# Paramount CTO Phil Wiser：AI 属于史上最伟大技术趋势，但"iPhone 时刻"尚未到来 - 来源：Runway：News（网页） - 作者：Runway Team - 发布时间：2026-08-04 00:41 - AIHOT 分数：56 - AIHOT 链接：https://aihot.virxact.com/items/cmsdgioa500wcroca80g0rdcu - 原文链接：https://runwayml.com/news/customers/paramount-nyc-summit-2026 ## AI 摘要 Paramount 首席技术官 Phil Wiser 认为 AI 应跻身人类史上最伟大技术趋势前五，其影响堪比火的使用。他主张等待依赖条件成熟、以“aha 时刻”引导采用，而非以技术为先导；并警告行业巨头过度分析将错失窗口期，这一窗口可能仅 5 至 10 年。Paramount 两年前已通过 Runway 向全员开放 AI 工具，并以业务成果而非 token 消耗量衡量成效。 ## 正文 Phil Wiser has watched a technology wave from every possible seat: founder of the first company to sell music over the internet, an executive inside Sony Music as Napster hit, CTO at Hearst and now Chief Technology Officer at Paramount. His read on this one is unequivocal — AI belongs among the greatest technology trends of all time — and his playbook is to wait for the dependencies, engineer the aha moments and never lead with the technology. Wiser's authority on technology waves was earned the hard way: he caught one as a founder, then watched an incumbent get flattened by the same one from the inside. Both experiences shape everything about how he's steering one of the world's biggest media companies through AI. Technology That Ranks with Fire Wiser thinks the standard comparisons undersell the moment. “We all look back and say, well, is this more like the cloud or is it like the internet or maybe like mobile? I think those are important, but those are all computation sub revolutions,” he says. His frame of reference is bigger: “I'm going to put this in the top ten technology trends of all time. And I would even go as far as top five. And when I say top technology trends, I mean [even going] back to fire.” The comparison is structural. The technologies that matter most “rapidly decrease the cost of something that humans do,” like writing after the printing press and manual labor after the steam engine. “This is rapidly decompressing the cost of some forms of knowledge work,” he says, and the multi-trillion-dollar investments flowing into AI tell him the world's financial analysts agree. He's seen what happens when an industry refuses the premise. At Sony Music during the Napster era, he watched a giant meet a wave it “didn't see coming or just resisted the change. It's not a pretty outcome.” Waiting for the iPhone Moment Wiser's test for whether a technology is lasting or ephemeral starts with consumer adoption, but he recognizes adoption can be a fad. What he actually maps are dependencies. When he set out to sell music online in the '90s, “computers could not play back an MP3 file in real time,” so the real question was whether compute, storage and bandwidth would catch up in time. The master of that discipline, in his words, was Steve Jobs: “he would sit and wait until all those dependencies lined up... and then he would come in and snap it into an amazing product and launch it.” By that standard, AI's defining product hasn't shipped. “You could argue ChatGPT was that moment. I would say it's not. There's a future in front of us where there's going to be amazing products that are in that next iPhone moment.” Getting It Right Means Missing the Window His metaphor for balancing the quarter and the decade is a swimmer's: “you pop your head up, look where you're going, and you pull really hard.” He recommends getting your bearings, committing to a six-month push that tacks toward a five-to-ten-year trend, going deep, resurfacing, and repeating this process. He believes staying on the surface has a cost: “if you're always just floating on top, you don't really get a sense, a deep intuition of what's working with your teams.” What he won't do is analyze his way to certainty, and he thinks the industry's biggest players are making exactly that mistake. “They're doing a lot of analysis. They're trying to get it right. And getting it right basically means you're going to miss the window.” The stakes, as he sees them: “the companies that get this right for their sector will own that sector.” The window itself is shorter than the last ones. Streaming video took 20 years to reach scale. He started a streaming company in 2006 and bet cable would collapse by 2011, which was only off by five years. Consumer computing ran from the '70s to the '90s. “This is probably going to be a 5-to-10 year window,” he says, with a caveat: “maybe ten years will be like three years.” Creative License Isn’t Going Anywhere On AI authorship, Wiser answers the anxiety with a question: “Is the machine forcing you to make bad content? No. So if it's not forcing you to make bad content, you've still got creative license.” The creation he cares about never happened in a tool to begin with. As a musician, he says, “it's all up in here. It's my imagination... and then the rest of it is a process to bring it to life.” He compares the moment to when artists were freed from needing a label's studio and distribution to reach fans. “Those that have those ideas and visions will actually be accelerated, and that may threaten the world order of the creative community in the media industry. But that's okay.” Engineering the ‘Aha’ Moment Wiser's change-management playbook inverts the usual tech rollout: “I always lead with the positive and I never lead with the technology.” He says to start with something someone couldn't previously do, and get them to an ‘aha’ moment. Skeptics who shrug at a chatbot change their minds when they build something themselves: “I didn't realize what I could do.” Paramount operationalized this early. “We did that with Runway. We went in two or three years ago, and just made it available to anyone that wanted to use it.” They coupled this access with training and internal communities where people share what's working, “because they're going to trust themselves more than they trust me going in and telling them what's possible.” He treats the organization like a petri dish: the inputs are technology and support, and his job is to examine what's working and try to amplify it. The last ingredient is measurement. “It's not how many tokens we're consuming or how often people are logging into Copilot or some other tool,” he says. What matters is business outcomes. His formula: “top down pressure, bottom up support and measure it.” The Time Is Now Looking ahead, Wiser is excited about how little now stands between an idea and an audience. “The ability to reduce the friction between someone's vision and realizing that, and then getting that vision to a consumer — that friction is continually going down.” And he's watching for what breaks out of the frame entirely: world models enabling “a new form of interaction and experience that maybe isn't constrained by optics.” His advice for people entering the field is, he admits, the advice of a founder. Keep studying computer science, he advises his kids' generation, “but make sure that you're actually building while you're doing it.” And then the push: “any young person, you should go and live in a startup for some amount of time... the time is now.” Based on a conversation in New York City with Phil Wiser, Chief Technology Officer at Paramount, during the 2026 Runway AI Summit.