Comment: TSMC founded at 55 years old. Never give up
Transcript: You know, one thing that gives me a little bit of peace of mind in some way, some small way is that Morris Chang founded TSMC when he was 55 years old. And that company has become the foundation of our, you know, modern backbone effectively in terms of technology. Of course, driven by other companies like Apple and the like, but yeah, just in the back of my head, kind of a thing of like, it's never too late, you know, it's never too late. And I would, I would rather, you know, kind of do it early as early as possible, but it's just a reminder that I'd still be done and even a reminder to myself now, sometimes now I feel old compared to some of the, some of the people in this space and doing their thing. And yeah, I'm pretty young, not as young as some of the folks, but I have I have passion and care for this industry and I will keep following it and keep paying as close attention and being in the depths where I can. That's, that's what I want. It's to build fundamental understanding and try to take inventory of where the technology is at and try to push it in a, in a direction. Maybe I'm taking on tasks too big right now. It's possible. Definitely feels possible. I'm trying to have the computer solve all of the problems and maybe it doesn't need to solve all of the problems. I know fundamentally that all of the data in one place is the way to go. I think that's, that's my belief. What we can accomplish with that is the, the tricky thing and showing the promise of that is the tricky thing. And some companies have showed it in this personal space, but I really do think that a lot of that really matters more in the social and I've done a pretty bad job of kind of orchestrating the social environments out of fear. That's the main reason of me being fearful of building the social environments because I don't want to fail at doing that, I guess. Maybe a note to self is that there probably is no failure, realistically, we try and yeah, I guess like maybe trying to get a group of people who are willing to participate and jump on a call and help me out. And if they're not, I don't know. Jump on a call and, and help me out. And if they're not, that's totally fine. Like, you know, I do want to boil it down into like a sentence or two, you know, like this is what we're doing, come participate. And I think that would be, um, I guess something that I need to do is lean into that aspect.
The speaker reflects on the customer-focused approach of TSMC and its importance in business, while also discussing a personal struggle with balancing self-focus and advancing the interests of others. They find satisfaction in moving the ball forward for other people and are working to create tools that fulfill initial promises and improve ease of use. The "burrito project" mentioned seems to involve creating fundamental tools, exploring AI, and making computer tools more accessible, highlighting the magic and potential of fetching personal data with simple requests.
The speaker is pondering whether market efficiency could benefit from restructuring, speculating about specialization and the formation of numerous smaller, highly focused companies. They note an anecdote from Chandler about underutilization at work, suggesting that technological advances have outpaced job functions, leading to wasted potential and the possibility that better time utilization could lead to happier employees and less intense work environments. The speaker questions the need for large companies to conduct all operations internally, proposing that concentrated capital expenditures might be more effective, and uses TSMC as an example while also acknowledging the possibility that their ideas might not be valid. Overall, the speaker is curious about the potential for market disruption through a reimagined corporate structure and is seeking to view the market through this new perspective.
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