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.Peter Steinberger 🦞 says Clawdbot represents a "liberation of data that big tech probably doesn't really want" because it effectively neutralizes its walled gardens. "The demand for the old models has to change. When you are a company, and you want to access Gmail, the amount of red tape... show more

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21,117 次观看 • 6 个月前 •via X (Twitter)

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Clawdbot creator Peter Steinberger 🦞 says Claude Opus is his favorite model, but OpenAI Codex is the best for coding: "OpenAI is very reliable. For coding, I prefer Codex because it can navigate large codebases. You can prompt and have 95% certainty that it actually works. With Claude Code you need more tricks to get the same." "But character wise, [Opus] behaves so good in a Discord it kind of feels like a human. I've only really experienced that with Opus."

Clawdbot creator Peter Steinberger 🦞 says Claude Opus is his favorite model, but OpenAI Codex is the best for coding: "OpenAI is very reliable. For coding, I prefer Codex because it can navigate large codebases. You can prompt and have 95% certainty that it actually works. With Claude Code you need more tricks to get the same." "But character wise, [Opus] behaves so good in a Discord it kind of feels like a human. I've only really experienced that with Opus."

TBPN

443,022 次观看 • 6 个月前

Clawdbot creator Peter Steinberger 🦞 says he'd consider a "non-profit" structure for the future of the project: "Instead of a company, I would much rather consider a foundation, or something that is non-profit." "I want it to be accessible and free. Ultimately, code is not worth that much anymore. It's much more the idea and the brand that actually has value."

TBPN

84,733 次观看 • 6 个月前

Casa is basically an AI-powered concierge for homeowners They work with you so that Casa knows the history of your house, all the maintenance you've done on it, etc. And when you have a job for the house, Casa uses the data to get the work done from start to finish CEO Michael York explains: "In the Casa app, you can book a handyman visit and say, 'I want these three things done.'" "We'll look at those tasks, we'll look at the history of your home, and all the information we have about it, to do that thing really well for you." "You might say, 'I want to hang up a bunch of family artwork in the hallway.' We'll come back to you and say, 'Do you already have the frames? Do you want us to find them for you? If you do, we'll come back to you with a bunch of options based on your past preferences.'" "And we'll actually have those frames ready for you, or in the hands of the handyman, before they even show up."

Casa is basically an AI-powered concierge for homeowners They work with you so that Casa knows the history of your house, all the maintenance you've done on it, etc. And when you have a job for the house, Casa uses the data to get the work done from start to finish CEO Michael York explains: "In the Casa app, you can book a handyman visit and say, 'I want these three things done.'" "We'll look at those tasks, we'll look at the history of your home, and all the information we have about it, to do that thing really well for you." "You might say, 'I want to hang up a bunch of family artwork in the hallway.' We'll come back to you and say, 'Do you already have the frames? Do you want us to find them for you? If you do, we'll come back to you with a bunch of options based on your past preferences.'" "And we'll actually have those frames ready for you, or in the hands of the handyman, before they even show up."

TBPN

22,210 次观看 • 2 个月前

.Sam Altman says OpenAI will "obviously" have a version of Codex that "can do other knowledge-work tasks, and control your computer." "Of course we should have an ability to kick off new tasks from mobile, and we'll do that." "Really what you want is your single AI that's working for you on a unified backend. Access to all your data and ideas, and your stuff and your memory, and the ability to work across a lot of surfaces."

.Sam Altman says OpenAI will "obviously" have a version of Codex that "can do other knowledge-work tasks, and control your computer." "Of course we should have an ability to kick off new tasks from mobile, and we'll do that." "Really what you want is your single AI that's working for you on a unified backend. Access to all your data and ideas, and your stuff and your memory, and the ability to work across a lot of surfaces."

TBPN

108,839 次观看 • 4 个月前

"Elon Musk is a genius by all accounts. His commitment and his work, like I asked him one time about how does he learn. And the amount of research, the amount of study that he does is unheard of, but he'll always say the most important thing is imagination. You can learn anything that you want to learn. You can study all these things that you have in a book. If you don't have the imagination to take it to another level, it doesn't mean anything. I sat down and spoke with Elon for a couple hours. It was really, really a joy." — Kobe Bryant

"Elon Musk is a genius by all accounts. His commitment and his work, like I asked him one time about how does he learn. And the amount of research, the amount of study that he does is unheard of, but he'll always say the most important thing is imagination. You can learn anything that you want to learn. You can study all these things that you have in a book. If you don't have the imagination to take it to another level, it doesn't mean anything. I sat down and spoke with Elon for a couple hours. It was really, really a joy." — Kobe Bryant

DogeDesigner

241,985 次观看 • 1 个月前

.travis kalanick says building a company in stealth creates a culture of builders: "You build a culture of people that want to build and do not need to be famous when they do it, which basically means - emotional intelligence." It's human nature to want to be acknowledged for the things you do. You'd like the things you build to be seen and for somebody to know that you did it. When you cut against that core of human nature, you wind up with a very high EQ culture. "But - you have to go the extra mile to recruit, the extra mile in sales, etc."

.travis kalanick says building a company in stealth creates a culture of builders: "You build a culture of people that want to build and do not need to be famous when they do it, which basically means - emotional intelligence." It's human nature to want to be acknowledged for the things you do. You'd like the things you build to be seen and for somebody to know that you did it. When you cut against that core of human nature, you wind up with a very high EQ culture. "But - you have to go the extra mile to recruit, the extra mile in sales, etc."

TBPN

131,938 次观看 • 4 个月前

Elon Musk: Starting a company means working on the problems that the company needs you to work on and not the problems you want to work on. “There's a friend of mine who says, starting a company is like staring into the abyss and eating glass. And there's some truth to that. The staring into the abyss part is that you're going to be constantly facing the extermination of the company. Because most startups fail. It's like 90%, it could be 99% of startups fail. So that's the staring into the abyss part. You're constantly saying, OK, if I don't get this right, the company will die, which can be quite stressful. And then the eating glass part is you've got to work on the problems that the company needs you to work on and not the problems you want to work on. So you end up working on problems that you really wish you weren't working on. And that goes on for a long time.” Source: Interview with Sal Khan, Khan Academy, April 22, 2013.

Elon Musk: Starting a company means working on the problems that the company needs you to work on and not the problems you want to work on. “There's a friend of mine who says, starting a company is like staring into the abyss and eating glass. And there's some truth to that. The staring into the abyss part is that you're going to be constantly facing the extermination of the company. Because most startups fail. It's like 90%, it could be 99% of startups fail. So that's the staring into the abyss part. You're constantly saying, OK, if I don't get this right, the company will die, which can be quite stressful. And then the eating glass part is you've got to work on the problems that the company needs you to work on and not the problems you want to work on. So you end up working on problems that you really wish you weren't working on. And that goes on for a long time.” Source: Interview with Sal Khan, Khan Academy, April 22, 2013.

ELON CLIPS

18,619 次观看 • 1 个月前

"My 100% honest reaction to BvS and how it's received in the world is that it's really the question about - and I've said this quite a bit - do you really want a movie that's been had all the edges shaved off it by the focus groups? "Do you really want a movie that has been, like, decisions have been made in the boardroom or tested ideas are being rendered for your enjoyment? "Do you really want the Kmart version of your story? Is that what you really want?"

"My 100% honest reaction to BvS and how it's received in the world is that it's really the question about - and I've said this quite a bit - do you really want a movie that's been had all the edges shaved off it by the focus groups? "Do you really want a movie that has been, like, decisions have been made in the boardroom or tested ideas are being rendered for your enjoyment? "Do you really want the Kmart version of your story? Is that what you really want?"

Zack Snyder Film

10,889 次观看 • 5 个月前

Lutnick: If you are building a data center, you were going to give power to the grid and drive the energy costs of everybody around that data center lower. Trump is going to bring lower energy prices. Everywhere that a big company builds a big data center, they are going to lower the price of energy in the entire area around it.

Lutnick: If you are building a data center, you were going to give power to the grid and drive the energy costs of everybody around that data center lower. Trump is going to bring lower energy prices. Everywhere that a big company builds a big data center, they are going to lower the price of energy in the entire area around it.

Acyn

494,187 次观看 • 7 个月前

PillPack founder TJ Parker⚡️ says Hims' Wegovy pill alternative is a “$50 drug that doesn't work” and a “financial Hail Mary.” "The Wegovy pill has a specific technology called 'SNAC' to allow you to absorb the peptide and have the drug be effective. Hims explicitly said they didn't use that technology and said they're using liposomal absorption, which maybe works, maybe doesn't, but there's certainly no proof that it works." "There are zero studies and zero approval. This is where it's super different from the injectables, where they weren't changing the formulation. It was very similar to the branded drug." "[The pill] is different in the sense that, here, there's no evidence this drug works at all. So the most likely scenario is they're selling a $50 drug that doesn't work that still has a bunch of side effects because it still has the drug that doesn't get absorbed through your G.I." "It's not an IP issue, it's really an efficacy and safety issue."

PillPack founder TJ Parker⚡️ says Hims' Wegovy pill alternative is a “$50 drug that doesn't work” and a “financial Hail Mary.” "The Wegovy pill has a specific technology called 'SNAC' to allow you to absorb the peptide and have the drug be effective. Hims explicitly said they didn't use that technology and said they're using liposomal absorption, which maybe works, maybe doesn't, but there's certainly no proof that it works." "There are zero studies and zero approval. This is where it's super different from the injectables, where they weren't changing the formulation. It was very similar to the branded drug." "[The pill] is different in the sense that, here, there's no evidence this drug works at all. So the most likely scenario is they're selling a $50 drug that doesn't work that still has a bunch of side effects because it still has the drug that doesn't get absorbed through your G.I." "It's not an IP issue, it's really an efficacy and safety issue."

TBPN

77,039 次观看 • 5 个月前

.Anish Acharya says the future of AI isn’t one model to rule them all—and explains why platforms that integrate multiple models will benefit the most: "I think we're going to need and rely on all of the models." "It's sort of like if you have a team of people... if you have five people, they could all do a basic set of things pretty capably." "But then they all have their specializations. Maybe one of them is really good at closing a customer who doesn't want to sign the deal, and one of them is really good at culture and getting the best out of the team." "There are some areas in which they are going to build apps, and that will be a threat to app companies. But there are many areas in which app companies are advantaged. Cursor and Krea are great examples of this—products where you benefit from being multi-model." "When you actually use a creative tool, you don't want to just use Nano Banana, you want to have access to OpenAI, Nano Banana, Kling—all of them—Qwen, you name it. So using a single interface to access all the models is powerful." Anish Acharya on BILLIONS with Guillaume Moubeche

.Anish Acharya says the future of AI isn’t one model to rule them all—and explains why platforms that integrate multiple models will benefit the most: "I think we're going to need and rely on all of the models." "It's sort of like if you have a team of people... if you have five people, they could all do a basic set of things pretty capably." "But then they all have their specializations. Maybe one of them is really good at closing a customer who doesn't want to sign the deal, and one of them is really good at culture and getting the best out of the team." "There are some areas in which they are going to build apps, and that will be a threat to app companies. But there are many areas in which app companies are advantaged. Cursor and Krea are great examples of this—products where you benefit from being multi-model." "When you actually use a creative tool, you don't want to just use Nano Banana, you want to have access to OpenAI, Nano Banana, Kling—all of them—Qwen, you name it. So using a single interface to access all the models is powerful." Anish Acharya on BILLIONS with Guillaume Moubeche

a16z

33,241 次观看 • 4 个月前

Rutte: This is really big. You called me on Thursday that you have taken a position and the position is that you want Ukraine for at least to have to maintain to be able to defend itself against Russia but you want the Europeans to pay for it which is logical

Rutte: This is really big. You called me on Thursday that you have taken a position and the position is that you want Ukraine for at least to have to maintain to be able to defend itself against Russia but you want the Europeans to pay for it which is logical

Acyn

115,030 次观看 • 1 年前

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Startup Archive

17,333 次观看 • 6 个月前

We asked rahul about the global reach of ChatGPT and the emphasis on personality in AI models. "When you want to get to the one to like the remaining 90% of the users, do you want a model that thinks for longer? You want more personality?" "They definitely leaned in on personality, which I think is interesting." "It's kind of different than a (social media) feed in some ways because you have this person you talk to. It's like a relationship and then it just switches up on how it talks to you."

We asked rahul about the global reach of ChatGPT and the emphasis on personality in AI models. "When you want to get to the one to like the remaining 90% of the users, do you want a model that thinks for longer? You want more personality?" "They definitely leaned in on personality, which I think is interesting." "It's kind of different than a (social media) feed in some ways because you have this person you talk to. It's like a relationship and then it just switches up on how it talks to you."

TBPN

89,226 次观看 • 11 个月前

Flapping Airplanes co-founder Asher Spector explains why data efficiency is the greatest bottleneck to AI adoption: "To the extent that AI has been hard to integrate into the economy, I really think it's because models are much less data-efficient than humans. If you want it to learn a new task, or put it in a new vertical, it takes thousands of times more effort than it does to just tell a human what to do." "If you can make a model a million times more data-efficient, it's a million times easier to put into the economy. There's a ton of cool stuff that you can do in really data-constrained regimes. For example, whether it's robotics, or scientific discovery, or even something like trading, these problems have very limited data, and existing AI systems aren't quite as good at them as they are at other things. I think that learning to learn with less data is just tremendously valuable in all of these domains."

Flapping Airplanes co-founder Asher Spector explains why data efficiency is the greatest bottleneck to AI adoption: "To the extent that AI has been hard to integrate into the economy, I really think it's because models are much less data-efficient than humans. If you want it to learn a new task, or put it in a new vertical, it takes thousands of times more effort than it does to just tell a human what to do." "If you can make a model a million times more data-efficient, it's a million times easier to put into the economy. There's a ton of cool stuff that you can do in really data-constrained regimes. For example, whether it's robotics, or scientific discovery, or even something like trading, these problems have very limited data, and existing AI systems aren't quite as good at them as they are at other things. I think that learning to learn with less data is just tremendously valuable in all of these domains."

TBPN

91,955 次观看 • 6 个月前

Linear CEO Karri Saarinen says some companies are using "friction forms" to help engineers break through bureaucracy and get new AI tools approved faster: "There are a lot of companies where employees ask, 'Can I use agents?' and they say, 'No, you can’t.' And they don’t really have a reason for it, or they say, 'We have to evaluate it,' and that evaluation takes months." "This has to change. The industry is moving so fast, so you cannot have month-long, multi-month processes to evaluate every single new tool. I think the security standpoint is valid, but you have to figure out a new way to think about security and not just block new tools." "One hack I’ve seen at some companies is that they have this friction form. So engineers who feel friction and want to use new tools or AI file a friction form, and that escalates it to higher leadership. Then it makes an SLA that has to be resolved in a week or 10 days." "And so you force the hand of procurement, IT, and security people to do something about it. Because the incentive a lot of times in these jobs is that you don’t want to rock the boat, so you don’t want to change things if you don’t have to."

Linear CEO Karri Saarinen says some companies are using "friction forms" to help engineers break through bureaucracy and get new AI tools approved faster: "There are a lot of companies where employees ask, 'Can I use agents?' and they say, 'No, you can’t.' And they don’t really have a reason for it, or they say, 'We have to evaluate it,' and that evaluation takes months." "This has to change. The industry is moving so fast, so you cannot have month-long, multi-month processes to evaluate every single new tool. I think the security standpoint is valid, but you have to figure out a new way to think about security and not just block new tools." "One hack I’ve seen at some companies is that they have this friction form. So engineers who feel friction and want to use new tools or AI file a friction form, and that escalates it to higher leadership. Then it makes an SLA that has to be resolved in a week or 10 days." "And so you force the hand of procurement, IT, and security people to do something about it. Because the incentive a lot of times in these jobs is that you don’t want to rock the boat, so you don’t want to change things if you don’t have to."

TBPN

15,799 次观看 • 4 个月前

The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)

The founders of Stripe and Pinterest on how to convince people to join your startup Stripe CEO Patrick Collison argues that part of the reason startups resonate so much is because the outcome is not guaranteed: "If it were guaranteed, it would be boring... Whether or not you're the best person in the world at what you do, you're probably not going to alter Google's trajectory. But if you really want to benchmark yourself and see how much of a contribution and impact you can make--which is a really compelling prospect for a lot of the best people--a startup is a much better place to test that." Pinterest founder Ben Silbermann emphasized this as well: "No smart person that you're hiring is under the illusion that you have a crystal ball into the future and that joining is a guaranteed thing. In fact, if you're telling them that and they select in, you shouldn't hire them because they didn't pass a basic intelligence test. I think it's important to tell them what's exciting and where you think the company can go. But also tell them where it will be hard and chart your best plan. And then tell them why their role can be instrumental--because it will be... What I would discourage doing is whitewashing all of that. If people are joining your company because they want all of the certainty and safety of working at Google but also the perks of working at a small startup with lots of responsibility and transparency, that's a really negative sign." Apparently in the early days of PayPal, Peter Thiel and Max Levchin would tell people after they interviewed all the reasons that the company would fail: "Visa and MasterCard want to kill us. We also might be doing something that's illegal. But if we succeed, we'll redefine payments." Don't whitewash the risks. Instead tell them how your startup will change the world if you succeed and how their role will be instrumental in affecting that change. Video source: Y Combinator (2014)

Startup Archive

11,811 次观看 • 8 个月前

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

TBPN

383,971 次观看 • 5 个月前

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

TBPN

34,529 次观看 • 5 个月前

Ginkgo Bioworks CEO Jason Kelly explains how "cloud-style" automated science labs can create "millions of scientists" by democratizing access to experimentation: “Science is the formalization of human curiosity. The reason everyone doesn't do science today is that you're blocked by the cost and expense of all the physical infrastructure.” “If it was available cloud-style, for example, how many people would want to be doing science? Maybe they have a health condition they want to study themselves, maybe they have a new idea for a material, maybe they're a gardener and they want to make a new plant variety?” “I know that sounds crazy, but I'll tell you something else that sounded crazy. In 1960, if you said random, average people will program computers, that sounded insane.” "The model’s ability to access literature and be smart and tell you how to turn your question into an experiment—and then the autonomous labs that could do that experiment for you in the cloud—means we'll have millions of scientists, just like we have millions of programmers now as we made it easier."

Ginkgo Bioworks CEO Jason Kelly explains how "cloud-style" automated science labs can create "millions of scientists" by democratizing access to experimentation: “Science is the formalization of human curiosity. The reason everyone doesn't do science today is that you're blocked by the cost and expense of all the physical infrastructure.” “If it was available cloud-style, for example, how many people would want to be doing science? Maybe they have a health condition they want to study themselves, maybe they have a new idea for a material, maybe they're a gardener and they want to make a new plant variety?” “I know that sounds crazy, but I'll tell you something else that sounded crazy. In 1960, if you said random, average people will program computers, that sounded insane.” "The model’s ability to access literature and be smart and tell you how to turn your question into an experiment—and then the autonomous labs that could do that experiment for you in the cloud—means we'll have millions of scientists, just like we have millions of programmers now as we made it easier."

TBPN

13,054 次观看 • 5 个月前