Some problems are problems but for a startup to succeed it needs to be a very important problem.
Having a unique insight is also not enough. It needs to be a highly leverageable insight or advantage. One that you can use in this startup; as you grow your leverage it will help you get users and revenue.
Neither seem true here. When that happens, the journey is a grind, you try to push hard but people don't seem interested.
how do I get motivated? well I have to believe there is a 'leverageable' insight or angle that will grow when I make progress ;) belief that it's a big problem people care about and that I am growing unfair advantage over time solving it.
I think it's important to highlight that this kind of advice isn't negative and it's well meaning. As engineers it can be easy to form a distortion field about what we're working on and the perception of those who might actually want (or not want) to actually buy it.
Being honest with yourself is the best way to be kind to yourself. Moving on is not giving up.
there is so much skepticism on quantum computing that instead of inflated marketing words one should always start by what the biggest problems are, how they are not still solved yet, and then introduce what the new improvement is.
Otherwise there is no knowing if the accomplishment is really significant or not.
> And while [beneficial compound] naturally occurs in olive oil and mature olive fruit, the researchers note that its concentration in those sources is most likely too low to deliver these metabolic benefits.
well I wouldn't be so sure. if you cook with it or add it to dishes (not drink it on its own, who would do that) it certainly has beneficiary effects and it is less of a cause for weight gain than all carbs.
"it’s not that hard for a customer to get their software working on a competing hardware platform and cut out a bunch of Nvidia’s enormous markup"
Agree and yet none of the contenders were able to work out their software play (Intel, AMD, chip startups) for more than a year which shows how corporates move slow.
Google is not selling their TPUs AFAIK and their tooling is completely focused on internal use.
So really interesting to see no one else is properly addressing the need even though they have chips (and the chip itself is much simpler than a cpu, a systolic matrix multiplier array).
I’m sure this was a lot of work, and Intel surely helped a lot, and there are probably plenty of kludges involved. But it worked, and there’s a lot of money on the table to do things like this.
It all depends on whether fortune 500 can improve their business processes using AI. It seems like it is able to do so, which translates to vast numbers of AI chips being sold in the next 1-5 years.
Don't waste time fixing superiors or whoever you work with, you are not in this world to correct those people, try and join another functional organization.
One option is to bring up those todo items that are not getting done. You aren't necessarily in personal conflict by explaining their priority and the fact that they are not getting done.
There is also a very likely possibility you should think of, that sometimes the director sees the big picture and what you think is important is actually lower priority.
If you considered paragraph 2 and 3 and they don't help, do the first one.
Some problems are problems but for a startup to succeed it needs to be a very important problem.
Having a unique insight is also not enough. It needs to be a highly leverageable insight or advantage. One that you can use in this startup; as you grow your leverage it will help you get users and revenue.
Neither seem true here. When that happens, the journey is a grind, you try to push hard but people don't seem interested.
how do I get motivated? well I have to believe there is a 'leverageable' insight or angle that will grow when I make progress ;) belief that it's a big problem people care about and that I am growing unfair advantage over time solving it.