Once upon a time I worked for a UK firm which could have been a competitor to Palantir, in fact... if Palantir's product could be framed as "next gen" the UK firm had the "previous gen" product(s). They had existing, reliable, but old product, all the right three letter agency customers, revenues in the several 10s of millions of pounds per year back as far as the early 2000s. Zero management interest in making the next gen product or in drastically improving (rather than incrementally improving) the tech underneath. Some of my brighter colleagues were so aggrieved by this that they quit to build something themselves, some just complained and eventually got bored and quit, some are still in the rusting hulk.

Part innovator's dilemma, part lack of ambition, part lack of government support, part the usual UK/Euro VC situ. All I'll say is I met Karp once, face to face, in Palantir's very early days. The UK firm didn't have a Karp.

>Part innovator's dilemma, part lack of ambition, part lack of government support, part the usual UK/Euro VC situ.

I wish I am wrong. Unfortunately agrees with you on everything.

Part innovator's dilemma almost certainly happens to all companies. It is the rest of the sentence that are the problems. Ambition, Government, UK/Euro VC situ, and generally culture.

Those who are Ambition moved to the US. Government, both ruling party and cvivl servant aren't interested to making anything better and I have seen this first hand. UK and Euro VC.

QinetiQ?