MVP Mindset Revisited: A Perspective on Minimum Viable Intelligence

As someone born and raised in Canada, I find it perplexing that the holder of the highest political office in the United States—a geographical neighbour and longstanding political and economic ally—can so boldly refer to the Canadian Prime Minister as an American Governor and Canada, "the true North, strong and free," as the 51st American state. These dismissive remarks were clearly intended to provoke media attention. Rather than relying on the infinite monkey theorem, numerous AI agents and workflows now fill inboxes, producing outputs that are factually incorrect, misleading, or nonsensical—essentially fabricating information that isn’t based on real data, yet may seem plausible to an audience. The once credible first-party source, the American White House, is now actively training algorithms on statements that might sound coherent and well-structured but contain inaccuracies. Fake News. Does that sound familiar? It’s quite the logical hallucination. This bizarre reality has led to divided public opinion on the merits of the protective trade tariffs the American President has imposed on Canada, Mexico, and China.

These tariffs and trade restrictions have taken many by surprise, fundamentally restructuring supply chains. The automotive and tech sectors, in which I’ve been involved, face unprecedented disruptions. Canadian manufacturers, once accustomed to seamless trade, now grapple with increased costs—a scenario I’ve witnessed repeatedly on the world stage.

Navigating a complex global landscape

I’m deeply embedded in the venture-funded business arena and have experienced working with foreign-owned entities. I've seen firsthand how technological progress and geopolitical tensions reshape our global economy. Traditional innovation strategies are quickly becoming obsolete with AI's rapid evolution. This shift is not just theoretical—it's a reality offering both challenges and opportunities for entrepreneurs like myself.

The power dynamics between nations and relentless technological advancement create a landscape that demands careful navigation. The AI race isn't merely about innovation; it's about strategic positioning and redefining market ethics. From my experience, businesses must adopt a nuanced strategy to leverage AI while managing geopolitical risks and seizing opportunities.

The dangerous assumption of universal rules

A critical lesson I’ve learned is the risk of assuming uniformity in market behaviors. Many founders overlook the complex realities shaped by geopolitical tensions. From my vantage point, businesses diverging from Western expectations are often unprepared for the challenges that follow. I’ve seen Western tech firms caught off guard in markets with different IP protections, leading to vulnerabilities. Here are some real-world examples:

• Southeast Asia: BlackBerry, a Canadian software company, entered the Southeast Asian market, only to find their product reverse-engineered due to lax IP laws. This region is notorious for IP enforcement challenges, where counterfeit goods and piracy are prevalent. The International Property Rights Index (IPRI) reflects this, with countries like Indonesia and Thailand showing stagnant or slightly improved IP protections.

• Eastern Europe: A U.S.-based hardware startup, Fitbit, faced unexpected competition from local clones in Eastern Europe, where IP enforcement was minimal. This scenario is not uncommon, as intellectual property rights enforcement can vary widely, even within regions considered part of the same economic bloc.

• China: The European Commission has highlighted China as a major concern for EU companies due to poor IP protection and enforcement. A notable case involved Google, which was found by the United States International Trade Commission to have infringed on multiple patents held by Sonos, leading to a ban on importing certain Google products unless they removed the infringing technology. This case exemplifies how even large tech companies can be vulnerable in markets with different IP standards.

• Africa: The challenges in Africa are multifaceted, involving not just IP enforcement but also adopting inappropriate IP systems that do not align with local cultural and economic contexts. For instance, Nike faced significant issues with counterfeit goods in Nigeria, where the lack of harmonisation in IP laws across the continent and the adoption of “one size fits all” Euro-centric laws can lead to confusion and ineffective protection for businesses.

These experiences underscore the importance of understanding local regulations and preparing for such challenges. Companies must adapt their strategies to fit each market's unique IP landscapes, ensuring they have the necessary protections or are prepared to navigate the complexities of local IP enforcement.

Technological integration or infiltration?

I've also observed the darker side of global tech proliferation: state-sponsored cyber warfare and tech espionage. These aren't just headlines—they're real threats complicating AI adoption. AI systems can become tools for data collection, raising ethical questions about tech companies' roles. These issues are personal to me, as they impact businesses I know and the broader industry.

Recent controversies around DeepSeek resonate with my experiences in the AI industry. Should AI systems align with national agendas? This question isn't just academic; it's a moral conundrum I've grappled with. The implications affect users and the integrity of AI as a tool for truth, something I've observed closely.

In today's complex business environment, there are no silver bullets. My experience has taught me that rapid scaling through MVP strategies must be balanced with due diligence. Ignoring geopolitical risks can blindside leaders, as I've seen happen. Ethical oversights, too, can lead to public outcry—lessons learned the hard way.

MVI: Minimum Viable Intelligence

Navigating today's rapidly changing global business landscape requires more than just innovation; it demands what I call a,? “Minimum Viable Intelligence,” approach. This means blending quick innovation with geopolitical insights and ethical considerations. Here are some steps I think every founder and business leader should consider:

1. Comprehensive Geopolitical Analysis: Understand how international relations impact business operations. Regularly assess geopolitical risks and adjust strategies accordingly.

1. Robust Due Diligence: Investigate technology partners, suppliers, and market conditions thoroughly before making commitments. This helps mitigate risks and uncover hidden challenges.

1. Ethical Considerations: Evaluate the moral implications of technological adoption and strategies. Ensure that your business practices align with broader societal values and ethics.

1. Risk Management: Develop comprehensive risk mitigation strategies for both technical and geopolitical factors. This includes cybersecurity measures and contingency planning.

1. Sustainable Growth: Focus on sustainable advantages rather than short-term gains. Prioritise long-term resilience over immediate profits.

1. Adaptable MVP Strategies: While the MVP mindset accelerates development, ensure it's adapted to today's complex environment. Balance speed with due diligence and informed decision-making.

The time for naive optimism has passed. My experiences underscore that achieving success demands a keen awareness of both risks and opportunities, supported by diligent research and strong ethical standards. The MVP mindset must evolve. Business leaders should embrace a ‘Minimum Viable Intelligence’ strategy, integrating swift innovation with geopolitical awareness and moral responsibility. In these pivotal times, thoughtful innovation is essential to guide technological progress in a way that benefits humanity, upholding principles of equity, justice, and transparency.