Snowflake is an optimiser service within a sub-optimal complex system - cloud infrastructure. Snowflake represents an interim solution as the complex system evolves to solve the sub-optimal components of its ecosystem. Can Snowflake’s $12.4 billion valuation be justified beyond this interim phase?
Google is transforming the search engine from a mere navigational tool to a personal assistant. The clear distinction between Google as a personal assistant compared to competitors like Amazon or Facebook, rests in the fact that Google treats the entire web as its ecosystem.
Cryptocurrencies have a chicken and egg problem - adopting cryptocurrencies requires value tied to its use, but in the absence of a large valuation struggles to actualise those use cases. Instead it relies on a series of consolidating speculative bubbles to edge towards adoption.
Twitter participation tends toward headlines more than conversations. When users engage with or create headlines themselves, the conversation is less focal and less persistent, and instead, a barrage of transient headlines takes its place.
There is an immense amount of value in being the funnel to capture the underbanked economic potential of Southeast Asia. The power of Grab and Gojek fintech ventures then lies in the ability to create that funnel by building out the capacity to financially profile users.
Surface Duo has been deliberately designed for productive functionality - dual screens being the derivative ‘form’. The question is, whether the Surface Duo and its foldable function will succeed where its predecessors have failed, to provide Microsoft with reach into the consumer mobile market.
Despite the pervasive reach of the Windows OS into consumer lives, Microsoft has not as successfully created interdependencies across its consumer products to extract value. While TikTok’s acquisition is viewed as a potential remedy for this, it is not an immediate solution.
Unlike software, the reality for high production cost streaming services like Netflix and Spotify is that while distribution was solved for by the digital age, production and licensing costs could not be shed from the legacy industries of TV and music.
Neobanks cannot depend on the age-old strategy of “digitisation” as the sole equaliser to physical incumbents, a strategy which has long matured. Neobanks should take their cue from the full spectrum of innovation now available in the internet era.