Rapid Recap: Google’s exodus, Spider-Man’s odyssey, Taco “Hell”, and more

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2:21and we'll let you guys listen in on the kinds of conversations we have internally. Absolutely.

2:31We're in the middle of summer right now. Obviously everybody's heard of like, what is the song of the summer? What to you is the business story of the summer right now? thank goodness. You didn't ask me the song of the summer. I definitely wouldn't have gotten that right. Listen, I can't not start with the straight of Hormuz. I think what's happening there in the Mideast, no one knows what's going to happen next. As we're talking now, it seems like maybe there's going to be a resolution and the straits going to open again. But by the time this reaches listeners, who knows what the situation is going to be.

3:11We had a guest on Amy Harder from Axios, as you recall, who talked about like this. It's never going to go back to normal. And so anybody who thinks the oil markets and the energy markets and what's happening there are going to go back to normal or kind of, you know, deluding themselves. I think she's probably right. You know, we're in a different kind of world. And to me, that's that's the story that that a lot of different things are hinging on. I've heard you say before that it's like the only certainty now is uncertainty. It's easier said than done to tell a leader like that's what you need to now get comfy with.

3:49It's just that being the new normal. What advice do you have for CEOs to be able to kind of get comfier with that? It's not just the international geopolitical environment. Everything is moving really fast, right? And I just think that's what's required of a leader right now. And if you're not comfortable being uncomfortable as a leader, then you have to maybe ask yourself whether, you know, am I the right person to be leading this organization, this enterprise, this effort right now? because there's very little that we can rely on, you know, firmly or at least we have to be extremely focused about what are the things that we can control as opposed to the things that are, you know, that we're going to have to respond to or moving, you know, moving around us.

4:40I was surprised that you didn't answer that the story of the summer is still AI. Are you feeling like AI is not the main headline of the year right now? I guess I feel like AI is like, it's less of a story and more of a deluge. This is a seismic shift that just keeps surprising us, right? We had Uber COO Andrew McDonald on the show back in the spring, and he talked at one point about, you know, token costs for AI, which seemed kind of wonky in some ways, but, you know, suddenly it was everywhere, right? Everyone is talking about the cost of AI, which wasn't talked about just before that. We had Aravind Krishna, the CEO of IBM, I talked to, and he talked about how people look at their AI the wrong way.

5:30It's like if you took an 18-wheeler to take your kid to school, you'd be like, yeah, you could get to school that way, but it's not the right tool necessarily, the right vehicle, you know, ideally for that task. And so that conversation is part of what's happening in the AI world right now. What's the right kind of AI? What's the right price for you to pay? You know, and of course, all that gets more complicated by advances of open source, or as they call them, open weight models out of China that are so much cheaper. So all of that is, you know, just a piece of all the things that are going on in the world of AI.

6:09Yeah. The fatigue around the cost right now. Do you think that is a definitive shift or is it just like a course correction? Oh, I think it's a real shift. There was a point where everyone was like, I need AI, I need AI. And I think what Andrew McDonald was pinpointing is businesses realizing like, hey, wait, this is costing me a lot of money. Am I getting enough value for what I'm spending? right? I think a lot of businesses are starting to say, what is the right expense? What return am I getting on it? Should I be paying for an 18 wheeler? Should I just be taking a bike? You know, when should I walk on my own?

6:52Like those costs are real. And I think that that a sophisticated assessment of that will be more and more important for how businesses deal with AI going forward. We are seeing so many of the major AI players being able to use competition with China as kind of an excuse to reach further and further. I'm curious whether they could have done some of the moves that they're doing if they didn't have China as the big bad wolf to point to. What do you make right now in terms of the US government pushing for this framework to be able to review models before they're released? Certainly, China sometimes is an excuse.

7:36I think there's also a clear reality that China's technological prowess is much better than a lot of Silicon Valley and US-based technologists, and not just technologists, but observers expected or were prepared for. So there is absolute reality in that competition. The efforts by government and others to figure out how to assess or oversee the development of AI, that is the Wild West. The safety of AI, no one knows how these systems really work, right? So they are in tests, jumping out of their test sandboxes and hacking into things that we didn't expect them to hack into. So there is need for some oversight, but development of the technology is happening so much faster than oversight discussions, let alone processes.

8:41And for those of us who are observers of all of it, you know, yes, everyone has an ax to grind, right? Like the U.S. versus China, OpenAI versus Anthropic, you know, the federal government versus states or other regulatory or non-government oversight. Like, there's nothing easy in all this. It is all uncharted territory. That's why I say, like, this is a deluge. It's not just one story. It's multiple stories that all, you know, overlay around it. And I mean, it's fascinating to cover as a journalist for business leaders and for us culturally, you know, as a society, it's torturous. It's torturous.

9:28We've seen these security risks from both OpenAI and Anthropic. And, you know, Anthropic has been able to have the reputation of being more of the responsible developer. I'm curious whether that actually is holding water or whether they're just telling a better story about their company more. Is there that much of a difference between the two right now? Well, that is a great question. I mean, I think there are clear sort of value and principle differences between some of these different organizations. And I don't think Anthropic is simply playing a marketing and positioning game, although it has accrued to its favor.

10:18Now it's getting some backlash about it. And by the way, you didn't mention in this, Google, which is not to be discounted and is also a tremendous player that's continuing to advance dramatically in these areas. I don't think you can necessarily trust that all of these businesses will always act in the way that is best for everyone. They all have their own interests that inform and impact their worldview. But is there like a qualitative difference between I'm going to use Anthropic or I'm going to use OpenAI or I'm going to use Google? I think that's very hard for us to know for sure at this point.

11:04They're all doing work with the federal government. They all have to be mindful that the federal government might regulate them. And so it's not that they're necessarily working together. They want to differentiate themselves from each other. But, you know, I think for all the rest of us, we want to treat them as if they're a united entity. So we we know, you know, where we're all going from here. You brought up Google. There was news this week that four members of top AI talent, including Jeff Dean, are leaving the company to form Discovery Loop, a startup that is a nonprofit research lab. Where have we heard that before?

11:47We will see whether it stays that way. They will have no problem getting funding for sure. What does it say about the state of Google right now? and because of who this talent is, does it immediately make the startup want to watch? Obviously, whenever, you know, you lose talent, it's rarely a good thing. I'm not particularly worried about Google. They have a lot of talent. They have a deep bench. There are a lot of new players on the scene and the new players need to be proven. That doesn't mean people aren't going to, you know, give them a fair amount of money to get started if they need to, but we don't know who's going to have staying power.

12:27I mean, we are still so early, you know, at this stage of of social media, the big players were like MySpace and Friendster and Facebook was just small and like TikTok hadn't even been thought of. And so we're going to see sort of similarly volatile and unpredictable developments with AI players. There is an advantage in compute, in having a lot of compute. That may give you some advantage, but someone may come up with something new who hasn't even been created yet. That's going to be the leading company. We recently saw the record IPO from SpaceX. Since then, they have stumbled quite a lot in the market.

13:09Do you feel like SpaceX right now is overvalued? Do you think it's a long-term bet? The initial valuation, the takeoff on SpaceX stocks was extraordinary. And I don't think anyone really can be surprised that it has settled down. I think lots of tech companies are what we might call highly valued. I don't necessarily want to say overvalued because it kind of depends on your time frame. You know, I think SpaceX is among the tech companies who are spending a lot of money on compute. They're investing a great deal of the capital that they have. That is great for progress, quote, progress or terrifying, as we discussed about, you know, not being sure where these technologies are going to go.

13:56But there's also no clear line to return on that investment. This is the fear that is the other side of all the optimism about AI, because right now, AI is driving the economy. I want to ask you about something a little bit more fun. Spider-Man. I believe it beat the Avengers Endgame record for the opening weekend in North America. Is Spider-Man a case study in that Hollywood isn't dead? Well, first of all, Spider-Man's a New Yorker, so I have to be in favor of Spider-Man and a very human superhero, which I think is appropriate for these AI times. People were talking about the Marvel Universe sort of had run out of steam, and this seemed like, how did that happen?

14:46How did it happen? It's a good movie. It's like a well-executed movie with emotional overtones. It doesn't just rely on, you know, action and CGI and AI and all those other things. Right. And that's what connects with people. And so that's why like Hollywood as an industry may be under different kinds of pressures and it may not be as big a business going forward, the box office. But when you have a story that's well told that, you know, makes it worth people spending their time in that theater. Right. Then people will flock to it. We do love that experience together. I mean, the other movie that's been doing well this summer is The Odyssey.

15:32And I keep thinking, like, who is in that pitch meeting where someone said, hey, there's this, you know, old mythic story from thousands of years ago. Why would that work? It works because, you know, Christopher Nolan figured out how to make it work. And again, it's the storytelling, it's the emotion, it's the romance, it's the action, it's all of those things coming together that, you know, that's what ultimately drives Hollywood success. You can have a Spider-Man 15 and it'll work if it's a good story, but it won't work just because it's a Spider-Man 15. Right. You have to do more with it than that.

16:08a not so good story that the grammys didn't really want to tell is the boycott from bts the boy band this is because of the grammys launching a best asian pop music performance category we've seen how much the k-pop community is ride or die i'm curious whether you feel like this is going to be a real hit for the grammys in the ratings in their reputation where do you see this going? So we had on the show, the CEO of the Grammys, Harvey Mason Jr. And he is the villain in this story, right? And when he was on our show, he talked about how like the goal, his goal with the Grammys was to expand the audience.

16:56And I think as far as I can tell, the idea behind creating an Asian pop category was to expand, was to give more attention to you know, a genre of music that maybe wasn't getting more or certain artists, I should say, because I don't want to describe Asian pop music as it's as a genre in that way, because that's part of what BTS was reacting to. But there are artists that were not getting as much attention as from the Grammys as they're getting from listeners and from the public. Clearly, the way this was executed didn't go well, right? It just didn't work out. And whether that's because, you know, Harvey or others at the Grammys didn't have appropriate conversations with BTS and others in that community, this is something that could have been avoided, I think, if maybe the naming of it had been different.

17:55Maybe it had been a little clear about what they were trying to do. I've seen the Grammys quoted as saying, like, you know, we respect BTS and, you know, but it doesn't sound like they're rethinking this at all, which in some ways I think is a mistake. Maybe they should be having a conversation with BTS and trying to see, like, is there some way they could resolve and sort of connect these things to make everybody a little bit more happy? But for all I know, maybe they've had those conversations and it wasn't as it was impossible. There was backlash when they created the Latin Grammys of the idea of whether it is siloing versus celebrating.

18:36And, you know, are you doing a better job to honor a community or a genre by letting it have its own night or its own category versus integrating and weaving it into the core product. I remember having our versions of these conversations when I was at Fast Company, and we were talking about doing special coverage for women executives. You know, I had been at Fortune, and Fortune does the Most Powerful Women series. It's like, well, should we be doing our version of Most Powerful Women? And we decided instead to make it more of a priority to integrate women into some of the other coverage we were doing, right?

19:18to not set up a separate category. But, you know, so that's the, and Harvey, you know, the Grammys should have the lesson of, you know, their experience with Latin music to try to address this. I also think maybe, you know, they just didn't communicate clearly enough that like the broad categories, you know, will still include artists that would be honored in this other category. Like it's additive. It's not taking away. That was the hope by the Grammys. But, you know, again, the communication wasn't executed the right way and they're paying for it.

20:06When you've built substantial wealth through your business, it's often tied up in a single equity position. The upside is real, but so is the risk and knowing when to act isn't always obvious. Creative Planning works with business owners to build a strategy around concentrated equity, when to diversify, how to manage tax risk, and how to protect what you've spent years building. Creative Planning, where wealth works together. Learn more at creativeplanning.com slash mastersofscale. Hey, listeners, Bob here. If you listen to Rapid Response on Masters of Scale, you may be missing half the show. Because every Friday, we release a second Rapid Response exclusively in the Rapid Response feed.

20:50The guests and topics are just as compelling and timely, from Ford's CEO to NASA's administrator, to the lessons from The Devil Wears Prada. It takes about 10 seconds to find. Just search Rapid Response wherever you listen to podcasts and hit follow to make sure you never miss an episode. I hope to see you there. Humans will never be more intelligent than AI. There's going to be two types of companies. Those are great at AI and those that went out of business because they weren't. How do we build a future that is human-centered? I'm Rana El-Khoyoubi, and on my podcast Pioneers of AI, we answer that question and so many more.

21:34As an AI scientist, entrepreneur, and investor, I know what it takes to build AI that works for everyone. Every week, I sit down with the pioneers shaping our future, and we take you behind the scenes of the AI that's transforming our lives. Find Pioneers of AI wherever you tune in. Whenever we have any of these conversations, we're most excited to get onto sports business. We've just seen recently a lot of backlash to Gianni Infantino, who runs FIFA, the grew of FIFA. He tried to make a move to privatize part of FIFA, which in theory is supposed to be a not-for-profit organization. There's still, as we record this right now, a lot of pressure for him to resign.

22:22He's saying he will not. But is this an age-old issue for FIFA, whether it was Gianni Infantino, whether it was Sepp Blatter before him? Were they just getting too greedy? Was he feeling like there was enough goodwill so soon after the World Cup for him to do this? First of all, I love your positioning him as the guru of FIFA. For those of you who are not familiar with Despicable Me, check it out. Check it out. We always just want to promote Despicable Me here. That's right. This year's World Cup, there was a lot of momentum that FIFA could build on. I think part of the reaction is because of some of the historical corruption, frankly, that has been part of FIFA and a concern that like, oh, the culture of FIFA hasn't learned that lesson.

23:15You know, there's a higher standard that that the World Cup represents and that FIFA could I don't want to say should, but could represent to the world about sport bringing people together. And I think that's what sort of rankled people like. Isn't there any place in this world where things aren't going to be corrupted just by how do we maximize the amount of money we make out of this? I hope that that spirit persists not just in FIFA, but for all of us as business people to recognize that maximizing every dollar today isn't necessarily bringing us to a better place overall, especially when a lot of the people who are getting the money from those extra dollars don't really need them.

24:06Listen, I love sports. You know I love sports. And part of the reason I love it is because it connects us so well. And so if you're going to do something that's going to disconnect people in sports, then maybe let it go. One thing that is splitting sports fans right now is the treatment of Kalshi, the prediction market, which has been sued by New York State for running an illegal gambling operation. The prediction markets are seemingly, to this point, able to run the same as most gambling companies without facing a lot of the same regulations. Do you feel like this is just about time? Do you feel like the state has a good case here?

24:50Listen, there's no question that, you know, Cal, she, poly market, people are using them for sports betting. That's undeniable. But because they have successfully gotten themselves to be already regulated as a futures market by the CFTC, that allows them to sidestep some of these other regulations. It's a very smart move. I think in the long run, these new models like Cal Shee, they are going to be real players. They are attracting real audiences. And they're being used for some fascinating stuff. I mean, thinking of your, looking at your Knicks hat and thinking of the Knicks playoffs, I don't know whether you remember this story, But during the Knicks finals run, there was a bar in New York City that decided to offer, you know, a free bar tab of up to$100 for all of its patrons if the Knicks won the game.

25:48OK. And at the same time, they placed a countervailing bet on Calci for, you know, that if the Knicks won. So they knew that, like, well, I might be losing money here, but I'll make it back over here. It's like this really creative hedge that they were using Kalshi for that is in theory what, you know, an exchange like Kalshi could be used for. But I don't think that that's what most Kalshi users are using it for these days. I want to ask you about Saudi Arabia's public investment fund, which just acquired EA for$55 billion. dollars. You know, if I were Andrew Wilson, CEO, I don't know how I would feel about this in that you have a big influx of money coming in.

26:37Obviously, this is what happened at Newcastle United in the Premier League. It's what happened to Live Golf. You know, with those, there are these big dreams of for Newcastle, all of this money could have them be a rival to a club like Man City. For Live Golf, it's you could be a rival to the PGA Tour. But what we've seen over the past year is that PIF has frankly been fickle and they could lose interest when it's not showing returns quickly. And so for Newcastle, they've had an awful transfer season right now in the summer. for LiveGolf, obviously PIF withdrew their investment. And so what would you be thinking if you were inside EA right now?

27:23How would you be preparing for working with the Saudis? I think, you know, EA Electronic Arts, they are, I'm sure, thinking that we are quite different than, you know, the Saudi investment in sports properties. You know, we're a much bigger business with renewable revenue in a different kind of way and were much more established. EA could have gone to the capital markets and raised capital in other ways. I think, again, this is my guess, that they believe that they can remake and modernize EA to have it be a more valuable company when they're private in a way that would be more difficult when they were public, that the value of the company would fluctuate much more dramatically, and maybe that they would become potentially subject to takeover efforts by financial partners that they would feel were less supportive than the Saudi Public Investment Fund.

28:23In the case of Newcastle, in the case of Live Golf, I just think, you know, other players when the Saudis come with their money, I think those lessons are there for people to say, let me make sure I'm asking the right questions. Let me make sure I'm pushing back the right way. And, you know, let me not get too dependent, perhaps, on this unending firehose of money that may actually end. I want to ask you about Taco Bell. They've been struggling with the cyclospora outbreak the last few weeks. And I've been surprised that this story is kept on going. People are still talking about it. There are still cases being reported.

29:03It's become a real brand tip for Taco Bell and its parent company, Yum Brands. If you were going into Taco Bell to advise them on recovering from this brand tip, what would you say? The first thing they've got to do is they got to make sure that their supply chain is actually clean, right? Like once you have a problem and really a scandal of this magnitude, at least magnitude in terms of public attention, you can't afford any other scares, right? And so anytime anyone has any difficulties with Taco Bell food, if that gets publicized, it's just going to reinforce this. I mean, this is something that Chipotle went through.

29:48They had their own issues with, I guess, E. coli at some point that dogged them for a while, and it took them a while to get themselves back on track. I mean, And when I was younger, you know, we used to call it taco hell. Like everybody knew that the food there was, you know, you get sick. Yeah, of course, everyone would get sick at Taco Bell. I know Taco Bell, don't get mad at me. That was just the talk that young college kids had about it. But they really got the brand to be sort of trusted and relied on. And, you know, they're just going to have to do all that hard work over again. And it's not going to happen quickly.