If you are truly convinced of an idea, especially if that idea is in the best interest of the customer, stick to it. Resist peer pressure. Work harder to explain better, not to conform more often.
Rarely, I still do this mistake, and I always end up regretting it.
Backslaps and high-fives demolish empires.
It took a few attempts. It’s interesting how #Codex suggests different solutions every time it processes the same request. https://t.co/TFSicmeW9R
“A lot of people think that there’s too many people on the planet but I think there’s in fact too few”
https://t.co/M2PhBYnroc
Enabled to access OpenAI GPT-3 and #Codex beta. Let’s see what this #AI can really do. https://t.co/SGEaNAXgHF
The most profitable problems to solve are not necessarily the ones that everyone talks about. The ones that existed for years and 100s of companies tried to solve without particular success.
Sometimes the most profitable problems to solve are the ones nobody talks about. Not because they are not real, but because they are so big that nobody believes it’s even possible to solve them.
Those are once-in-a-lifetime opportunities hidden in plain sight.
The challenge with those “silent” problems is that very few people can appreciate them. So, if you want to try and solve one of those, you are better off finding people that are already convinced about them, like you, rather than spending energy to convince uninterested people.
Innovation inside a large corporation requires multiple things. A critical one: people you work with (managers, peers, reports) MUST fully understand and appreciated the problem you are trying to solve. Without this, they will rather steer towards problems they are familiar with.
Especially in an organization that is not data-driven (the large majority), empathy for the problem is the only thing you can count on to get support from your co-workers.
Sometimes, no matter what you do, you cannot foster that empathy. At that point, let go.