<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Economies of Intelligence on John Diener</title><link>https://johndiener.com/topics/economies-of-intelligence/</link><description>Recent content in Economies of Intelligence on John Diener</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Wed, 01 Jul 2026 00:00:00 +0000</lastBuildDate><atom:link href="https://johndiener.com/topics/economies-of-intelligence/index.xml" rel="self" type="application/rss+xml"/><item><title>Economies of Intelligence</title><link>https://johndiener.com/writing/economies-of-intelligence/</link><pubDate>Wed, 01 Jul 2026 00:00:00 +0000</pubDate><guid>https://johndiener.com/writing/economies-of-intelligence/</guid><description>&lt;h1 id="economies-of-intelligence">Economies of Intelligence&lt;/h1>
&lt;p>For a century the dominant logic of industrial competition was scale. Build the largest plant, spread fixed cost over the most units, and drive unit cost below anyone who came later. The moat was capacity. The unit of value was the unit produced.&lt;/p>
&lt;p>That logic remains, but it faces a new kind of advantage that potentially compounds faster than scale does.&lt;/p>
&lt;p>I call it Economies of Intelligence. Competitive and cost advantage can be a function of how fast a business learns, and a business can be designed around learning in the same way it was once designed around throughput. Intelligence now has unit costs and scaling dynamics, just as capital and labor did. When the cost of a unit of learning falls, and the value of that learning carries into every subsequent cycle, the firm that generates the most learning per unit of time wins. It turns competitiveness on its head.&lt;/p></description></item></channel></rss>