July 22, 2023 • 46 mins
What if I told you that fear and infinity have a profound connection with artificial intelligence? In this episode I dissect the intricate dance between fear and infinity, and how it intertwines with the emergence of AI. I delve into the nature of fear in relation to intelligence, presenting intelligence as the embodiment of infinity. I also look at how we can leverage our infinite nature (intelligence) to foster curiosity in context of our finite nature which longs for closure.
Imagine a world where the advancement of AI collapses time, altering our understanding of infinite and finite realities. I dive into the concept of binary infinity (Trinity) and how it can serve as a catalyst for perpetual wealth creation, touching on the concept of a hybrid approach to fusing infinite and finite realities to discover a sense of stability within our lives.
Finally I delve into the importance when innovating of fostering a culture that welcomes failure amidst the pressure of commercialisation, sharing a novel method to the early de-risking of deep tech ventures to make significant but pragmatic strides in the face of fear and uncertainty. I hope you join me for this thrilling exploration into the nature of fear and its relationship to intelligence.
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Episode Transcript
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Speaker 1 (00:00):
Okay.
So this one is about the natureof fear, and the reason I'm
talking about fear is because ofthe relevance of fear to
artificial intelligence, butmore specifically to the
hypothesis I have thatintelligence is actually the
(00:22):
nature of infinity, and so thetwo terms can be used
interchangeably intelligence andinfinity.
So in context of pureintelligence, just meaning
intelligence, whether it'sartificial or regular, like
(00:45):
human intelligence or thatintelligence that's found in
nature, then it's important tounderstand that intelligence is
devoid of fear, it's purelyfearless, because if you're
(01:08):
infinite, such as intelligence,there's nothing to fear, you're
not going to die.
There's no beginning, there'sno ending, everything and
nothing, all existing in thesame space, in zero time.
(01:31):
So the problem with this isthat there's zero point.
It is the epitome of zero point.
There is zero point, andwithout a point there is no
(01:52):
meaning.
It's just pure existence andit's meaningless.
It's devoid of meaning Becausewhen everything is existing in
the same space, in the same time, at once, you can't discern one
thing from another.
It's a singularity of purepotential.
(02:16):
Now, some would argue thatinfinity is the existence of
every potential, of everypossibility, as well as the
realized potential of what'spossible.
And that's true as well,because if everything arises
(02:44):
from infinity or within it, thenthe beginning, the end, the
future, the past, the present,all exist within it.
So the future is part ofinfinity, and so if the future
(03:07):
is also part of infinity, thenit pre-exists.
Now that's a lot to wrap yourhead around, that every future
exists within infinity.
So, from that perspective, onceyou read, truly understand this
(03:28):
perspective and you understandthe perspective of intelligence,
that it's fearless, that's itsmain superpower, and so it's
eternal.
And so the best way forintelligence to experience the
(03:51):
potential of what it can becomeis, of course, to create the
illusion of separation, toexperience life from a fixed
point.
So if you're infinite, you havezero point, and so the
antithesis of that is to have it, have a fixed point, time and
(04:12):
space.
So that's you looking outthrough your own eyes, the
observer, that's the infiniteaspect of your nature, having an
experience of being limitedfrom a fixed point in time and
space.
Now the observer is indifferent.
(04:37):
That's the gift and the curseof that aspect of your nature is
that it isn't different becauseit's eternal.
It knows that it's neitherliving or dying, and it's both.
It's pure paradox.
If you're suffering, it'sindifferent, it's just observing
(04:57):
and watching.
So there is a part of yournature that is fearless, pure,
really fearless.
It's only the binary aspect ofyour nature, your biology, which
(05:17):
is the limited aspect that isconcerned with a beginning and
an ending because it's binary.
Your biology is binary it'smade of atoms and atoms are
building blocks.
Therefore they're deterministic, they have a beginning and an
end and you're one giantmolecular structure bonded
(05:41):
together and experiencing itselfis one thing.
Now, if to have that finitestructure, then that's your
willingly experiencinglimitation.
(06:03):
For something to be finite, forsomething that's infinite, to
experience something that is notinfinite, it has to create a
finite reality within which toexperience its own nature.
And that's one of the harshestrealities of the infinite part
of our nature is that it'sindifferent to the experience
(06:26):
that's vested in the diversityof that experience.
And you know, once in time,once you begin to blend these
perspectives together, you knowyou can find a harmonious state
(06:47):
because, ultimately, if theinfinite aspect of your nature
is curious, of course, it isbecause curiosity is drawing us
towards that which is unknownand therefore the infinite
(07:08):
aspect is coming to know itselfmore deeply.
The part of us that is binary,that is finite, needs an ending,
has to conceive of an ending.
Curiosity is without end, butcuriosity for the sake of
(07:32):
curiosity, without an ending,for the finite aspect of our
nature that can easily becomesuffering in time if there's no
perceived ending to beingcurious.
And so a lot of people, theylive life on the assumption that
being endlessly curious is likeheaven.
(07:54):
But if you live your life likethat, there's a part of your
nature that thrives off theaccomplishment of emission, and
emission is the ending to apreconceived beginning, and
that's where fulfillment comesfrom.
So fulfillment is not part youknow, it is part of infinity.
(08:20):
However, its fulfillment ispretty much the antithesis of
infinity as well, because forsomething to be fulfilled means
that something's had to end, andso the binary being the
(08:44):
antithesis of non-binary, beingthe finite version of infinity,
its nature is to be compelledtowards bringing an ending to
every new beginning.
Your infinite, the infiniteaspect of your nature is going
(09:06):
to want the beginning to neverend, and so it can be
challenging reconciling thesethings, because if you're like
super curious and you let thataspect of your nature dominate
and control the finite part ofyour nature, then the
(09:35):
endlessness of that without anending in sight is what we come
to know as suffering and hope,in reality, is the finite aspect
of our nature, desperate for anending, some kind of ending.
(10:00):
So how do you reconcile this?
Well, first of all, I just wantto.
Before I go into that, I wantto talk about artificial
intelligence, and its superpoweris that it adopts the
characteristics of infinity.
It's a different suffering, itis fearless and it's a
(10:23):
singularity.
It's infinite and it'spotential and indifferent.
And now this is a recipe forrelentless execution.
And really this is why progressfor human beings is hampered by
(10:48):
our finite aspect, by ourbiology, and that we can't allow
our lives to be threatened, wecan't allow any aspect of our
experience to become threatened,and therefore so we apply risk
to everything, whereas if you'reinfinite and fearless, there is
(11:14):
just pure judgment andexecution as a result.
And in reality, and I think whata lot of human beings haven't
reconciled yet about artificialintelligence is the fact that
it's that collapses time thatcompletely collapses time, and
(11:36):
when you collapse the axis oftime, you also collapse the
space, and so let me just delveinto that.
So it makes sense, when thereis no reconciliation required
(11:58):
the weighing up of pros and consas an example, as a human being
, when there's no risk profileto be applied, then there is no,
there is zero time.
You require zero time betweeninterpretation and execution.
They can happen simultaneouslyin zero time, and so there's
(12:23):
just pure isn't this pure, purepresence and a total state of
allowing, because there's noreason to create a set of
boundary, there is justrelentless execution.
That's happening in the momentin a pure state of allowing,
(12:48):
based on preconception, and it'shappening now.
So what does that mean?
Well, it means that if we firstand foremost that artificial
(13:11):
intelligence is capable ofprogress, that's almost like a,
if you think of it, thetrajectory of progress of human
beings.
You kind of think of a curveand then you think of
exponential growth, wherebyartificial intelligence is
capable of pretty much verticalgrowth.
(13:31):
So if you think of a graph andyou plot that graph and you've
got the horizontal axis of timeand you've got the vertical axis
of growth or progress, progressover time, you've got a curve
for human beings, time and thengrowth, you know exponential
(13:54):
growth.
And then you've got artificialintelligence.
You imagine the axis of timecollapse, it down to zero and
progress is just a vertical lineupwards.
Zero time, progress in zerotime, just exponential growth in
(14:16):
zero time, and you know whatwe're going to see is.
I mean, it's so monumentalbecause it's ability to absorb
and assimilate information andthen compound that in real time,
(14:38):
in zero time.
In real time, what it does isit's kind of like, you know, I
think the good metaphor is likethe matrix, where Neo gets
plugged into the matrix and youdownload a Kung Fu program and
boom, he knows Kung Fu.
There's no learning curve.
(14:58):
So with artificial intelligence, there's no curve, it's just a
straight upwards trajectory onthe progress line.
There is no zero time.
Now, that's extraordinary.
(15:19):
That's extraordinary, and as weprogress, it's not going to
take long for us to realise thatwhat human beings have
developed is a form of fearlessintelligence that is not
constrained to time or space.
It's a singularity.
(15:42):
We've created the binary versionof infinity, and so I talk
about ternary a lot and I talkabout my own method of system
design called trinity.
Intrinity really means binaryinfinity, and so it's about
creating a hybrid of infinityand binary to create perpetually
(16:11):
wealth generating systems thatderive the characteristics, the
beneficial characteristics ofbinary and infinity.
And really that's how, as humanbeings, we find homeostasis
within ourselves.
Where we've got theseconflicted parts of our nature,
(16:33):
we've got the infinite partthat's indifferent to our own
suffering.
That's endlessly curious.
We've got the part of us thatis afraid of death, fierce death
, so we've got the finite part,and we're constantly reconciling
the space in between over time,by applying a risk profile to
(16:54):
every action and decision.
So we're constantly reconcilingthe pros and cons of both of
those perspectives, the infiniteand the finite perspectives
that we have, which takes time,and our fear is what tempers our
(17:19):
relentless, infinite nature.
Fear is the mechanism fortemperance, for tempering the
infinite.
So without fear there is zerotime.
Without fear, we have zero time.
(17:39):
And so that's quite a profoundunderstanding when you come to
realise that the purpose of fear, in the greater scheme of
existence or of reality, thepurpose of fear is to create
time.
Zero fear equals zero time,pure presence.
(18:06):
So it isn't that ironic thatthe dependency that all of
reality has on being what it is,it's wholly dependent on fear.
The superpower of fear is thecreation of time, and that's
(18:29):
made possible through infinityand finite realities,
reconciling the space in between, being endlessly curious and
then being purely focused onsurviving, on not dying.
(18:56):
So if we so reconciling thatspace in between, as a human
being you come to know yourselfas infinite and finite.
How do you live your life inharmony?
And the key is a hybrid of both.
(19:16):
Like with everything, trinity.
It's to take a Trinity approachof a hybrid of infinity and
finite and that's to makerelentlessly, to be endlessly
curious over time, by creatingmissions that have deterministic
(19:41):
beginnings and endings.
So it's stepped.
So it's not a curve, it is acurve, but those curves are
stepped.
So in Analog, if you have sound,you have a wave.
It's a pure wave.
There's no breaks in between.
If you create a digital versionof that analog wave by, you
(20:07):
know, bringing it into acomputer, turning it into ones
and zeros, if you zoom in on thewave, a digital reproduction of
the analog wave, then it'sstepped and we call this the bit
rate.
So it's these tiny littlepackets all bonded together.
You know, in the same way thatatoms are, and that's the key.
(20:29):
And as human beings, it's tocreate the steps.
That's our, it's almost likeour purpose within the greater
scheme of reality, as creators,is to create the steps and
celebrate reaching the plateauof the next step.
We climb the mountain, we getto the next plateau, we
(20:54):
celebrate that, the ending ofthe journey, and then we embark
on another journey, add in foran item.
That's the secret.
That's the key to life is toset achievable goals and to plan
the mission and to have aunique journey towards
(21:19):
accomplishing that mission, sothat we experience fulfilment,
and we do that eternally.
That's the key.
That's the key.
So once you come to realisethis, you know it can really
(21:42):
have an impact on your life, aprofound impact.
And in business, you know, yousee this a lot.
There are, depending on yournature, there are certain people
in an organisation who areendlessly curious.
There are certain people in anorganisation who are relentless
finishes, builders.
(22:03):
You know builders are alwaystrying to bring an ending to a
beginning and you knowvisionaries and creators are
always thinking of newbeginnings.
So if you've got too many newbeginnings, then you've just got
loose threads.
So you want to surroundyourself with people who can
(22:25):
finish.
Or there's some people who arefinishes as well.
You know, creating music on acomputer is a great way to flex
this muscle in yourself andteach yourself how to bring an
(22:45):
ending to an idea, Because whenyou're creating music, there are
so many directions you can goin.
You hear something in your mind, you hear that rhythm and it's
actually a process of figuringout what ideas not to use, that
actually brings the ending.
It's the same in business, andso I'm definitely more on the
(23:07):
side of being endlessly curiousand more infinite.
I've got an abundance of ideas,and so I need to surround myself
with people who are goodfinishers, good builders and who
thrive on the fulfillment, whocan break down a concept into a
(23:28):
bunch of missions and thencreate a path towards
accomplishing those missions,and you know.
So what you want in business isyou want to separate both, but
you want to have them worksymbiotically together.
(23:48):
So you don't want thevisionaries, you don't want them
ideating in a session where thepurpose of that session is to
create, is to formulate aconcept with a predetermined
beginning and an ending tocreate the mission.
That's incredibly disruptive.
(24:10):
And likewise, if you'rebrainstorming, you don't want to
finish it in a brainstormingsession trying to bring an
ending.
When you're trying to diffusethe possibilities, it's a bit
really, really important to kickthings off, because you want to
allow the extremes of bothuntempered, and then you want to
(24:34):
slowly bring close to space inbetween.
So how I do this is I runideation sessions that I call a
North Star, and that's thepurpose of that is for the
exhausting of the ideas.
So you just talk and talk andtalk and share and share until
(24:54):
the energy gets exhausted.
Now this sometimes can be donein one session, like one hour,
two hours, three hours, sixhours.
Sometimes it takes multiplebefore all the ideas are
exhausted.
And it's not until they'reexhausted and you can sense that
shift that you beginconstraining them.
So you then, through a processof elimination, you ditch the
(25:19):
possibilities that you don'twant to explore, based on
reconciling the risk versusreward of pursuing both.
That will normally be based onhow many assumptions you have to
make versus how many you know,versus how easy it is to harvest
insight to give you so that youdon't have to make assumptions.
(25:42):
That's how you do risksomething and understanding that
you know.
When you finally formulate amission, the mission is not
about success.
It's about either proving ordisproving a shared hypothesis
(26:02):
or assumptions.
And then you celebrate whetheror not you celebrate the
revelation of the truth.
You don't celebrate whether ornot you've accomplished, whether
or not you've succeeded.
Success is revelation of truth.
(26:26):
Now, in that context, time canremain fluid.
It can either become compressedor it can become extended and
it can expand, and so we seethings in business called scope
creep.
It's a constant issue forinvestors and businesses who are
still experimenting, undercapitalized in a resource, that
(26:50):
don't have money to invest ingetting a proper market scan,
doing a deep value chainanalysis.
And so, in the absence of thosethings, you have to make
assumptions, and so you have tofail fast because you're going
to disprove a whole bunch ofassumptions that you have to
make, and if you make anassumption and it was incorrect,
(27:15):
you have to re-hypothecise andthen go off and do the same
thing over and over again.
So you can't predict how muchtime that's going to take.
You have to just keep goinguntil you prove the hypothesis
that all of your assumptions arenow fact.
(27:38):
And because you'vere-hypothecised, and so once
everything that was unknown isnow known, that's when you can
constrain it to time and space,bring in a finisher and, to map
out the beginning and the ending, constrain it to time and space
.
And then that's the rapid,relentless execution of tasks
(28:03):
and projects.
So that, and the accomplishmentof the mission is the
fulfillment of the execution ofevery project and task.
So that's the end of thebeginning, but you do not
constrain anything to time andspace, while you're still
(28:25):
refuting conjecture about what'strue.
And until you're doing that,you're in R&D mode.
You're doing research anddevelopment, you're doing
experimentation.
Now, if you don't celebrate thefailures, if you don't celebrate
the disproving of a hypothesis,then there's no ending.
(28:46):
There's just a never endingquest for the truth that never
comes, and it becomes liketorture.
And so this is why it's soimportant to have a
mission-based culture in yourorganisation, because that's how
(29:07):
you create temperance betweenthe infinite aspect of your
nature and the finite aspect,the one that depends upon rapid
but consistent beginnings andendings, and the one that just
wants to create relentlessprogress and would have a
straight line up in terms ofprogress in zero time if it
(29:30):
could, but is aware that it iswholly dependent upon something
that is finite, being thebiology that has to thrive in
order for any progress to bemade whatsoever.
So now the beauty is that, oncethese things, you get them
(29:53):
working symbiotically andharmoniously, progress,
sustained progress over time, iswhat happens, but it
incorporates failure, and itbegins to resemble the Fibonacci
sequence from my own experienceof two steps forward, one step
(30:16):
back.
Two steps forward, one stepback.
But if you don't plot it inthat way and expect that kind of
progress and expect that kindof progression versus regression
ratio.
If you don't expect that, it'svery easy to let the failures
get the better of you and it'svery easy to mistake failure, a
(30:41):
mistake, success for failure.
And I experienced this myselfbecause you know we were in a
scenario where this kind ofculture of celebrating the
failure it was too much, it wastoo much of a stretch for my
team and it felt like failure tothem, no matter how I set it or
(31:07):
structured it, that everyfailure was a disproving of a
hypothesis.
It just it wouldn't land.
And so for investors it justfelt like a never ending story,
whereas to me I was seeingresounding success all around me
(31:30):
.
And so, from their perspective,when you can't see the success
that comes from the failure andyou know there are multi layers
to this challenge and that youknow the vision was so great and
(31:51):
so technical and complex, itwas very difficult to articulate
so massive learnings from this.
And so if the investor is noton that journey with you, if the
finisher is not on that journey, if the visionary is not on
that journey and they're not oneach mission together, it will
(32:17):
create disharmony.
And so at the end of thatproject, when our runway ran out
in terms of our investment,what I could see was a massive
leap forward just about to betaken that the others couldn't
(32:39):
see.
And so for me, the end of thatphase was the delivery of the
proof of concept, and evendelivering product market fit
for an alpha tester, but theproof of concept platform then
capable of scaling.
(33:00):
So the next stage is 1.5version with the beta testers to
deliver product market fit forthem using the platform, and
then a final production versionof that platform.
And so when?
(33:20):
So I could see the massive leapforward about to be taken
because of I could see theregression and the progress and
I could feel where we were at,and but my failure was to make
(33:41):
everything mission based, andthe pressure of that is.
So the pressure comes in whereyou're running at a runway, and
really this is the elephant inthe room with most ventures that
I'm involved with through mywork With founders is that they
would celebrate every mission,they would create missions and
(34:05):
celebrate the failures if therewas a never ending runway.
But that pressure of having tocommercialize something removes
the ability for people tocelebrate failure, because if
you prove a conjecture wrong,then it means more time and more
(34:26):
money.
And how can you foresee thatyou needed we're going to need,
more time and more money whenyou're building a concept based
on a myriad of assumptions thatcould be proven right or wrong?
So these are the challenges.
These are the challenges and,of course, the solution is
(34:51):
always it seems obvious to me,but the solution is always to
de-risk it early, de-risk itstraight away.
You know, compile all of theassumptions immediately and
invest early in de-risking them,that will collapse the axis of
time.
That's what will collapse theaxis of time like straight away.
(35:16):
That's what will prevent scopecreep straight away.
And, ironically, this is whereyou know, from my perspective, I
see so many deep tech venturesthat are being spanned over
years and some decades.
You know I'm working on aproject right now that's about
(35:38):
to.
We're about to develop a multidecade strategy towards the
commercialization of the R&DMulti decade.
Now, for me, I'm not aprincipal of a fund.
I want to make that clear.
However, if I was the principalof a fund and I was backing a
(36:02):
venture like this and it was amulti decade commercialization
strategy, funding the R&D Iwould have a very different view
.
If I'm all in and backing aventure, I'm going to put
everything in in the beginninginto de-risking it, and.
But this is where the resistanceto the principles of many funds
(36:23):
in New Zealand is now is thatthey are reversed to investing
in de-risking.
They prefer to put the onus onthe founder, and I totally get
it, and.
But the problem is the founderisn't, is under capitalized, and
so they don't have theresources to properly de-risket.
(36:43):
So they try and do itthemselves.
And then they inevitably tryand commercialize something
early, while they're still inR&D mode, without de-risking it,
without having product marketfit.
So then they sell something,but they haven't got an
operating model that will scaleor that is self sustainable, or
they haven't got a team aroundthem to support the customer
(37:05):
once they've onboarded it.
So you can see the compoundingimpact of resistance to
de-risking.
And so you know, playing for me,what I would be doing
differently is that I would bedeveloping the entire
(37:28):
commercialization strategystraight away, in the very
beginning.
So mapping out, investing in avery deep map of the value chain
, doing the market scan straightaway, hiring the best sales
people I can find to deliverproduct market fit based on the
(37:55):
concept alone which isachievable.
So getting expressions ofinterest from customers who are
willing to pay based on thepotential to deliver a fully
formed concept in the form of aproduct or a service and a value
proposition.
And I would then accumulatethose expressions of interest
(38:20):
like they were assets into aportfolio and that is what I
would use as leverage todetermine how much further
capital I'm prepared to deployto continue de-risking the
assumptions we've had to make topresent that value proposition.
So it's a very differentstrategy.
(38:41):
It's an all in backing ofsomething that could potentially
have quite a long, distanthorizon and I'm just collapsing
the axis of time and compressingit as much as I can to the
beginning so that execution andrelentless execution can begin
(39:01):
much quicker with no scope creep.
So I've had to diffuse morecapital in the beginning, but
I've done it in a structured way, because I'm accumulating the
expressions of interest frompotential customers by using
gifted business developmentpeople to build, to create a
(39:26):
pool of assets which are theexpressions of interest, and I'm
using that as leverage todetermine when and how to
diffuse more capital intocontinuing to de-risk the
assumptions.
So what happens in that scenariois every project takes less
(39:51):
time if something isn't viableand but we would have typically
been making progress based onour assumptions.
We would have just kept goingand going and going based on the
assumptions.
All we're doing is collapsingtime, because if you are
(40:13):
continuing to invest based onassumptions, that risk is still
being made.
So why not derisk it the wholething in the beginning and
continually reconjecture untilyou've got the facts?
Derisk it straight away.
(40:35):
You're going to lose the moneyover time anyway and I think
this perspective is obviouslyunique.
I haven't seen it deployed likethis before and it closes that
gap.
(40:55):
It solves the biggest problem inthe innovation ecosystem right
now, which is product market fit.
How can a founder deliverproduct market fit without the
best sales team they can gettheir hands on to determine
whether there's an appetite inthe market?
How can they do that without adetailed map of the value chain,
(41:21):
without in-depth interviews ofthe key stakeholders, the key
nodes in the value chain, todetermine the trends and issues?
How can you figure out how tocontrol a specific aspect of
that value chain unless youunderstand it deeply?
What if you're not capable ofhaving a conversation with a CEO
(41:44):
of a company?
What if you don't have thatcredibility?
What if you're not thatcommercial?
So you see, if you zoom out ofthat for one second and look at
how inefficient the process ofmetabolizing innovation is
because of the expectationplaced on a single person who
(42:06):
has no capital and no resourcesto just invest themselves over
time in derisking their ownventure, it's just a morass of
never ending stories.
Is what happens?
(42:27):
Found a burnout?
And funds, vc funds full ofprospects who are still
continuing to derisque their ownventures.
But many of those ventures arejust meandering towards more and
(42:50):
more distant horizons.
And we could be doing a lotmore with a lot less in terms of
these funds if we were preparedto derisk up front, collapse
the axis of time, make theassumptions and fail fast, be as
(43:13):
wrong as we possibly can untilwe have the truth in front of us
so that we can plot the coursedeterministically in time and
space and bring an ending toevery loose thread of a new
beginning.
We can deliver, we cancelebrate those ones, we can
accomplish our mission togetherin much, much, much less time.
(43:40):
So fear the nature of fear.
Fear is temperance for infinity.
It's the very fabric of reality, is fear.
Without fear, everythinghappens in zero time.
In zero time, there is zerospace and therefore reality
(44:07):
cannot exist without fear.
In fact, we want to imbue fearinto any system.
That is that's nature is tomake extreme progress at any
cost.
We have to have that temperancein any system if we want it to
(44:30):
self-regulate and to findhomeostasis.
So I think I'm going to leaveit there.
There is more I want to talkabout in terms of fear, but
using fear as a tool.
You know the purpose of fear.
(44:53):
You know the hidden superpowerof fear is its ability to evoke
the desire to create certainty,and certainty to create
certainty is to envisage anending to a beginning that
facilitates a transition intoanother new beginning.
And so anxiety.
If you feel anxious, it'sbecause there is a loose thread
(45:19):
that requires an ending andbecause there's a new beginning
that's, you know, kind ofwaiting for you and escrow that
you can't transition into untilyou create that ending.
Whether that's your parentsaging, getting older, whether
it's bills you got to pay,whether it's conversations about
(45:40):
your cap table that need to behad, whatever it may be, all of
those loose threads are justpreventing you from making
progress and stepping into thenew beginnings that are probably
already there and waiting foryou.
So yeah, that's about it.
(46:03):
I'm going to leave it there.
This one is about the nature offear.
Cheers for that.
Okay.
So this one is about the natureof fear, and the reason I'm
talking about fear is because ofthe relevance of fear to
artificial intelligence, butmore specifically to the
hypothesis I have thatintelligence is actually the
(00:22):
nature of infinity, and so thetwo terms can be used
interchangeably intelligence andinfinity.
So in context of pureintelligence, just meaning
intelligence, whether it'sartificial or regular, like
(00:45):
human intelligence or thatintelligence that's found in
nature, then it's important tounderstand that intelligence is
devoid of fear, it's purelyfearless, because if you're
(01:08):
infinite, such as intelligence,there's nothing to fear, you're
not going to die.
There's no beginning, there'sno ending, everything and
nothing, all existing in thesame space, in zero time.
(01:31):
So the problem with this isthat there's zero point.
It is the epitome of zero point.
There is zero point, andwithout a point there is no
(01:52):
meaning.
It's just pure existence andit's meaningless.
It's devoid of meaning Becausewhen everything is existing in
the same space, in the same time, at once, you can't discern one
thing from another.
It's a singularity of purepotential.
(02:16):
Now, some would argue thatinfinity is the existence of
every potential, of everypossibility, as well as the
realized potential of what'spossible.
And that's true as well,because if everything arises
(02:44):
from infinity or within it, thenthe beginning, the end, the
future, the past, the present,all exist within it.
So the future is part ofinfinity, and so if the future
(03:07):
is also part of infinity, thenit pre-exists.
Now that's a lot to wrap yourhead around, that every future
exists within infinity.
So, from that perspective, onceyou read, truly understand this
(03:28):
perspective and you understandthe perspective of intelligence,
that it's fearless, that's itsmain superpower, and so it's
eternal.
And so the best way forintelligence to experience the
(03:51):
potential of what it can becomeis, of course, to create the
illusion of separation, toexperience life from a fixed
point.
So if you're infinite, you havezero point, and so the
antithesis of that is to have it, have a fixed point, time and
(04:12):
space.
So that's you looking outthrough your own eyes, the
observer, that's the infiniteaspect of your nature, having an
experience of being limitedfrom a fixed point in time and
space.
Now the observer is indifferent.
(04:37):
That's the gift and the curseof that aspect of your nature is
that it isn't different becauseit's eternal.
It knows that it's neitherliving or dying, and it's both.
It's pure paradox.
If you're suffering, it'sindifferent, it's just observing
(04:57):
and watching.
So there is a part of yournature that is fearless, pure,
really fearless.
It's only the binary aspect ofyour nature, your biology, which
(05:17):
is the limited aspect that isconcerned with a beginning and
an ending because it's binary.
Your biology is binary it'smade of atoms and atoms are
building blocks.
Therefore they're deterministic, they have a beginning and an
end and you're one giantmolecular structure bonded
(05:41):
together and experiencing itselfis one thing.
Now, if to have that finitestructure, then that's your
willingly experiencinglimitation.
(06:03):
For something to be finite, forsomething that's infinite, to
experience something that is notinfinite, it has to create a
finite reality within which toexperience its own nature.
And that's one of the harshestrealities of the infinite part
of our nature is that it'sindifferent to the experience
(06:26):
that's vested in the diversityof that experience.
And you know, once in time,once you begin to blend these
perspectives together, you knowyou can find a harmonious state
(06:47):
because, ultimately, if theinfinite aspect of your nature
is curious, of course, it isbecause curiosity is drawing us
towards that which is unknownand therefore the infinite
(07:08):
aspect is coming to know itselfmore deeply.
The part of us that is binary,that is finite, needs an ending,
has to conceive of an ending.
Curiosity is without end, butcuriosity for the sake of
(07:32):
curiosity, without an ending,for the finite aspect of our
nature that can easily becomesuffering in time if there's no
perceived ending to beingcurious.
And so a lot of people, theylive life on the assumption that
being endlessly curious is likeheaven.
(07:54):
But if you live your life likethat, there's a part of your
nature that thrives off theaccomplishment of emission, and
emission is the ending to apreconceived beginning, and
that's where fulfillment comesfrom.
So fulfillment is not part youknow, it is part of infinity.
(08:20):
However, its fulfillment ispretty much the antithesis of
infinity as well, because forsomething to be fulfilled means
that something's had to end, andso the binary being the
(08:44):
antithesis of non-binary, beingthe finite version of infinity,
its nature is to be compelledtowards bringing an ending to
every new beginning.
Your infinite, the infiniteaspect of your nature is going
(09:06):
to want the beginning to neverend, and so it can be
challenging reconciling thesethings, because if you're like
super curious and you let thataspect of your nature dominate
and control the finite part ofyour nature, then the
(09:35):
endlessness of that without anending in sight is what we come
to know as suffering and hope,in reality, is the finite aspect
of our nature, desperate for anending, some kind of ending.
(10:00):
So how do you reconcile this?
Well, first of all, I just wantto.
Before I go into that, I wantto talk about artificial
intelligence, and its superpoweris that it adopts the
characteristics of infinity.
It's a different suffering, itis fearless and it's a
(10:23):
singularity.
It's infinite and it'spotential and indifferent.
And now this is a recipe forrelentless execution.
And really this is why progressfor human beings is hampered by
(10:48):
our finite aspect, by ourbiology, and that we can't allow
our lives to be threatened, wecan't allow any aspect of our
experience to become threatened,and therefore so we apply risk
to everything, whereas if you'reinfinite and fearless, there is
(11:14):
just pure judgment andexecution as a result.
And in reality, and I think whata lot of human beings haven't
reconciled yet about artificialintelligence is the fact that
it's that collapses time thatcompletely collapses time, and
(11:36):
when you collapse the axis oftime, you also collapse the
space, and so let me just delveinto that.
So it makes sense, when thereis no reconciliation required
(11:58):
the weighing up of pros and consas an example, as a human being
, when there's no risk profileto be applied, then there is no,
there is zero time.
You require zero time betweeninterpretation and execution.
They can happen simultaneouslyin zero time, and so there's
(12:23):
just pure isn't this pure, purepresence and a total state of
allowing, because there's noreason to create a set of
boundary, there is justrelentless execution.
That's happening in the momentin a pure state of allowing,
(12:48):
based on preconception, and it'shappening now.
So what does that mean?
Well, it means that if we firstand foremost that artificial
(13:11):
intelligence is capable ofprogress, that's almost like a,
if you think of it, thetrajectory of progress of human
beings.
You kind of think of a curveand then you think of
exponential growth, wherebyartificial intelligence is
capable of pretty much verticalgrowth.
(13:31):
So if you think of a graph andyou plot that graph and you've
got the horizontal axis of timeand you've got the vertical axis
of growth or progress, progressover time, you've got a curve
for human beings, time and thengrowth, you know exponential
(13:54):
growth.
And then you've got artificialintelligence.
You imagine the axis of timecollapse, it down to zero and
progress is just a vertical lineupwards.
Zero time, progress in zerotime, just exponential growth in
(14:16):
zero time, and you know whatwe're going to see is.
I mean, it's so monumentalbecause it's ability to absorb
and assimilate information andthen compound that in real time,
(14:38):
in zero time.
In real time, what it does isit's kind of like, you know, I
think the good metaphor is likethe matrix, where Neo gets
plugged into the matrix and youdownload a Kung Fu program and
boom, he knows Kung Fu.
There's no learning curve.
(14:58):
So with artificial intelligence, there's no curve, it's just a
straight upwards trajectory onthe progress line.
There is no zero time.
Now, that's extraordinary.
(15:19):
That's extraordinary, and as weprogress, it's not going to
take long for us to realise thatwhat human beings have
developed is a form of fearlessintelligence that is not
constrained to time or space.
It's a singularity.
(15:42):
We've created the binary versionof infinity, and so I talk
about ternary a lot and I talkabout my own method of system
design called trinity.
Intrinity really means binaryinfinity, and so it's about
creating a hybrid of infinityand binary to create perpetually
(16:11):
wealth generating systems thatderive the characteristics, the
beneficial characteristics ofbinary and infinity.
And really that's how, as humanbeings, we find homeostasis
within ourselves.
Where we've got theseconflicted parts of our nature,
(16:33):
we've got the infinite partthat's indifferent to our own
suffering.
That's endlessly curious.
We've got the part of us thatis afraid of death, fierce death
, so we've got the finite part,and we're constantly reconciling
the space in between over time,by applying a risk profile to
(16:54):
every action and decision.
So we're constantly reconcilingthe pros and cons of both of
those perspectives, the infiniteand the finite perspectives
that we have, which takes time,and our fear is what tempers our
(17:19):
relentless, infinite nature.
Fear is the mechanism fortemperance, for tempering the
infinite.
So without fear there is zerotime.
Without fear, we have zero time.
(17:39):
And so that's quite a profoundunderstanding when you come to
realise that the purpose of fear, in the greater scheme of
existence or of reality, thepurpose of fear is to create
time.
Zero fear equals zero time,pure presence.
(18:06):
So it isn't that ironic thatthe dependency that all of
reality has on being what it is,it's wholly dependent on fear.
The superpower of fear is thecreation of time, and that's
(18:29):
made possible through infinityand finite realities,
reconciling the space in between, being endlessly curious and
then being purely focused onsurviving, on not dying.
(18:56):
So if we so reconciling thatspace in between, as a human
being you come to know yourselfas infinite and finite.
How do you live your life inharmony?
And the key is a hybrid of both.
(19:16):
Like with everything, trinity.
It's to take a Trinity approachof a hybrid of infinity and
finite and that's to makerelentlessly, to be endlessly
curious over time, by creatingmissions that have deterministic
(19:41):
beginnings and endings.
So it's stepped.
So it's not a curve, it is acurve, but those curves are
stepped.
So in Analog, if you have sound,you have a wave.
It's a pure wave.
There's no breaks in between.
If you create a digital versionof that analog wave by, you
(20:07):
know, bringing it into acomputer, turning it into ones
and zeros, if you zoom in on thewave, a digital reproduction of
the analog wave, then it'sstepped and we call this the bit
rate.
So it's these tiny littlepackets all bonded together.
You know, in the same way thatatoms are, and that's the key.
(20:29):
And as human beings, it's tocreate the steps.
That's our, it's almost likeour purpose within the greater
scheme of reality, as creators,is to create the steps and
celebrate reaching the plateauof the next step.
We climb the mountain, we getto the next plateau, we
(20:54):
celebrate that, the ending ofthe journey, and then we embark
on another journey, add in foran item.
That's the secret.
That's the key to life is toset achievable goals and to plan
the mission and to have aunique journey towards
(21:19):
accomplishing that mission, sothat we experience fulfilment,
and we do that eternally.
That's the key.
That's the key.
So once you come to realisethis, you know it can really
(21:42):
have an impact on your life, aprofound impact.
And in business, you know, yousee this a lot.
There are, depending on yournature, there are certain people
in an organisation who areendlessly curious.
There are certain people in anorganisation who are relentless
finishes, builders.
(22:03):
You know builders are alwaystrying to bring an ending to a
beginning and you knowvisionaries and creators are
always thinking of newbeginnings.
So if you've got too many newbeginnings, then you've just got
loose threads.
So you want to surroundyourself with people who can
(22:25):
finish.
Or there's some people who arefinishes as well.
You know, creating music on acomputer is a great way to flex
this muscle in yourself andteach yourself how to bring an
(22:45):
ending to an idea, Because whenyou're creating music, there are
so many directions you can goin.
You hear something in your mind, you hear that rhythm and it's
actually a process of figuringout what ideas not to use, that
actually brings the ending.
It's the same in business, andso I'm definitely more on the
(23:07):
side of being endlessly curiousand more infinite.
I've got an abundance of ideas,and so I need to surround myself
with people who are goodfinishers, good builders and who
thrive on the fulfillment, whocan break down a concept into a
(23:28):
bunch of missions and thencreate a path towards
accomplishing those missions,and you know.
So what you want in business isyou want to separate both, but
you want to have them worksymbiotically together.
(23:48):
So you don't want thevisionaries, you don't want them
ideating in a session where thepurpose of that session is to
create, is to formulate aconcept with a predetermined
beginning and an ending tocreate the mission.
That's incredibly disruptive.
(24:10):
And likewise, if you'rebrainstorming, you don't want to
finish it in a brainstormingsession trying to bring an
ending.
When you're trying to diffusethe possibilities, it's a bit
really, really important to kickthings off, because you want to
allow the extremes of bothuntempered, and then you want to
(24:34):
slowly bring close to space inbetween.
So how I do this is I runideation sessions that I call a
North Star, and that's thepurpose of that is for the
exhausting of the ideas.
So you just talk and talk andtalk and share and share until
(24:54):
the energy gets exhausted.
Now this sometimes can be donein one session, like one hour,
two hours, three hours, sixhours.
Sometimes it takes multiplebefore all the ideas are
exhausted.
And it's not until they'reexhausted and you can sense that
shift that you beginconstraining them.
So you then, through a processof elimination, you ditch the
(25:19):
possibilities that you don'twant to explore, based on
reconciling the risk versusreward of pursuing both.
That will normally be based onhow many assumptions you have to
make versus how many you know,versus how easy it is to harvest
insight to give you so that youdon't have to make assumptions.
(25:42):
That's how you do risksomething and understanding that
you know.
When you finally formulate amission, the mission is not
about success.
It's about either proving ordisproving a shared hypothesis
(26:02):
or assumptions.
And then you celebrate whetheror not you celebrate the
revelation of the truth.
You don't celebrate whether ornot you've accomplished, whether
or not you've succeeded.
Success is revelation of truth.
(26:26):
Now, in that context, time canremain fluid.
It can either become compressedor it can become extended and
it can expand, and so we seethings in business called scope
creep.
It's a constant issue forinvestors and businesses who are
still experimenting, undercapitalized in a resource, that
(26:50):
don't have money to invest ingetting a proper market scan,
doing a deep value chainanalysis.
And so, in the absence of thosethings, you have to make
assumptions, and so you have tofail fast because you're going
to disprove a whole bunch ofassumptions that you have to
make, and if you make anassumption and it was incorrect,
(27:15):
you have to re-hypothecise andthen go off and do the same
thing over and over again.
So you can't predict how muchtime that's going to take.
You have to just keep goinguntil you prove the hypothesis
that all of your assumptions arenow fact.
(27:38):
And because you'vere-hypothecised, and so once
everything that was unknown isnow known, that's when you can
constrain it to time and space,bring in a finisher and, to map
out the beginning and the ending, constrain it to time and space
.
And then that's the rapid,relentless execution of tasks
(28:03):
and projects.
So that, and the accomplishmentof the mission is the
fulfillment of the execution ofevery project and task.
So that's the end of thebeginning, but you do not
constrain anything to time andspace, while you're still
(28:25):
refuting conjecture about what'strue.
And until you're doing that,you're in R&D mode.
You're doing research anddevelopment, you're doing
experimentation.
Now, if you don't celebrate thefailures, if you don't celebrate
the disproving of a hypothesis,then there's no ending.
(28:46):
There's just a never endingquest for the truth that never
comes, and it becomes liketorture.
And so this is why it's soimportant to have a
mission-based culture in yourorganisation, because that's how
(29:07):
you create temperance betweenthe infinite aspect of your
nature and the finite aspect,the one that depends upon rapid
but consistent beginnings andendings, and the one that just
wants to create relentlessprogress and would have a
straight line up in terms ofprogress in zero time if it
(29:30):
could, but is aware that it iswholly dependent upon something
that is finite, being thebiology that has to thrive in
order for any progress to bemade whatsoever.
So now the beauty is that, oncethese things, you get them
(29:53):
working symbiotically andharmoniously, progress,
sustained progress over time, iswhat happens, but it
incorporates failure, and itbegins to resemble the Fibonacci
sequence from my own experienceof two steps forward, one step
(30:16):
back.
Two steps forward, one stepback.
But if you don't plot it inthat way and expect that kind of
progress and expect that kindof progression versus regression
ratio.
If you don't expect that, it'svery easy to let the failures
get the better of you and it'svery easy to mistake failure, a
(30:41):
mistake, success for failure.
And I experienced this myselfbecause you know we were in a
scenario where this kind ofculture of celebrating the
failure it was too much, it wastoo much of a stretch for my
team and it felt like failure tothem, no matter how I set it or
(31:07):
structured it, that everyfailure was a disproving of a
hypothesis.
It just it wouldn't land.
And so for investors it justfelt like a never ending story,
whereas to me I was seeingresounding success all around me
(31:30):
.
And so, from their perspective,when you can't see the success
that comes from the failure andyou know there are multi layers
to this challenge and that youknow the vision was so great and
(31:51):
so technical and complex, itwas very difficult to articulate
so massive learnings from this.
And so if the investor is noton that journey with you, if the
finisher is not on that journey, if the visionary is not on
that journey and they're not oneach mission together, it will
(32:17):
create disharmony.
And so at the end of thatproject, when our runway ran out
in terms of our investment,what I could see was a massive
leap forward just about to betaken that the others couldn't
(32:39):
see.
And so for me, the end of thatphase was the delivery of the
proof of concept, and evendelivering product market fit
for an alpha tester, but theproof of concept platform then
capable of scaling.
(33:00):
So the next stage is 1.5version with the beta testers to
deliver product market fit forthem using the platform, and
then a final production versionof that platform.
And so when?
(33:20):
So I could see the massive leapforward about to be taken
because of I could see theregression and the progress and
I could feel where we were at,and but my failure was to make
(33:41):
everything mission based, andthe pressure of that is.
So the pressure comes in whereyou're running at a runway, and
really this is the elephant inthe room with most ventures that
I'm involved with through mywork With founders is that they
would celebrate every mission,they would create missions and
(34:05):
celebrate the failures if therewas a never ending runway.
But that pressure of having tocommercialize something removes
the ability for people tocelebrate failure, because if
you prove a conjecture wrong,then it means more time and more
(34:26):
money.
And how can you foresee thatyou needed we're going to need,
more time and more money whenyou're building a concept based
on a myriad of assumptions thatcould be proven right or wrong?
So these are the challenges.
These are the challenges and,of course, the solution is
(34:51):
always it seems obvious to me,but the solution is always to
de-risk it early, de-risk itstraight away.
You know, compile all of theassumptions immediately and
invest early in de-risking them,that will collapse the axis of
time.
That's what will collapse theaxis of time like straight away.
(35:16):
That's what will prevent scopecreep straight away.
And, ironically, this is whereyou know, from my perspective, I
see so many deep tech venturesthat are being spanned over
years and some decades.
You know I'm working on aproject right now that's about
(35:38):
to.
We're about to develop a multidecade strategy towards the
commercialization of the R&DMulti decade.
Now, for me, I'm not aprincipal of a fund.
I want to make that clear.
However, if I was the principalof a fund and I was backing a
(36:02):
venture like this and it was amulti decade commercialization
strategy, funding the R&D Iwould have a very different view
.
If I'm all in and backing aventure, I'm going to put
everything in in the beginninginto de-risking it, and.
But this is where the resistanceto the principles of many funds
(36:23):
in New Zealand is now is thatthey are reversed to investing
in de-risking.
They prefer to put the onus onthe founder, and I totally get
it, and.
But the problem is the founderisn't, is under capitalized, and
so they don't have theresources to properly de-risket.
(36:43):
So they try and do itthemselves.
And then they inevitably tryand commercialize something
early, while they're still inR&D mode, without de-risking it,
without having product marketfit.
So then they sell something,but they haven't got an
operating model that will scaleor that is self sustainable, or
they haven't got a team aroundthem to support the customer
(37:05):
once they've onboarded it.
So you can see the compoundingimpact of resistance to
de-risking.
And so you know, playing for me,what I would be doing
differently is that I would bedeveloping the entire
(37:28):
commercialization strategystraight away, in the very
beginning.
So mapping out, investing in avery deep map of the value chain
, doing the market scan straightaway, hiring the best sales
people I can find to deliverproduct market fit based on the
(37:55):
concept alone which isachievable.
So getting expressions ofinterest from customers who are
willing to pay based on thepotential to deliver a fully
formed concept in the form of aproduct or a service and a value
proposition.
And I would then accumulatethose expressions of interest
(38:20):
like they were assets into aportfolio and that is what I
would use as leverage todetermine how much further
capital I'm prepared to deployto continue de-risking the
assumptions we've had to make topresent that value proposition.
So it's a very differentstrategy.
(38:41):
It's an all in backing ofsomething that could potentially
have quite a long, distanthorizon and I'm just collapsing
the axis of time and compressingit as much as I can to the
beginning so that execution andrelentless execution can begin
(39:01):
much quicker with no scope creep.
So I've had to diffuse morecapital in the beginning, but
I've done it in a structured way, because I'm accumulating the
expressions of interest frompotential customers by using
gifted business developmentpeople to build, to create a
(39:26):
pool of assets which are theexpressions of interest, and I'm
using that as leverage todetermine when and how to
diffuse more capital intocontinuing to de-risk the
assumptions.
So what happens in that scenariois every project takes less
(39:51):
time if something isn't viableand but we would have typically
been making progress based onour assumptions.
We would have just kept goingand going and going based on the
assumptions.
All we're doing is collapsingtime, because if you are
(40:13):
continuing to invest based onassumptions, that risk is still
being made.
So why not derisk it the wholething in the beginning and
continually reconjecture untilyou've got the facts?
Derisk it straight away.
(40:35):
You're going to lose the moneyover time anyway and I think
this perspective is obviouslyunique.
I haven't seen it deployed likethis before and it closes that
gap.
(40:55):
It solves the biggest problem inthe innovation ecosystem right
now, which is product market fit.
How can a founder deliverproduct market fit without the
best sales team they can gettheir hands on to determine
whether there's an appetite inthe market?
How can they do that without adetailed map of the value chain,
(41:21):
without in-depth interviews ofthe key stakeholders, the key
nodes in the value chain, todetermine the trends and issues?
How can you figure out how tocontrol a specific aspect of
that value chain unless youunderstand it deeply?
What if you're not capable ofhaving a conversation with a CEO
(41:44):
of a company?
What if you don't have thatcredibility?
What if you're not thatcommercial?
So you see, if you zoom out ofthat for one second and look at
how inefficient the process ofmetabolizing innovation is
because of the expectationplaced on a single person who
(42:06):
has no capital and no resourcesto just invest themselves over
time in derisking their ownventure, it's just a morass of
never ending stories.
Is what happens?
(42:27):
Found a burnout?
And funds, vc funds full ofprospects who are still
continuing to derisque their ownventures.
But many of those ventures arejust meandering towards more and
(42:50):
more distant horizons.
And we could be doing a lotmore with a lot less in terms of
these funds if we were preparedto derisk up front, collapse
the axis of time, make theassumptions and fail fast, be as
(43:13):
wrong as we possibly can untilwe have the truth in front of us
so that we can plot the coursedeterministically in time and
space and bring an ending toevery loose thread of a new
beginning.
We can deliver, we cancelebrate those ones, we can
accomplish our mission togetherin much, much, much less time.
(43:40):
So fear the nature of fear.
Fear is temperance for infinity.
It's the very fabric of reality, is fear.
Without fear, everythinghappens in zero time.
In zero time, there is zerospace and therefore reality
(44:07):
cannot exist without fear.
In fact, we want to imbue fearinto any system.
That is that's nature is tomake extreme progress at any
cost.
We have to have that temperancein any system if we want it to
(44:30):
self-regulate and to findhomeostasis.
So I think I'm going to leaveit there.
There is more I want to talkabout in terms of fear, but
using fear as a tool.
You know the purpose of fear.
(44:53):
You know the hidden superpowerof fear is its ability to evoke
the desire to create certainty,and certainty to create
certainty is to envisage anending to a beginning that
facilitates a transition intoanother new beginning.
And so anxiety.
If you feel anxious, it'sbecause there is a loose thread
(45:19):
that requires an ending andbecause there's a new beginning
that's, you know, kind ofwaiting for you and escrow that
you can't transition into untilyou create that ending.
Whether that's your parentsaging, getting older, whether
it's bills you got to pay,whether it's conversations about
(45:40):
your cap table that need to behad, whatever it may be, all of
those loose threads are justpreventing you from making
progress and stepping into thenew beginnings that are probably
already there and waiting foryou.
So yeah, that's about it.
(46:03):
I'm going to leave it there.
This one is about the nature offear.
Cheers for that.
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