However, shouldn’t we expect immediate impact on startups led by early adopters, which could be designed from the ground up around exploiting LLMs? Similar with AGI labs: you’d expect them to rapidly reform around that.
Yet, I haven’t heard of a single example of a startup shipping a five-year/ten-year project in one year, or a new software firm eating the lunch of ossified firms ten times its size.
There is no reorganization that can increase the tempo of other organizations (pace of customer feedback), which is often the key bottleneck in software already. The same speed dynamic is not new, it is just in sharper focus.
Lemonade is doing something like what you describe in Insurance. I suspect other examples exist. But most market segments, even in “pure“ software, don’t revolve around only the software product, so it is slower to become obvious if better products emerge.
That makes perfect sense to me.
However, shouldn’t we expect immediate impact on startups led by early adopters, which could be designed from the ground up around exploiting LLMs? Similar with AGI labs: you’d expect them to rapidly reform around that.
Yet, I haven’t heard of a single example of a startup shipping a five-year/ten-year project in one year, or a new software firm eating the lunch of ossified firms ten times its size.
There is no reorganization that can increase the tempo of other organizations (pace of customer feedback), which is often the key bottleneck in software already. The same speed dynamic is not new, it is just in sharper focus.
Lemonade is doing something like what you describe in Insurance. I suspect other examples exist. But most market segments, even in “pure“ software, don’t revolve around only the software product, so it is slower to become obvious if better products emerge.