Alan Kay

I don't think it's essential, but I don't think it's necessarily optional because there's good stuff there.

Yeah, I thought it was really interesting how they integrated in Slack and, you know, the, you know, Harari, the author of Sapiens, talks about the fact, and also a good friend of mine, Bill Isaacs, who wrote a book called Dialogue, which is just fantastic, talks about thinking together in the process of dialogue.

Then the conversational interface, the fact that Slack, I mean, I think the AI folks are very fortunate that many organizations have adopted Slack because that's an organizational-wide conversation, right? And the ability-

And Salesforce together, right? And

Salesforce too, right? Yeah.

And so and so that notion of having a having an intelligence sitting in the middle of the conversation of organizations, both with their customers, with each other and their suppliers, that's hugely powerful to inject that kind of intelligence in there.

Never mind the fact that, you know, Slack is basically a bulletin board on steroids and, you know, that's a really crappy way to organize information if you you know if it's it's um as my friend Alan Kay said it's like kudzu you know it's okay when it's small but when it when it's the main plant you get a problem and so it's a really crappy way to organize information um slack is uh but very easy to get started uh so the the bill the ability to inject intelligence in for value I think is interesting um where are you on this

uh i was optional john on this one i'm not sure uh there's a lot to take away from this one uh yeah yeah seems more like a aws advertisement rather than a proper case study i would say

At the institutional scale, having a sandbox or having a test bed or having this place where you can prototype the future is a key part of it.

It comes back to Alan Kay.

The best way to predict the future is to invent it.

It seems like that you are living every day as a, as the sandbox, as you put it.

It used to sound totally normal.

Um, in the '70s when I was a teenager and I, I, uh, I would worshipfully visit Xerox PARC up the road and, and during the era when Alan Kay was there and building these amazing prototypes of the machines that we th-think of as normal today, uh, I remember seeing, uh, copying in the, in the Xerox PARC prototypes.

I was like, "Why are you copying files? You just invented Ethernet here.

You actually can connect your computers.

So this is an example of how moving from one paradigm to the other could radically change, um, this organization's business, and they are in process of putting in place all four of these initiatives, uh, worldwide across their organization.

Alan Kay, who's a computer scientist, the inventor of the Dynabook, the first notebook, and, uh, was an Apple fellow, said it probably better than anybody, "The best way to predict the future is to invent it." That's what we did at Apple when I was there for seven years.

They're still doing it.

I guess they're gonna have some new phone announcement tomorrow, but, um, I, I don't know.