——@李善友，混沌创办人 当 AI 成为商业的「操作系统」 " 技术无所谓颠覆，市场无所谓颠覆。只有 新技术×新市场组合的原生价值网 ，才具备重构商业生态的颠覆性。" 大模型一日千里，算力成本指数级下降，算法正从工具进化为基础设施。 所有行业都值得用 AI 重做一遍，但 " 重做 " 不等于 " 叠加 " ，而是 " 重构 "—— 重构价值网络、重构组织流程、重构增长曲线 。 今天的商业竞争，早已不是「用不用 AI 」的选择题，而是「如何用 AI 解决真问题」的生存题： • 是让 AI 成为客服岗的效率工具，还是让智能体成为客户增值的核心能力？ • 是用算法优化现有产品，还是基于 AI 重构产品的「原生逻辑」？ • 是零散试点 AI 应用，还是让 AI 贯穿战略、组织、运营的全链条？ 混沌，正在尝试与你共创答案。 过去，我们问 " 你的企业数字化了吗？ " 今天，我们必须问 " 你的企业 AI 化了吗？ " 混沌十年： 与创新创业者共踏每一个时代浪头 2015 年，混沌第一次把 " 哲科思维 " 带进中国创业者的课堂； 2025 年，我们将把 "AI 创新思维 " 升级为每一位商业决策者的必修课。 十年来，我 ...

Core Insights - The article emphasizes that many companies face growth challenges in a rapidly changing business environment, often struggling to find breakthroughs against industry giants [1] - It highlights that nearly two-thirds of companies fail due to rigid adherence to mainstream value networks, while those that choose "emerging value networks" have a success rate of 37%, significantly higher than the average startup success rate of 10% [1] - The article introduces a new course titled "Modeling for Competition," which combines insights from ten years of innovation research, suggesting that true disruption arises from the effective combination of "native technology" and "native markets" [1] Group 1 - The concept of competition is redefined as a struggle between different value networks rather than just products or technologies [1] - The "Innovation Three-Step Method" is introduced, which involves building models first, identifying single points of focus, and then refining concepts [2][24] - The importance of modeling as a cognitive tool is emphasized, stating that cognition is essentially about building models to understand the world [7][12] Group 2 - The article discusses the significance of finding "single points" of focus, which are the smallest identifiable units of a product that can lead to breakthroughs [28] - It stresses that true innovation should come from identifying opportunities in emerging markets and not just from creating new products [30] - The article notes that entering emerging value networks can yield a success rate of 37%, compared to just 6% when competing in established markets [33] Group 3 - The third step of the innovation process involves a "mindset leap," moving beyond structured thinking to a higher level of consciousness that drives mission and purpose [34][39] - This stage is described as a qualitative shift, where the focus is on a deeper understanding of one's mission rather than just operational methods [40][46] - The article concludes that the ultimate victory lies in creating a new value network that can replace the old order, driven by a significant cognitive leap [57][59]