy and this is why education is important. There's a guy in one of the schools in England, who has this very cool thing called clear ideas. It's a way of understanding innovation, which he built out of reading the journals. He's a page but he's not. He's like not looking at a researcher and Sheffield is not like an r1 place, but he's a PhD so he understands how to sort of put that stuff together into a way he actually did this, right because he his training that he uses, but it's still it's still draws on this as what we can demonstrably show. So if you if you go back to your model,
sorry, could you lend me your charger fighting? Oh yeah. Of course. My computer has been working all day. Thanks. Thank you very much.
I told my wife I ran into John and he didn't recognize me. She said it was so nice. I get to see him again definitely is so so. This this capacity thing is really interesting, because again, I had him like that's really a great way to think about we it's funny, right? Because we try and do we try and build capacity here. Right? But we don't have capacity here. So we have this giant glut of findings that clogs up this right? And we totally need to build the capacity. There. They're in there.
So perhaps if we add some like testing capacity, it would make this go away.
Yeah, and if n but think about this is these are outflow. So this isn't the only alpha we don't just want to get rid of the findings. We want to say you don't need to learn about the 15 different types of conflict. You need to learn about this one thing Yeah, right. That's what that was part of what I was trying to say in the programmatic theory article, which is, which is that synthesis is still an outflow. It's just rather than rejecting findings. It's putting them together into a chunk, so it becomes easier to understand and remember you know, which again, can be made even smaller.
So do you think the more injection you have the more fetuses?
No, well, no, no, no, no, I think that's good. Yeah. But because that I think, see, this is where we talk like this is where these little these kinds of things are happening because I think just because it's the more things you have, the harder it is to reconcile Yeah, incompatibilities, right so the more we can clean it out. Yeah, yeah. Yeah, totally. Yeah.
Ever because force turnover case, like the argument I'm trying to make is we hate. We should give scholars some way to pivot their research on Yeah, they can focus and specialize in certain area. And for turnips case, if you have too much decisions to make, if you don't segment your market. Yeah, you run into a problem. And that's because you have a lot of findings. So
the segment your market was what I was talking about at the end, about how not everyone should do everything. Yeah. So the academic market isn't segmented at all. Yeah, right. Yeah. It's really not segmented because our end users are considered the same as our scholars or teachers as researchers, right? Yeah. Like it's totally not segmented. It absolutely needs to be segmented. Yeah.
How can we better Yeah,
so where's that in here? Do you is that is that is that something that you is that in there?
But like I said, I think this use product I didn't specify whose consumers it is. So maybe you can think this as like dominance of a segmentation.
Yeah, I think it's really certainly certainly segmentation. We limit this right because if you knew who this this is predicated on some knowledge of what the what the what the purpose will be, right? So there is something with respect to this capacity. Maybe limiting that. Because
Are you viewing this as a bad thing or a good thing? Shelving activity?
I'm assuming that that seems like waste, right?
Yes, I was trying to point out these are valuable things but due to like cognitive, yeah, ways. Yeah.
Right. Which, but that does mean there's a if you could actually think about like, the allocation. Yeah, segmentation. You could flow those back. Yeah, exactly. Yeah, yeah. And hopefully prevent shot this in the first place. Right? Because this is just like this little you know, exactly. Yeah, bro game.
Yeah, I think just because, uh, once color does not have enough time. He has a lot of great ideas. shelve in his drawer. Yeah,
yeah. And I think and I think that with most invention inventions, most people don't recognize it. Right. And that's what kills most entrepreneurs right is they go well, this is an obviously awesome solution. And people are like, I don't see value. Right? Even when it is really valuable.
They haven't detected are good segments. Right? Yeah, we should find them. Like detected
with that. See, maybe that's here. Right? So this is where like, I like I get what they're doing about this, like random pairing of something like this very garbage can model, you know, but, but I I feel like
it's the random parent. I'm not sure
Oh, do you know do you have you not do you not know God? The garbage can model I've heard of it. Oh, he's very famous. Yeah, it's so it's it's it's March, March and back guy and I believe so. The garbage can model posits that people managed by having solutions that exist, and they look for problems. So it's really like it's very similar to that. Right. And it was and it was, ironically, it was a very one of the very first simulations and it doesn't actually work but that's all right. So um, but but, I mean, I get there's a sense to that, right? Like there are things but I feel like you know that's interesting, because it almost suggests that there's some kind of
do the candidates not influenced the pairing and I mean, I guess if it's random, it does it but do you think about the think about the people are they at all intentional in their in the sort of late development of candidates? Because I mean, if it's just this then it's random. That that I've just never been good with that. You know, what's his name? Dean Simonton and things all ideas are random, right. And we just need to produce more of them. I just think that doesn't make sense to me.
I mean, I like based on my experience, if someone says I need this that somehow makes me think yeah, search in my head what solution I can give to Matt. That's, so that's why I think the segment thing is helpful. Yeah. Because the queer segment we have to clear what what people need, like for instance, we need this curriculum, and that would make this segment of people come up with solutions that they can somehow draw upon in here,
right. Whereas if we say, it could be anywhere across this, you waste your time over here. Yeah, yeah,
this makes this much better. So if we define this segments function as how well it matches or create some value, based on giving a meat from one versus getting a beat from to the like, the rate matching the solution with this and solution with this and creating some value would be much faster. In truth, right? Yeah, yeah, this is what we think I think. Yeah. But I haven't solved the problem of how I can detect my condition in the value chain that can me I'm very well, like fortunately, I think I'm
but this is but this was my point. About the functional analysis. Right? So the loop What do you mean by function? Let's see if I can well, let's let's just say go back to the model that you guys saw from, from from from from the paper. So if we really think about what what happens right is this the like, this is abduction is about reasoning to a potential conclusion right with this is AMDs work right which we then try and say okay, well, can
you repeat the definition of
abduction is pre induction. So whereas induction is trying to reason from the particular to the general abduction is reasoning, could this be an explanation? Right, so it's before induction, so it's not even reasoning. What the principle is it's it's a candidate principle candidate. Yeah, yeah. But really in the most raw sense, right. So the candidates then eventually give rise to empirical questions that need to be tested. Right? Those what what what survives and is rejected gets constructed with right. So if you were to say, if you knew and remember like I said the cycle was this if you think about empirical validation, there's a bunch of different ways that people can specialize. So if you said, hey, you know what I really like to do I really like to test things. Right. And I'm working here. If you were me, you would say I actually like this. Oh, to put things into big big structures. Right. Now you can find where you are on the field. This isn't even the teaching side. There would need to be that as well. So we do have education here. Oh, yeah. So but that's, that's, that's like what do we teach? So but I'm gonna give you a bit late so when I think about this, right, was that I share that in my right. Okay. Right. So this is the research faculty. Right. Tori is not a research faculty. She's sort of a contract faculty, but she does do some research and like be journals and books. And she does, you know, skip is not a scholar at all. It isn't even a PhD, but he's an entrepreneur. And he's very interested in sort of knowing what is it that management can teach me? This guy is not at all an academic and really kind of a he's a good salesman, but that's about it. Right? So. So how these people find these places, and if they even realize it, yeah, it's like, so So yeah, so that's where I want to like, yeah, what would you like? I think the idea of the like, that's why when I build said what where do we start I say we need a language with which to talk about segmentation. What is this interesting thing? Oh,
yeah, I have I am very visual person. I have everything in the diagram. But I had Sorry. Here we go. Oh, yeah. So like, those are the four functions in a start up again. My advisor has come up with a pen tools that we need to scale up which is segment evaluate our culture rate, professionalized cooperate, automate platform mines. process if I replicate and capitalize. This is a little lock but I can show you the paper doing
totally interesting, very interesting. The title of the paper is
can entrepreneur ship can Operations Management effect enterpreneurship doesn't matter. So yeah, like, oh, yeah, I think he is one of those color. That's I've seen this very close to the practice. Nice. He has done a lot of consulting. So we will go
back here. Crazy. This thing is pretty cool. Like
so regarding the functions, although the function does not map one to one, it's very
close. Yeah, I totally see where you're seeing so I absolutely see that so
this a CFO like they take care of the marketing sales. Yeah. And they are the desirability collector, CMO or CSO, the salesperson, and this our CEO, and this our CTO.
So when you when when you do the A, B C loud, what was the meaning of that?
Thanks for asking. So this purple thing is desire desirability part. And this be I changed the alphabet right now. But this green thing is the technology. Its feasibility. So the idea is, after you match your desirability and feasibility you need to flush this implementers and that's what the CEO do, right? CEO if you think of what they're doing what CTO have come up with some cool like recombinant DNA technology, and see so has detected Oh, there are some total market size is that so we can make a profit here and see Oh, make this enterprise where an organization as a machine that bring make it true, meaning this bit? What it does is combining two bits idea about the feasibility and desirability and make it implemented Yeah. So that's, I think, what collaborate automated platform eyes come on, somehow gives the flesh to this value and make it happen. Interesting. And I guess the research scholars are more in a CQ part, because their theory is not like the we don't have Adam part of it.
It made a different way to think about it was would be so let's let's stay with the startup idea, right. This is r&d, right? What are the things that are like this is product development? Yes, yes. Right. This is marketing. Yep. And that sales,
marketing and sales how those market Oh, yeah. And one thing I can add is, there are some behavioral issues that prevents population to use certain things. Like for instance if I want to make 3d printed wrench Yeah, even though it functions as well as the steel wrench people are afraid of like this breaking Yeah, we should educate them that this is that's
desirability when I was like like, even though it works. Yeah. Even though it's usable. Yeah. Something about it makes people say, Oh, this isn't as good as the steel wrench. Yeah. So
we need a function that somehow learn and shape the desirability of the users
but what's really important here is like what is desirable? Here, right, that evolves or along the side, right, but what and so I was looking at this like the, the way like these making processes collaboration and automation and a culture look like all of these is that can you explain how that is that the cube the hypercube thing? Sure. Yeah. Cube thing. Yeah. So so what is that? Okay,
this is, I think in order to come up with a good research product, yeah, it needs three components. We need a very concrete theory. And we need a measurement and we need a phenomena. Yeah. So I was trying to come up with like eight different like, I think 12 different paths from starting from zero to come up with the three combinations. And perhaps we can divide and conquer. I mean, like we can divide and conquer like, well, I'm developing this my collaborator is developing this and the other collaborators developing this so we can somehow make it a parallel production and reach here and there will be like just one paper with three co authors in like 1/3 of a pot.
What was interesting there is there's a lot in this which is what I like is it's it's, you actually have a lot of different principles that you're sort of thinking about concurrently to many, I think, but like, but still like, but there's a there's a coherence here, right? That is compelling and and it gets sort of like in like instructive for sort of thinking about because you're applying principles in sort of a coherent way. Right. Like,
could you elaborate on this coherence?
Could I elaborate on okay. Often when you have it's kind of what we were talking about before, often when you have people talking about different topics, so you have people in roles, you have efficiencies, you have external. So there's operations represented here. These roles are exempt represented here. There's markets represented here. There's innovation represented here. Often when people are speaking across such different topics. The ideas don't come together into a pleasing product. This is these things while it's bits a lot seems to sort of fit. Hey, here's a weird i don't know if you've read this, but it would be great if you had us it would be a perfect example. Did you read the theme? The three body problem
I'm seeing I'm seeing the three body problem Netflix show? Oh no, I haven't.
So the book is remarkable because the writer weaves together all of these different things about physics, about culture, about space about science fiction. And normally when you do that, it's unattractive and not an unwieldy, but in his case, he's done it very well. So you're like, Oh, my God, like all this crazy stuff is happening, but I'm really engaged. I'm really falling and I feel like that's kind of what that so you've got a lot going on. But it's not. It's complicated, but it makes me feel like very close, but there's something there's something about it
took me all winter to make this so I hope is useful.
Yeah, okay. All right. I'll need to read this
or do we think we should start like this always happens with my advisor, I start from here and we're no good.
Well, this is what I mean. That's how this is how this Alright, so listen. So dinner is at seven and it's 610. So like, what what is the what is the concrete goal we can try and accomplish in this next? Yeah,
40 minutes. Oh, so if I have a concrete word, this word is very vague. It's built on startup operations. And also I got help from GPT. I had this like template and applied this to biotech industry and semiconductor industry and academia. So that's why it's less communicable to the people who are only interested in this academia which would be the Friday seminar will be about but if I can somehow change the word into use product into for instance, paper and candidates into I don't know what senior academic people use, but do you know what I mean? Yes, relabeling Yeah, so I'm just gonna do reinvestment so the more citation you have, the more fame you get, and like you need to allocate your resource that can increase the need and solution. You hire more PhD and pre post postdocs and you go to a lot of conference and people just come to meet you and you know what people are interested in. So it boosts your productivity. Yeah,
I'm not buying that. Okay. I mean, it's like it's kind of its, its its surface. It seems reasonable, but there's like, there's way more complexities to this this substantial, like anyway, but I think that's but so why did you have this knowledge you got not up there?
That's that's just ignored us. So
So think we start, I think I would almost want to say use products would let's say use products or application? Yeah, I agree.
And lifetime still works, right. Products are. You could say expertise settled. science lessons. Right. The things that we the knowledge that we convey. It's I call the know how, because you're sort of, for lack of a better word. But I mean, that's like, like, hey, what do I do? Well, here's what you should do. Right? Like that's what we make. Here's what you should do. So when products or know how, then we can think about delivering as being the thing we just talked about, which is like understanding how to appropriately route the knowledge, right? Because in fact, the use the application need not be merely by the end user. It could be by another producer. Like that's what that's led. That's where the segmenting man is, right? This is about a, you know, an applied product. Yeah, like right. So there's one of the you could almost say there's one of these for each of the different four quadrants because, you know, application means a different thing. But clearly, if I'm going to write to do a meta analysis, I need your papers, right? But if I'm going to make a textbook, I need the meta analysis. Right? Yeah. Yeah. Yeah. So So I think the delivering and the delivery capacity is definitely like where like thinking about like, that's, that's, I think, like, that's a segmenting thing. I think that's really good. And
so remember the B previously in the diagram, the green thing? Yeah. Like now it's T technology. But Charlie, they find that as knowledge was useful application.
And that's products.
I think that's similar to what you just
yeah, like yeah dollar for these weekly like that. But what see what I think is important is like to be clear that useful depends on the person and the problem are that's why the segmenting is so important. Yeah, yeah. Right. Again, no person who's managing cares at all about most statistical constructs. They do not want they're not doing statistics. They're not doing that they're doing other things, right. That almost none of them care about level of analysis. That's not what they're doing. They're doing other things. So but that doesn't mean a body of work on level of analysis isn't useful. It's it's useful to us. Yes, yes. Yes. So products. So delivering is about sort of allocation. Delivering is actually more I think about Alec Blake.
I mean, if you have specific customers is easier to deliver, right?
So yeah, so then if you call it if you if you really call it like like appropriate allocation, right, like sort of like that, that's that's opened by segment right? Like because it's like routing knowing Yes, yeah. So
So did you suggested changing products into expertise? No. Wow. Or like, well, well,
so yeah. So look, let's products that you sell, and then delivering, I would change into I'm just going to call it routing for now. But routing to the right segment. Got it. Because then, it's still it's still it's still hold. So you don't need a model for each one. So it's just you need awareness that there are different segments, right.
What is each one huh? What is h1? Did you say h1?
No, no, no, no, sorry. I didn't. So alright, so products is products or no? How is knowledge with these full application with what's fun all that? Is that all that's good in terms of products, right, like so then. Method candidates are almost like yeah, raw material, like speculations,
or abductive findings? No, I
like speculations. Cuz you know why? Because this is we're in the business of knowledge. unproven knowledge is a speculation. Right? Yeah. Right. Like and possibly productive but like what it's hypothesis. Hypothesis is, like speculation hypothesis is contained in the set of speculations and theories. Also, speculation and abduction is also speculation,
right? Yep. Theory is not in here. Right. It is.
very speculative until it's tested hypotheses are speculative until it's replicated, right. Like you know, adduction is speculating speculative until it is tested. Right. So point is though, that candidates are the that isn't know how or knowledge of useful application because we don't know if it's useful. Got it, right.
But use and test is two different functions, right?
Yes, uses use is I'm going to apply this test is doesn't work. So we
test here and we use here. Do you think that like the great use would make this test easier because that's what happened? During COVID.
So I think, I think we speculate here, we test here. We make we the ones that survived the testing become know how, which we then have to route to the right person so they can use it. Yeah. So that's testing, actually. And testing is also sufficiently general because it means testing theories testing hypotheses, testing, you know, models
so even though I make this as like a kind of a push away but it's sometimes pull and push Oh, we
see but that's also good too. Because one of the one of the guys works he was talking about things are now pull rather than push and I said, No, we have to push because we are build things for we often have to build things for reasons that we don't are aware
of yet right? Didn't like iPad when like, right, exactly.
Well, like again, there's a million discoveries. Army Research Institute, pays people to make things so that when they need to go to the shelf to get something it's there, right. So so that means so now so then we go down to pairing, but
I guess our argument for segmentation is even the push is good. If we segment it push becomes more effective. Yes, there is some pool. Yes,
yes, yes, yes. Right. That's political and so and alleged and so so the so the so the candidates know you said there's speculation it's this is what are we gonna call pairing? So pairing I think of as value I mean, I if I go back to my my design thinking its value, opportunity, identification, value, identify value, opportunity, identification. I mean, that I think that's used in entrepreneurship, isn't it? Um,
design thinking differently is product market fit, identification. So
basically, it's the idea that when you look you look around and you say, where is there a place for me to, to create value Where's needed? does not yet exist? Yeah. So that's, that's product product design is where that comes from? Yes. And so if candidates really are things that ultimately are going to become products, like I said, the value identification had been this still fits with what you were talking about the value identification is to look and say I think there is a need here, which is, even though we're not we're not saying it's random, we're saying it's deliberate, right, that people sort of discover and identify a need. We're talking about the artist, the artist is the discovery person because the artist says, Hmm, something doesn't exist here, but it could, right. What we do that what else is why don't you write you know, so that that's what that is. I have a short piece, I can send you on that and I just use it to teach because I haven't been able to find a way
but three, I found a web like one door related to that.
Oh, that is that mine probably
happy if you should send me could you share those slides that you use today? Oh sure.
I will follow up with this labeled updated. Yeah. Do you think like delivery time production time producing heavy change producer testing? Pairing is value okay, cool. Master capacity, like do you think needs solution method delivery? It's okay,
hold on. Let me know. Okay, let me just so hopefully that'll be okay. He was there. That's good. And then um.
So
what do you have sent from my prior upside down? It's just one. School, okay. So
so this
past week yeah, I think that's good. Method capacity go up and what what did we call the corporate is saying, testing. Yeah, definitely method capacity. That's great. I think
so need and sharing I feel like
so need makes sense. But
what is the there's I feel like the other side needs to be like awareness of what exists already. Right? So it's almost like maybe there is like a direct link from the from the products. He back to, to the Yeah. Because Because the more of them the or maybe that has to go for what I was really, really where we taught that is awareness, right because the more I know things are out there, the more I'm able to sort of like to do that, oh, this need might be satisfied with
you think this idea. You think the more product we have, the less awareness would go and that would?
Well think the more products we have Yeah, like the harder it is. That's the house it was hard to find the right brick. Yeah. Yeah. Like so the more of them we sew, the more there's something about like having more products. Oh, search capacity. That's what it is. That's not solution capacity and search best
search capacity. Yeah. What about like you're creating something from the new nothing
is created from new. I go ahead, did you What would you do? I got this one. Nothing is created from it. Nothing.
I mean, recombination different acknowledge. I think the bringing the cognitive model promosi competition in the intrapreneurship field, Scott says has never seen something like that. And I'm having a very hard time persuading this is valuable.
So all I'm saying is every week, everyone makes new things from existing things. There is no like no one's no one has no artistic thing as or any invention has no roots. Right? There is always there is always it would be impossible, because cognition doesn't work like that. Right, like Yeah,
so just to be clear, when you see search capacities not only from here, but from nature as well, like other than existing product, just how to recombine this knowledge as well as I only
I can see this because pairing is really about identification of value. So yeah, I think you're right. I think you're right it is it's general right actually and this is talked about as absorptive capacity. Oh, yeah. Right. So it's the same kind of principles like sort of being having a greater capability to identify those value opportunities when they emerge, or absorptive capacity.
So do you think like, this is plus, man,
that's a great question. You know, I think I think you know what I want to say. So search capacity is interesting, because I think you could talk about that with respect to like aI right? AI could maybe filter through things much more quickly. But absorptive capacity is distinctly human because it says like there's the history of invention is one where everybody sees things and they go so why? Because they can't imagine why it's useful. Right? When they first made photocopy. Nobody thought that was literally a big deal. So the internet I was around and it's birth and most people said big deal. So why, right?
There's also accepted innovation, like just reconfigure. Exactly. Except dative accepted.
Yeah, have you heard Yeah, yeah, no, like, they just listen they can call it whatever they want. Right? All I'm saying is that in all cases, somebody takes something and they say it's inconceivable this is useful over here, but lo and behold, it is right. So
but first callers point of view even though I identified this new using that for build, I am less I'm very hesitant to pivot to that because I don't have good delivery capacity
there. Right or maybe I don't know how to test it. But there's a lot there's a lot about this. Like what's nice about this is like between seeing the need and bully and believing that you can deliver on that. A lot of things are happening here. And a lot is entering the field is actually not helping. We can even talk about how like you know
the fields, the need versus belief on the delivery. Yeah. Could you elaborate a little more?
Sure. So what I gave with the talk I just gave was a talk about the need for our field to do a better job. Most people do not believe we can change that much right? i But I say we can neither of us have real evidence we all have. We all have some hope and some in some in some evidence, but not it's not. So. So So I think but I was going back to saying like, if you think about you definitely have to send this to me. With the new model with the new wording because because it's kind of like it's following me up. But it's like if you if you think about like delivering go up, we will call that segments like routing, right, like we'll get into the right segment. Yeah. So So think about how our field screws up routing, right? Like we don't it's not only do we not have delivery capacity, we actually actively screw that up. Right because we sort of want to route everything to everyone. Yeah, when I wrote when I wrote my book, my editor was like, who's your audience and it's not everyone, you know, and I'm like,
I see ACS Yeah.
Would you get gets back here? Yeah. And are when again in our field is saying, everyone needs to be able to read this AMJ I
see. Yeah, yeah. So if I think I think I want to get some feedback about this production plan. And I think this is more about the delivery, belief and delivery. Like this framework is what I got feedback from Abdullah. Yeah. And it's like we start from a problem we want to intervene and what is the root cause of it? And one is nature and second is how the agents are using and how the institutions are not supporting. So and the solution corresponds to each of this 123. So like, yeah, for Abdullah, this question is like science is not accumulative. And he has some frameworks for that. And after that, so this table is about why earliest age scholars cannot produce as much as we want, or why we are having difficulty strategizing our or pivoting not very fast enough. Yeah, so I'm dilemma because I want to get feedback here. But I don't know whether it's effective to get your feedback without somehow injecting this information up. Yeah. Yeah, cuz
listen Sunday to me. Yeah, sure. We'll give you some like, honestly, if you sent it to me, you know, I'm like, happy to look at it tomorrow or even read it on the way home, you know,
thanks. Yeah. But would you mind if I just walk you through? Yeah, sure. Yeah. So I think in the morning, I covered it briefly, but research production strategies not customized to early stage scholars.
What do you mean by that? Yeah.
One example is I observed people who tend to don't have financial worries. Okay. tend to choose more risky topics. Yeah, and the people who have family tend to choose very conservative they have to graduate on time. Yeah. And I think that's, that's also observance. Startup as well. The only reason Tesla somehow overcame the difficulty was Elon Musk has a lot deep pockets. They overcame the failures. So I think perhaps customizing to their situations how the produce production should happen. And I think another way to say is like, we need to find them a good segment.
Yeah. Yeah. Or we have to make we have to, like risk has to be appropriate, right? Like, it's if it's like, they're not doing risky topics, but that would be really valuable. That's a that's a miss. Resources. Yeah.
But I wasn't trying to be very specific on the risk, but every different context okay.
So, what do you mean of course, best adaptation.
So for instance, if if I identify certain needs, if I go to the conference, yeah, and I think I would very much want to know, based on this identified need and based on my computational solutions or methodologies, I can write a very paper that can be published in certain space, but I am afraid to do that because that journey would be very long without knowing much about this delivery capacity capability previously, how the right routing works, and what segments are out there that can be benefited from this combination. So of my identified need, and the solution. I can provide.
All right, so um, but I think you need to with this. It's too general, right, like so. Like you you should be able to like research as a has a method right? Peer review publication really good. You would need to say like fast adaptation to a large right like like this weight of a right like, like and this true actually all like like, false starts. Well, maybe misaligned advisory teams, okay, that's a little bit better, more specific, premature scaling. i Okay. Those are a little better, right? Because then you can clearly there a specific thing
that has effect, right, this is basically your slide about there are too many things to learn. Yeah. Yeah. I don't know how to put this better.
There's too many things to learn okay. I mean, because that that says it's it's there's just too many things alarm. Okay. So
words, and this is a
little vague, but yeah, that's totally Yeah. Not in lack of Google
Apps like segment. There's, like, well, there. I think this is where you're kind of today's lectures about right. Yeah. How would you summarize in one sentence, lack of institutional support on market segmentation?
Research actually is has no organized way of accumulating really. Like it's not. It's not inclusive and supportive. I mean, it doesn't it doesn't need to be inclusive sport, but it does need to be cumulative, and it does need to be integrated.
And is it for routing and testing the lack of that function? Right? Yeah.
Yeah, actually what I was like that, on top of the three, this was the last thing and what I this model was built to detect the bottleneck for the start of Operation so that I can prescribe to this startup what they should pay attention to more, and I think so this model can learn what is kind of clogging what yeah, that was I think, what instruct infrastructure should provide. So perhaps it calculates to like a mismatch ratio is what they want to minimize the most, which is defined as on address need or on so on. On the rest need, or sorry, unmet solution.
So this is what we were talking about before, right. Yeah.
So this over this, if this is 10, and this is one that serious inefficiency going on. Yeah. So the system institutions enterprise goal is to minimize this. But how do we allocate our resource on this growing
to take this seriously take this and as much as you can update it with what we've taught. Yeah. Okay. And if there's any ones where we haven't talked about, like, modify those two, but I totally see. Okay, delivery capacity. What's that? Demand
demand be to Adam? That's another story, but
Oh, interesting. So So modify it because again, like, like the idea to say that our field does this terribly. Like that's great. That's a great insight. You know, that's totally like with like, it's a fraction, right. You know, like, we have all kinds of that and none of this hence my point about like, you know, group brainstorming being discovered 570 years after we published it, you know,
is there any way to make this more like, Yeah, can you help me find a market for this? Do I,
we have to, yeah, of course, but we gotta we you but you don't have your message down yet. So, yeah, so you're, you're gonna go back up a little bit. To where to to Yeah.
false starts. That's
right. Very good. Good job that you see. I didn't even tell you. You knew right where I was going very nice. identified. Yeah, totally. Yeah, but but again, like you'd like like what you gotta get this model right before we decide. Because, in fact is there's a lot here. There's a lot here that's really good. And given where you are, like in your career it's really important to to have a fairly like, if possible, narrowly. Yeah, trust me. Remember what I told you about taking six years and all that other stuff. There was a reason for that, you know, like and that, you know, like, it's like it, they're better. They're better ways, you know? All right. I'm gonna I'm gonna jump back in. But this is really, really interesting. I'm so glad you somebody emailed me at six in the morning
Yeah, I'm glad I met you because I'm trollee is always saying prune something. Like, you can see like, why where he's coming from? Yeah, totally. And I want to somehow find the way to theorize this without getting too much out of my lane of startup operations. But you're like one of the really few people who emphasized resonate that the academia is also enterprise and also startups, but not many people buy that analogy of
funny. Yeah, well. And I love that like you said, it's it was that's like this idea. Right, then, oh, shit, I should make this into a stock and flow because we got to think about building capacity. It's like, yeah, that oh my god, that's such a great insight. And you're right. It totally comes from the idea of a startup and how do you go on this? Alright, so are you going to be at dinner? Yes. Okay. So I will see you there. Check in just a thank you. Thank you.