Stanford GSB

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管理

管理

6月18日更新
管理

管理

两周一更

3天前

Daniela Amodei Says Curiosity Is Underrated

Daniela Amodei and her brother Dario lead Anthropic, one of the world’s biggest and most influential AI companies. It wasn’t in her career plan. “I really think of myself as a generalist,” Amodei tells Gintare Zukauskaite, MBA ’26, in a conversation recorded live at Stanford Graduate School of Business earlier this year. “If you were to look through my background, you would be like, ‘What is this lady actually good at? She doesn’t have a law degree. She’s not a computer scientist.’” But, she continues, “The ability to be curious and learn across a lot of disciplines and to have a strong foundation of wanting to have impact, regardless of the area that you’re working on — I think that’s an underrated quality.” Almodei says that Anthropic is founded on "radical" responsibility and transparency. Asked about her decision to leave OpenAI and co-found Anthropic, she says, “We were running towards something versus running away from something. We had this vision in our heads of wanting to create an organization where the values that matter to us around safety and around responsibility were at the forefront of what we were doing.” The best piece of advice she’s ever received came from a friend and mentor she turned to during that turbulent time: “You already know what the right answer is.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

3天前

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1 小时 1 分钟
6月18日

An AI@GSB Special: Demis Hassabis Thinks We’re in the ‘Foothills of the Singularity’

When Demis Hassabis pitched DeepMind to a few venture capitalists back in 2010, the business plan was almost comically audacious. “Step one: Solve intelligence. Step two: Use it to solve everything else,” he recalls in a conversation at Stanford Graduate School of Business with Stanford University President Jonathan Levin. “And people were quite confused. But we really meant it.” Sixteen years later, the “broad arcs” of that plan have gone “unbelievably well,” says Hassabis, a chess prodigy turned video game developer turned neuroscientist turned Nobel Prize-winning AI pioneer. Today he’s on a mission to create “the ultimate tool for science,” building on his decision to give away AlphaFold, the groundbreaking AI system that predicts the structures of proteins. The future, Hassabis says, is just around the corner: “Ten years from now, I think we’ll realize that we were standing in the foothills of the singularity now.” AI@GSB, the Dean's Applied AI initiative at the Stanford Graduate School of Business (GSB), and Stanford Medical School hosted a conversation with Demis Hassabis, Co-founder and CEO of Google DeepMind, on the frontier of artificial intelligence and what it means for how we live, work, and flourish. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

6月18日

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55 分钟
6月25日

What AI Can’t Do — And Why

“Humans manage to do so much with surprisingly little,” says Douglas Guilbeault, an assistant professor of organizational behavior at Stanford Graduate School of Business. “Whereas AI, by comparison, is doing relatively little, but with so much power, so much compute, so many resources, and by comparison, relatively fewer constraints.” On a bonus episode of the If/Then podcast, Guilbeault describes the implications of his recent work. Although he readily acknowledges that AI is “increasingly able to do quite a lot,” Guilbeault and his colleagues believe they have identified a key principle that distinguishes human intelligence from machine intelligence — and one which illuminates the limitations of machine thinking. Although some researchers and AI boosters believe both humans and AI learn via optimization, Guilbeault and his colleagues have shown that another process more accurately captures how people distill the seemingly infinite complexity of the world and act based on limited information. “You encounter a lot of noise, a lot of chaos, a lot of randomness,” Guilbeault says. “We somehow figure out how to make meaning and establish strong understandings from within that.” What limitations have you encountered in your work with AI? Share your story with us at ifthenpod@stanford.edu. Related Content: Douglas Guilbeault faculty profileRead "A Simple Threshold Captures the Social Learning of Conventions" here Chapters: 00:00:00 Introduction 00:01:40 Why human learning matters for AI 00:05:03 Satisficing and the limits of optimization 00:06:41 Why LLMs learn differently from humans 00:09:58 The stakes of AI hype 00:13:11 “Humanity has had a good run” 00:15:19 Intuition, insight, & conceptual leaps 00:17:38 Beyond statistics: metaphor, vibes, & reasoning 00:19:39 A simple rule for social learning 00:21:18 Is there a ceiling for AI? 00:23:00 Randomness, disorder, & the path to insight 00:25:00 What an optimization mindset leaves out 00:27:54 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

6月25日

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29 分钟
3月20日

Joe Tsai Says Start Local, Then Go Global

Alibaba, known as the “Amazon of China,” is one of the world’s most valuable companies. In a wide-ranging conversation on View From The Top: The Podcast, co-founder and chairman Joe Tsai recalls how it became the company it is today — and looks ahead to the company it may become. Having access to AI, Tsai says, is like “having access to water and air.” He rejects the suggestion that the United States and China must compete to develop this resource. “AI is a race among companies, but AI shouldn’t be a race between countries,” he says. Asked for his advice on building a global company, Tsai suggests focusing on winning locally first. “You have to win the market where you started,” he says. “And then you can think about going overseas, going global, because with winning local battles, you’re training your team, you’re developing talent that enables you to be a global player. So you’ve got to start somewhere.” This conversation was recorded on January 29, 2026. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

3月20日

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1 小时 2 分钟
5月27日

Jane Fraser Says Think About the Skills, Not the Title

Citi is one of the most important financial institutions in the world, moving $5 trillion a day across more than 100 countries. Jane Fraser has run it since 2021, when she became the first woman to lead one of America’s “Big Four” banks. In a conversation with Sanil Rajput, MBA ‘26, on View From The Top: The Podcast, Fraser opens up about prioritizing her personal life, pursuing skills and relationships over job titles, and what she learned from the former CEO who tore up her career development plan. “Go the unorthodox path,” she says. “Because — surprise, surprise — you will get the job if you have the skills to be successful in it.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5月27日

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1 小时 7 分钟
2024/04/25

Jensen Huang on How to Use First-Principles Thinking to Drive Decisions

"You can learn how something can be done and then go back to first principles and ask yourself, 'Given the conditions today, given my motivation, given the instruments, the tools, given how things have changed, how would I redo this? How would I reinvent this whole thing?" Jensen Huang, founder and CEO of NVIDIA, started his career washing dishes at Denny's. He then worked his way to busboy and, eventually, founded what is one of today's most valuable companies on Wall Street. In this interview at Stanford GSB's View From The Top event, founder and CEO Jensen Huang, MS '92, shares the stage with Shantam Jain, MBA '24, to detail his experience founding NVIDIA, funding it, and, finally his views on AI. Stanford GSB’s View From The Top is the dean’s premier speaker series. It launched in 1978 and is supported in part by the F. Kirk Brennan Speaker Series Fund. During student-led interviews and before a live audience, leaders from around the world share insights on effective leadership, their personal core values, and lessons learned throughout their career. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

2024/04/25

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58 分钟
6月10日

Our AI Future: From Abundance to Apocalypse

Chad Jones, a professor of economics at Stanford Graduate School of Business, recently published a paper, “AI and Our Economic Future.” Using more than 100 years of economic data, he modelled several potential AI-infused economic futures we may experience. These include the good (abundance, we never work again), the not-so-bad (business more or less as usual), and the ugly (a superintelligence that turns on us, among other catastrophic options). Cheery stuff, Jones acknowledges, but essential to face. “I think the ability for an AI to do everything on a computer that the best software engineer can do, that seems like it’s either here now or will be here within five years easily,” Jones says. “Hacking the electric grid, hacking the financial system, these kinds of scenarios are things that we definitely have to worry about. The good news is, I think if we get through that, the ability of AI to transform the economy for good, it is really there and present. And, that would be a very great and bright future.” Related Content: Chad Jones faculty profileWhat’s the Price Tag for Preventing an AI Apocalypse?At What Point Do We Decide AI’s Risks Outweigh Its Promise? Chapters: 00:00:00 Introduction 00:01:32 The difference between now & previous periods of innovation 00:02:29 Two scenarios for AI-driven growth 00:06:18 The case for business-as-usual 00:11:06 Weak links and the limits of automation 00:17:53 What the models are showing about growth 00:19:58 The economics of abundance 00:25:29 The weak-link model’s timing & possible adaptations 00:27:51 Who gains in an AI economy? 00:29:55 Catastrophic risk and the downside of acceleration 00:34:31 The downsides of the weak link model 00:36:38 Meaning, identity, and human value 00:39:55 Leisure in a post-work world 00:41:43 What the next generation may inherit 00:44:07 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

6月10日

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45 分钟
2025/06/04

Lisa Su Is Still Curious About How Things Work

Lisa Su, the chair and CEO of Advanced Micro Devices (AMD), leads one of the world’s most influential technology companies, a pioneer in high-performance computing and designer of chips that power everything from cellphones to supercomputers. On this episode of View From The Top: The Podcast, Su joins Michael Liu, MBA ’25, to talk about what it takes to stay on the cutting edge of technology, the tremendous potential of artificial intelligence, and why her superpower may be her commitment to learning. “Careers are very much by chance,” Su says. “The nice thing about my early career is I was lucky enough to have bosses who asked me all the time, ‘What do you want to be when you grow up?’ And I was like, ‘I don't know. Let me think about [it]...what I like to believe is the ability to learn at each step was what really helped me in my career.” See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

2025/06/04

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55 分钟
5月13日

David Baszucki Says Roblox Is the Future of Communication

Roblox founder and CEO David Baszucki was building a 3D, multiplayer, cloud-based world before almost anybody had thought about the metaverse. In a wide-ranging conversation with Jeremy Tepper, MBA ’26, on View From The Top: The Podcast, Baszucki describes how he created a company that’s become a household name. “My job is a constant re-architecture of myself,” he says. From outlasting competitors like Minecraft and Fortnite to prioritizing the safety of Roblox users, Baszucki says he sees challenges as opportunities. “We really are, arguably… the future of how you stay in touch with someone else.” This conversation was recorded on November 18, 2025. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5月13日

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57 分钟
5月20日

The Art of Friction

“Friction for us has to do with obstacles,” says Hayagreeva “Huggy” Rao, a professor of organizational behavior at Stanford Graduate School of Business. “Obstacles can disable you. Obstacles can enable you.” Rao compares friction to cholesterol: Some is good, but some is bad. “Good friction actually slows you down, gets you to pause, and most of all, gets you to reflect,” he explains. “But there’s also friction that overwhelms you, exhausts you, confuses you.” On this episode of If/Then, Rao explores how to cultivate the productive kind of friction, reduce the unhelpful kind, and manage your team’s most precious resource. “Great leaders are people who think of themselves as trustees of other people's time,” he says. Do you have any favorite examples of good or bad friction? Share one with us at ifthenpod@stanford.edu. Related Content: Huggy Rao faculty profile The Friction ProjectHow to become a friction fixer Chapters: 00:00:00 Airport baggage claim, waiting, & good friction 00:03:20 Introduction 00:03:48 What friction means in organizations 00:05:42 Where friction comes from 00:07:52 Scaling through smart subtraction 00:08:24 DropBox’s approach to meetings 00:10:45 The problem with meetings 00:13:53 What good friction looks like 00:16:56 Friction, trust, & institutional legitimacy 00:19:31 Why Huggy Rao started studying friction 00:22:20 Conclusion See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

5月20日

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24 分钟

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Daniela Amodei Says Curiosity Is Underrated

An AI@GSB Special: Demis Hassabis Thinks We’re in the ‘Foothills of the Singularity’

What AI Can’t Do — And Why

Joe Tsai Says Start Local, Then Go Global

Jane Fraser Says Think About the Skills, Not the Title

Jensen Huang on How to Use First-Principles Thinking to Drive Decisions

Our AI Future: From Abundance to Apocalypse

Lisa Su Is Still Curious About How Things Work

David Baszucki Says Roblox Is the Future of Communication

The Art of Friction

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