Amol Avasare: uncertainty

Transcript context

…Oh, wow. I did not know that. So one takeaway here is there's stuff to extract from your advice that is only true in Anthropic and then there's, what can other companies learn from this experience that you've had? So one is, is your sense that if you're working in AI, shift more of the pie chart towards bigger bets because in the future, the opportunity is so large, you want to find those as soon as possible versus micro-optimize? To be more specific there, I would say that if the primary value that your product delivers is underpinned by AI as a central element of it, then I think you should operate this way. So I don't know, companies like Lovable, Cursor, all these great businesses that are, as the exponential rises, their value props are also going to continue to rise significantly. If you're building a product where it's an AI-first product, then I would definitely operate in this way. I think if you're building a product where it's not necessarily an AI- first product and you have some AI features that are on the side, but it's not the core of your value, I don't know that I would operate this way. It would depend on how is the rest of the product org staffed and how is the growth org staffed in relation to that. Okay, awesome. And then in terms of the way you are structured, I thought that was really interesting. It's a combination of different sorts of things. So there's the API growth, there's Claude Code growth, but then there's also personas, like a vertical of knowledge workers and B2B. Is that intentional, some specific bets and one just broad market opportunity?…

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