The World's First Bullshit · Westenberg.
Business, Finance & Industries · Mar 31, 2026
Being first is a weak predictor of lasting value — later “second” versions usually win by learning from and fixing predecessors’ usability, performance, and product‑market failures (e.g., Watt vs. Newcomen; Google, Facebook, iPhone weren’t first), shifting long‑term value from inventors to refiners and making fast‑following a viable strategic choice.
The World's First Bullshit · Westenberg.
Business, Finance & Industries · Mar 31, 2026
Durable product quality is proven when demand survives competition—novelty can be claimed, but true superiority must be earned through execution, service, or performance, so founders and investors should judge products by how they’d fare if many others built the same thing.
The World's First Bullshit · Westenberg.
Business, Finance & Industries · Mar 31, 2026
Twitter-driven incentive structures reward unverifiable “world’s first” claims as algorithmic shortcuts that boost engagement and fundraising, selecting for bold novelty framing over actual product quality and creating a tradeoff between distribution savvy and substantive performance.
The World's First Bullshit · Westenberg.
Business, Finance & Industries · Mar 31, 2026
In crowded AI startup spaces, “world’s first” labels are often manufactured by narrowing categories rather than by meaningful product differences, so such novelty claims should be treated skeptically unless paired with evidence of real customer value.
The World's First Bullshit · Westenberg.
Business, Finance & Industries · Mar 31, 2026
Positioning a product as novel or "world’s first" draws curious, social "novelty-chasers" who generate buzz but rarely become repeat, performance-focused users, so founders should instead highlight concrete weaknesses of existing tools to attract customers with persistent needs and better retention.