Sterling Proffer

Until you recognize that they are adjacent users and commit to helping them, they will remain adjacent. They aren’t going to get there on their own. You have to be passionate about them and learn to view the product from their eyes. If you don’t focus on them, growth slows and your cohorts decay.

People are looking for more meaningful narratives and communities than brands can offer, and companies want to supply this “meaning demand”—but are structurally disincentivized to do so.

“A writer,” said Thomas Mann, “is someone for whom writing is more difficult than it is for other people.” More difficult, because there is more for you to do, more that you know how to do, and because you hold yourself to higher standards.

To understand why foundation models represent a “phase change in ai”, in the words of Fei-Fei Li, the co-director of Stanford University’s Institute for Human-Centred ai, it helps to get a sense of how they differ from what went before.

Once you have hypotheses for who is successful and why they are successful, you can hypothesize possible adjacent users segments. This will involve changing one or more of the vectors that you identified.

The good news is, you have the freedom to pursue the new opportunities. The bad news is, so does everyone else. The good news is you can do it yourself. The bad news is you have to. Again, it looks easy only in retrospect. It always looks doable, from the perspective of people who have already done it.

This is the publishing paradox nowadays: opportunities come to you in direct proportion to your ability to operate without them.