June 30, 2025 • 19 mins
Cluely Secures $15 Million from Andreessen Horowitz Amid Shift to Rapid Market Adaptation
The Importance of Sharing Ideas for Startup Success and Overcoming Secrecy Fears
Springboards AI: Inspiring Creativity with Intentional Inaccuracies and Human Collaboration
Chaos is a Ladder
#startups, #SamAltman, #innovation, #AI, #entrepreneurship, #marketadaptation, #creativity
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Welcome to Innovation Pulse, your quick, no-nonsense update covering the latest in startups and
(00:09):
entrepreneurship news.
Clule secures 15 million for its controversial life hack product, while Springboard's leverages
AI's quirks to boost creativity.
After this, we will dive deep into how economic chaos presents new opportunities for startups.
Clule is a startup that has recently secured a $15 million series A round of financing
(00:33):
from Andresan Horowitz.
The company, led by founder Roy Lee, is focused on creating a product that they claim helps
people cheat on various aspects of life.
Although the exact nature of the product remains undisclosed, Clule has garnered significant
attention through its controversial marketing approach.
(00:54):
The startup uses tactics akin to rage bait marketing to gain visibility, leveraging the
viral nature of controversial content on social media platforms like TikTok, Instagram, X,
and LinkedIn.
Andresan Horowitz's partner, Brian Kim, has shifted his investment focus toward companies
(01:15):
that prioritize speed in both marketing and product development, especially in the rapidly
evolving AI landscape.
Kim believes that momentum is crucial for consumer-facing AI startups to succeed, and
Clule exemplifies this by converting heightened awareness into a growing customer base.
(01:36):
Despite the lack of a fully developed product at launch, Clule's strategic marketing has
effectively positioned it ahead of other startups in terms of public interest and visibility.
The official product launch is set for June 27th.
Join us as we discover the power of openness, why Combinator's approach, as shared by
(02:00):
Sam, highlights a key insight for startup founders.
The perceived risk of idea theft is often overstated.
Sam emphasizes that most people are too preoccupied with their own projects to focus on implementing
someone else's idea.
He suggests that extreme secrecy can be detrimental, as openly discussing your concept is crumbling
(02:24):
crucial for attracting talent, investors, and customers.
By sharing broad outlines of your idea, you can gather valuable feedback and insights
from others.
Sam exemplifies this mindset through why Combinator's open approach to sharing its operational
strategies.
Despite revealing detailed advice on starting accelerators, why Combinator has not suffered
(02:48):
from this openness.
Instead, it demonstrates that being transparent and willing to share knowledge can be more
beneficial than guarding ideas closely.
This philosophy encourages founders to engage with the community and leverage collective
intelligence, which ultimately fosters innovation and growth.
(03:09):
Springboards is a startup that embraces AI's tendency to hallucinate, using it as a tool
to ignite creativity.
Unlike typical AI models that aim for accuracy, Springboards intentionally generates inaccurate
information to push creative boundaries.
By leveraging these hallucinations, Springboards provides users with unexpected ideas, fostering
(03:33):
innovation.
Their creativity benchmark test, supported by advertising associations like the 4As and
the International Advertising Association, evaluates AI models based on criteria like
creative variants and problem-solving abilities.
A standout feature of Springboards is its Tinder for Ideas style platform, allowing users to
(03:57):
select preferred creative outputs from various AI models.
This helps determine which model best suits individual creative needs.
Additionally, Springboards offers a tool named Insight Digger, built on a combination of
AI models like Perplexity, OpenAI, and Gemini, generating inspiration for brand strategies
(04:19):
with significantly more variants than leading AI models.
Springboards values human involvement and creativity, using AI to inspire rather than
replace human creativity.
Their unique approach highlights the potential of AI to introduce novel ideas, making it
a valuable asset in creative industries.
(04:43):
And now, pivot our discussion towards the main entrepreneurship topic.
Alright everybody, welcome to another Deep Dive on Innovation Pulse.
I'm Dana, and I've got my co-host, Yakov, with me today.
We're exploring something that sounds completely backwards at first, why economic chaos might
(05:06):
actually be the best thing that could happen to startups right now.
Thanks, Dana.
Yeah, we've been looking at this pattern that keeps repeating throughout history, where
periods of massive uncertainty consistently create extraordinary opportunities for new
companies to leapfrog over established market leaders.
And there's this brilliant metaphor that captures it perfectly.
(05:30):
I love that framing, but let's be honest.
When most people hear chaos, they think about protecting what they have, playing it safe.
Why should we think about it differently?
That's exactly why chaos creates such asymmetric opportunities.
In stable times, big established companies have every advantage.
(05:53):
Capital, relationships, economies of scale.
They can crush direct competition.
But when the fundamental rules change, all those advantages can become liabilities.
So their strength becomes their weakness.
Give me a concrete example of how this plays out.
Think about Tesla during the COVID semiconductor shortage in 2021.
(06:16):
Traditional automakers like Ford and GM had to shut down production lines because they
couldn't get specific chips.
Ford took a billion dollar hit.
GM cut hundreds of thousands of vehicles from production.
And Tesla?
Tesla actually increased production.
When they couldn't get their usual chips, they just rewrote their software to use different
(06:37):
chips.
Because they're vertically integrated and think of the whole car as one system, they
could adapt the architecture on the fly.
Wait, they rewrote software to work with different hardware during a crisis?
Exactly.
Ford and GM were stuck because their entire supply chain was optimized for specific components.
(06:57):
Tesla had the flexibility to say, fine, we'll redesign how this works.
Tesla's market share grew from 1% to almost 4% during that period.
And they became more valuable than the next 11 biggest automakers combined.
That's incredible.
So what makes some companies able to adapt like that while others get trapped?
(07:18):
There's fascinating research on this called architectural innovation.
The basic idea is that successful companies develop what researchers call embedded architectural
knowledge.
Their entire way of thinking and operating gets optimized around a particular way of
doing things.
What does that look like in practice?
Everything from how teams communicate to how they solve problems to their supply chains
(07:43):
gets optimized around the dominant architecture.
Companies literally filter out information that doesn't fit their established patterns.
It's like ants laying down pheromone trails to food sources, super efficient when the environment
is stable.
But they can get trapped following the same path even when it stops leading to food.
(08:06):
So they become incredibly good at one way of operating, but that becomes a trap when
conditions change.
Exactly.
Research researchers tracked companies in various industries when there were architectural
changes.
Market leaders with 70 or 80% market share would completely collapse when the architecture
shifted while completely new companies emerged to dominate.
(08:29):
How dramatic are these architectural shifts we're talking about?
Sometimes incredibly subtle.
In one case, the main change was just adding a small gap between two components in manufacturing
equipment.
A tiny change required companies to rethink their processes, and the market leader went
from dominance to irrelevance while a new company captured the majority of the market.
(08:51):
If minor changes can have that impact, what happens with major disruptions like we're
seeing now?
That's exactly where we are today.
We're seeing fundamental shifts in global trade relationships and supply chain architectures.
Companies that optimized for decades around smooth global integration suddenly need to
rethink everything.
(09:12):
Let's talk about specific examples.
Who's struggling with this transition?
Boeing is a perfect example.
They source about 40 to 50% of 737 components from foreign suppliers.
Some critical parts are sole sourced from China.
If Boeing needs to move to made in America production, estimates suggest it would halt
(09:33):
production for three to five years while rebuilding their supply chain.
Three to five years of stopped production?
Right.
And during those years, competitors could pick off their airline customers.
Boeing's architectural advantage, this incredibly optimized global supply chain, becomes a massive
liability when the architecture of global trade changes.
(09:56):
This reminds me of something from mythology.
You mentioned there's an ancient story that captures this dynamic.
Yes, and it's eerily relevant.
In Norse mythology, there's this story about Balder, the perfect God, pure, shining, beloved
by everyone.
Balder starts having nightmares about his death, so his mother decides to make the world completely
(10:18):
safe for him.
She gets everything and everyone to swear an oath not to harm Balder.
That sounds reasonable.
It works temporarily.
The gods even start throwing things at Balder for entertainment because everything bounces
off harmlessly.
But she missed one tiny thing, a small mistletoe plant she thought was too harmless to matter.
(10:39):
Loki, the trickster god, figures this out, makes a dart from mistletoe wood, and tricks
another god into throwing it.
Because it's the one unprotected thing, it kills Balder.
So the attempt at perfect protection created the very vulnerability that destroyed him.
Exactly.
And here's the kicker, the gods respond by trying to control even more.
(11:02):
They capture Loki and bind him underground forever.
But according to the myth, suppressing chaos and unpredictability leads directly to Ragnarök,
the apocalypse, when change finally comes, it's catastrophic.
But that's not the end of the story.
No.
After the apocalypse, the world is reborn.
(11:23):
Refreshed better than before.
The myth suggests you need both order and disorder in proper relationship.
Trying to eliminate all uncertainty actually creates bigger risks down the line.
So this connects to what we see in business cycles?
Absolutely.
Companies that try to optimize away all volatility often set themselves up for more dramatic disruptions
(11:46):
later.
It's like the difference between controlled burns in forest management versus letting
fuel build up until you get massive wildfires.
And startups play the role of the trickster in this story?
Exactly.
In the trilogy, trickster figures introduce change and adaptation into systems that have
become too rigid, they're agents of creative destruction.
(12:07):
There's this beautiful description that tricksters seem to have no way, no nature, no knowledge.
At first, that sounds like a disadvantage.
But it's actually an advantage?
Right.
Having no fixed way of doing things means you can adapt to whatever the situation requires.
Well-established companies are like those ants following strong pheromone trails, very
(12:31):
efficient in stable environments.
Startups are more like coyotes.
Coyotes are incredibly adaptable because they don't have rigid responses.
They can learn, adjust and survive in changing environments.
So the startup's lack of established processes isn't a weakness, it's a feature.
Precisely.
There's this concept called having no way that's actually a strategic advantage.
(12:56):
When you don't have embedded architectural knowledge, you're free to figure out whatever
approach works best for the current situation.
What types of companies are best positioned to benefit from this chaos?
The companies likely to benefit most are vertical integrators.
Startups that aren't just improving one piece of an existing system, but reimagining
(13:18):
entire systems from the ground up.
They can make trade-offs at the system level rather than being constrained by existing
architectures.
Can you give me another example of this playing out?
Look at the defense industry.
Companies like Andaril are challenging traditional defense contractors like Lockheed Martin and
Raytheon.
(13:39):
The established players work with thousands of suppliers in incredibly complex global
supply chains.
Andaril works with dozens of suppliers, uses commercial components where possible, and
is vertically integrated in key areas.
And that architectural difference matters during disruption?
Hugely.
When supply chain disruptions hit, Andaril's smaller, more flexible approach gives them
(14:03):
massive advantages over companies that depend on complex, optimized networks that can't
easily adapt.
Let's talk about timing.
When is the best moment to make these kinds of moves?
The window for architectural innovation is during the period of uncertainty, not after
everything settles.
Once new standards emerge, you're back to a world where the biggest players have the
(14:27):
advantage.
The time to build is now.
While the architecture is still fluid.
What should entrepreneurs be watching for?
Look for incumbents talking about controlling what they can control and focusing on efficiency.
That often indicates they're trying to optimize their way out of what's actually a structural
(14:48):
problem.
Meanwhile, look for opportunities to reimagine entire workflows and not just make incremental
improvements.
And historically we've seen this pattern before.
Absolutely.
Microsoft and Apple were founded during the stagflation of the 70s.
The 2008 financial crisis gave us Bitcoin, Airbnb, and Uber.
(15:13):
These aren't coincidences.
Crises reveal problems that need solving and create windows where established players
are distracted.
What makes this current moment particularly significant?
If previous crises were financial or technological, this one appears to be architectural at the
most fundamental level.
How physical goods move around the world.
(15:34):
How supply chains work.
How companies think about manufacturing and logistics.
This affects almost every industry that makes physical things.
So the disruption could be broader than previous cycles?
Potentially yes.
And there's this interesting competitive dynamic where countries that embrace creative
destruction might have advantages over those that prioritize control and stability.
(15:59):
America's strength isn't that we avoid disruption.
It's that we're good at producing the tricksters who can navigate and benefit from it.
What's your advice for people trying to navigate this environment?
Develop what I call architectural thinking.
Don't just ask how to make your current industry better.
Ask what it would look like if you redesigned it from scratch.
(16:23):
What assumptions are you taking for granted that might not be true in five years?
And for the risks.
This all sounds optimistic, but chaos destroys companies too.
Absolutely.
Individual startups are fragile.
First will fail regardless, but the startup ecosystem as a whole becomes anti-fragile.
(16:44):
It gets stronger from stress because the big successes more than compensate for the failures.
Periods of chaos tend to produce disproportionately large successes.
So it's about playing the odds rather than guaranteeing outcomes.
Right.
And remember, the companies that will define the next few decades are probably being built
(17:05):
right now.
By founders who see uncertainty not as something to survive, but as something to leverage.
If you're right about this analysis, what does the business landscape look like in ten
years?
We'll see new leaders in manufacturing, logistics, energy, defense, companies that
figured out how to thrive with disrupted supply chains and changing trade relationships.
(17:31):
Some current leaders will adapt, but many will struggle because their past success makes
it hard to reimagine their approach.
Any final thoughts on how to think about this moment?
The main insight is that chaos isn't just something that happens to you.
It's something you can actively engage with.
The question isn't how to avoid the chaos, but how to dance with it.
(17:55):
The periods that feel most unpredictable are often when the biggest positive changes become
possible.
That's a powerful reframe.
So whether you're an entrepreneur, investor, or just trying to understand where the world
is heading, remember that chaos might be the ladder you've been looking for.
This has been a fascinating exploration of how disruption creates opportunity.
(18:17):
Thanks Donna.
And remember, sometimes the best view comes from climbing the ladder that everyone else
is afraid to touch.
The companies being built today in response to current chaos will likely be tomorrow's
giants.
Perfect way to end it.
Thanks for diving deep with us on Innovation Pulse.
I'm Donna.
And I'm Yaakov.
(18:38):
Keep innovating everyone and until next time.
Until next time.
We've explored how startups like Clulee and Springboards are pushing the boundaries of
AI to drive innovation.
And how economic chaos, as discussed by Donna and Yaakov, can create unique opportunities
(18:59):
for new companies to thrive.
Don't forget to like, subscribe, and share this episode with your friends and colleagues
so they can also stay updated on the latest news and gain powerful insights.
Stay tuned for more updates.
Welcome to Innovation Pulse, your quick, no-nonsense update covering the latest in startups and
(00:09):
entrepreneurship news.
Clule secures 15 million for its controversial life hack product, while Springboard's leverages
AI's quirks to boost creativity.
After this, we will dive deep into how economic chaos presents new opportunities for startups.
Clule is a startup that has recently secured a $15 million series A round of financing
(00:33):
from Andresan Horowitz.
The company, led by founder Roy Lee, is focused on creating a product that they claim helps
people cheat on various aspects of life.
Although the exact nature of the product remains undisclosed, Clule has garnered significant
attention through its controversial marketing approach.
(00:54):
The startup uses tactics akin to rage bait marketing to gain visibility, leveraging the
viral nature of controversial content on social media platforms like TikTok, Instagram, X,
and LinkedIn.
Andresan Horowitz's partner, Brian Kim, has shifted his investment focus toward companies
(01:15):
that prioritize speed in both marketing and product development, especially in the rapidly
evolving AI landscape.
Kim believes that momentum is crucial for consumer-facing AI startups to succeed, and
Clule exemplifies this by converting heightened awareness into a growing customer base.
(01:36):
Despite the lack of a fully developed product at launch, Clule's strategic marketing has
effectively positioned it ahead of other startups in terms of public interest and visibility.
The official product launch is set for June 27th.
Join us as we discover the power of openness, why Combinator's approach, as shared by
(02:00):
Sam, highlights a key insight for startup founders.
The perceived risk of idea theft is often overstated.
Sam emphasizes that most people are too preoccupied with their own projects to focus on implementing
someone else's idea.
He suggests that extreme secrecy can be detrimental, as openly discussing your concept is crumbling
(02:24):
crucial for attracting talent, investors, and customers.
By sharing broad outlines of your idea, you can gather valuable feedback and insights
from others.
Sam exemplifies this mindset through why Combinator's open approach to sharing its operational
strategies.
Despite revealing detailed advice on starting accelerators, why Combinator has not suffered
(02:48):
from this openness.
Instead, it demonstrates that being transparent and willing to share knowledge can be more
beneficial than guarding ideas closely.
This philosophy encourages founders to engage with the community and leverage collective
intelligence, which ultimately fosters innovation and growth.
(03:09):
Springboards is a startup that embraces AI's tendency to hallucinate, using it as a tool
to ignite creativity.
Unlike typical AI models that aim for accuracy, Springboards intentionally generates inaccurate
information to push creative boundaries.
By leveraging these hallucinations, Springboards provides users with unexpected ideas, fostering
(03:33):
innovation.
Their creativity benchmark test, supported by advertising associations like the 4As and
the International Advertising Association, evaluates AI models based on criteria like
creative variants and problem-solving abilities.
A standout feature of Springboards is its Tinder for Ideas style platform, allowing users to
(03:57):
select preferred creative outputs from various AI models.
This helps determine which model best suits individual creative needs.
Additionally, Springboards offers a tool named Insight Digger, built on a combination of
AI models like Perplexity, OpenAI, and Gemini, generating inspiration for brand strategies
(04:19):
with significantly more variants than leading AI models.
Springboards values human involvement and creativity, using AI to inspire rather than
replace human creativity.
Their unique approach highlights the potential of AI to introduce novel ideas, making it
a valuable asset in creative industries.
(04:43):
And now, pivot our discussion towards the main entrepreneurship topic.
Alright everybody, welcome to another Deep Dive on Innovation Pulse.
I'm Dana, and I've got my co-host, Yakov, with me today.
We're exploring something that sounds completely backwards at first, why economic chaos might
(05:06):
actually be the best thing that could happen to startups right now.
Thanks, Dana.
Yeah, we've been looking at this pattern that keeps repeating throughout history, where
periods of massive uncertainty consistently create extraordinary opportunities for new
companies to leapfrog over established market leaders.
And there's this brilliant metaphor that captures it perfectly.
(05:30):
I love that framing, but let's be honest.
When most people hear chaos, they think about protecting what they have, playing it safe.
Why should we think about it differently?
That's exactly why chaos creates such asymmetric opportunities.
In stable times, big established companies have every advantage.
(05:53):
Capital, relationships, economies of scale.
They can crush direct competition.
But when the fundamental rules change, all those advantages can become liabilities.
So their strength becomes their weakness.
Give me a concrete example of how this plays out.
Think about Tesla during the COVID semiconductor shortage in 2021.
(06:16):
Traditional automakers like Ford and GM had to shut down production lines because they
couldn't get specific chips.
Ford took a billion dollar hit.
GM cut hundreds of thousands of vehicles from production.
And Tesla?
Tesla actually increased production.
When they couldn't get their usual chips, they just rewrote their software to use different
(06:37):
chips.
Because they're vertically integrated and think of the whole car as one system, they
could adapt the architecture on the fly.
Wait, they rewrote software to work with different hardware during a crisis?
Exactly.
Ford and GM were stuck because their entire supply chain was optimized for specific components.
(06:57):
Tesla had the flexibility to say, fine, we'll redesign how this works.
Tesla's market share grew from 1% to almost 4% during that period.
And they became more valuable than the next 11 biggest automakers combined.
That's incredible.
So what makes some companies able to adapt like that while others get trapped?
(07:18):
There's fascinating research on this called architectural innovation.
The basic idea is that successful companies develop what researchers call embedded architectural
knowledge.
Their entire way of thinking and operating gets optimized around a particular way of
doing things.
What does that look like in practice?
Everything from how teams communicate to how they solve problems to their supply chains
(07:43):
gets optimized around the dominant architecture.
Companies literally filter out information that doesn't fit their established patterns.
It's like ants laying down pheromone trails to food sources, super efficient when the environment
is stable.
But they can get trapped following the same path even when it stops leading to food.
(08:06):
So they become incredibly good at one way of operating, but that becomes a trap when
conditions change.
Exactly.
Research researchers tracked companies in various industries when there were architectural
changes.
Market leaders with 70 or 80% market share would completely collapse when the architecture
shifted while completely new companies emerged to dominate.
(08:29):
How dramatic are these architectural shifts we're talking about?
Sometimes incredibly subtle.
In one case, the main change was just adding a small gap between two components in manufacturing
equipment.
A tiny change required companies to rethink their processes, and the market leader went
from dominance to irrelevance while a new company captured the majority of the market.
(08:51):
If minor changes can have that impact, what happens with major disruptions like we're
seeing now?
That's exactly where we are today.
We're seeing fundamental shifts in global trade relationships and supply chain architectures.
Companies that optimized for decades around smooth global integration suddenly need to
rethink everything.
(09:12):
Let's talk about specific examples.
Who's struggling with this transition?
Boeing is a perfect example.
They source about 40 to 50% of 737 components from foreign suppliers.
Some critical parts are sole sourced from China.
If Boeing needs to move to made in America production, estimates suggest it would halt
(09:33):
production for three to five years while rebuilding their supply chain.
Three to five years of stopped production?
Right.
And during those years, competitors could pick off their airline customers.
Boeing's architectural advantage, this incredibly optimized global supply chain, becomes a massive
liability when the architecture of global trade changes.
(09:56):
This reminds me of something from mythology.
You mentioned there's an ancient story that captures this dynamic.
Yes, and it's eerily relevant.
In Norse mythology, there's this story about Balder, the perfect God, pure, shining, beloved
by everyone.
Balder starts having nightmares about his death, so his mother decides to make the world completely
(10:18):
safe for him.
She gets everything and everyone to swear an oath not to harm Balder.
That sounds reasonable.
It works temporarily.
The gods even start throwing things at Balder for entertainment because everything bounces
off harmlessly.
But she missed one tiny thing, a small mistletoe plant she thought was too harmless to matter.
(10:39):
Loki, the trickster god, figures this out, makes a dart from mistletoe wood, and tricks
another god into throwing it.
Because it's the one unprotected thing, it kills Balder.
So the attempt at perfect protection created the very vulnerability that destroyed him.
Exactly.
And here's the kicker, the gods respond by trying to control even more.
(11:02):
They capture Loki and bind him underground forever.
But according to the myth, suppressing chaos and unpredictability leads directly to Ragnarök,
the apocalypse, when change finally comes, it's catastrophic.
But that's not the end of the story.
No.
After the apocalypse, the world is reborn.
(11:23):
Refreshed better than before.
The myth suggests you need both order and disorder in proper relationship.
Trying to eliminate all uncertainty actually creates bigger risks down the line.
So this connects to what we see in business cycles?
Absolutely.
Companies that try to optimize away all volatility often set themselves up for more dramatic disruptions
(11:46):
later.
It's like the difference between controlled burns in forest management versus letting
fuel build up until you get massive wildfires.
And startups play the role of the trickster in this story?
Exactly.
In the trilogy, trickster figures introduce change and adaptation into systems that have
become too rigid, they're agents of creative destruction.
(12:07):
There's this beautiful description that tricksters seem to have no way, no nature, no knowledge.
At first, that sounds like a disadvantage.
But it's actually an advantage?
Right.
Having no fixed way of doing things means you can adapt to whatever the situation requires.
Well-established companies are like those ants following strong pheromone trails, very
(12:31):
efficient in stable environments.
Startups are more like coyotes.
Coyotes are incredibly adaptable because they don't have rigid responses.
They can learn, adjust and survive in changing environments.
So the startup's lack of established processes isn't a weakness, it's a feature.
Precisely.
There's this concept called having no way that's actually a strategic advantage.
(12:56):
When you don't have embedded architectural knowledge, you're free to figure out whatever
approach works best for the current situation.
What types of companies are best positioned to benefit from this chaos?
The companies likely to benefit most are vertical integrators.
Startups that aren't just improving one piece of an existing system, but reimagining
(13:18):
entire systems from the ground up.
They can make trade-offs at the system level rather than being constrained by existing
architectures.
Can you give me another example of this playing out?
Look at the defense industry.
Companies like Andaril are challenging traditional defense contractors like Lockheed Martin and
Raytheon.
(13:39):
The established players work with thousands of suppliers in incredibly complex global
supply chains.
Andaril works with dozens of suppliers, uses commercial components where possible, and
is vertically integrated in key areas.
And that architectural difference matters during disruption?
Hugely.
When supply chain disruptions hit, Andaril's smaller, more flexible approach gives them
(14:03):
massive advantages over companies that depend on complex, optimized networks that can't
easily adapt.
Let's talk about timing.
When is the best moment to make these kinds of moves?
The window for architectural innovation is during the period of uncertainty, not after
everything settles.
Once new standards emerge, you're back to a world where the biggest players have the
(14:27):
advantage.
The time to build is now.
While the architecture is still fluid.
What should entrepreneurs be watching for?
Look for incumbents talking about controlling what they can control and focusing on efficiency.
That often indicates they're trying to optimize their way out of what's actually a structural
(14:48):
problem.
Meanwhile, look for opportunities to reimagine entire workflows and not just make incremental
improvements.
And historically we've seen this pattern before.
Absolutely.
Microsoft and Apple were founded during the stagflation of the 70s.
The 2008 financial crisis gave us Bitcoin, Airbnb, and Uber.
(15:13):
These aren't coincidences.
Crises reveal problems that need solving and create windows where established players
are distracted.
What makes this current moment particularly significant?
If previous crises were financial or technological, this one appears to be architectural at the
most fundamental level.
How physical goods move around the world.
(15:34):
How supply chains work.
How companies think about manufacturing and logistics.
This affects almost every industry that makes physical things.
So the disruption could be broader than previous cycles?
Potentially yes.
And there's this interesting competitive dynamic where countries that embrace creative
destruction might have advantages over those that prioritize control and stability.
(15:59):
America's strength isn't that we avoid disruption.
It's that we're good at producing the tricksters who can navigate and benefit from it.
What's your advice for people trying to navigate this environment?
Develop what I call architectural thinking.
Don't just ask how to make your current industry better.
Ask what it would look like if you redesigned it from scratch.
(16:23):
What assumptions are you taking for granted that might not be true in five years?
And for the risks.
This all sounds optimistic, but chaos destroys companies too.
Absolutely.
Individual startups are fragile.
First will fail regardless, but the startup ecosystem as a whole becomes anti-fragile.
(16:44):
It gets stronger from stress because the big successes more than compensate for the failures.
Periods of chaos tend to produce disproportionately large successes.
So it's about playing the odds rather than guaranteeing outcomes.
Right.
And remember, the companies that will define the next few decades are probably being built
(17:05):
right now.
By founders who see uncertainty not as something to survive, but as something to leverage.
If you're right about this analysis, what does the business landscape look like in ten
years?
We'll see new leaders in manufacturing, logistics, energy, defense, companies that
figured out how to thrive with disrupted supply chains and changing trade relationships.
(17:31):
Some current leaders will adapt, but many will struggle because their past success makes
it hard to reimagine their approach.
Any final thoughts on how to think about this moment?
The main insight is that chaos isn't just something that happens to you.
It's something you can actively engage with.
The question isn't how to avoid the chaos, but how to dance with it.
(17:55):
The periods that feel most unpredictable are often when the biggest positive changes become
possible.
That's a powerful reframe.
So whether you're an entrepreneur, investor, or just trying to understand where the world
is heading, remember that chaos might be the ladder you've been looking for.
This has been a fascinating exploration of how disruption creates opportunity.
(18:17):
Thanks Donna.
And remember, sometimes the best view comes from climbing the ladder that everyone else
is afraid to touch.
The companies being built today in response to current chaos will likely be tomorrow's
giants.
Perfect way to end it.
Thanks for diving deep with us on Innovation Pulse.
I'm Donna.
And I'm Yaakov.
(18:38):
Keep innovating everyone and until next time.
Until next time.
We've explored how startups like Clulee and Springboards are pushing the boundaries of
AI to drive innovation.
And how economic chaos, as discussed by Donna and Yaakov, can create unique opportunities
(18:59):
for new companies to thrive.
Don't forget to like, subscribe, and share this episode with your friends and colleagues
so they can also stay updated on the latest news and gain powerful insights.
Stay tuned for more updates.
Popular Podcasts
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.