Instead of large, top-down innovation projects, Prosus empowers small, autonomous 'jet ski' teams of 5-10 people. These teams experiment rapidly with minimal resources, failing often until they find a viable model. Only then does the larger company invest to scale the proven concept, avoiding massive losses on unproven ideas.
The current focus on AI for individual productivity (e.g., writing a document faster) misses the bigger picture. Fabricio Bloisi believes AI is underhyped because new capabilities allow entire companies to become autonomous, operating for days without human intervention. This shifts the focus from employee efficiency to organizational efficiency.
To truly understand AI's transformative power, executives must move beyond spreadsheets. Fabricio Bloisi personally teaches his CEOs of multi-billion dollar companies to program AI agents. After a few hours, they grasp what's possible, allowing them to set substantially bigger goals and shift from monthly to weekly operational cycles.
Prosus's CEO champions the 'ambidextrous organization' model. This requires balancing scaled operational excellence (discipline, budgeting) with the chaotic innovation of a startup. He actively teaches disciplined managers to respect innovators and vice-versa, preventing cultural silos that kill growth and innovation.
Prosus's CEO expresses frustration with European regulators who, while claiming to want local tech champions, actively block European companies from consolidating. He was forced to divest from Delivery Hero, knowing it would likely be sold to an American or Chinese firm, directly undermining the goal of creating a powerful European tech player.
The strategy for building a multi-service ecosystem starts with a high-frequency anchor business, such as food delivery. This core service provides crucial customer data (payment methods, addresses) and frequent touchpoints. On top of this foundation, the company can then successfully layer and cross-sell other services like travel, fintech, and e-commerce.
When Prosus acquired the startup iFood, its key contribution wasn't just money. Bloisi injected his company's specific 'cultural management model and innovation' framework. This is the same playbook he now uses to replicate his Latin American ecosystem success in India and Europe, proving operational IP is more critical for scaling than capital alone.