AIGC "Summit Series" | Three Questions Every AIGC Founder Is Asking — And Their Answers

In the AI wave ignited by ChatGPT, we see two keywords: one is "euphoria," the other is "anxiety."

Euphoria is the chase for and intoxication with technology. Since OpenAI launched its chatbot ChatGPT in late 2022, a technological frenzy around "large language models" has exploded globally — a new wave of technology that marks "an era." Anxiety is the reflection and worry about one's own position and development, swept up in this technological euphoria — we may not be replaced by AI in the short term, but we could very well be outcompeted by people who actively embrace it. AIGC — a wave widely recognized as the "iPhone moment" for artificial intelligence — is so massively disruptive and influential to the entire tech industry that seizing the opportunity and joining in has become the inevitable choice for every entrepreneur looking to break through their anxiety.

At Code Brain AIGC Series Event #4 — "How Will AIGC Profoundly Impact Product, R&D, and Operations?", Li Lei, General Manager of Microsoft (China) Co., Ltd.'s Data Science and AI Solutions Division; Feng Bin, Co-founder & CTO of ONES, an enterprise R&D management platform; Zhang Dawei, Founder & CEO of GamesMind, a gaming AI platform; Yang Pu, CTO of Source Code Capital; and Yiwen Hao, Managing Director of Source Code Capital, shared their practical perspectives on three questions that AIGC entrepreneurs care about most:

• How to integrate AI capabilities for cost reduction and efficiency gains?
• How to choose the right track for yourself and ride the momentum?
• How to navigate boundaries and copyright risks in AI application deployment?

We've compiled and summarized the speakers' views below, hoping they offer some inspiration.

How to Integrate AI Capabilities?

First, just start using it. Explore application scenarios with AI tools first, then design standardized products.

Second, the CEO needs to set an example from the top, driving adoption of AI tools throughout the organization.

Third, approach from the perspective of the company's operational system, making AI tools more standardized to improve efficiency.

Recommendation one: Startups should resist the urge to build AI applications from scratch. Instead, embrace cloud services first, benchmark against the highest industry standards, and only then assess whether you have the internal capability to catch up and reduce costs.

Recommendation two: The CEO must personally experience where the boundaries of AIGC tools lie and what they're actually capable of. Simply chatting with ChatGPT won't unlock its full potential.

Recommendation three: The CEO needs to be willing to spend money on AI. Compared to monthly personnel costs, the expense of integrating AI tools and cloud services is not high. For startups, this is absolutely not an area to cut corners.

How to Choose the Right Track?

There are three types of entrepreneurial opportunities in the AIGC wave, each with its own pros and cons:

The first category: large foundation models. These are oligopolistic opportunities — globally, very few players are actually in this game.

The second category: AI tools. These heavily emphasize generalizable tool capabilities, requiring strong ability to abstract, summarize, and universalize industry scenarios. However, this type of entrepreneurship lacks core technology, making it easy for competitors to copy or borrow from one another.

The third category: vertical industries. These test entrepreneurs' understanding of industry know-how and their ability to translate that into knowledge and technical points.

Going forward, vertical industries with certain technical barriers will have strong prospects. These barriers manifest as unique know-how that can't simply be overcome by increasing model parameters or training data.

How to Handle Copyright Risks?

First, existing laws and intellectual property rights must be respected. Whenever a disruptive technology emerges, regulation inevitably lags behind. But ChatGPT's influence is so significant that regulatory action has actually been quite swift. Laws already on the books — such as personal information protection laws and cybersecurity laws — must certainly be followed.

Second, in areas where the law has not yet established rules, prioritize exploring commercial success.