Anish Acharya

Their words

And then, I think the other is that we seem to have forgotten that the classic moats, none of the classic moats are based on how hard it is to make the software.

Their words

I mean, I think that the entire trend of human existence has been that our desires grow faster than our ability to fulfill them.

Their words

Um but I think the sort of concept of the model that's too dangerous to release, it it kind of conflates marketing, um inference capacity, and then also economic considerations like do you want to externalize your competitive advantage or use it to make yourself better?

Their words

The most important thing that we can do with AI to change the kind of conversation around it is make important things cheap. There's two things that are extraordinarily important in America that have only gotten more expensive, right? Health care and education.

Their words

It kind of unbundles skill from desire. For example, if you want to make music, you can make music now. You don't have to know how to play the piano.

Their words

How do we apply these tech this technology to those areas? That's what I want to see more of. And And again, I don't think it's a model or a capability challenge, it's just a product design challenge.

Their words

Lenny, in many ways we spent 40 years building a technology that enables better spreadsheets, right? We built this like technology that extends our intellect, but nothing to extend our soul.

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I think that we believe that people want to be more productive, but they don't. I think more people want to spend time than save time.

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I think for people who believe the models are commodities or totally fungible, you just haven't actually used the models.

Their words

Um I think the most useful question to ask yourself as a founder CEO is just, "Hey, if we assume these things are infinitely um intelligent and astonishingly cheap, how would we reorganize the company?" Cuz that's where we're going.

Their words

I think a lot of PMs are going to realize they're actually not that good at zero-to-one and it's much more fulfilling to work on someone else's good idea than your own bad idea.

Their words

you know, the loop will help you climb to the local maxima, but then it plateaus. And you need some sort of out of distribution thinking, you need human intuition, you need somebody to actually help you land at the base of the next hill.

Their words

So, I think we're going to see this sort of cascading set of everything from a loop per person, loop per job function, loop across entire business units to, you know, loops that can run large parts of the company.

Their words

So, I do think that like the most ambitious companies are rethinking everything around the models. And those that are a little less ambitious or perhaps a little earlier are thinking more about how do we give people and existing orgs existing job functions access to the technology.

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So, I think we might be overestimating how many problems are intelligence bound versus bound by other things.

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So, I don't believe that that's going to happen. I do think that model progress is happening faster than ever before.

Their words

it's a funny dark fantasy that we seem to have as, you know, Silicon Valley collectively.