Sam Altman Was Fired From OpenAI. Microsoft Hired Him That Weekend. He Was CEO Again by Tuesday

本站添加: 2026-05-28

[00:00:00]On Friday, November 17th, 2023, at approximately [music] midday Pacific time, the board of directors of OpenAI sent a message to Sam Altman asking him to join a video [music] call. The call lasted approximately 15 minutes. At the end of the call, Altman had been fired as CEO.

[00:00:18]The board had not consulted with OpenAI's largest investor, Microsoft, which had put $13 billion into the company. It had not consulted with the company's employees. It had not, apparently, consulted with anyone outside of a small circle of board members who had concluded, in language [music] that was vague enough to be almost meaningless, that Altman had not been consistently candid with the board and that they had lost confidence in his ability to lead. [music] The statement the board released was four sentences long. It explained [music] nothing. The most consequential corporate firing in the history of artificial [music] intelligence had been executed in 15 minutes, announced in four sentences, and communicated to the rest of the world before most of the people who worked at OpenAI knew it had happened. What followed was one of the most spectacular reversals in [music] the history of Silicon Valley, a case study in what happens when a board significantly underestimates [music] how much of an institution's value exists in a single person, and what happens when that person is suddenly made available to every competitor in the world. Sam Altman was born in 1985 [music] in Chicago and grew up in St. Louis. He enrolled at Stanford to study computer science, dropped out after 2 years, [music] and co-founded a location sharing startup called Loopt in 2005 at 19 years old. Loopt was acquired [music] in 2012 for $43 million.

[00:01:39]Not a spectacular outcome, but a credible one for a first company. In 2011, Altman had been accepted [music] into Y Combinator, the legendary startup accelerator founded by Paul Graham. And in 2014, at 28 years old, he was named its president, succeeding Graham himself. Y Combinator under Altman expanded aggressively. He broadened the scope of companies would find, expanded the batch sizes, launched the YC fellowship for pre-seed companies, and raised the profile of the organization as both a financier and a thought leader in the startup world. By the time he left to focus on Open AI full-time in 2019, he had helped shape the trajectory of thousands of companies. He was, by any reasonable measure, one of the most influential figures in technology entrepreneurship of his generation. Open AI had been founded in 2015 as a non-profit dedicated to ensuring that artificial general intelligence, AI capable of performing any intellectual task that a human would perform, would be developed safely and for the benefit of humanity, rather than for profit of any single company. Its founding donors included Elon Musk, Peter Thiel, Reid Hoffman, and others.

[00:02:52]Altman became its CEO [music] in 2019.

[00:02:56]In that same year, Open AI created a cap profit subsidiary to allow it to raise venture [music] capital while technically maintaining its non-profit mission. Microsoft's investment [music] followed, and then in November of 2022, Open AI released ChatGPT [music] to the public. Within 5 days, it had 1 million users. Within 2 months, it had 100 million. It was the fastest adoption of any consumer technology in history.

[00:03:24]The AI race that [music] every technology company had been preparing for had, quite suddenly, begun in public, in [music] real time, and Open AI was leading it. Sam Altman became the public face of that moment. Testified before Congress, appearing on magazine covers, [music] giving speeches that were parsed by governments and corporations around the world for signals about where [music] the technology was going and what it might mean. The board that fired him in November 2023 [music] consisted of six people, four of whom voted to remove him. The four [music] included Ilya Sutskever, OpenAI's chief scientist and co-founder Helen Toner, >> [music] >> a researcher from Georgetown Center for Security and Emerging Technology, Tasha McCauley, [music] a robotics entrepreneur, and Adam D'Angelo, the CEO of Quora. [music] The two board members who did not vote to remove him were Greg Brockman, OpenAI's president and co-founder, [music] and Sam Altman himself. The stated reason for the firing, that Altman had not been consistently [music] candid, was not accompanied by any specific allegation of fraud, financial misconduct, [music] or legal violation. It appeared to most observers to reflect a philosophical disagreement between board members [music] who prioritized safety and those who prioritized deployment speed, with Altman representing the deployment [music] camp and at least some of the board representing the safety camp. What the board had not calculated was the reaction. Greg Brockman [music] resigned from the board within hours of the firing in solidarity with Altman. By Saturday evening, more than 500 [music] of OpenAI's approximately 770 employees had signed an open letter demanding the board resign [music] and threatening to leave for Microsoft if Altman was not reinstated. By Sunday morning, the number had grown to approximately [music] 700, representing 90% of the company. Among the signatories was Ilya Sutskever, one of the four board members [music] who had voted to fire Altman, who issued a public statement saying he regretted his role in the decision. Microsoft CEO [music] Satya Nadella announced that Altman and Brockman have been hired to lead a new advanced AI research team at Microsoft. The board had fired Altman and handed him, within 48 hours, a position at the most well-resourced AI development environment in the world with the implicit backing of one of the largest corporations on Earth. The board had intended to remove him from power.

[00:05:47]they had instead given him a platform that made him more powerful than before, while simultaneously [music] making themselves look incompetent to every major stakeholder in the company.

[00:05:56]Investors, employees, partners, and the governments that have been paying close attention to AI governance. On Tuesday, November 21st, [music] 4 days after the firing, the board and Altman reached an agreement. Altman would return as CEO. The board that had fired him would be reconstituted. Three of the four board members who had voted to remove him departed. A new board was assembled with members more aligned with Altman's vision for the company. By Wednesday morning, Altman was back in the building. He posted a photograph on social media. He was wearing a guest badge. The caption was a single sentence. "First and last time I wear [music] one of these."

[00:06:36]The coup had lasted 5 days. The board that executed it had destroyed itself.

[00:06:41]The CEO it fired had returned with significantly more leverage, significantly more goodwill from employees and investors, and significantly more public visibility than he had possessed before the firing.

[00:06:52]The episode had also accelerated [music] a dynamic that will likely define the next decade of AI development. The concentration of power in the hands of a small number of companies, OpenAI, Microsoft, Google, Anthropic, that have the capital and the talent to compete at [music] the frontier. The board had wanted to slow down. The world had decided to speed up. And in that collision, the board lost. The lesson of Sam [music] Altman's story is uncomfortable because it is not a clean one. The board [music] members who voted to fire him were not villains. Some of them were genuinely motivated by concerns about AI's safety that are serious and legitimate. The problem was not their values. The problem was their execution.

[00:07:35]They moved without allies, without transparency, without a credible alternative, and without a realistic assessment of what the company would look like without the person they were removing. In any institution where one person represents a disproportionate share of the value, the relationships, the vision, the public trust, removing that person without a plan is not governance. It is demolition. The board demolished itself.

[00:07:59]Sam Altman walked back into front door wearing a guest badge and smiling.

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