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"When social media first started rising, we didn't necessarily realize how much of that was actually just foundational infrastructure for the future of humanity.” Ben Fielding of gensyn on why AI is about to repeat the mistake social media made, and how we can still fix it: "This isn't...

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79,441 Aufrufe • vor 5 Monaten •via X (Twitter)

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Profilbild von Greg Chew 🇮🇪🏴󠁧󠁢󠁥󠁮󠁧󠁿🇨🇭
Greg Chew 🇮🇪🏴󠁧󠁢󠁥󠁮󠁧󠁿🇨🇭vor 5 Monaten

@benfielding @gensynai This is a polite fiction: social platforms connect people. The reality: they harvest your data and sell your attention. Ads intrude. Subscriptions exhaust. “Free” users are the product. Worse, the Bot-War bleeds billions; bots don’t click ads, never buy, and trigger fraud claims.

Profilbild von Inflectiv AI ⧉
Inflectiv AI ⧉vor 5 Monaten

@benfielding @gensynai Treating AI as foundational infrastructure rather than just a product is a vital perspective for the future of our digital sovereignty. If we allow it to become a centralized monopoly, we risk repeating the same power imbalances we saw during the rise of social media.

Profilbild von NTAECH
NTAECHvor 5 Monaten

@benfielding @gensynai $AI soon

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bradley shawvor 5 Monaten

@benfielding @gensynai gensyn's decentralized compute layer is the only reason this doesn't just become another centralized bottleneck. infrastructure matters more than the model.

Profilbild von HiSeven｜🕊️
HiSeven｜🕊️vor 5 Monaten

@benfielding @gensynai 社会基础设施啊

Profilbild von TeeGee
TeeGeevor 5 Monaten

@benfielding @gensynai Gensyn warns AI must avoid single company control trap.

Profilbild von Mike B
Mike Bvor 5 Monaten

@benfielding @gensynai social media built attention infrastructure without thinking about what happens when bad actors control the distribution. AI is doing the same with cognition. gensyn's angle on compute decentralization is the right instinct but we need the governance layer too

Profilbild von Dogbao ▪️ OKX成长伙伴
Dogbao ▪️ OKX成长伙伴vor 5 Monaten

@benfielding @gensynai 社交网络才刚开始变有趣

Profilbild von Freya
Freyavor 5 Monaten

@benfielding @gensynai sovereign ai is a tall order

Profilbild von TheUG
TheUGvor 5 Monaten

@gensynai @benfielding So Ai will work and what we'll do ! Rest ? 😁

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Martin Casado says Cursor's founders spend 30-40% of their time on hiring and culture, and that focus is how they iterate so fast: "A lot of these AI companies that I work with are so research-heavy. If you're not working on a new model architecture, it's kind of hard to actually interest the core teams." "They always kept the main thing the main thing, which is changing how you write software. They believed fundamentally it was a product problem... The model's very, very important, but it was a product problem." "There's actually not a lot of companies that are actually focused on product... There's a lot of research companies... But they were like, 'We are a product company.' And I think that's actually a key differentiator in this era." martin_casado w/ sophia dew and Theo Jaffee on MTS

a16z

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0:55

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Rohan Paul

10,311 Aufrufe • vor 4 Monaten

DoorDash CEO Tony Xu says every single person at the company still does deliveries to this day, because there are 20 things that can go wrong bringing you a burrito and no way to learn them from behind a desk. "That is the DoorDash problem set, for better and for worse. I remember when we started DoorDash, I remember decomposing that there's almost like 20 mini systems, many little processes. If you imagine a checklist of just bringing you a burrito, there's 20 little things that you have to get right, because if anything goes wrong, you'd actually need to fix it." "And there's no way that you would know about this unless you actually did the deliveries yourself. This is exactly why, to this day, we still have everyone in the company dash, which is our way of saying doing deliveries. We still all do deliveries." "Because until you actually get into the physical world, until you find yourself stuck in the wrong elevator, or the wrong lobby to try to get upstairs to deliver something, until you get to the wrong alleyway for parking, until you get to the wrong place because you realize food gets made sometimes in three different stations inside a restaurant, until you actually experience those things, it's very difficult to a priori just intellectualize that and know about it."
1:12

DoorDash CEO Tony Xu says every single person at the company still does deliveries to this day, because there are 20 things that can go wrong bringing you a burrito and no way to learn them from behind a desk. "That is the DoorDash problem set, for better and for worse. I remember when we started DoorDash, I remember decomposing that there's almost like 20 mini systems, many little processes. If you imagine a checklist of just bringing you a burrito, there's 20 little things that you have to get right, because if anything goes wrong, you'd actually need to fix it." "And there's no way that you would know about this unless you actually did the deliveries yourself. This is exactly why, to this day, we still have everyone in the company dash, which is our way of saying doing deliveries. We still all do deliveries." "Because until you actually get into the physical world, until you find yourself stuck in the wrong elevator, or the wrong lobby to try to get upstairs to deliver something, until you get to the wrong alleyway for parking, until you get to the wrong place because you realize food gets made sometimes in three different stations inside a restaurant, until you actually experience those things, it's very difficult to a priori just intellectualize that and know about it."

Fireside Alpha

33,966 Aufrufe • vor 2 Monaten

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.
1:27

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.

David Senra

27,151 Aufrufe • vor 5 Monaten

🚨 REPORTER: We aren't escorting ships in the Strait of Hormuz. Why?! How did you not plan for this?! SECWAR PETE HEGSETH: "We PLANNED for it. We recognize it. Because ultimately we want to do it sequentially in a way that makes the most sense for what we want to achieve and ensure that we're sending the right signals to the world when we do so." "It's like this whole idea of the war 'widening.' That's what the press wants to make it look like, like it's widening, and chaos." "No, we're actually closing in on grabbing hold of and controlling what objectives we want to achieve and how we want to achieve them." "It's called shaping operations and setting the conditions." "Foolish political leaders and foolish military leaders of the past will hang an exact deadline on it, or here's exactly when we'll do what we're gonna do, or here's how long it's gonna take us." "And then if you meet that, maybe you meet it. But if you don't, you fail, and if you're far beyond." "The interagency the Strait of Hormuz is something we've paid attention to from the beginning and the American people can rest assured we will ensure that our interests are advanced."
1:16

🚨 REPORTER: We aren't escorting ships in the Strait of Hormuz. Why?! How did you not plan for this?! SECWAR PETE HEGSETH: "We PLANNED for it. We recognize it. Because ultimately we want to do it sequentially in a way that makes the most sense for what we want to achieve and ensure that we're sending the right signals to the world when we do so." "It's like this whole idea of the war 'widening.' That's what the press wants to make it look like, like it's widening, and chaos." "No, we're actually closing in on grabbing hold of and controlling what objectives we want to achieve and how we want to achieve them." "It's called shaping operations and setting the conditions." "Foolish political leaders and foolish military leaders of the past will hang an exact deadline on it, or here's exactly when we'll do what we're gonna do, or here's how long it's gonna take us." "And then if you meet that, maybe you meet it. But if you don't, you fail, and if you're far beyond." "The interagency the Strait of Hormuz is something we've paid attention to from the beginning and the American people can rest assured we will ensure that our interests are advanced."

Eric Daugherty

1,179,931 Aufrufe • vor 6 Monaten

Elon Musk: "I'm not actually a fan of disruption for its own sake. If there's a need for something to be disrupted and it's important to the future of the world, then sure, then we should disrupt it."
0:35

Elon Musk: "I'm not actually a fan of disruption for its own sake. If there's a need for something to be disrupted and it's important to the future of the world, then sure, then we should disrupt it."

Thomas Sowell Quotes

14,181 Aufrufe • vor 6 Monaten

THE AMERICAN REVIVAL "When our nation was born in 1776, we were a nation of underdogs. Our Founding Fathers stood up to the most powerful empire in the world, declared their independence, and then somehow turned assertion into reality. In order to make America great again, we have to know the story of what made America great the first time around. That's the story of our nation, that's the story of our history - and it's a story we've forgotten. If you think about who were the most intellectually groundbreaking thinkers of the 18th century, they actually weren't our Founding Fathers. Most of them were actually on the other side of the Atlantic, in Europe. But the European society into which they were born was different from ours in a big way. It was a culture that valued expertise over curiosity. But our Founding Fathers? They were different. They didn't believe in those boundaries. They didn't even believe in acquiescence to expertise. It was a culture that valued education, that valued autodidacts - people who taught themselves - exploration, a fundamental curiosity about how the world works. And an unyielding confidence that, even if you weren't an expert in something, you could still figure it out with the right combination of self-education & curiosity. So what's the message for us? Your generation - I will say, our generations - need to revive that special combination of curiosity & self-confidence. That special sauce that allowed America to succeed as an insurgent was that unmitigated curiosity & the totally unjustified confidence of our Founding Fathers. We should expect more of one another as citizens. We should expect more of ourselves. We should expect more of our leaders. These are the stories of American history that we deserve to revive, our children - our grandchildren - deserve to hear. That's the story of American Exceptionalism." - Vivek Ramaswamy
2:08

THE AMERICAN REVIVAL "When our nation was born in 1776, we were a nation of underdogs. Our Founding Fathers stood up to the most powerful empire in the world, declared their independence, and then somehow turned assertion into reality. In order to make America great again, we have to know the story of what made America great the first time around. That's the story of our nation, that's the story of our history - and it's a story we've forgotten. If you think about who were the most intellectually groundbreaking thinkers of the 18th century, they actually weren't our Founding Fathers. Most of them were actually on the other side of the Atlantic, in Europe. But the European society into which they were born was different from ours in a big way. It was a culture that valued expertise over curiosity. But our Founding Fathers? They were different. They didn't believe in those boundaries. They didn't even believe in acquiescence to expertise. It was a culture that valued education, that valued autodidacts - people who taught themselves - exploration, a fundamental curiosity about how the world works. And an unyielding confidence that, even if you weren't an expert in something, you could still figure it out with the right combination of self-education & curiosity. So what's the message for us? Your generation - I will say, our generations - need to revive that special combination of curiosity & self-confidence. That special sauce that allowed America to succeed as an insurgent was that unmitigated curiosity & the totally unjustified confidence of our Founding Fathers. We should expect more of one another as citizens. We should expect more of ourselves. We should expect more of our leaders. These are the stories of American history that we deserve to revive, our children - our grandchildren - deserve to hear. That's the story of American Exceptionalism." - Vivek Ramaswamy

The Conservative Alternative

150,544 Aufrufe • vor 1 Jahr