ZhiXing Column

The end – game of autonomous driving may far exceed our current imagination. However, regardless of how the technological route evolves and the ecosystem is reconstructed, “solving real needs” and “creating user value” are always the core. For entrepreneurs, instead of chasing the “ultimate say,” it is better to deeply cultivate technology and build barriers in niche scenarios and find their own space for survival and development in this decade – long competition.

Baidu’s bond issuance this time is not only a financial operation but also an epitome of its “driving strategy with capital” in the AI era. For entrepreneurs, the key is to extract the “wisdom of balancing financing strategies and strategic investment” from it – having the courage to bet on the future while also having the clarity to control risks, and moving forward steadily on the two tracks of technological change and commercial implementation.

The integration of AI applications and universities is essentially a two – way empowerment of technology and education. When the tool efficiency and academic value, market competition and user needs, technological innovation and security compliance are balanced, this “battle for AI in universities” can truly promote education technology to a more profound future.

The false sense of urgency is an “invisible killer” in modern enterprises. It consumes the team’s energy without substantial output and ultimately damages the long – term competitiveness of the enterprise. Entrepreneurs need to start with “self – awareness”, use tools to achieve “strategic focus”, and integrate the “real sense of urgency” into the team’s DNA through culture building. Only in this way can the team shift from “passive busyness” to “active creation” and move more steadily and further in the fierce business competition.

The real survival state of SMEs is both “cruel” and “vivid”. It reminds us that the “right way” in the business world is never single, but is deeply related to the enterprise stage, industry characteristics, and resource endowment. Entrepreneurs need to extract replicable experience from “survival wisdom” and break through path dependence under the “development pressure”. After all, true “success” is never “living as others expect”, but “growing the toughest roots in one’s own soil”.

PayPal’s story is not only the “mid – life crisis” of a traditional giant but also an epitome of the “innovator’s dilemma” in the digital economy era. For entrepreneurs, the key is not to avoid being subverted, but to become the “subverter” rather than the “subverted” through continuous user insight, model innovation, and ecological construction.