Forget the talk about bubbles and corrections. Can someone explain to me the rationale of investing in a product, marketing it, seeing that it drives consumers away from your product and erodes trust, and then you continue to invest at an accelerating rate? Good business would have driven us very far away from this point years ago. This is very deep in the "because we can" territory. It's not FOMO.

> Can someone explain to me the rationale of investing in a product, marketing it, seeing that it drives consumers away from your product and erodes trust, and then you continue to invest at an accelerating rate?

Sure!

Google began investing heavily in AI (LLMs, actually) to catch up to the other frontier labs, which had already produced a product that was going to eviscerate Google Search (and therefore, Google ad revenue). They recognized this, and set about becoming a leader in the emerging field.

Is it not better to be a leader in the nascent industry that is poised to kill your profitability?

This is the same approach that Google took with smartphones. They saw Apple as a threat not because they had a product that was directly competing, but because they recognized that allowing Apple to monopolize mobile computing would put them in a position to take Google’s ad revenue — or allow them to extract rent in the form of payments to ensure Apple didn’t direct their users to a competing service. Android was not initially intended to be a revenue source, at least not most importantly. It was intended to limit the problem that Apple represented. Later, once Google had a large part of the market, they found ways to monetize the platform via both their ad network and an app store.

AI is no different. If Google does nothing, they lose. If they catch up and take the lead, they limit the size of the future threat and if all goes well, will be able to monetize their newfound market share down the road - but monetization is a problem for future Google. Today’s Google’s problem is getting the market share.

There are at least a few stories from the 90s where companies that readily could have invested in “getting online” instead decided that it would only harm their existing business. The hype at the time was extraordinary to be sure, but after the dust settled the internet did change the shape of the world.

Nobody can really know what things will look like in 10 years, but if you have the capital to deploy and any conviction at all that this might be a sea-change moment, it seems foolish to not pursue it.

> Can someone explain to me the rationale of investing in a product, marketing it, seeing that it drives consumers away from your product and erodes trust, and then you continue to invest at an accelerating rate?

I'll take a stab at this. It's not 100% clear to me which product you're referring to, so I'll try to answer as if the product is something that already has customers, and the maker of the product is shoving AI into it. The rationale is that the group you're trying to convince that you're doing a good job is your shareholders or investors, not your actual customers. You can justify some limited customer attrition by noting that your competitors are doing the same thing, and that maybe if you shove the _right_ AI features into the product, you'll win those customers back.

I'm not saying it's a _good_ rationale, but that seems to be what's at play in many cases.

If you're talking about all of AI with your statement I think you may need to reconcile that opinion with the fact that chat GPT alone has almost 1 billion daily users. Clearly lots of people derive enormous value from AI.

If there's something more specific and different you were referring to I'd love to hear what it is.

The golden goose is not you or I. It is our boss who will buy this junk for us and expect us to integrate it into our workflows or be shown the door. It is the broccoli headed kids who don’t even have to crack open cliffnotes to shirk their academic responsibilities anymore. It is universities that are trying to “keep up” by forcing an AI prompting class as a prerequisite for most majors. These groups represent a lot of people and a lot of money.

It doesn’t have to work. It just has to sell and become entrenched enough. And by all metrics that is what is happening. A self fulfilling prophecy, no different than your org buying redundant enterprise software from all the major vendors today.

Because the investor class is drunk on their own wine.