编译 | 褚杏娟、核子可乐 "我当时并不在场，我是后来被叫去调解的。"Bret Taylor 回忆起那次 OpenAI 的"逼宫"危机时说道。 Taylor 身上的标签非常多：助理产品经理、集成电路产品经理、工程师、首席产品官，以及三家企业的联合首席技术官，其中还包括一家上市公司。他 的履历十分丰富： 当初 OpenAI 遭遇危机之时，Taylor 原本并不打算再参与 OpenAI 的董事会工作。但妻子问他："你以后会不会在临终前后悔没帮 OpenAI 一把？"这让 Taylor 重新思考。"生活就是复杂的。如果你想做出有意义的决定，就不能逃避复杂性。你得硬着头皮做决定，并学会分清轻重缓急。 当 Taylor 接到电话时，他自己也很迷茫，尤其是要面对如此复杂的局势。"为什么是我？为什么是我来处理这个问题？"然而，Taylor 表示知道为什么会 是他："圈内有个玩笑，说我是'董事会 问题修理工'。这名声不是我主动挣来的，但似乎就是这么传开了。" Taylor 回忆道，"我之前其实和 Sam 还有几个董事会成员聊过是否要加入董事会，我那时候是拒绝的，因为我想专注在自己的初创公司 Sierra 上，而且 我其实也不 ...

Group 1 - The AI market will evolve into three main segments: models, tools, and applications, with new startups in the model market facing significant challenges unless they can secure substantial funding [4][11][12] - The transition from Google Yellow Pages to Google Maps illustrates that creating entirely new experiences is more valuable than merely digitizing past experiences [4][56] - Agent technology will become a primary form of AI products, offering measurable productivity improvements for businesses, similar to SaaS models, which may yield higher profit margins [4][18][21] Group 2 - AI products should be priced based on results rather than token usage, aligning the goals of both suppliers and customers [4][29][31] - Current AI programming tools often hinder productivity due to a lack of context, necessitating a focus on root cause analysis to improve outcomes [4][33][35] - The programming landscape may require a new system that better accommodates AI capabilities, moving beyond traditional languages like Python [4][42][45] Group 3 - Successful market strategies for AI companies should align with product types, emphasizing the importance of direct sales in many cases [4][47][51] - The evolution of Google Maps from a failed local search product highlights the necessity of differentiating new products by addressing the question of why customers should use them [4][56][58]