large incentive prizes raise the visibility of a particular challenge while helping to create a mind-set that this challenge is solvable. Considering… - Peter Diamandis

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large incentive prizes raise the visibility of a particular challenge while helping to create a mind-set that this challenge is solvable. Considering what we know about cognitive biases, that is no small detail.

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About Peter Diamandis

Peter H. Diamandis (born May 20, 1961) is an American engineer, physician, and entrepreneur. He is best known as the founder and chairman of the XPRIZE Foundation, and the cofounder and executive chairman of Singularity University. He is also cofounder and former CEO of the Zero Gravity Corporation, cofounder and vice chairman of Space Adventures Ltd., founder and chairman of the Rocket Racing League, cofounder of the International Space University, cofounder of Planetary Resources, cofounder of Celularity, founder of Students for the Exploration and Development of Space, and vice chairman and cofounder of Human Longevity, Inc.

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Also Known As

Native Name: Peter H. Diamandis
Alternative Names: Dr. Peter Diamandis Dr. Peter H. Diamandis
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Take Human Longevity Inc. (HLI), one of the companies Peter cofounded. HLI offers a service called "Health Nucleus," an annual, three-hour health scan consisting of whole genome sequencing, whole body MRI, heart and lung CT, electrocardiogram, echocardiogram, and a slew of clinical blood tests — essentially the most complete picture of health currently available.

Quirky, Airbnb, and Uber are great examples of entrepreneurs taking advantage of the expanding scale of exponential impact. They have created billion-dollar companies in record time. They are the absolute inverse of everything we believed was true about scaling up a capital-intensive businesses. For most of the twentieth century, scaling up such businesses required massive investments and time. Adding workforce, constructing buildings, developing vastly new product suites — no wonder implementation strategies stretched years into decades. It wasn't unusual for a board of directors to "bet the company" on a new and extremely expensive direction whose outcome would remain unknown until long after most of those board members retired. That was then.

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