So what are the elements then that separate I think what we would believe to be healthy competition and what could be a quote-unquote destructive rivalry.

So then I give you like a project I'm currently working on, which I really kind of what I've enjoyed tremendously.

That gives you just a feeling for how this kind of sometimes becomes irrational.

OK, so we had a look at who actually firms consider that to be their competitors.

And that's obviously a very kind of critical choice.

Right.

Like, you know, like how much market overlap do you have today? How much market overlap do you expect in the future? Industries might converge and stuff like this.

But don't, so how do leaders within companies then deal with these components when maybe collaboration might be the better option? So this is,

I, I guess where we are right now, what's going on in AI is kind of this best case scenario to understand of these potential concerns in what we're seeing in the level of competition going on between these companies.

Right.

So you know, like, nobody really knows how much you should invest, right? Like, you know, it's gonna be a big market, but the question is really how much of a market it's gonna be.

Now, you see, like, even without any kind of personal rivalries and stuff like that, it's already very difficult to determine how much you should invest.

This could be like the winner-takes-all market, and so you alwa- almost have, like, a rational overinvestment, so to speak, right? Because everybody's competing to be the winner in this market.

The other thing you have to take into account, what's absorptive capacity.

You see, you have to actively invest to learn from others, right? So even if you kind of want to be a good second player, you still have to invest tremendously to actually understand what the current leader in this race is doing.

I, I think a lot of people might say that the world of sports may be able to give us a little bit of a better understanding of rivalry versus collaboration, correct?

Right

... like, McKinsey, Bain, BCG, were helping, like, the small business owner around the corner, okay? But now the small business owner around the corner can actually access, maybe not the same quality of advice, but can get pretty good strategic advice about their business, right? So that's kind of...

You see, like, you can think about this as substitution, or it's, like, the same kind of task, but suddenly kind of these markets are actually, like, growing in terms of, like, advice and so on.

The other thing is, look, it's an augmentic effect- augmenting effect.

You do the task.

It's a human-AI collaboration, and you now become better in that task, right? Like, you have somebody who does this with me.

I still design my slides, but because of AI, I get, like, much faster data and stuff like this.

Right.