Andy David

We had @deadmanoz on the @Good Stuff Podcast this week to give us a debrief on his OpenClaw exploits. We also got into agent autonomy vs determinism, why Pete built Wingman a "subconscious," and whether the service-as-a-software model will beat pure SaaS. We also side quested into Australia's property cult, the fickleness of the global economy, Australia's 28 days of oil reserves, and McKinsey's AI tool getting pwned in two hours. Another banger! 👀 Great chat lads @Pete Winn 🔆 @deadmanoz 👀 https://www.youtube.com/watch?v=YCVPJKMWq6I

Nice! Yeah, this was also our thinking too, although more focused on @Other Stuff for now and starting a couple of challenger small businesses that are agent-native day one. Keep us posted, think we'll see more of these opportunities especially with a pending wave of boomer retirements. Will be great to see how you're navigating it. When you land one we should chat on the AI side too

@deadmanoz have I cooked? 👀 Just ignore that the text is off centre Supply Drop 26

Nice! What types of businesses are you looking at?

This week on @Good Stuff Podcast, @Pete Winn 🔆 and I chatted about why companies shouldn't be quick to outsource AI to consultants or software vendors. We recorded this right after a 3.5 hour workshop where about 30 non-technical people built and deployed their own web and mobile apps, so it seemed like the right time to explore this. We’re seeing a lot of organisations trying to figure out how to create an AI strategy, but for many of them, I think this is the wrong place to start. There's a big gap in first-hand experience with AI and this is where strategy tends to break down. It's just really hard to create a strategy for something you don't deeply understand. It's a bit like being asked to create a strategy for magic. Brandon Sanderson wrote his Laws of Magic as a guide for fantasy authors. If magic has no rules and can solve any problem arbitrarily, readers feel cheated. But if magic operates within clear constraints that readers understand, then solutions feel satisfying. AI probably looks a bit like magic to many businesses right now. When people inside a business start experimenting with the tools themselves, rather than outsourcing AI to consultants or software vendors, the organisation makes much better decisions about where and how AI fits inside the business. This is why developing internal capability should come before strategy. Capability means three things. ➡️ It’s shared mental models about what AI can and can't do led by internal AI champions - people who understand the technology, adapt as the technology evolves, can answer questions based on experience, and can evangelise organically. ➡️ A safe environment where this capability can be nurtured and supported over time, alongside others facing similar challenges, where gains are methodical and compound over time, and ➡️ A way to deploy what is built directly into the organisation so that capability translates into productivity across the organisation. That’s a flywheel for capability development. It means you own your strategy and allow it to organically form and evolve over time. https://youtu.be/b9I28wnFiQ8