① 他说过的话

16 条

如果你缺乏想法,并且事事都严重依赖 AI,那你其实不会那么重要。
If you lack ideas and you’re relying heavily on AI for everything, you’re not really going to be that important.
—— Faisal Masud · [00:04]

指向原始笔记的链接

现在要分辨哪些是真正由人写的、哪些是纯粹的垃圾内容,真的变得很难了。在某些情况下,它们反而增加了更多工作,而不是真正减少工作。
It’s literally becoming hard to understand what’s actually written by a human versus pure slop. In some cases, they’re adding more work, not actually deducting.
—— Faisal Masud · [00:18]

指向原始笔记的链接

如果我们不能为他们的投资提供回报,我们就不应该存在。就这么简单。
If we can’t provide that return on their investment, we shouldn’t exist. It’s as simple as that.
—— Faisal Masud · [00:35]

指向原始笔记的链接

我觉得很讽刺的是,你不能鼓励一个组织毫无护栏地 all-in——他们就是这么做的——然后,另一方面,又对组织里大量的垃圾内容有意见。你必须选定你的车道。
I find it ironic that you can’t encourage an organization to go all-in, which is what they did, with no guardrails around it, and then, on the other hand, have a problem with the massive amounts of slop in your organization. You have to pick your lane.
—— Faisal Masud · [05:45]

指向原始笔记的链接

AI 在「告知和咨询」这部分确实非常擅长:获取信息,让你可以拿它当顾问。但它不能做的就是完全复制粘贴。
AI is really good at the inform and consult part of the equation: getting information so you can consult with it. But what it can’t be is completely copy-paste.
—— Faisal Masud · [06:37]

指向原始笔记的链接

AI 不是你的战略。它是你战略的一部分。它会帮助你的战略。它不能成为战略本身,否则你就有问题了。
AI is not your strategy. It’s part of your strategy. It’s going to help with your strategy. It cannot become the strategy, because then you’ve got a problem.
—— Faisal Masud · [08:22]

指向原始笔记的链接

在某些情况下,它们在增加更多工作。它们实际上是在给你的日常工作流程里引入更多工作,而不是减少。
In some cases they’re adding more work. They’re actually introducing more work into your daily workflow, not deducting it.
—— Faisal Masud · [08:12]

指向原始笔记的链接

但与此同时,我们也鼓励少买,这对硬件业务来说是适得其反的,对吧?那我们为什么这么做?因为归根结底,我们存在是为了把员工体验做到绝对世界级。
But at the same time, we also encourage buying less, which is counterproductive to a hardware business, right? So why do we do that? Because ultimately we exist because we want to make that employee experience absolutely world-class.
—— Faisal Masud · [14:54]

指向原始笔记的链接

我们的原则性方法是:我们不在乎你运行什么硬件,我们想确保能帮助你把那个环境运行得更好。
Our principled approach was: we don’t care what hardware you’re running, we want to make sure we can help you run that environment better.
—— Faisal Masud · [16:51]

指向原始笔记的链接

待在房间里的权利,只有在我们能证明绩效的时候才被允许。
The right to be in the room is only allowed until we can demonstrate the performance.
—— Faisal Masud · [20:46]

指向原始笔记的链接

我们有合作伙伴回来告诉我们,不仅工单量下降了,解决工单的平均时间也下降了 30%。过去需要六七天的事情,现在只需要两三天。
We’ve had partners come back and tell us that not only has their ticket volume gone down, their mean average time to resolve tickets has gone down by 30%. So what used to take six or seven days is now taking two or three days.
—— Faisal Masud · [20:51]

指向原始笔记的链接

如果你必须依赖一个经理向一个经理汇报再向一个总监汇报,我不确定这些层级能否与 AI 长期共存,因为 AI 可以做其中很多工作。
If you have to rely on a manager reporting to a manager reporting to a director, I’m not sure all those layers scale long-term with AI, because AI can do a lot of that work.
—— Faisal Masud · [22:07]

指向原始笔记的链接

我认为那些第二层级是智能体,而那些一级买手现在不是管理者了。他们实际上是管理智能体的 IC。
I think those second levels are agents, and those first-level buyers are now not managers. They’re actually ICs managing agents.
—— Faisal Masud · [24:51]

指向原始笔记的链接

基于结果模式下的利益绑定让这个等式非常平等。对你是个胜利,对我们也是个胜利。世界上最好的谈判是双方都在赢的时候。
The skin in the game with the outcome-based model makes the equation very equal. It’s a win for you and a win for us. The best negotiations in the world are when both parties are winning.
—— Faisal Masud · [26:28]

指向原始笔记的链接

如果一方在输,这笔交易长期就不会太好;短期真的很好,你可以整天击掌,但一年后你就在流失那个客户了。
If one party is losing, the deal doesn’t work out that well long-term; it’s really good short-term, you can high-five all day long, but a year later you’re churning that customer.
—— Faisal Masud · [26:39]

指向原始笔记的链接

到某个时候,如果一件东西对你的底线没有增益,你为什么还要把它放进你的 IT 环境?目的是什么?就为了好看的仪表板?那毫无意义。
At some point, why do you want anything inside your IT environment if it’s not accretive to the bottom line of what you do? What’s the purpose? Just for pretty dashboards? That’s meaningless.
—— Faisal Masud · [27:43]

指向原始笔记的链接

② 出现在这些集

1 集

• 《HP 软件业务掌门人:AI 是战略的一部分,但不能成为战略》 — 作为主持

③ 他谈到的

点进去有真内容 —— 本页主要出口

HP · Workforce Experience · AI Command Center · 智能体 · 基于结果的付费 · 垃圾话 · 人类判断 · 中期管理 · ROI · 内部试用

④ 也在聊「智能体」的人