Author: Thought Circle
Have you ever thought that the software industry might be undergoing a transformation more dramatic than the shift from command line to graphical interface? Recently, I listened to a16z's David George's in-depth analysis of the AI market, and I was stunned by one set of data: the fastest-growing AI companies are expanding at an annual growth rate of 693%, while their spending on sales and marketing is significantly lower than that of traditional software companies. This is not an isolated case; the entire group of AI companies is growing more than 2.5 times faster than non-AI companies. What I find even more incredible is that these companies' ARR per FTE (Annual Recurring Revenue per Full-Time Employee) reaches $500,000 to $1 million, while the standard for the previous generation of software companies was $400,000.
What does this mean? It means we are witnessing the birth of a completely new business model, an era of creating greater value with fewer people and lower costs. D
avid George mentioned in his talk that this is not a minor adjustment, but a complete paradigm shift. Those core concepts—version control, templates, documentation, even the concept of a user—are being redefined by AI agent-driven workflows. I firmly believe that within the next five years, companies that cannot adapt to this change will be completely eliminated.
The Astonishing Truth About AI Company Growth
The data David George presented made me rethink what true growth really is. 2025 has been a year of accelerated growth for AI companies. After the growth deceleration in 2022, 2023, and 2024 due to rising interest rates and tech sector contraction, 2025 completely reversed this trend. Most astonishingly, among companies ranked by different tiers, the true outlier companies are growing at an almost unbelievable pace.
My first reaction upon seeing this data was: are these numbers correct? The top-performing group of AI companies is growing at 693% year-over-year. David said their team also triple-checked before believing this number. But it completely aligns with the actual situations and cases they see from their portfolio companies. This is not an isolated phenomenon, but a systemic change happening across the entire AI field.
More importantly is the quality of growth. Traditional software companies usually take a long time to reach $100 million in annual revenue, while the fastest-growing AI companies reach this milestone much quicker. David emphasized a very important point: this is not because they are spending more on sales and marketing; on the contrary, the fastest-growing AI companies actually spend less on sales and marketing than traditional SaaS (Software as a Service) companies. They are growing faster while spending less. What's the reason? It's because end-customer demand is extremely strong, and the products themselves are highly compelling.
I think this reveals a profound shift in business logic. In the past era of software, growth often relied on strong sales teams and huge marketing budgets. You needed to educate the market, persuade customers, and overcome adoption barriers. But in the AI era, truly excellent products can speak for themselves. When a product can immediately create value for users, allowing them to feel an efficiency boost the first time they use it, market demand automatically arises. This product-driven growth model is much healthier and more sustainable than the traditional sales-driven model.
Another set of data David showed is also interesting. The gross margins of AI companies are actually slightly lower than those of traditional software companies. Their team has a unique perspective: for AI companies, low gross margin is somewhat a badge of honor. Because if the low gross margin is caused by high inference costs, it indicates two things: First, people are really using the AI features; Second, over time, these inference costs will decrease. So, in a way, if they see an AI company with particularly high gross margins, they might be a bit suspicious, as it could mean the AI features are not what customers are actually buying or using.
Why AI Companies Can Be More Efficient
I've been thinking about a question: Why can AI companies, also being software companies, create more revenue with fewer people? David focused on the ARR per FTE metric in his talk, which is the Annual Recurring Revenue per Full-Time Employee. This metric is actually a comprehensive indicator of a company's overall operational efficiency, encompassing not only sales and marketing efficiency but also management costs and R&D costs.
The ARR per FTE of the best AI companies reaches $500,000 to $1 million, while the standard for the previous generation of software companies was about $400,000. This might seem like just a numerical difference, but it reflects completely different business models and operational methods. David believes the main reason for this difference is that the market demand for these products is very strong, so they need fewer resources to bring the product to market.
But I think this is only the surface reason. The deeper reason is that AI companies are forced from the start to think differently about how to operate. They have no choice but to use AI to redesign their internal processes, product development methods, and customer support systems. This forced innovation反而 allows them to find a more efficient business model.
David shared a particularly vivid example. He said he recently chatted with a founder of a company who was dissatisfied with the progress of one of their products. So, he directly assigned two engineers who were deeply involved in AI to rebuild this product from scratch using the latest programming tools like Claude Code and Cursor, and gave them an unlimited budget for programming tools. The result? The founder said he believed the progress was 10 to 20 times faster than before. And the bills generated by these tools were so high that it made him start rethinking what the entire organization should look like.
What impressed me about this example is that this is not an incremental improvement, but an order-of-magnitude leap. What does a 10 to 20 times speed increase mean? It means a project that originally took a year might now be completed in one or two months. This speed difference will have a decisive impact in competition. This founder's conclusion was: I need the entire product and engineering team to work in this way, and I think this will happen within the next 12 months. But this also means the team's organizational structure will undergo fundamental changes. Where are the boundaries between product, engineering, and design? These questions all need to be redefined.
I believe December 2024 was a turning point in the field of programming. David feels the same. He said it felt like at that point in time, programming tools made a qualitative leap. In the next 12 months, this change will either truly take root in companies, or those that don't adopt it will be much slower than their peers. This is not alarmist; it's reality.
Adapt to AI or Be Eliminated
David mentioned a very stark view in his talk: For companies founded before the AI era, it's either adapt to the AI era or die. This sounds extreme, but I completely agree. And this adaptation needs to happen simultaneously on two fronts: the front end and the back end.
On the front end, companies need to think about how to natively integrate AI into the product, not just add a chatbot to existing workflows. This requires reimagining what the product can do with AI and being radically disruptive to themselves, making changes. David shared several interesting examples. There is a pre-AI era software company whose CEO has been completely converted by the AI concept, saying: We are going to become an AI product. We want the product to be able to say, your employees are now your AI agents. How many agents do you have? These are the topics he discusses now.
There is an even more extreme example. A CEO said, for every task we need to complete now, I ask one question: Can I do this with electricity, or must I do it with blood? This is an extreme mindset shift. Using electricity refers to using AI and automation; using blood refers to using human labor. This shift in thinking is very profound; it forces you to re-examine every process and every task in the company.
On the back end, companies need to fully adopt the latest programming models and tools. All developers should use the latest programming assistance tools, and every functional department should use the latest tools. So far, adoption rates are highest in the programming field, which is also where the biggest leaps are seen. But this change is spreading to other functional areas.
David mentioned that for those pre-AI companies, the good news is that the evolution of the business model is still in its early stages. The most disruptive scenario is when both technology/product and business model shift. Right now, technology and product are indeed undergoing dramatic changes, but the business model shift hasn't fully unfolded yet.
He sees the business model as a spectrum. On the far left is the license model (licenses), the pre-SaaS era license and maintenance model. Then comes SaaS and subscription models, usually based on seat pricing, which was a major innovation and very disruptive. You can look at what happened to Adobe during this transition. Then comes the consumption-based model, which is usage-based pricing, the way cloud services charge. Many usage-based businesses have moved from seat-based to consumption-based.
The next stage will be the outcome-based model. When you complete a task, ideally successfully complete a task, you charge based on the successful completion of the task. Currently, the only area where this might be truly feasible is customer support and customer success, because you can objectively measure problem resolution. But as model capabilities improve, if other functions beyond customer support can also measure such outcomes, that will be hugely disruptive to existing companies.
I find this evolution path very insightful. From license to subscription, from subscription to consumption, from consumption to outcome—each transition is a disruption of the previous generation's business model. And we are now on the eve of the transition from consumption to outcome. Once AI agents can reliably complete tasks and be objectively evaluated, outcome-based pricing will become mainstream. By then, companies still charging by seat will find themselves completely uncompetitive.
The AI Adoption Dilemma of Large Companies
Regarding Fortune 500 companies adopting AI, David's observations are very interesting. He said there is a huge gap between what he hears from the CEOs of these large companies and what is actually happening. The CEOs are all saying: We must adapt, we are desperate to understand what AI tools we need, we are ready to change, our business will roll out these tools across the board, we are going to be AI companies.
But the reality is completely different. The biggest disconnect between this mindset and actual business change is: change management is too difficult. Even just getting people to use AI assistants to help them do their jobs better is hard enough. As for actual business management, changing business processes, change management—these are extremely difficult.
David said he isn't surprised by market chatter that things are moving slower than expected. But for the best companies that are truly fully embracing AI and know what to do, there has been a huge business impact. He gave a few specific examples: Chime said they reduced support costs by 60%; Rocket Mortgage said they saved 1.1 million hours in underwriting, a 6x year-over-year increase, equivalent to $40 million in annual operational savings.
I think this reveals a key problem: the gap between intention and capability. Large company CEOs have the intention to embrace AI, but whether they have the ability to implement it is another matter. The difficulty of change management is often underestimated. This is not just about buying some tools or hiring some AI engineers; it requires fundamentally changing the company's processes, culture, and organizational structure.
And many large companies need to first adjust their own business to make it ready for AI. Using a chatbot is one thing; how much productivity gain you might get is probably not much. But if you have to completely overhaul your systems, information, and backend to accommodate AI, a lot of work is potentially in the works, accumulating, and we haven't seen the related results yet.
David predicts the next 12 months will be very interesting. He thinks we will see more case studies, but there will be companies that figure it out and companies that don't. Those that figure it out will gain massive productivity advantages, and those that don't will be at a huge disadvantage. I believe this divergence will come faster and more sharply than people imagine.
Model Busters and the Future of the Market
David mentioned a concept I find particularly insightful: Model Busters. These are companies whose growth speed and duration far exceed anything anyone could predict in any scenario. The iPhone is the classic case of this concept. If you look at the consensus forecast before the iPhone launch and the actual performance 4-5 years later, the consensus forecast was off by 3x. And this is the most watched company in the world.
David believes AI will be the biggest Model Buster he has seen in his career. The performance of many companies in the AI space will significantly exceed any expectations in any spreadsheet. I strongly agree with this view. When a technology platform brings not incremental improvement but order-of-magnitude leaps, traditional prediction models fail.
He mentioned that technology itself is a Model Buster. But since 2010, tech has delivered high-margin revenue at unprecedented speed and scale. So it always looks expensive early on, but it repeatedly outperforms expectations, creating value far in excess of the capital required. He sees no reason why this time should be any different.
In terms of capital expenditure (capex), the data David showed is also interesting. Compared to the dot-com bubble era, current capex is actually supported by cash flow, and capex as a percentage of revenue is much lower. The hyperscale cloud providers bear the brunt of the capex burden, and these are some of the best business companies ever.
David specifically mentioned that, as a portfolio company, they very much welcome this capex. He said: Building as much capacity as possible, providing as much supply for training and inference as possible, is a very good thing. And the ones bearing most of the burden are some of the best business companies ever.
A phenomenon they are starting to watch is debt entering the equation. You can't fund all the forecasted future capex with just cash flow, and the market is starting to see some debt. But overall, they feel comfortable with companies funding with cash flow, continuing to generate cash flow, and using debt, as long as the counterparties are companies like Meta, Microsoft, AWS, Nvidia.
David mentioned a case worth watching: Oracle. Oracle has always been profitable, always buying back stock, but the scale of capex they've committed to is massive; it's a huge bet. They will have negative cash flow for many years to come. The market has started to notice this; Oracle's credit default swap (CDS) costs have risen to about 2% over the past three months. This is a signal to watch.
I think this capital-intensive building phase is necessary but not without risk. The key is to ensure these investments ultimately generate corresponding returns. Currently, demand far exceeds supply. All hyperscale cloud providers report demand far outstripping supply. Gavin Baker, whom David interviewed, had a great analogy: In the internet era, a lot of fiber was laid, and then that fiber sat idle, unused; this was called dark fiber. But in the AI era, there is no such thing as a dark GPU. If you install a GPU in a data center, it will be immediately fully utilized.
The Astonishing Speed of Revenue Growth
One set of data David showed was particularly震撼. He compared cloud services, public software companies, and the net new revenue added in 2025. Public software companies added a total of $46 billion in new revenue in 2025. If you look just at OpenAI and Anthropic, on an operating revenue basis, the new revenue they added is almost half of that number.
And David believes that if you do the same comparison for 2026, the new revenue added by AI companies (model companies) could reach 75% to 80% of the entire public software industry (including SAP and legacy software companies, not just SaaS). This speed is simply unbelievable. This means that within just a few years, the new value created by AI companies will surpass that of the entire traditional software industry.
Goldman Sachs estimates that AI build-out will generate $9 trillion in revenue. Assuming a 20% profit margin and a 22x P/E ratio, this would translate into $35 trillion in new market capitalization. About $24 trillion has already been提前 priced in. While we can argue whether this is all due to AI or large tech performance, there is still a lot of market cap up for grabs, and significant upside potential if these assumptions are correct.
David also did some simple arithmetic. Based on current estimates, by 2030, the cumulative capex of hyperscale cloud providers will be just under $5 trillion. To achieve a 10% hurdle rate on this $4.8 trillion or nearly $5 trillion investment, AI annual revenue needs to reach about $1 trillion by 2030. To put that number in context, $1 trillion is roughly 1% of global GDP, just to generate a 10% return.
Is this achievable? It might also fall slightly short. But David thinks looking仅仅 at 2030 is limiting. The returns on these investments will likely materialize over a longer period, say between 2030 and 2040. And if we are at roughly $50 billion in AI revenue now (his rough estimate), and this has mainly been generated in the past year and a half or so, then the path from $50 billion to $1 trillion is not unimaginable.
My Thoughts on the Future
After listening to David's talk, my biggest feeling is: we are at the beginning of a historic inflection point, not the middle or the end. This is a product cycle that could last 10 to 15 years, and we are just getting started. This makes me both excited and anxious.
Excited because the opportunities brought by this transformation are enormous. For companies that can adapt quickly and fully embrace AI, they will not only gain competitive advantages but are more likely to become the companies that define the next era. We will see new unicorns born, new business models emerge, and completely different ways of organizing companies.
Anxious because the speed of this change may be much faster than most people expect. The data David mentioned is particularly telling: the average time a S&P 500 company stays in the index has decreased by 40% over the past 50 years. This means the speed at which companies are being disrupted is accelerating. In the AI era, this speed is likely to accelerate further.
I believe a clear divergence will emerge next. Some companies will truly understand the potential of AI and fundamentally rethink their products, processes, and organizational structures. These companies will gain order-of-magnitude efficiency improvements and competitive advantages. Other companies, even if they have the intention to change, will progress slowly due to the difficulties of change management, organizational inertia, and technical debt. This divergence will become increasingly apparent in the coming years.
For entrepreneurs, now might be the best of times. Market demand is extremely strong, technological capabilities are advancing rapidly, and capital markets are still willing to support truly promising companies. And compared to the previous generation of software companies, it's now possible to reach the same scale with fewer resources and faster speed. This lowers the barrier to entry but also increases the requirements for product quality and market fit.
For investors, the key is to identify the true Model Busters. The growth speed and duration of these companies will far exceed any predictions from traditional models. But this also requires investors to have sufficient vision and patience, willing to believe growth curves that seem unreasonable.
For practitioners, whether you are an engineer, product manager, designer, or any other role, you need to quickly learn and adapt to new tools and ways of working. The example David mentioned—two engineers using the latest programming tools being 10 to 20 times faster than before—is not an isolated case but a trend. Those who can master these new tools and methods will gain huge career advantages.
Finally, I want to say that this transformation is not just technical, but also a shift in mindset. From "how should we do it" to "what outcome do we want to achieve", from "adding more people" to "how to solve this problem with AI", from "following established processes" to "reimagining possibilities". That question of "electricity or blood", although it sounds extreme, captures the essence of this shift.
We are witnessing the software world being rewritten. This is not an incremental upgrade, but a complete重构. Those who can understand this, embrace this, will define the next era.
Questions liées
QWhat is the key difference in growth and efficiency between the fastest-growing AI companies and traditional software companies according to the a16z analysis?
AThe fastest-growing AI companies are expanding at an annual growth rate of 693%, which is 2.5 times faster than non-AI companies. They achieve this with significantly lower sales and marketing expenditures. Additionally, their ARR per FTE (Annual Recurring Revenue per Full-Time Employee) is $500,000 to $1 million, compared to the previous standard of $400,000 for traditional software companies, indicating a more efficient and scalable business model driven by strong product-market fit rather than heavy sales investment.
QHow does the article explain the lower gross margins of AI companies compared to traditional software firms?
AThe article suggests that lower gross margins for AI companies can be a 'badge of honor' because they are often caused by high inference costs. This indicates two things: first, that customers are actually using the AI features extensively, and second, that these inference costs are expected to decrease over time. A very high gross margin might conversely raise suspicions that the AI functionality is not a core part of the product that customers value and use.
QWhat fundamental shift in business model evolution does the article predict is on the horizon due to AI?
AThe article predicts a shift towards an 'outcome-based' business model. This model moves beyond current consumption-based pricing (paying for usage) to charging customers based on the successful completion of a specific task or the achievement of a desired result. This is seen as a potentially massive disruption, as it aligns pricing directly with the value delivered, unlike traditional seat-based SaaS subscriptions or even usage-based cloud models.
QWhat major challenge do large Fortune 500 companies face in adopting AI, despite their CEOs' enthusiasm?
AThe primary challenge is the 'change management gap.' There is a significant disconnect between the CEOs' strategic desire to adopt AI and the practical difficulty of implementing it. Transforming business processes, retraining or restructuring teams, and integrating AI natively into complex existing systems is extremely difficult. This often leads to much slower actual implementation and business transformation than the initial ambitious statements from leadership would suggest.
QWhat is the concept of a 'Model Buster' as described in the article, and why is AI considered one?
AA 'Model Buster' is a company whose growth speed and duration far exceed any reasonable consensus prediction made by traditional financial or business models. The iPhone is given as a classic example. AI is considered the ultimate Model Buster of this era because the technology delivers not just incremental improvements but order-of-magnitude leaps in capability and efficiency. This fundamental shift makes historical data and conventional forecasting models largely ineffective for predicting the growth and impact of leading AI companies.
Lectures associées
Trading
Articles tendance
Qu'est ce que $S$
Comprendre SPERO : Un aperçu complet Introduction à SPERO Alors que le paysage de l'innovation continue d'évoluer, l'émergence des technologies web3 et des projets de cryptomonnaie joue un rôle central dans la façon dont se dessine l'avenir numérique. Un projet qui a attiré l'attention dans ce domaine dynamique est SPERO, désigné comme SPERO,$$s$. Cet article vise à rassembler et à présenter des informations détaillées sur SPERO, afin d'aider les passionnés et les investisseurs à comprendre ses fondations, ses objectifs et ses innovations dans les domaines du web3 et de la crypto. Qu'est-ce que SPERO,$$s$ ? SPERO,$$s$ est un projet unique dans l'espace crypto qui cherche à tirer parti des principes de décentralisation et de la technologie blockchain pour créer un écosystème qui favorise l'engagement, l'utilité et l'inclusion financière. Le projet est conçu pour faciliter les interactions entre pairs de nouvelles manières, offrant aux utilisateurs des solutions et des services financiers innovants. Au cœur de SPERO,$$s$, l'objectif est d'autonomiser les individus en fournissant des outils et des plateformes qui améliorent l'expérience utilisateur dans l'espace des cryptomonnaies. Cela inclut la possibilité de méthodes de transaction plus flexibles, la promotion d'initiatives dirigées par la communauté et la création de voies pour des opportunités financières via des applications décentralisées (dApps). La vision sous-jacente de SPERO,$$s$ tourne autour de l'inclusivité, visant à combler les lacunes au sein de la finance traditionnelle tout en exploitant les avantages de la technologie blockchain. Qui est le créateur de SPERO,$$s$ ? L'identité du créateur de SPERO,$$s$ reste quelque peu obscure, car il existe peu de ressources publiques fournissant des informations détaillées sur son ou ses fondateurs. Ce manque de transparence peut découler de l'engagement du projet envers la décentralisation—une éthique que de nombreux projets web3 partagent, privilégiant les contributions collectives plutôt que la reconnaissance individuelle. En centrant les discussions autour de la communauté et de ses objectifs collectifs, SPERO,$$s$ incarne l'essence de l'autonomisation sans désigner des individus spécifiques. Ainsi, comprendre l'éthique et la mission de SPERO reste plus important que d'identifier un créateur unique. Qui sont les investisseurs de SPERO,$$s$ ? SPERO,$$s$ est soutenu par une diversité d'investisseurs allant des capital-risqueurs aux investisseurs providentiels dédiés à favoriser l'innovation dans le secteur crypto. L'objectif de ces investisseurs s'aligne généralement avec la mission de SPERO—priorisant les projets qui promettent des avancées technologiques sociétales, l'inclusivité financière et la gouvernance décentralisée. Ces fondations d'investisseurs s'intéressent généralement à des projets qui non seulement offrent des produits innovants, mais qui contribuent également positivement à la communauté blockchain et à ses écosystèmes. Le soutien de ces investisseurs renforce SPERO,$$s$ en tant que concurrent notable dans le domaine en rapide évolution des projets crypto. Comment fonctionne SPERO,$$s$ ? SPERO,$$s$ utilise un cadre multifacette qui le distingue des projets de cryptomonnaie conventionnels. Voici quelques-unes des caractéristiques clés qui soulignent son unicité et son innovation : Gouvernance décentralisée : SPERO,$$s$ intègre des modèles de gouvernance décentralisée, permettant aux utilisateurs de participer activement aux processus de décision concernant l'avenir du projet. Cette approche favorise un sentiment de propriété et de responsabilité parmi les membres de la communauté. Utilité du token : SPERO,$$s$ utilise son propre token de cryptomonnaie, conçu pour servir diverses fonctions au sein de l'écosystème. Ces tokens permettent des transactions, des récompenses et la facilitation des services offerts sur la plateforme, améliorant ainsi l'engagement et l'utilité globaux. Architecture en couches : L'architecture technique de SPERO,$$s$ supporte la modularité et l'évolutivité, permettant une intégration fluide de fonctionnalités et d'applications supplémentaires à mesure que le projet évolue. Cette adaptabilité est primordiale pour maintenir la pertinence dans le paysage crypto en constante évolution. Engagement communautaire : Le projet met l'accent sur des initiatives dirigées par la communauté, utilisant des mécanismes qui incitent à la collaboration et aux retours d'expérience. En cultivant une communauté forte, SPERO,$$s$ peut mieux répondre aux besoins des utilisateurs et s'adapter aux tendances du marché. Accent sur l'inclusion : En proposant des frais de transaction bas et des interfaces conviviales, SPERO,$$s$ vise à attirer une base d'utilisateurs diversifiée, y compris des individus qui n'ont peut-être pas engagé auparavant dans l'espace crypto. Cet engagement envers l'inclusion s'aligne avec sa mission globale d'autonomisation par l'accessibilité. Chronologie de SPERO,$$s$ Comprendre l'histoire d'un projet fournit des aperçus cruciaux sur sa trajectoire de développement et ses jalons. Voici une chronologie suggérée cartographiant les événements significatifs dans l'évolution de SPERO,$$s$ : Phase de conceptualisation et d'idéation : Les idées initiales formant la base de SPERO,$$s$ ont été conçues, s'alignant étroitement avec les principes de décentralisation et de concentration sur la communauté au sein de l'industrie blockchain. Lancement du livre blanc du projet : Suite à la phase conceptuelle, un livre blanc complet détaillant la vision, les objectifs et l'infrastructure technologique de SPERO,$$s$ a été publié pour susciter l'intérêt et les retours de la communauté. Construction de la communauté et engagements précoces : Des efforts de sensibilisation actifs ont été entrepris pour construire une communauté d'adopteurs précoces et d'investisseurs potentiels, facilitant les discussions autour des objectifs du projet et recueillant du soutien. Événement de génération de tokens : SPERO,$$s$ a organisé un événement de génération de tokens (TGE) pour distribuer ses tokens natifs aux premiers soutiens et établir une liquidité initiale au sein de l'écosystème. Lancement de la première dApp : La première application décentralisée (dApp) associée à SPERO,$$s$ a été mise en ligne, permettant aux utilisateurs d'interagir avec les fonctionnalités principales de la plateforme. Développement continu et partenariats : Des mises à jour et des améliorations continues des offres du projet, y compris des partenariats stratégiques avec d'autres acteurs de l'espace blockchain, ont façonné SPERO,$$s$ en un acteur compétitif et évolutif sur le marché crypto. Conclusion SPERO,$$s$ se dresse comme un témoignage du potentiel du web3 et de la cryptomonnaie pour révolutionner les systèmes financiers et autonomiser les individus. Avec un engagement envers la gouvernance décentralisée, l'engagement communautaire et des fonctionnalités conçues de manière innovante, il ouvre la voie vers un paysage financier plus inclusif. Comme pour tout investissement dans l'espace crypto en rapide évolution, les investisseurs et utilisateurs potentiels sont encouragés à mener des recherches approfondies et à s'engager de manière réfléchie avec les développements en cours au sein de SPERO,$$s$. Le projet illustre l'esprit d'innovation de l'industrie crypto, invitant à une exploration plus approfondie de ses nombreuses possibilités. Bien que le parcours de SPERO,$$s$ soit encore en cours, ses principes fondamentaux pourraient en effet influencer l'avenir de nos interactions avec la technologie, la finance et entre nous dans des écosystèmes numériques interconnectés.
101 vues totalesPublié le 2024.12.17Mis à jour le 2024.12.17
Qu'est ce que AGENT S
Agent S : L'avenir de l'interaction autonome dans Web3 Introduction Dans le paysage en constante évolution de Web3 et des cryptomonnaies, les innovations redéfinissent constamment la manière dont les individus interagissent avec les plateformes numériques. Un projet pionnier, Agent S, promet de révolutionner l'interaction homme-machine grâce à son cadre agentique ouvert. En ouvrant la voie à des interactions autonomes, Agent S vise à simplifier des tâches complexes, offrant des applications transformantes dans l'intelligence artificielle (IA). Cette exploration détaillée plongera dans les subtilités du projet, ses caractéristiques uniques et les implications pour le domaine des cryptomonnaies. Qu'est-ce qu'Agent S ? Agent S se présente comme un cadre agentique ouvert révolutionnaire, spécifiquement conçu pour relever trois défis fondamentaux dans l'automatisation des tâches informatiques : Acquisition de connaissances spécifiques au domaine : Le cadre apprend intelligemment à partir de diverses sources de connaissances externes et d'expériences internes. Cette approche double lui permet de construire un riche répertoire de connaissances spécifiques au domaine, améliorant ainsi sa performance dans l'exécution des tâches. Planification sur de longs horizons de tâches : Agent S utilise une planification hiérarchique augmentée par l'expérience, une approche stratégique qui facilite la décomposition et l'exécution efficaces de tâches complexes. Cette fonctionnalité améliore considérablement sa capacité à gérer plusieurs sous-tâches de manière efficace et efficiente. Gestion d'interfaces dynamiques et non uniformes : Le projet introduit l'Interface Agent-Ordinateur (ACI), une solution innovante qui améliore l'interaction entre les agents et les utilisateurs. En utilisant des Modèles de Langage Multimodaux de Grande Taille (MLLMs), Agent S peut naviguer et manipuler sans effort diverses interfaces graphiques. Grâce à ces fonctionnalités pionnières, Agent S fournit un cadre robuste qui aborde les complexités impliquées dans l'automatisation de l'interaction humaine avec les machines, préparant le terrain pour d'innombrables applications en IA et au-delà. Qui est le créateur d'Agent S ? Bien que le concept d'Agent S soit fondamentalement innovant, des informations spécifiques sur son créateur restent insaisissables. Le créateur est actuellement inconnu, ce qui souligne soit le stade naissant du projet, soit le choix stratégique de garder les membres fondateurs sous le radar. Quoi qu'il en soit, l'accent reste mis sur les capacités et le potentiel du cadre. Qui sont les investisseurs d'Agent S ? Étant donné qu'Agent S est relativement nouveau dans l'écosystème cryptographique, des informations détaillées concernant ses investisseurs et soutiens financiers ne sont pas explicitement documentées. Le manque d'aperçus publiquement disponibles sur les fondations d'investissement ou les organisations soutenant le projet soulève des questions sur sa structure de financement et sa feuille de route de développement. Comprendre le soutien est crucial pour évaluer la durabilité du projet et son impact potentiel sur le marché. Comment fonctionne Agent S ? Au cœur d'Agent S se trouve une technologie de pointe qui lui permet de fonctionner efficacement dans divers environnements. Son modèle opérationnel est construit autour de plusieurs caractéristiques clés : Interaction homme-ordinateur semblable à l'humain : Le cadre offre une planification IA avancée, s'efforçant de rendre les interactions avec les ordinateurs plus intuitives. En imitant le comportement humain dans l'exécution des tâches, il promet d'élever l'expérience utilisateur. Mémoire narrative : Utilisée pour tirer parti des expériences de haut niveau, Agent S utilise la mémoire narrative pour suivre les historiques de tâches, améliorant ainsi ses processus de prise de décision. Mémoire épisodique : Cette fonctionnalité fournit aux utilisateurs un accompagnement étape par étape, permettant au cadre d'offrir un soutien contextuel au fur et à mesure que les tâches se déroulent. Support pour OpenACI : Avec la capacité de fonctionner localement, Agent S permet aux utilisateurs de garder le contrôle sur leurs interactions et flux de travail, s'alignant avec l'éthique décentralisée de Web3. Intégration facile avec des API externes : Sa polyvalence et sa compatibilité avec diverses plateformes IA garantissent qu'Agent S peut s'intégrer sans effort dans des écosystèmes technologiques existants, en faisant un choix attrayant pour les développeurs et les organisations. Ces fonctionnalités contribuent collectivement à la position unique d'Agent S dans l'espace crypto, alors qu'il automatise des tâches complexes en plusieurs étapes avec un minimum d'intervention humaine. À mesure que le projet évolue, ses applications potentielles dans Web3 pourraient redéfinir la manière dont les interactions numériques se déroulent. Chronologie d'Agent S Le développement et les jalons d'Agent S peuvent être encapsulés dans une chronologie qui met en évidence ses événements significatifs : 27 septembre 2024 : Le concept d'Agent S a été lancé dans un document de recherche complet intitulé “Un cadre agentique ouvert qui utilise les ordinateurs comme un humain”, présentant les bases du projet. 10 octobre 2024 : Le document de recherche a été rendu publiquement disponible sur arXiv, offrant une exploration approfondie du cadre et de son évaluation de performance basée sur le benchmark OSWorld. 12 octobre 2024 : Une présentation vidéo a été publiée, fournissant un aperçu visuel des capacités et des caractéristiques d'Agent S, engageant davantage les utilisateurs et investisseurs potentiels. Ces jalons dans la chronologie illustrent non seulement les progrès d'Agent S, mais indiquent également son engagement envers la transparence et l'engagement communautaire. Points clés sur Agent S Alors que le cadre Agent S continue d'évoluer, plusieurs attributs clés se distinguent, soulignant sa nature innovante et son potentiel : Cadre innovant : Conçu pour offrir une utilisation intuitive des ordinateurs semblable à l'interaction humaine, Agent S propose une approche nouvelle de l'automatisation des tâches. Interaction autonome : La capacité d'interagir de manière autonome avec les ordinateurs via une interface graphique signifie un bond vers des solutions informatiques plus intelligentes et efficaces. Automatisation des tâches complexes : Avec sa méthodologie robuste, il peut automatiser des tâches complexes en plusieurs étapes, rendant les processus plus rapides et moins sujets aux erreurs. Amélioration continue : Les mécanismes d'apprentissage permettent à Agent S de s'améliorer grâce à ses expériences passées, améliorant continuellement sa performance et son efficacité. Polyvalence : Son adaptabilité à travers différents environnements d'exploitation comme OSWorld et WindowsAgentArena garantit qu'il peut servir un large éventail d'applications. Alors qu'Agent S se positionne dans le paysage Web3 et crypto, son potentiel à améliorer les capacités d'interaction et à automatiser les processus représente une avancée significative dans les technologies IA. Grâce à son cadre innovant, Agent S incarne l'avenir des interactions numériques, promettant une expérience plus fluide et efficace pour les utilisateurs à travers divers secteurs. Conclusion Agent S représente un saut audacieux en avant dans le mariage de l'IA et de Web3, avec la capacité de redéfinir notre interaction avec la technologie. Bien qu'il soit encore à ses débuts, les possibilités de son application sont vastes et convaincantes. Grâce à son cadre complet abordant des défis critiques, Agent S vise à mettre les interactions autonomes au premier plan de l'expérience numérique. À mesure que nous plongeons plus profondément dans les domaines des cryptomonnaies et de la décentralisation, des projets comme Agent S joueront sans aucun doute un rôle crucial dans la façon dont la technologie et la collaboration homme-machine évolueront à l'avenir.
753 vues totalesPublié le 2025.01.14Mis à jour le 2025.01.14
Comment acheter S
Bienvenue sur HTX.com ! Nous vous permettons d'acheter Sonic (S) de manière simple et pratique. Suivez notre guide étape par étape pour commencer votre parcours crypto.Étape 1 : Création de votre compte HTXUtilisez votre adresse e-mail ou votre numéro de téléphone pour ouvrir un compte sur HTX gratuitement. L'inscription se fait en toute simplicité et débloque toutes les fonctionnalités.Créer mon compteÉtape 2 : Choix du mode de paiement (rubrique Acheter des cryptosCarte de crédit/débit : utilisez votre carte Visa ou Mastercard pour acheter instantanément Sonic (S).Solde ：utilisez les fonds du solde de votre compte HTX pour trader en toute simplicité.Prestataire tiers ：pour accroître la commodité d'utilisation, nous avons ajouté des modes de paiement populaires tels que Google Pay et Apple Pay.P2P ：tradez directement avec d'autres utilisateurs sur HTX.OTC (de gré à gré) : nous offrons des services personnalisés et des taux de change compétitifs aux traders.Étape 3 : stockage de vos Sonic (S)Après avoir acheté vos Sonic (S), stockez-les sur votre compte HTX. Vous pouvez également les envoyer ailleurs via un transfert sur la blockchain ou les utiliser pour trader d'autres cryptos.Étape 4 : tradez des Sonic (S)Tradez facilement Sonic (S) sur le marché Spot de HTX. Il vous suffit d'accéder à votre compte, de sélectionner la paire de trading, d'exécuter vos trades et de les suivre en temps réel. Nous offrons une expérience conviviale aux débutants comme aux traders chevronnés.
1.4k vues totalesPublié le 2025.01.15Mis à jour le 2025.03.21
