X's new Head of Product Peter Sellis on the PM role in the AI era
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Peter Sellis, X's new Head of Product who was personally recruited by Musk, said in an interview that in the AI era, the most important job of a product manager is not watching schedules or writing PRDs, but going against human instinct to raise the ambition of the entire team. He believes that large models and automation tools are continuously lowering the barrier to technical implementation, and what limits products is whether people dare to set their goals ten times farther out. This conversation is 102 seconds long.
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View original postIn an exclusive interview, Nvidia founder Jensen Huang pointed out a way of using AI that the vast majority of people have completely backwards. He said he never trusts any ready-made answer given by any single AI; his core method is to throw the same question at several different large models and have them criticize and pick apart each other's answers in the background. Many people's default habit is extremely bad and fragile: enter a question, the screen spits out a long passage of seemingly rigorous text, and they take it all in at a glance. Treating a single answer from a single large model as absolute truth means that as soon as the model hallucinates even slightly, they follow the faulty logic all the way into a pit. This method that Huang publicly shared in the video directly reduces the tool to a debate competition. The first thing he always says when he gets an answer is to ask back: are you sure this is the best answer you can give? Then he feeds the conclusion the AI spat out, unchanged, to another model, and has them review each other and openly tear each other apart in the background. It's like going to the hospital for a serious illness: no one listens to just one doctor's one-sided account; you will definitely seek cross-consultation from three doctors. What he does every day is throw the same question to different models, force them to expose all their respective logical weak spots, and finally sit in the judge's seat himself and extract the hardest-core parts from all the conclusions. Asking questions is never about being lazy and cutting corners; it is about forcing you to first complete the deepest possible reasoning. Questioning answers and organizing multiple models to confront each other is essentially using high-intensity critical thinking to do resistance training for your own biological brain. People who treat AI as an answer machine will have increasingly dull minds and become parrots of algorithms. People who treat AI as a debate opponent, using the sparks from several models clashing, are polishing their own judgment into that of a cold final judge. The core moat of top players is never what ready-made answer they got, but their ability to question, which puts all answers under the spotlight and interrogates them repeatedly.
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英伟达创始人黄仁勋在专访里,点破了一个绝大多数人全搞反的 AI 用法。 他说他从来不信任何一个 AI 给出的现成答案,他的核心心法,是把同一个问题扔给几个不同的大模型,让它们在后台互相挑刺批评。 很多人的默认习惯极其糟糕脆弱, 输入一个问题,屏幕吐出一大段看似逻辑严密的文本,看一眼就直接照单全收。 把单一大模型的单次回答当成绝对真理,结果模型稍微产生一点幻觉,自己就顺着错误的逻辑一路掉进坑里。 老黄在视频里公开的这套操作,直接把工具降维成了一场辩论赛。 他拿到一个答案,第一句话永远先反问:你确定这是你能给出的最佳答案吗? 接着他会把这个 AI 吐出来的结论,原封不动喂给另一个模型,让它们在后台互相审查、公开互撕。 这就像去医院看大病,没人会只听一个大夫的一面之词,你一定会找三位医生交叉问诊。 他每天干的,就是把同一个问题抛给不同模型,逼着它们把各自的逻辑死穴全给扒出来,最后由他自己坐在裁判席上,把所有结论里最硬核的部分提炼出来。 提问从来不是为了偷懒省事,而是逼着你先完成最深度的推演。 质疑答案、组织多个模型相互对质,本质上是在用高强度的批判性思维,给自己的肉身大脑做抗阻训练。 把 AI 当答案机器的人,脑子会越来越钝,变成算法的复读机, 把 AI 当辩论对手的人,借着几个模型对抗的火花,正在把自己的判断力打磨成冷酷的终审法官。 顶级玩家的核心壁垒, 从来不是得到了什么现成答案,而是他拥有把所有答案放在聚光灯下反复拷打的质疑力。
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不愧是马斯克亲自招聘的X 新任产品负责人 ,对接下来的x狠狠期待了, Peter Sellis 在访谈里狠狠扇了平庸管理一记耳光, 他说在 AI 时代,产品经理最重要的工作根本不是盯排期写文档,而是违背人性本能,不断去拉高整个团队的野心。 而且Peter Sellis 把顶级产品经理最核心的底层动作挑明了, 他说在 AI 时代,产品经理最重要的工作,根本不是去写什么需求文档,而是不断拉高整个团队的野心。
绝大多数团队的默认状态极其脆弱,
做规划的时候,大家本能地只会去看眼前的资源、现成的工具、以及手头那点微小的技术边界。
在这种惯性里,团队会非常自然地把目标切碎,缩进舒适区里做修修补补,最后交出一堆平庸到毫无波澜的流水线产品。
但 Sellis 在这段 102 秒的对话里,直接给产品经理的角色换了灵魂。
他认为普通人天生倾向于保守,追求确定性和小步慢跑是人类对抗风险的本能,把目标定得极其宏大对任何人来说都不自然。
正因为这种顺从本能的平庸四处可见,产品经理才必须充当那个最招人烦的外力,去刻意撑大所有人的想象力。
以前做产品,拼的是谁能把排期抠得更细,谁能在现有框架下把功能堆满。
现在有了大模型和自动化工具的加持,技术实现的门槛每天都在坍缩,限制一个产品的从来不是代码能不能写完,而是坐在驾驶室里的人敢不敢把靶心画在十倍远的地方。
提需求从来不是为了做监工,而是在所有人都准备低头认领小任务时,强行把视线拽回未来的终局。
好的产品经理,本质上是在用持续的认知挑衅,逼着技术和设计团队去做他们原本以为自己做不到的奇迹。
把精力耗在流程管理上的人,最终会变成被自动化脚本替代的排期表,
敢于违背人性本能去推高团队野心的人,才是在用顶级愿景调动最强生产力的指挥官。
这才是顶级团队的真正天花板, 从来不是技术架构的上限,而是产品经理敢不敢给所有人开出一张看似荒诞的野心账单。