There are reasons not to do it and reasons to do it.

When one person thinks “Reasons not to do it exist,” often another thinks “Reasons to do it exist.” There are two types of people: those who see the same thing and see a reason not to do it, and those who see a reason to do it. The former becomes laggard.

ogochan: ah, what is to come has come. This is Japan. Unfortunately. Chinese-made EVs to hit Japan in earnest: Sagawa Express adopts 7200 vehicles: Nikkei.com/article/DGXZQO…

backyardsjp: you can rest assured it will only result in as much discredit as you can drop. Just think about why Toyota wouldn’t do an easy EV if they wanted to.

ogochan: ah, I heard these words on my computer and on my phone. In the world of technology, those who fail first get to the top. ogochan: “Good reasons not to do it” are as many as people who don’t do it can come up with. But people who do can come up with just as many “good reasons to do it”. In the world of technology, it is easier to accumulate a lot of know-how by doing things early and making mistakes early, regardless of whether or not you are successful. ogochan: Of course Sagawa is expecting a mountain of obstacles to come up. But since they put so much into the project, they can’t withdraw so easily, so the obstacles will be solved one by one. They probably did what they did because they had a mutually agreeable settlement point. That’s what it means to take a chance on something new. ogochan: i.e., something came up that went beyond the “risk/benefit equilibrium point”. Something that erased the “reasons why Toyota wouldn’t do it.” Sagawa has put up a lot of money. It’s not like hobbyists buying on the spur of the moment. ogochan: Well, you know, you can’t help but think, “Are you okay? But in their outlook, they’ve crossed the “equilibrium point”. That’s quite an accomplishment.

So, in the end, there are those who look at the same thing and see “reasons not to do it” and those who see “reasons to do it”? The former will be laggard.

• There is value in failing first.
  • failure

relevance - Negative criticism is easy

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