问HN：我的CEO想要大力发展人工智能。我该怎么办？
我是美国一家正在开发B2B硬件/软件产品的公司的首席软件工程师。团队优秀，技术出色，产品市场契合度高，收入目标进展良好。我们在进一步开发产品方面有很多机会。尽管这是一个极具挑战性的扩展过程，但我们终于开始看到成效。
我在与CEO的合作中感到困难，因为他越来越专注于大力投资人工智能。我并不反对使用这项技术——它非常出色，我们在技术栈中根据需要整合了多种机器学习模型。但这种策略已经演变到一个地步，以至于我们在与核心业务相关的关键团队上限制了资源，以便投资于人工智能团队。
他们的论点似乎是，他们意识到实现下一轮融资的唯一方法是“以AI为先”。目前没有关于这将是什么样的产品路线图，或者可能涉及哪些功能，或者从产品角度来看我们为什么要这样做的理由。相反，理由是这是吸引一轮大型C轮融资的唯一途径。
我对这种扩展方式是否正确了解得不够深入。与其专注于有用且需求旺盛的产品功能，感觉我们花了很多时间在一个遥远的未来上，而如果我们不专注于当前的目标，就会很难实现。这样的情况正常吗？其他组织也在经历同样的挣扎吗？在过去五年中，我第一次感到完全无能为力。
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I'm the lead software engineer at a company building a B2B hardware/software product in the US. Great team, great technology, great PMF and good progress on revenue targets. There are lots of opportunities for how to develop the product further. It's been an extremely hard scale-up but we are finally starting to see it pay off.<p>I'm struggling with the CEO being increasingly focussed on investing heavily in AI. I'm not opposed to using this tech at all – it's amazing, and we incorporate a variety of different ML models across our stack where they are useful. But this strategy has evolved to the point where we are limiting resource on key teams aligned with core business to invest in an AI team.<p>The argument seems to be that they've realized the only way to achieve the next round of funding is to be "AI-first". There is no product roadmap for what this looks like, or what features might be involved, or why we'd want to do it from a product point of view. Instead the reason is that this is the only way to attract a big series C round.<p>I'm not well-informed enough to know if this is the correct approach to scaling. Instead of working on useful, in-demand product features, it feels like we're spending a lot of time looking at a distant future that we'll struggle to reach if we take our eye off of the ball. Is this normal? Are other organizations going through the same struggle? For the first time in five years I feel completely out of my depth.