Consumer and Enterprise Sides: Byproducts on the Road to AGI

Or, what are considered consumer-side users, both consumer and enterprise sides, are byproducts of our work on AGI, intermediate outputs that don't conflict with my pursuit of AGI. I am not doing it for the consumer side or the enterprise side; we pursue AGI for the sake of AGI, and if this happens to produce something, I monetize it. This is different from other companies. They build models specifically to serve consumer or enterprise users. But for us, the original intent is not that; our original intent is to pursue AGI.

I think this is, to some extent, a form of dimensionality reduction. AGI is a larger vision that can attract more outstanding people and has stronger cohesion. So I have an organizational advantage, and I use that advantage to... it's a dimensionality reduction. But if you are a commercial company whose vision is to serve consumer users well, that's a different story. They have other advantages - in products, user service, and traffic - but not in technology.

Now the favorable situation is that model technology is the most important thing. If you want to make the model good, everything else... yes, and this explains our development trajectory. We truly chose AGI, and I never thought about having many users. Last Spring Festival when we suddenly went viral, that wasn't in our script; we never thought about it. We just wanted to do the technology well. But then I realized that our organization, compared to a fully commercial, product-oriented organization, has an extra advantage in talent and organization.

It's quite amazing. At that time, everyone was fighting tooth and nail for the consumer side, but it was taken by someone who wasn't even competing. This really confirms the logic I mentioned earlier - there is indeed a talent and organizational advantage. This talent advantage doesn't mean my people are smarter, but how I organize them, motivate them, and make them collaborate. That is an advantage. Because gathering smart people doesn't automatically mean they can cooperate and pursue a goal with passion; you need a vision. Our previous experience taught me that the vision of AGI is very powerful.

OK, that's the question. Next question: What is the importance of core interests? Earlier I said we need to be very restrained in many aspects. But what are our core interests? Actually, we have only one core interest: our biggest core interest is to maintain team stability. That is our biggest core interest, arguably the only core interest.

As long as I can keep the team stable, I will definitely succeed, definitely achieve AGI - it's that simple. As long as no one leaves and we can continue working, I will... basically no risk. It's just a matter of sooner or later, encountering setbacks; if we encounter setbacks and no one leaves, we can continue. Money is certainly not a problem, resources are not a problem, other factors are easily obtained. For us, there is only one core interest, one thing we cannot compromise on: we must maintain team stability.

This is also a very big challenge we face, or rather, I think it's the biggest risk. Of course, this risk has been largely alleviated by our recent financing round. Because everyone has received quite a lot of options, and the amounts are relatively large.

In terms of team stability, as long as the most important employees, the most senior ones, are stable, others are unlikely to leave. Even if others have fewer options or lower income, they won't leave. Because they are not all here just for the money; everyone hopes to work in an environment that can achieve AGI. So it remains attractive to talent. Historically, our talent turnover has been relatively low compared to peers. Still, this remains our biggest challenge, arguably the only challenge.

Everything else is just a matter of time. At most, other things might delay us by half a year or a year, but they won't prevent us from succeeding. We definitely don't lack money or resources; in fact, we lack nothing. So much of what we do is aimed at maintaining team stability. Apart from that, I think we can give up everything else; we can be restrained. We have always been very restrained, unwilling to become rivals with any major internet company or startup.

I hope I can empower them, or help everyone do this. That's also part of our commercial significance, as mentioned earlier. Provided everyone doesn't interfere... With that in mind, we are very willing to assist and help anyone, even our competitors, including Alibaba, Zhipu, and Moonshot AI, to do better. Because we don't lose anything; we are open source anyway. Open source also means we don't draw clear boundaries-we hope you can reproduce it. If you can't, just ask, and we'll tell you how. That's part of open source; it doesn't matter if you're a competitor. Of course, if you're a partner, we'll do more. But there's no conflict of interest on the big issues.