这段文字记录了与 OpenAI 首席产品官 Kevin Weil 关于公司现状、未来潜力以及人工智能开发哲学方法的一次对话。讨论围绕 OpenAI 产品的快速增长和不断扩展的用途展开，特别是 ChatGPT，以及公司持续创新和产生影响的战略。 Weil 表达了他对在 OpenAI 工作的巨大兴奋，并表示这比他最初想象的还要大。他列举了公司前所未有的增长速度和用户与平台日益深入的互动作为证据。 OpenAI 的一个关键指标是每周活跃用户，反映了他们成为人们生活中每日甚至多次使用的资源的目标。他用一个关于使用 ChatGPT 解释复杂医疗信息的个人轶事来说明 ChatGPT 日益增长的实用性，突出了它解决超越基本写作任务的现实世界问题的潜力。 谈话转向了 OpenAI 的产品开发方法。 Weil 强调了研究团队和产品开发之间紧密反馈循环的重要性。 这种协作过程使他们能够构建不断突破人工智能能力界限的产品。 他拥抱迭代部署的概念，尽早且频繁地发布产品，即使它们不完美，也能从用户反馈中学习，并为集体理解人工智能的优势和劣势做出贡献。 Weil 分享了一句意味深长的话：“你今天使用的模型是今天最差的产品。” 这凸显了人工智能模型快速改进的速度，并强调了 OpenAI 对持续创新的承诺。 他指出，即使一个产品今天只有部分功能，它也可能会在几个月内得到显著改进，这使得公司更愿意构建只能“凑合用”的产品。 展望未来，Weil 对扩展 ChatGPT 的功能，使其不仅能回答问题，还能主动执行任务和积极预测用户需求感到兴奋。 这包括整合与 Google Docs 等服务的连接，并增强个性化和记忆功能，以便 ChatGPT 可以学习用户偏好并相应地调整其响应。 关于潜在的挑战，对话涉及了监管问题以及开源和封闭模型之间的平衡。 Weil 强调了与立法者互动并让他们亲身体验人工智能以获得对其能力和局限性的细致理解的重要性。 他还暗示了 OpenAI 向更开放方法演进的趋势，包括可能发布开源模型。 讨论还涉及了硬件。 Weil 表示，人工智能将从根本上重塑我们与产品、服务和设备的互动方式。 他认为每个产品都需要重新构想，从而为现有企业和初创公司创造重大的再创造机会。 关于 OpenAI 的未来雄心，Weil 对公司实现显著收入并成为人工智能时代的主导力量的潜力表示了极大的信心。 他将这归功于团队内部杰出的人才、公司对将决策权下放给团队的承诺以及协作创新方法。 虽然承认存在一些强大的竞争对手，但他强调，只要他们有效执行，OpenAI 就有机会抓住机遇。 他赞扬了团队，并感谢公司内部非凡的人才深度。 总的来说，这次对话将 OpenAI 描绘成一家快速发展的公司，对人工智能的未来有着清晰的愿景。 他们的战略是迭代产品并将其交付到人们手中，从而更快地学习和迭代。 该公司的驱动力是突破可能性的界限，以及塑造人工智能以有益和负责任的方式发展的强烈责任感。

This transcript captures a conversation with Kevin Weil, Chief Product Officer at OpenAI, about the company's current state, future potential, and philosophical approach to AI development. The discussion revolves around the rapid growth and expanding utility of OpenAI's products, particularly ChatGPT, and the company's strategy for continued innovation and impact. Weil expresses immense excitement about the opportunity at OpenAI, stating that it's even bigger than he initially imagined. He cites the company's unprecedented growth rate and the deepening engagement of users with the platform as evidence. A key metric for OpenAI is weekly active users, reflecting their goal of becoming a daily, even multi-daily, resource in people's lives. He illustrates the increasing utility of ChatGPT with a personal anecdote about using it to interpret complex medical information, highlighting its potential to solve real-world problems beyond basic writing tasks. The conversation shifts to OpenAI's approach to product development. Weil emphasizes the importance of a tight feedback loop between the research team and product development. This collaborative process allows them to build products that are constantly pushing the boundaries of AI capabilities. He embraces the concept of iterative deployment, releasing products early and often, even if they are not perfect, to learn from user feedback and contribute to a collective understanding of AI's strengths and weaknesses. Weil shares a profound statement: "Today is the worst product from the model that you use today." This highlights the rapid pace of improvement in AI models and underscores OpenAI's commitment to continuous innovation. He notes that even if a product is only partially functional today, it will likely be significantly improved in a matter of months, making the company much more open to building products that only kind of work. Looking ahead, Weil is excited about expanding ChatGPT's capabilities beyond answering questions to actively performing tasks and proactively anticipating user needs. This involves integrating connections to services like Google Docs and enhancing personalization and memory so that ChatGPT can learn user preferences and tailor its responses accordingly. Regarding potential challenges, the conversation touches on regulatory concerns and the balance between open-source and closed models. Weil emphasizes the importance of engaging with lawmakers and allowing them to experience AI firsthand to gain a nuanced understanding of its capabilities and limitations. He also alludes to OpenAI's evolution towards a more open approach, including the potential release of open-source models. The discussion also touches upon hardware. Weil states that AI will fundamentally reshape how we interact with products, services, and devices. He suggests that every product will need to be re-imagined, creating significant opportunities for reinvention, both for incumbents and startups. Regarding OpenAI's future ambitions, Weil expresses immense confidence in the company's potential to achieve significant revenue and become a defining force in the age of AI. He attributes this to the exceptional talent within the team, the company's commitment to pushing decision-making down to the teams, and the collaborative approach to innovation. While acknowledging the presence of serious competitors, he emphasizes that the opportunity is there for OpenAI to seize, provided they execute effectively. He credits the team and appreciates the extraordinary depth of talented people within the company. Overall, the conversation paints a picture of OpenAI as a rapidly evolving company with a clear vision for the future of AI. Their strategy is to iterate products and get it in people's hands, learn and iterate faster. The company is driven by a desire to push the boundaries of what's possible, and a strong sense of responsibility to shape the development of AI in a beneficial and responsible manner.