A company's core competency can act as blinders to seeing the potential in other products. Not literal blinders to every person that works there. There are lik

A company's core competency can act as blinders to seeing the potential in other products. Not literal blinders to every person that works there. There are likely many people that see the potential ... but to communicate that properly up the leadership chain to get funding and people, during times of layoffs, would require an untold amount of momentum. My evidence: Xerox and PARC and all the tech that came from there: UI, ethernet, concepts like tablet computers, etc. The only thing Xerox leadership commercialized was in their wheelhouse: laser printing. Look at all of the dead Google products - they have a hard time commercializing many of the things that come up through their organization. Here's the ironic thing with Google and stuff like ChatGPT: asking ChatGPT something is like getting paragraphs of text similar to if someone read and summarized top X results from a search engine, without ads. If someone built a browser plugin to replace your URL bar/search engine with ChatGPT (and had it output links to references) how disruptive would that be to their cash cow?