Mid-Market PE Firms Face Pressure as Giants Move Downstream
A confluence of factors have made mid-sized deals particularly attractive for dealmakers of all sizes. Competition is heating up and it’s compelling all players to reassess their strategy. Here’s how it’s playing out.
^ADJ: This is an interesting trend
Quick Takes
A few quick takes: AI at 3% of the cost, 40% ability - makes you think about impact on future of work.
So practical implication, coding - example of the efficiency that Amazon gives when working on its own code base, the scale of improvement is dramatic.
Elon didn't quite read the number or the room on the financing of Twitter / X. I thinks odds on a happy ending are shortening - but Elon has pulled off the amazing so hard to best against given success with PayPal, Tesla, Space X (Starlink).
New ways of deploying bacteria, there is hope for us yet, especially with the problem of antibiotic resistance.
BYD and others dramatically lower the entry price of EV's, hard for traditional manufacturing to compete with this cost curve.
Waymo (driverless cars) doing 100,000 trips a week - that is going to be interesting when that starts to ramp.
Feedback on usefulness of quick takes would be helpful - keep doing?
Jeremy Ney on Substack: "The US used a tactic called “enlarging the problem”
The US used a tactic called “enlarging the problem” when they couldn’t reach a prisoner swap deal with Russia for a 1:1 or 1:2 prisoner exchange. The complex deal involved many nations and nearly two dozen prisoners.
^ADJ: we don't often think when negotiating to make the problem larger in order to resolve - demonstration that it can be effective
Things that Used to be Impossible, but are Now Really Hard by @ttunguz
Kevin Scott, CTO of Microsoft, framed the opportunity in AI this way : work on problems that used to be impossible, but are now really hard.
^ADJ: Great way from frame how to use AI
Post-CrowdStrike, Six Questions to Test Your Company's Operational Resilience
Companies unprepared for disasters risk not only their competitive advantage but their very existence. Hise Gibson and Anita Lynch break down what a company needs to build its operational resilience, starting with its people, processes, and technology.