Here it is - the world’s first fully autonomous vehicle delivery, direct from the factory to the customer.
FSD was able to navigate both highway and city streets flawlessly.
Congrats to the entire @Tesla_AI team, this is huge! 💪
Is SaaS dead?
What seems to be happening:
* tough macro, cost cutting
* AI sucking the air out of the room
* SaaS vendors perceived as “last generation” despite best efforts to add AI quickly
* enterprise budgets for AI are not net new, they’re taken from somewhere (SaaS budgets cut)
* Bulk of budgets going to OpenAI/Azure etc because low hanging fruit to “do AI” (knowledge bot, coding)
* for the more specialized enterprise apps, customers feel like they can/should “build” internally rather than “buy”
What happens next:
* customers realize that “build” is a headache, not always good
* OpenAI / Azure etc can’t / doesn’t want to build hundreds of problem specific/ vertical specific apps
* Takes time, but legacy and new SaaS companies truly become AI-first (not just marketing), abstract away complexity of deploying LLMs
* macro environment eventually rebounds
* AIaaS becomes the new SaaS - what is old is new
(unedited Sat morning thoughts)
The best founders can describe in detail what they’ve built today and then clearly envision how it becomes a really big business in 10 years’ time.
It’s essential to hold this micro and macro view in your head at the same time and communicate both very clearly.
People mess up when they confuse the two. They miscommunicate the big vision as what they have done today, and seem like they’re bullshitting. Or they continue to project out this micro view for several years into the future and seem like they’re not ambitious.
“You are the ceiling for the company.”
If you were sitting in the GX office in STL, you’d hear me saying this regularly to our CEOs.
What do I mean by it?
The CEO sets the standard for EVERYTHING:
+ Do meetings start on time?
+ Are deadlines met?
+ How much rigor goes into prioritization?
A lot of CEOs focus on the big stuff (hiring, strategy) not realizing that every action they take becomes the standard for the company.
Rarely (especially early on) will a person come in and raise the bar above what the CEO does or asks for.
So what do you do with this?
1) Model the behavior you want to see
2) Invest in your own learning and growth
3) Ask for feedback early and often
Growing yourself is actually the best way to grow your company.
The best founders I know — no matter their company’s scale — thrive on doing customer support directly. There’s literally no better way to understand the pulse of your customer base, what features to build next, or where systems are breaking down. It’s always upside.
I deeply regret my participation in the board's actions. I never intended to harm OpenAI. I love everything we've built together and I will do everything I can to reunite the company.
I read the news that Sam Altman is joining Microsoft, and the first thing I thought about is Paul Graham's description of Sam: "You could parachute him into an island full of cannibals and come back in 5 years and he'd be the king."
So basically 5 years until he's CEO?
Seems like an exceptionally smart move by @satyanadella. But there is a wide gamut of what “working for Microsoft” could mean. Will be fascinating to find out what it does in this case.
I've been doing this long enough to know there is no karma
Folks do awful things and do just fine
But I've also been doing this long enough to know if you are really, really good to a lot of people
A few will really surprise you down the road and pay it back many times over