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.Marc Andreessen 🇺🇸 on the "three-way Mexican standoff" between coders, PMs, and designers: "I'm seeing it in a bunch of the early leading edge companies in the Valley, they're circling around a job title loosely called 'builder,' or something like it. And basically the idea is that you had... these separate jobs in the past of programmer, product manager, and designer." " I've been describing what's happening in the Valley companies as sort of this three-way Mexican standoff, where the programmers think that they don't need the product managers and the designers anymore 'cause they can have AI do that, and then each of the other two doesn't think they need the other two either." "I've been predicting they're all correct. The product manager can generate code and design now, and each of them can do the job of all three. The idea is the jobs change so now the job is builder." MTSshow more

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Programmers, PMs, and designers are in a three-way Mexican standoff. .Marc Andreessen 🇺🇸 says the new job title is "builder." "The programmers think that they don't need the product managers and the designers anymore because they can have AI do that." "Each of the other two doesn't think they need the other two either." "What I've been predicting is they're all correct." "The product manager can generate code and design now, and each of them can do the job of all three." "Now the job is builder." "It's entirely possible that we're sitting here in 10 years... the job of coder is gone, but you have this extraordinary number of builders running around."

Programmers, PMs, and designers are in a three-way Mexican standoff. .Marc Andreessen 🇺🇸 says the new job title is "builder." "The programmers think that they don't need the product managers and the designers anymore because they can have AI do that." "Each of the other two doesn't think they need the other two either." "What I've been predicting is they're all correct." "The product manager can generate code and design now, and each of them can do the job of all three." "Now the job is builder." "It's entirely possible that we're sitting here in 10 years... the job of coder is gone, but you have this extraordinary number of builders running around."

MTS

74,116 просмотров • 2 месяцев назад

“There’s a Mexican standoff happening between product manager, designer, and coder.” Marc Andreessen on how AI is reshaping core tech roles: “Every coder now believes they can also be a product manager and a designer, because they have AI. Every product manager thinks they can be a coder and a designer. And every designer knows they can be a product manager and a coder.” “People in each of those roles now know or believe that with AI, they don’t need the other two roles anymore.” Marc Andreessen 🇺🇸 on Lenny's Podcast with Lenny Rachitsky

“There’s a Mexican standoff happening between product manager, designer, and coder.” Marc Andreessen on how AI is reshaping core tech roles: “Every coder now believes they can also be a product manager and a designer, because they have AI. Every product manager thinks they can be a coder and a designer. And every designer knows they can be a product manager and a coder.” “People in each of those roles now know or believe that with AI, they don’t need the other two roles anymore.” Marc Andreessen 🇺🇸 on Lenny's Podcast with Lenny Rachitsky

a16z

428,751 просмотров • 6 месяцев назад

Marc Andreessen explains how AI has triggered a three-way standoff among Product-Managerss, engineers, and designers. Each thinks AI lets them do the other two jobs, and the irony is that all may soon find AI can manage them too.

Marc Andreessen explains how AI has triggered a three-way standoff among Product-Managerss, engineers, and designers. Each thinks AI lets them do the other two jobs, and the irony is that all may soon find AI can manage them too.

Rohan Paul

155,250 просмотров • 4 месяцев назад

Marc Andreessen explains that America can win the future of manufacturing by building the advanced products of the future in highly automated factories that create well-paying, high-skilled “blue-collar-plus” jobs: “What you have is a large number of jobs, that are, call them ‘blue-collar-plus jobs’, and then also white-collar jobs, and all the associated service jobs around those that are building and maintaining that new kind of plant to build that new kind of thing.” “I think what you can do is you can leap forward on the nature of the product you’re building.” “By the way, if we don’t do that, all of those things are going to get made in China.” “What an amazing story it would be for America in the 21st century, which is we reindustrialize not to build the products of the past but to build the products of the future.” Marc Andreessen 🇺🇸

Marc Andreessen explains that America can win the future of manufacturing by building the advanced products of the future in highly automated factories that create well-paying, high-skilled “blue-collar-plus” jobs: “What you have is a large number of jobs, that are, call them ‘blue-collar-plus jobs’, and then also white-collar jobs, and all the associated service jobs around those that are building and maintaining that new kind of plant to build that new kind of thing.” “I think what you can do is you can leap forward on the nature of the product you’re building.” “By the way, if we don’t do that, all of those things are going to get made in China.” “What an amazing story it would be for America in the 21st century, which is we reindustrialize not to build the products of the past but to build the products of the future.” Marc Andreessen 🇺🇸

a16z

124,115 просмотров • 8 месяцев назад

Marc Andreessen: "The job is not actually the atomic unit of what happens in the workplace. The atomic unit of what happens in the workplace is the task." "A job is a bundle of tasks." “Everybody wants to talk about job loss, but really what you want to look at is task loss.” "As the tasks change enough, then that’s when the jobs change." "Ten years from now, is your job title coder, or coder-designer-product manager, or is it just, ‘I build products,’ or is it just, ‘I tell the AI how to build products.’ Whatever that job is called, it’s going to be incredibly important, because the people doing that job are going to be orchestrating the AI." Marc Andreessen 🇺🇸 on Lenny's Podcast with Lenny Rachitsky

Marc Andreessen: "The job is not actually the atomic unit of what happens in the workplace. The atomic unit of what happens in the workplace is the task." "A job is a bundle of tasks." “Everybody wants to talk about job loss, but really what you want to look at is task loss.” "As the tasks change enough, then that’s when the jobs change." "Ten years from now, is your job title coder, or coder-designer-product manager, or is it just, ‘I build products,’ or is it just, ‘I tell the AI how to build products.’ Whatever that job is called, it’s going to be incredibly important, because the people doing that job are going to be orchestrating the AI." Marc Andreessen 🇺🇸 on Lenny's Podcast with Lenny Rachitsky

a16z

292,928 просмотров • 6 месяцев назад

Boris Cherny (Creator of Claude Code): "Latent demand is the single most important principle in product, especially in Facebook's successful products. Every single one has an element of latent demand. For example, Marketplace. It came from this observation that if you looked at Facebook groups at the time, 40% of the posts were buying and selling stuff. Facebook groups were not designed for commerce, but that's what people were using it for. It's kind of cool. Like, you design this product in a way that can be hacked. It can be abused by users a little bit, and then you look at the data, you see how they're abusing it, and then you build a product around it. I think Facebook dating was pretty similar. I think the observation was something like 60% of profile views were people of the opposite gender that were not friends with each other, kind of like creeping on each other. The principle in product is you can never get people to do something they do not yet do. You can find the intent that they have, and then you can steer it to let them better kind of capitalize on that intent." Boris Cherny

Ryan Peterman

76,877 просмотров • 3 месяцев назад

How will AI change writing? For clues, look at the current state of software development. Marc Andreessen says: "The new coding interface is you've got your code and a chatbot. The Copilot is reading your code and giving you real-time comments. Or the chatbot is actually writing the code for you, and then you're giving it feedback. We had this old concept in the old days called pair programming, where you'd put two coders together in front of the same keyboard, and they could talk to each other and write code together. But now you're just going to have pair programming happening much more broadly, which is human plus machine. And by the way, this hasn't happened yet, but I think the same thing will happen for every other form of writing. So I think prose writing and fiction writing and all kinds of professional authors will be working in this format where you'll have this continuous dialogue going with an AI while you're in charge of the overall product." — Marc Andreessen 🇺🇸 (Recorded in 2024)

How will AI change writing? For clues, look at the current state of software development. Marc Andreessen says: "The new coding interface is you've got your code and a chatbot. The Copilot is reading your code and giving you real-time comments. Or the chatbot is actually writing the code for you, and then you're giving it feedback. We had this old concept in the old days called pair programming, where you'd put two coders together in front of the same keyboard, and they could talk to each other and write code together. But now you're just going to have pair programming happening much more broadly, which is human plus machine. And by the way, this hasn't happened yet, but I think the same thing will happen for every other form of writing. So I think prose writing and fiction writing and all kinds of professional authors will be working in this format where you'll have this continuous dialogue going with an AI while you're in charge of the overall product." — Marc Andreessen 🇺🇸 (Recorded in 2024)

David Perell Clips

13,101 просмотров • 4 месяцев назад

Steve Jobs explains why it's dangerous for sales and marketing people to run tech companies: Jobs starts with PepsiCo and John Sculley: "At PepsiCo, they at most would change their product once every 10 years. To them, a new product was like a new-size bottle." In that world, sales and marketing people drove success and ran the company. For PepsiCo, that worked. But Jobs warns about what happens in tech: "The same thing can happen in technology companies that get monopolies like IBM and Xerox. When you have a monopoly market share, sales and marketing people end up running the companies." The danger? "The product people get driven out of the decision-making forums and the companies forget what it means to make great products. The product genius that brought them to that monopolistic position gets rotted out by people who have no conception of a good product versus a bad product, no conception of the craftsmanship required to turn a good idea into a good product, and no feeling in their hearts about wanting to really help the customers." Jobs uses Xerox as his cautionary tale, where marketing executives had "no clue" about the revolutionary technology they owned: "They grabbed defeat from the greatest victory in the computer industry. Xerox could have been the IBM of the '90s. Could have been the Microsoft of the '90s." The bottom line: Jobs argues that sales and marketing people can run companies where products don't change. But in technology, they'll hurt what made the company great.

Steve Jobs explains why it's dangerous for sales and marketing people to run tech companies: Jobs starts with PepsiCo and John Sculley: "At PepsiCo, they at most would change their product once every 10 years. To them, a new product was like a new-size bottle." In that world, sales and marketing people drove success and ran the company. For PepsiCo, that worked. But Jobs warns about what happens in tech: "The same thing can happen in technology companies that get monopolies like IBM and Xerox. When you have a monopoly market share, sales and marketing people end up running the companies." The danger? "The product people get driven out of the decision-making forums and the companies forget what it means to make great products. The product genius that brought them to that monopolistic position gets rotted out by people who have no conception of a good product versus a bad product, no conception of the craftsmanship required to turn a good idea into a good product, and no feeling in their hearts about wanting to really help the customers." Jobs uses Xerox as his cautionary tale, where marketing executives had "no clue" about the revolutionary technology they owned: "They grabbed defeat from the greatest victory in the computer industry. Xerox could have been the IBM of the '90s. Could have been the Microsoft of the '90s." The bottom line: Jobs argues that sales and marketing people can run companies where products don't change. But in technology, they'll hurt what made the company great.

Data Desk

234,987 просмотров • 7 месяцев назад

Sequoia’s Shaun Maguire says Silicon Valley is undergoing a "Copernican" shift and waking up to the fact that it revolves around a set of much larger industries, not the other way around: "In Silicon Valley, [there's] almost this Copernican principle — where people used to believe that the world revolved around the Earth, then realized that it revolves around the sun." "There's a Silicon Valley parallel where people think that all of technology, all of industry, revolves around Silicon Valley, but it's actually kind of the opposite." "Silicon Valley is Earth, and there are these much bigger forces and bodies, which include energy, the chemical industry, these giant supply chains, and the semiconductor industry, which has been around for a very long time. It was pretty advanced, and people in Silicon Valley forgot about it." "I don't like the language of other industries pivoting into AI. I actually think it's the opposite." "I think it's like Silicon Valley is waking up from its toddlerhood and realizing that there were these giant industries that we underestimated, and they're actually really freaking good at what they do. And we can all benefit by working together."

Sequoia’s Shaun Maguire says Silicon Valley is undergoing a "Copernican" shift and waking up to the fact that it revolves around a set of much larger industries, not the other way around: "In Silicon Valley, [there's] almost this Copernican principle — where people used to believe that the world revolved around the Earth, then realized that it revolves around the sun." "There's a Silicon Valley parallel where people think that all of technology, all of industry, revolves around Silicon Valley, but it's actually kind of the opposite." "Silicon Valley is Earth, and there are these much bigger forces and bodies, which include energy, the chemical industry, these giant supply chains, and the semiconductor industry, which has been around for a very long time. It was pretty advanced, and people in Silicon Valley forgot about it." "I don't like the language of other industries pivoting into AI. I actually think it's the opposite." "I think it's like Silicon Valley is waking up from its toddlerhood and realizing that there were these giant industries that we underestimated, and they're actually really freaking good at what they do. And we can all benefit by working together."

TBPN

238,386 просмотров • 4 месяцев назад

Marc Andreessen: The VC business is a game of outliers. "We have this concept—invest in strength vs. lack of weakness." "The default way to do venture capital is to check boxes: really good founder, really good idea, really good product, really good initial customers. Check, check, check, check." "But what you find with those checkbox deals is, they often don't have something that makes them really remarkable and special. They don't have an extreme strength that makes them an outlier." "On the other side, the companies that have really extreme strengths often have serious flaws. So one of the cautionary lessons of venture capital is—if you don't invest on the basis of serious flaws, you don't invest in most of the big winners." Marc Andreessen 🇺🇸, 2014 at Y Combinator

Marc Andreessen: The VC business is a game of outliers. "We have this concept—invest in strength vs. lack of weakness." "The default way to do venture capital is to check boxes: really good founder, really good idea, really good product, really good initial customers. Check, check, check, check." "But what you find with those checkbox deals is, they often don't have something that makes them really remarkable and special. They don't have an extreme strength that makes them an outlier." "On the other side, the companies that have really extreme strengths often have serious flaws. So one of the cautionary lessons of venture capital is—if you don't invest on the basis of serious flaws, you don't invest in most of the big winners." Marc Andreessen 🇺🇸, 2014 at Y Combinator

a16z

82,454 просмотров • 5 месяцев назад

NEW: "Under the last administration, 1 in 4 new jobs was a government job. But since my inauguration, 100% of all new jobs have been in the private sector." "To do that, we cut tremendous numbers of governmental jobs, and I feel sorry for everyone... They got private sector jobs that they like better and paying them sometimes two and three times more money. So it's worked out the right way."

NEW: "Under the last administration, 1 in 4 new jobs was a government job. But since my inauguration, 100% of all new jobs have been in the private sector." "To do that, we cut tremendous numbers of governmental jobs, and I feel sorry for everyone... They got private sector jobs that they like better and paying them sometimes two and three times more money. So it's worked out the right way."

Fox News

90,640 просмотров • 3 месяцев назад

Marc Andreessen says AI is hyper democratizing. “Is the future of the world going to be one or a small number of companies, or for that matter, governments or super AIs that kind of own and control everything?” “Or is this a technology that's going to diffuse out and be in everybody's hands?” “This is the time in which AI is actually hyper democratizing. It has spread to more individuals, both in the country and around the world in the shortest period of time of any new technology I think in history.” “The best AIs in the world are in the consumer products.” “This technology is going to be in everybody's hands. And everybody is going to be able to use it to optimize the things that they do, have it be a thought partner, assistant for building companies.” Marc Andreessen 🇺🇸

Marc Andreessen says AI is hyper democratizing. “Is the future of the world going to be one or a small number of companies, or for that matter, governments or super AIs that kind of own and control everything?” “Or is this a technology that's going to diffuse out and be in everybody's hands?” “This is the time in which AI is actually hyper democratizing. It has spread to more individuals, both in the country and around the world in the shortest period of time of any new technology I think in history.” “The best AIs in the world are in the consumer products.” “This technology is going to be in everybody's hands. And everybody is going to be able to use it to optimize the things that they do, have it be a thought partner, assistant for building companies.” Marc Andreessen 🇺🇸

a16z

79,935 просмотров • 9 месяцев назад

Marc Andreessen: "The job is not actually the atomic unit of what happens in the workplace. The atomic unit of what happens in the workplace is the task." "A job is a bundle of tasks." “Everybody wants to talk about job loss, but really what you want to look at is task loss.” "As the tasks change enough, then that’s when the jobs change." "Ten years from now, is your job title coder, or coder-designer-product manager, or is it just, ‘I build products,’ or is it just, ‘I tell the AI how to build products.’ Whatever that job is called, it’s going to be incredibly important, because the people doing that job are going to be orchestrating the AI."

Marc Andreessen: "The job is not actually the atomic unit of what happens in the workplace. The atomic unit of what happens in the workplace is the task." "A job is a bundle of tasks." “Everybody wants to talk about job loss, but really what you want to look at is task loss.” "As the tasks change enough, then that’s when the jobs change." "Ten years from now, is your job title coder, or coder-designer-product manager, or is it just, ‘I build products,’ or is it just, ‘I tell the AI how to build products.’ Whatever that job is called, it’s going to be incredibly important, because the people doing that job are going to be orchestrating the AI."

Lenny Rachitsky

46,682 просмотров • 6 месяцев назад

The three ways AI, particularly long-horizon agents, are changing the role of PMs: "First, product development is changing because the models and the capabilities are growing so fast that if you try to be very strict and stringent about describing exactly what you're going to build, its not going to work. It's very important for the PMs to be understanding of what these models are capable of and to be hands-on. The only thing PMs do now is articulate what the customer needs are at the highest level. But the actual product is built bottoms up by engineers, researchers, and product managers and designers all working together on the code itself. Second, the product manager and designer role are merging increasingly. When given the choice between an extra designer and extra engineer, they're saying, give us an extra engineer. And the other very important thing that's fundamentally different is non-deterministic software. Today, you could do X, Y happens. But if you do slight variation of X something completely different happens. That means someone has to evaluate whether or not what the software is producing is reasonable or not across various use cases. So the PM's job is to be very clear at a high level of what the user needs are, and then have a very clear sense of whether this product is good to ship or not by evaluating it."

The three ways AI, particularly long-horizon agents, are changing the role of PMs: "First, product development is changing because the models and the capabilities are growing so fast that if you try to be very strict and stringent about describing exactly what you're going to build, its not going to work. It's very important for the PMs to be understanding of what these models are capable of and to be hands-on. The only thing PMs do now is articulate what the customer needs are at the highest level. But the actual product is built bottoms up by engineers, researchers, and product managers and designers all working together on the code itself. Second, the product manager and designer role are merging increasingly. When given the choice between an extra designer and extra engineer, they're saying, give us an extra engineer. And the other very important thing that's fundamentally different is non-deterministic software. Today, you could do X, Y happens. But if you do slight variation of X something completely different happens. That means someone has to evaluate whether or not what the software is producing is reasonable or not across various use cases. So the PM's job is to be very clear at a high level of what the user needs are, and then have a very clear sense of whether this product is good to ship or not by evaluating it."

Patrick OShaughnessy

41,781 просмотров • 6 месяцев назад

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

The Peel

209,752 просмотров • 1 год назад

Brad Gerstner: “AI is becoming deeply unpopular in America” “Silicon Valley is losing the battle around AI.” “Doomers are now scaring people about jobs. They think all these job cuts that are going on in America are the result of AI.” “And number two, they're seeing their electric bills go up and they think that's also the result of AI.” “I've talked with a lot of Republican Senators and House members who say they are afraid to mention the words AI because their popularity ratings go down.” “We need to get on the other side of that, because that is a losing proposition for America.” “I think both of those are false narratives, but we need to get on the other side.” “In China, they're not gonna slow down.” “So if we do an own goal here and slow down because we think somehow that this is the path to greater economic growth, it's gonna be a real problem, both national security as well as economic security.”

Brad Gerstner: “AI is becoming deeply unpopular in America” “Silicon Valley is losing the battle around AI.” “Doomers are now scaring people about jobs. They think all these job cuts that are going on in America are the result of AI.” “And number two, they're seeing their electric bills go up and they think that's also the result of AI.” “I've talked with a lot of Republican Senators and House members who say they are afraid to mention the words AI because their popularity ratings go down.” “We need to get on the other side of that, because that is a losing proposition for America.” “I think both of those are false narratives, but we need to get on the other side.” “In China, they're not gonna slow down.” “So if we do an own goal here and slow down because we think somehow that this is the path to greater economic growth, it's gonna be a real problem, both national security as well as economic security.”

The All-In Podcast

2,073,840 просмотров • 9 месяцев назад

“The Zoomers are so much better than the Millennials” Marc Andreessen 🇺🇸 on the AI-native Zoomers who learned tech from YouTube and have a burning desire to build something great: “2015 to 2024... was a very, very strange period. And a lot of just things got really weird. And the Zoomers are the generation that basically was on the receiving end of that.” “And they're not walking around feeling guilty about everything all the time. They're not feeling like they have to deny that they want to be successful.” “They've seen a thousand hours of YouTube videos from all the great people in tech talking about how to do everything. They just know so much more than previous generations of founders did.” “They're all AI native. They all basically learn AI from scratch and in college. They're coming out, and they totally understand it.” “They wear their heart on their sleeve. They're gonna build something great. And they're completely unapologetic about it.”

“The Zoomers are so much better than the Millennials” Marc Andreessen 🇺🇸 on the AI-native Zoomers who learned tech from YouTube and have a burning desire to build something great: “2015 to 2024... was a very, very strange period. And a lot of just things got really weird. And the Zoomers are the generation that basically was on the receiving end of that.” “And they're not walking around feeling guilty about everything all the time. They're not feeling like they have to deny that they want to be successful.” “They've seen a thousand hours of YouTube videos from all the great people in tech talking about how to do everything. They just know so much more than previous generations of founders did.” “They're all AI native. They all basically learn AI from scratch and in college. They're coming out, and they totally understand it.” “They wear their heart on their sleeve. They're gonna build something great. And they're completely unapologetic about it.”

a16z

132,883 просмотров • 6 месяцев назад

".Marc Andreessen 🇺🇸 said something recently that struck me. He said, 'Forget about the internet. This is bigger than the wheel.'" "I don't think that's an overstatement." Anish Acharya explains why he believes AI is the most powerful thing humans have invented: "ChatGPT has 900 million weekly actives. The speed of that product to that scale is an order of magnitude faster than the next fastest." "If you look at prices, they're an order of magnitude higher. And then, if you just sort of squint at the technology surface and the things you can do, it has got to be two or three orders of magnitude more powerful than anything we've ever built." "For some of us who've seen Claude Code or Codex 5.2—I feel like I've seen God. It's the most powerful thing we've ever invented, I think, in human history, or certainly that I've seen." On BILLIONS with Guillaume Moubeche

".Marc Andreessen 🇺🇸 said something recently that struck me. He said, 'Forget about the internet. This is bigger than the wheel.'" "I don't think that's an overstatement." Anish Acharya explains why he believes AI is the most powerful thing humans have invented: "ChatGPT has 900 million weekly actives. The speed of that product to that scale is an order of magnitude faster than the next fastest." "If you look at prices, they're an order of magnitude higher. And then, if you just sort of squint at the technology surface and the things you can do, it has got to be two or three orders of magnitude more powerful than anything we've ever built." "For some of us who've seen Claude Code or Codex 5.2—I feel like I've seen God. It's the most powerful thing we've ever invented, I think, in human history, or certainly that I've seen." On BILLIONS with Guillaume Moubeche

a16z

62,462 просмотров • 4 месяцев назад

Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson

Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson

a16z

140,507 просмотров • 6 месяцев назад