There are two types of people in this world when it comes to facing problems:
those who solve them — and those who talk about solving them.

From the monumental challenges like launching spacecraft to Mars or curing cancer, to everyday tasks like planning a meal for your family, problems are everywhere. But once a solution becomes repeatable, business entrepreneurs step in. They build companies around it, forming structures that increase productivity — though not necessarily efficiency.

And that’s when the machinery begins.

Specialized roles are assigned. Some people get pulled into the technical weeds, while others drift upward — abstracting away from the problem-solving and floating into management. These “talkers” become task assigners, goal reviewers, reward distributors… and unsurprisingly, they often assign themselves the biggest slice.

In large organizations, this leads to an inevitable blend: true problem solvers working alongside — and often under — people whose main skill is networking, bluffing, and making noise. That is the eternal chaos of big companies. And yet, many people dream of rising through that structure, figuring out how to fit in and climb the ladder — not to solve, but to harvest.

But the truth is, everyone’s different. If you have that talent of “talking” up and set the “low” goal of a comfy life, go for it. There are other people who aim high and dedicated to true problem solving.

The world has always belonged to — and ultimately honors — the rare few who truly solve hard problems. The minds like Nikola Tesla or Albert Einstein. The ones who change the world not with posturing, but with raw intelligence, clarity, and the discipline to see things through.

What matters most is to see the world — and yourself — clearly and objectively. What are you truly good at? Where do you create real value? If you can answer that with honesty, and live accordingly, you can face the end of life with no regret. You can say:
“I did my best. I became who I deserved to be.”

There is no shortage of problems in this world — only a shortage of ability to solve them. If I had the skills, the knowledge, the sharpness, perhaps I could’ve been the one who built Stripe’s payment platform, or invented digital contracts like DocuSign.

It’s not a lack of opportunity. It’s often that our abilities can’t catch up with our ambition.

Worse still, we’re misled by hollow talk of “leadership.” But if you don’t have the technical intuition to foresee what problem is worth solving, or the framework to attack it, then you can’t even hire the right people — no matter how well you delegate.

People like Jack Ma — the rare non-technical visionaries — are becoming less and less common in this fast-moving, tech-dominated world. The future doesn’t belong to manipulators or charismatic talkers anymore.

It belongs to the brightest minds — the real problem solvers.