【商業智慧】ChatGPT之父Sam Altman反思17件希望早點知道的事 Sam Altman, the father of ChatGPT‘s 17 things He Wish Someone Had Told Him

人工智能今年迅速發展，由Sam Altman主力開發的ChatGPT獨佔行業鰲頭，而Sam Altman一度短暫離開OpenAI，但其後回歸。他幾天前分享了17條他希望早些知道的事項，這不僅是對自己的反思，也是對所有人的啟示。

• 樂觀、執著、自信、原動力、人脈連結等等，是開始新事務的關鍵；
• 團結、冷靜、堅定不移是完成任務的關鍵。有見遠的人世上罕有，試著不要擔心短期如何被人評價，久而久之事情就會變容易；
• 讓團隊執行困難但重要的任務，遠比完成簡單但無關緊要的任務容易；宏大的目標能夠激勵人心；
• 提供誘因是種超能力，使用時務必謹慎；
• 將資源集中在少數深信不移的目標上，這聽起來容易，實際執行卻極具挑戰。不過，實際上你能捨棄的東西比想像中還要多；
• 以清晰、簡潔的方式溝通；
• 面對不合理和官僚體系時勇於站出來，並鼓勵他人共同對抗，不要讓組織架構阻礙高效的團隊合作；
• 公司發展最重要的是成果，良好的過程不應成為糟糕結果的藉口；
• 投入更多時間於招聘，勇於投資快速成長的高潛力人才。尋找實際交付的成果，而非僅看智力；
• 超級人才的價值非表面上能看出來，但評估的關鍵在於他們對組織績效的淨影響。
• 快速迭代可以彌補許多不足，如果你能迅速迭代，即使犯錯也沒關係。計劃應以數十年為量度，執行則以數週為標準；
• 不要與商業世界的物理定律對抗；
• 靈感稍縱即逝，生命寶貴而短暂，停滯不前是一種不明顯但嚴重的風險；
• 擴大規模常帶來意想不到的新現象；
• 複利有如神奇的魔法，而企業規糢的擴大，就能實現複利優勢；
• 無論遭遇何種困難都要重新站起來，繼續努力；
• 與卓越的人共事，是人生最美好的體驗之一。

Artificial intelligence has developed rapidly this year, with ChatGPT, primarily developed by Sam Altman, dominating the industry. Sam Altman briefly left OpenAI but later returned. A few days ago, he shared 17 things he wishes he had known earlier. This is not only a reflection on himself but also an enlightenment for everyone.

• Optimism, obsession, self-belief, raw horsepower and personal connections are how things get started.
• Cohesive teams, the right combination of calmness and urgency, and unreasonable commitment are how things get finished. Long-term orientation is in short supply; try not to worry about what people think in the short term, which will get easier over time.
• It is easier for a team to do a hard thing that really matters than to do an easy thing that doesn’t really matter; audacious ideas motivate people.
• Incentives are superpowers; set them carefully.
• Concentrate your resources on a small number of high-conviction bets; this is easy to say but evidently hard to do. You can delete more stuff than you think.
• Communicate clearly and concisely.
• Fight bullshit and bureaucracy every time you see it and get other people to fight it too. Do not let the org chart get in the way of people working productively together.
• Outcomes are what count; don’t let good process excuse bad results.
• Spend more time recruiting. Take risks on high-potential people with a fast rate of improvement. Look for evidence of getting stuff done in addition to intelligence.
• Superstars are even more valuable than they seem, but you have to evaluate people on their net impact on the performance of the organization.
• Fast iteration can make up for a lot; it’s usually ok to be wrong if you iterate quickly. Plans should be measured in decades, execution should be measured in weeks.
• Don’t fight the business equivalent of the laws of physics.
• Inspiration is perishable and life goes by fast. Inaction is a particularly insidious type of risk.
• Scale often has surprising emergent properties.
• Compounding exponentials are magic. In particular, you really want to build a business that gets a compounding advantage with scale.
• Get back up and keep going.
• Working with great people is one of the best parts of life.