The 15 pieces of content shared by Liu Runnian, including trend judgment, underlying logic, and practical suggestions, aim to return to the essence of business, create unique value, and build solid barriers to cope with AI changes 1、 Opportunities and challenges under the wave of AI 1. The essence of competition: What is more terrifying than AI replacing is peers There is no need to worry about 'AI replacing humans', the real threat is' AI has not replaced everyone, but peers use AI to eliminate you'. 2. Job iteration: Technology eliminates old positions and generates new ones (but old positions do not return) Example: The power grid inspection post (80000 people) disappeared due to the disappearance of cameras and drones; At the same time, new roles such as AI consultants were born. 3. Enterprise transformation: Don't do "reverse the Qing Dynasty and restore the Ming Dynasty", instead focus on "customers spend less, earn more on your own" The obsession with resisting AI/e-commerce is ineffective (customers want a better experience), and the core of transformation is to reduce costs and increase revenue (such as Lenovo's Winter Olympics promotional video: AI production costs only 300000 yuan, which is more profitable than traditional 1 million yuan and saves photography and travel costs). 4. Creation and ability: Style can be replicated, viewpoints are precious AI can imitate the 'Liu Run style', but unique perspectives cannot be replaced; Human innovation (such as "Pegasus=horse+wings") is essentially a combination of old elements that are easily surpassed by AI (Li Shishi lost to AI in Go). 5. Technological competition: China and the United States compete for AGI (Artificial General Intelligence), which is related to future hegemony AGI is expected to break through the critical point in 2027, which may solve problems such as nuclear fusion and cancer. The country that masters AGI will suppress other countries in technology and military, leading to fierce competition between China and the United States. 6. Product thinking: The "hands" of robots are more important than the "legs" Legs are 'moving tools', hands are' creating tools' - what changes the world is functional value, not physical ability. 2、 The core logic of enterprise survival Value, Scarcity, and Barriers -Value: Breaking through the word "more" (such as restaurants: more convenient location, more affordable prices). -Scarcity: Doing things that "only you can sell" (for example, making bottled Yangzhi Ganlu, a dine in delicacy, for short-term quick money, but easy to imitate). -Barrier: a moat that others want to learn but cannot, including: licenses/patents: government permits, technology monopolies (such as drug patents); -Brand: Trust accumulated over time (e.g. Tongrentang vs small brands, consumers trust the former more; KFC must compensate, small brands may run away); -Management: The scale effect of reducing costs and increasing efficiency (for example, the higher the sales volume of Xiaomi cars, the thinner the allocation of research and development costs, and the more profitable it is). Financing and Organization -Financing: Don't touch non professional capital (relatives, coal bosses have distorted risk awareness, which can easily lead to disputes), find professional investors. -Organization: Don't pursue "ultimate efficiency", be resistant to risks (metaphor: when a bowl is inverted and a ball is pushed on top, it will collapse as soon as the wind blows; when a bowl is placed upright, the ball will never fall off no matter how it shakes - delicate organization is fragile, and "rough" is actually resistant to impact). 3、 International Landscape and Corporate Strategy US China relations: difficult to repair, don't bet on the US market The United States is facing government debt and trade deficits, and the solution is to "reduce imports" rather than "improve relations and buy Chinese goods", so companies should not pin their hopes on the United States. Overseas strategy: Seize the opportunity to ease tensions and enter countries sanctioned by the United States If the relationship between China and the United States eases, companies should prioritize the market suppressed by the United States (rather than the domestic market) to avoid risks.