We might call such early glimpses of possible societal-scale innovation breakthroughs “Babbage machine phenomena.” What differentiates a Babbage machine phenomenon from innovation kayfabe (seemingly innovative work that is ultimately just for show)? To some degree, only time can tell. However, by looking at the stages an innovation goes through, we can start to understand some of the differences. We can imagine a pipeline of innovation from “possible” to “feasible” to “scalable” to “real”
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how do we spot the difference between Babbage machine phenomena and innovation kayfabe? First, we can start peeling back the layers. Are there detailed plans or just shiny concept videos? The more people are willing to describe how something could work, the more likely we’re looking at a true Babbage machine phenomenon. The more shallow the presentation, the more likely it’s innovation kayfabe. (That said, concept videos can be valuable for inspiration; they only become innovation kayfabe when they are presented as something that’s coming). Is there a real prototype or demo? Are the creators willing to let the public play with it? The more people can poke and prod at the innovation, the more likely it is to be a precursor. In resource-rich environments — such as tech companies during the ZIRP era — the difference might be less about the technology itself and more about the willingness to continue investing (or to set the idea free). Is a good-faith effort made at scaling, or is the effort dropped after a publication, a good press release, or a successful promotion?
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strategy is all about making a plan to achieve those goals, focusing on the strengths of the company, and mitigating the parts of the plan that make it difficult.
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Tamagotchi quality is related to lateral thinking with seasoned technology, which finds new ways to use existing technology. It is also related to the MAYA and LAYA principles, using the most or least advanced yet acceptable technology to build products that meet your users where they are. Ultimately, this lens highlights the intersection of these principles: that it’s better to do a useful thing solidly than an exciting thing badly. As we think about current AI technologies, we can apply the Tamagotchi quality lens. Are we trying to use AI to do something that is sustainably satisfying (even if it feels somewhat boring), or are we chasing after innovative ideas where we can only deliver disappointment when they fail to live up to our expectations?
- No location available
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We might call such early glimpses of possible societal-scale innovation breakthroughs “Babbage machine phenomena.” What differentiates a Babbage machine phenomenon from innovation kayfabe (seemingly innovative work that is ultimately just for show)? To some degree, only time can tell. However, by looking at the stages an innovation goes through, we can start to understand some of the differences. We can imagine a pipeline of innovation from “possible” to “feasible” to “scalable” to “real”
- No location available
-

how do we spot the difference between Babbage machine phenomena and innovation kayfabe? First, we can start peeling back the layers. Are there detailed plans or just shiny concept videos? The more people are willing to describe how something could work, the more likely we’re looking at a true Babbage machine phenomenon. The more shallow the presentation, the more likely it’s innovation kayfabe. (That said, concept videos can be valuable for inspiration; they only become innovation kayfabe when they are presented as something that’s coming). Is there a real prototype or demo? Are the creators willing to let the public play with it? The more people can poke and prod at the innovation, the more likely it is to be a precursor. In resource-rich environments — such as tech companies during the ZIRP era — the difference might be less about the technology itself and more about the willingness to continue investing (or to set the idea free). Is a good-faith effort made at scaling, or is the effort dropped after a publication, a good press release, or a successful promotion?
- No location available
-

strategy is all about making a plan to achieve those goals, focusing on the strengths of the company, and mitigating the parts of the plan that make it difficult.
- No location available
-

Tamagotchi quality is related to lateral thinking with seasoned technology, which finds new ways to use existing technology. It is also related to the MAYA and LAYA principles, using the most or least advanced yet acceptable technology to build products that meet your users where they are. Ultimately, this lens highlights the intersection of these principles: that it’s better to do a useful thing solidly than an exciting thing badly. As we think about current AI technologies, we can apply the Tamagotchi quality lens. Are we trying to use AI to do something that is sustainably satisfying (even if it feels somewhat boring), or are we chasing after innovative ideas where we can only deliver disappointment when they fail to live up to our expectations?
- No location available
-