Mike Krieger: evaluation

Transcript context

…So let me pull on this thread more and there's something I've been thinking about along these lines. So essentially there's a big part of entropic that's building this super intelligent giga brain that's going to do all these things for us over time. And then, as you said, there's the product team that's building the UX around this super intelligent giga brain and over time this super intelligence is going to be able to build its own stuff. And so I guess just where do you think the most value will come from traditional product teams over time? I know this is different because you guys are a foundational alum company and not most companies don't work this way, but just, I don't know, thoughts on just the where most value will come from product teams over time working on AI. I think there's still a lot of value in two things. One is making this all comprehensible. I think we've done an okay job. I think we could do a much better job of making this conference. What's still the difference between somebody who's really adept at using these tools in their work and most people is huge. And maybe that's the most literal answer to your earlier question around what skills to learn. That is a skill to learn and use it in the same way that I remember we did computer lock class when I was in middle school. I remember being really good at Google and that was actually a skill back in the day to think in terms of this information is out there, how do I query for it? How do I do it? I think it actually was an advantage at the time. Of course now Google is pretty good at figuring out what you're trying to do if you are only in the neighborhood and there's less of that research kind of need. But I still think that's a necessary part of good product development, which is the capabilities are there and even if Claude can create products from scratch, what are you building and how do you make it Comprehensible? Still hard because I think that gets at this much deeper empathy and understanding of human needs and psychology. I was a human community interaction major, I still been talking in my book here. I still feel like that is a very, very, very, very necessary skill. So that's one. Two is, and this straight to call back to another one of your guests, strategy, how we win, where we'll play, figuring out where exactly you're going to want to, of all the things that you could be spending your time or your tokens or your computation on what you want to actually go and do. You could be wider probably than you could before, but you can't do everything. And even from an external perspective, if you're seen to be doing everything, it's way less clear around how you're positioning yourselves. Like strategy I think is still the second piece. And then the third one is opening people's eyes to what's possible, which is a continuation of making it understandable. But we were in a demo with a financial services company recently and we were working on here's how you can use our analysis tool and MCP together and you could see their light up and you're like, "Ah, okay." We call it overhang. The delta between what the models and the products can do and how they're being used on a daily basis. Huge overhang. So that's where still a very, very strong necessary role for product. Okay, that's an awesome answer. So essentially areas for product teams to lean into more is strategy, just getting better and better at strategy, figuring out what to build and how to win in the market, making it easier to help people understand how to leverage the power of these tools, the comprehensibility and kind of along those lines is opening people's eyes to the potential of these sorts of things. That's where product can still help.…

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