NordSteve
Joined 10 years ago
Joined 10 years ago
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That last sentence links to https://learn.microsoft.com/en-us/microsoft-365/commerce/sub...
He's right about some things -- off the top of my head:
-- OAI's perpetual fundraising, due to their losses
--Coreweave
--Circular financing
--Revenue/capex imbalance
...all forensic economics analyses.
He's often wrong when on the topic of capabilities and adoption -- he mistakes a snapshot for a trajectory, and treats current limitations as permanent:
--Hallucination/unreliability an unsolvable problem
--OpenAI failing
--AI capabilities have plateaued / models will stop getting better
--Saying Microsoft's cancelled leases meant the bubble was popping
--Agents a marketing fad
--Gross miscalculation of OAI 2025 revenue
--Lack of adoption
--AI not getting more efficient (compared to 10-40x reduction in inference costs YoY)
--Repeating "95% of pilots fail" but ignoring massive bottoms-up adoption
Christensen got this right when he had the insight to judge a technology by its rate of improvement relative to what a market needs, not by whether it's good enough today.
Put Zitron back at the early days of the integrated circuit and imagine what he would have written about the technology.
Some open predictions:
--Bubble is going to burst -- I tend to agree with the thesis that "there is some marginal capacity being planned/built today that will never pay back its capex"
--Losses mean there's no viable business here -- the recent moves by all of the players to some form of usage based pricing show there's price discovery occurring. I don't know of anyone who is stopping using LLMs because of the pricing changes...it's just changing their behavior.
> Aoki’s key insight was that the J-mode had a comparative advantage in environments of moderate volatility: situations where conditions changed frequently enough that rigid central plans would be outdated before they were executed, but not so radically that only top-down strategic intervention could cope. In an environment of stable, predictable demand, the H-firm did fine; in an environment of extreme disruption, where the whole product line had to be rethought, centralized authority was indispensable, and the H-firm also did fine. But in between—where the challenge was to make constant small adjustments in a changing but recognizable paradigm—the J-firm excelled.
See for example https://aakashgupta.medium.com/microsofts-ceo-just-became-a-... or https://www.bloomberg.com/news/newsletters/2025-06-12/zucker...
It's also much easier to raise money for private startups. Back in the day there was a point at which you _had_ to go public in order to finance your business. Now you can have raises like the recent $122 billion OpenAI raise. https://openai.com/index/accelerating-the-next-phase-ai/
They were super careful to maintain the look across the transition from film to digital capture. Families display multiple years of school photos next to each other and they wanted a consistent look.