學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Anthropic: Building Safe AI
內容大綱
In March 2024, Anthropic, a leading AI safety and research company, made headlines with the launch of Claude 3, its most advanced AI model. This marked Anthropic's bold entry into the multimodal GenAI domain, showcasing capabilities extending to both image and text analysis. Co-founded by former OpenAI employees, Anthropic aimed to be at the forefront of generative AI innovations. The broader AI landscape had seen technologies like ChatGPT transition from niche applications to mainstream tools, sparking global discussions about their potential impact. Established as a Public Benefit Corporation, Anthropic prioritized public good alongside financial returns. The company emphasized aligning technological progress with human values, driven by concerns over AI's potential for harm without robust safety mechanisms. Anthropic's cautious strategy, including delaying the release of an earlier version of Claude to ensure appropriate safety protocols, contrasted with competitors such as OpenAI whose release of ChatGPT triggered an AI arms race. As a company with aggressive growth targets and a 75x revenue multiple, Anthropic had to balance its foundational safety mission against the demands of commercial success. The OpenAI experience with its Board replacement had demonstrated the importance of governance and the risks of misaligned values within the company. Did Anthropic's corporate structure effectively guard against profit-driven incentives that could compromise safety? As AI models became more powerful, what tools should Anthropic develop and share to prevent harm?