Summary of Key Points
This article discusses the competition and organizational evolution in the era of AI intelligent agents, emphasizing that as AI makes content generation readily available, judgment has become more crucial than productivity as a core competitive advantage for businesses. The value of large models lies not solely in their ability to generate content but in a progressive set of capabilities including generation, understanding, reasoning, and execution. The true barrier for a company is not the model itself but the system that harnesses AI effectively. AI also triggers several changes at the individual, team, and organizational levels, requiring companies to evolve accordingly.
Detailed Analysis
1. AI Simplifies Content Generation; Judgment Becomes the New Barrier
In the past, businesses competed on how quickly and efficiently they could produce content—whether it was writing copy, designing, or creating reports. However, with AI tools like ChatGPT and Midjourney, these tasks can be completed in minutes, making productivity less of a limiting factor. The key now is the ability to assess the quality, relevance, and suitability of the generated content. For example, while it’s easy for AI to create an ad script, businesses must determine whether it aligns with the brand’s tone, poses any legal risks, and will appeal to customers. The cost of making these judgments will increase exponentially as more content is produced by AI. AI acts as a magnifier: if the judgment is incorrect, the error can be amplified; if correct, the impact can be significantly enhanced.
2. The Value of Large Models Is Multi-Faceted
Many believe that AI’s primary function is content generation, but its value extends across four levels:
- Generation: Basic tasks such as writing copy, creating PPTs, and drawing images.
- Understanding: Understanding the user's underlying needs (e.g., designing a marketing strategy for young consumers with limited budgets).
- Reasoning: Analyzing issues and proposing strategies (e.g., recommending focusing on video platforms based on market data).
- Execution: Automating tasks and implementing strategies (e.g., directly launching ads and adjusting them in real-time).
For managers, it’s crucial to consider whether AI can assist with high-risk decisions and their long-term impact on the company. The decision-making process shifts from “try and see” to “anticipate and act.”
3. The True Barrier is the System That Harnesses AI
While many companies are competing for large models, these will likely become standardized (e.g., GPT-4, Wenxin Yiyan). The real barrier lies in the system that manages and utilizes AI effectively. This includes mechanisms to ensure the accuracy of AI-generated content, handle errors, and optimize its performance. For instance, AI may produce inaccurate results, so systems are needed to verify them manually and identify missing data or functionality issues. Budget should also be invested in infrastructure such as logging and error recovery.
4. The “80% Curse”: AI Makes Mediocre Performance More Accessible, but Excellence More Challenging
AI can reduce the effort required for average performance (e.g., reducing the time needed to create an 85-point illustration from 150 minutes to 60 minutes), potentially leading to a decline in quality if not used wisely. This phenomenon is known as the “80% curse.” It can also lead to information silos, as executives may use private AI solutions without sharing insights with teams, hindering collaboration.
5. How Companies Should Evolve in the Era of Intelligent Agents
To adapt to these changes, companies need to evolve at four levels:
- Individual Development: Equip employees with AI tools to streamline basic tasks.
- Team Rebuilding: Hire individuals who are not satisfied with mediocre results and use AI to improve their work to higher standards.
- Organizational Restructuring: Break down large teams into smaller units of one person plus an AI agent to reduce coordination barriers.
- Flexible Organizational Structures: Create adaptable structures that can quickly respond to customer needs, such as using AI agents to adjust plans instantly.
The ultimate goal is for companies to use AI as a tool to enhance their judgment rather than rely on it to generate content. They should also develop systems to harness AI effectively and avoid the “80% curse” by fostering a culture of excellence and continuous improvement.
In summary, AI is not a replacement for employees but a powerful tool. The focus should be on leveraging AI to improve decision-making and building robust systems that enable organizations to remain competitive and flexible in an increasingly intelligent world.