# Ben Horowitz on the Next Technology Era Podcast: The a16z Show Published: May 10, 2026 Reading time: 15 min Canonical: https://podbrew.app/briefs/the-a16z-show-ben-horowitz-on-the-next-technology-era Ben Horowitz joins David Ulevitch for an exploration of leadership within the technology industry at scale. They delve into the significant responsibilities accompanying such influence, particularly in an era where venture capital, groundbreaking technology, and national strategy are increasingly interwoven. The discussion highlights America's pivotal role in the unfolding technological revolution, spanning areas from artificial intelligence to advanced manufacturing. They examine why maintaining leadership in these fields is essential not just for sustained economic growth but also for shaping global influence. Horowitz shares insights on collaborating with government, fostering national security innovation, and building systems that broaden opportunities for contribution. This conversation underscores the evolving landscape of venture capital, noting the shift toward larger firms and specialized strategies. Despite growing skepticism, the fundamental optimism about technology's potential to improve lives remains a crucial theme. The insights shared reveal why America's continued technological prowess is vital for human advancement and addressing critical global challenges. ## Key takeaways - American public perception of AI is significantly more pessimistic (under 30% optimistic) compared to countries like China (over 70% optimistic) and Japan, which is experiencing an AI-driven startup boom. - Venture capital's role has evolved from merely funding companies to actively shaping industries, influencing policy, and ensuring new technologies responsibly strengthen broader society. - The U.S. has shown a surprisingly rapid pace in catching up and integrating AI technology with its government for national security since ChatGPT. - This acceleration is fueled by the interest of entrepreneurs to help and the U.S. government's increasing willingness to collaborate and adopt new technologies. - The collapse of the Anthropic deal was likely driven by Anthropic's desire to withdraw, rather than irreconcilable philosophical differences. - Anthropic possessed significant leverage due to their technology's deployment and geopolitical circumstances, meaning any reasonable demands would likely have been met. - Founders serving the national interest should prioritize equipping the US government and military with cutting-edge technology, acknowledging their critical role in national protection. - Company leaders must make complex geopolitical decisions and should not allow employee 'dime store morality' or 'vibe geopolitics' to dictate their engagement with national defense. - American dynamism is unique due to the trust entrepreneurs place in the government not to arbitrarily seize their assets, a rare global assurance. - Allies like Mexico offer high-quality manufacturing expertise that can be leveraged to help the US industrialize, such as in automotive production. - Japan's proficiency in robotics and manufacturing can address US supply chain deficits, while its increased defense spending aligns with US strategic interests. - a16z positions its "power broker" capability as a feature to equip entrepreneurs with necessary access and influence they might otherwise lack. - Traditional venture capital firms were structured as small partnerships, suitable for an era when approximately 15 companies annually were expected to reach $100 million in revenue. - The widespread impact of "software eating the world" means nearly every company now has a tech component, dramatically increasing the number of potential investment opportunities. - The increasing ubiquity of technology companies across all industries demands venture capital firms that can scale their organizational capacity to address a wider array of investment opportunities. - Shared control in traditional venture partnerships hinders reorganization efforts, as power redistribution often meets resistance from partners who have a vote. - Centralized control enables venture firms to reorganize and scale effectively, allowing them to cover diverse technological sectors and adapt to market needs. - A16Z utilizes a "small teams, shared platform services" model to achieve operational urgency while benefiting from large organizational resources. - In the new media, mistakes are less damaging because they can be offset by generating a high volume of new, engaging content, effectively "flooding the zone." - Ben Horowitz argues that the U.S. media and public discourse tend to overemphasize the negative risks of AI, such as surveillance or job displacement, at the expense of its potential benefits. ## 00:00 - 02:01 America's Technology Leadership and Venture Capital's Evolving Role in the AI Era The chapter begins by highlighting a stark contrast in AI optimism: over 70% in China compared to less than 30% in America. This context sets the stage for discussing America's strategic position, which has historically won industrial revolutions through superior technology. The country is now placing its largest bet on leading the upcoming AI revolution. Every significant new company is now inherently a technology company. America's system provides a unique opportunity for entrepreneurs, fostering innovation and giving everyone a chance to contribute. This entrepreneurial spirit is seen as crucial for maintaining the nation's technological edge. The role of venture capital has expanded dramatically beyond simply funding startups. As companies scale, venture capital firms are increasingly involved in shaping entire industries, influencing policy decisions, and actively determining which technologies will define the future. This expanded responsibility is particularly critical in the rapidly evolving landscape of AI and other frontier technologies. The stakes now extend far beyond individual companies or sectors, impacting how countries compete, how innovation is diffused globally, and who benefits from new opportunities. The focus is no longer just on building technology, but on ensuring these advanced systems strengthen society at large. > For decades, venture capital has been about funding companies, but at a certain scale, it becomes something else. Shaping industries, influencing policy, and helping determine which technologies define the future. ## 02:01 - 04:01 The Obligations of Leading the Venture Capital Industry Ben Horowitz reflects on the significant responsibilities that come with Andreessen Horowitz's position as the largest venture capital firm globally. He recalls advice from his mentor Andy Grove, who stated that industry leaders profoundly influence the size, ethics, and morality of their entire sector. Horowitz acknowledges that this leadership position comes with a substantial obligation. A16Z's philosophy for fulfilling this obligation centers on advancing humanity. They believe this is achieved by empowering people to contribute, which in turn allows them to have an impact and progress the state of things for everyone. Horowitz emphasizes that America stands out globally for offering individuals a chance to succeed and contribute. While not perfectly equal due to varying circumstances like wealth or family background, the country uniquely provides opportunities that are largely absent or very slim in most other nations. This ability to foster individual contribution is seen as foundational to America's military, economic, and cultural influence. > When you're a leader in an industry, then the whole industry, the size of it, the ethics of it, the morality of it, kind of depends on you. ## 04:01 - 06:01 A16Z's Mission to Secure American Technological Dominance and its Global Impact Ben Horowitz emphasizes that America faces an open question regarding its technological leadership in the AI revolution, mirroring its success in the Industrial Revolution. He asserts that A16Z's core mission is to help America win this technological race through strategic investments and integration with government and allies, aiming to advance humanity. The discussion explores why American technological dominance is crucial not just for the U.S. but for the entire world. Horowitz explains that the American system is irreplaceable due to its foundation in the "self-evident truths" articulated in the Declaration of Independence. These truths signify that fundamental rights and freedoms are inherent, stemming from a higher source rather than being granted by the government. This principle ensures that political leaders cannot arbitrarily alter or remove these essential freedoms, thereby protecting individual liberties and fostering an environment conducive to progress. > We hold these truths to be self-evident. ## 06:01 - 08:02 US Government Accelerates AI Integration for National Security Before the advent of ChatGPT, the prevailing belief was that China held a significant lead in integrating AI technology with its government, particularly for military and bureaucratic applications. This widespread assumption indicated that the U.S. was considerably behind in applying advanced AI solutions to national security challenges. However, a notable and surprising development has been the rapid speed at which the U.S. has started catching up in this critical area. This acceleration is driven by two key factors: a growing number of entrepreneurs who are eager to contribute their expertise and innovations, and the increasing willingness of the U.S. government to collaborate with them and adopt new technologies into its operations. > The thing that's been surprising though is like how fast we've been catching up, and I think that, that's been really kind of heartening from both the number of entrepreneurs that want to help and then the willingness of the US government. ## 08:02 - 10:02 Ben Horowitz explains why the Anthropic deal collapsed Ben Horowitz offers a distinct perspective on the highly publicized collapse of the Anthropic deal. He asserts that the transaction did not fall apart due to philosophical disagreements, as widely reported, but rather because Anthropic actively sought to withdraw from the arrangement. Horowitz points to Anthropic's strong negotiating position as evidence. Given their technology was already deployed and the US was facing imminent conflict, Anthropic held significant leverage. In such a scenario, any reasonable request from the company would have been granted, potentially even beyond what might typically be expected. The refusal to return calls from the other party further supports his theory. Horowitz argues that if Anthropic genuinely wanted to proceed with the deal, they would have engaged in communication. Their silence indicates a deliberate intention to exit, regardless of the specific underlying reasons, which he speculates could relate to employees or other internal factors. > You realize that that deal did not fall apart because of philosophical differences, it fell apart 'cause Anthropik wanted out of the deal. ## 10:02 - 14:02 Founders building for national interest must prioritize providing the best technology to those protecting the country, disregarding employee 'dime store morality' or 'vibe geopolitics'. Ben Horowitz emphasizes that founders must ensure the US government, particularly the Department of War, receives the most advanced technology. He points out that the US government has more rules for safely using AI than anyone, and any breaches would immediately leak to the press, ensuring accountability. Horowitz advises against letting employees' 'dime store morality' or 'vibe geopolitics' dictate a company's engagement with national defense. He asserts that complex geopolitical decisions are the founder's responsibility, not subject to internal dissent based on superficial views. He strongly argues that it would be 'crazy' for founders to withhold superior technology from those who risk their lives to protect the country, such as military personnel. Founders should support these individuals, not decide they know better than established government departments like the State Department or intelligence agencies. > You're gonna decide that those people who are sacrificing their lives, putting their lives on the line to protect us, don't get the best technology. Like, I'm not doing that. ## 14:02 - 16:03 Exporting American Dynamism to Global Allies American dynamism is largely fueled by a unique environment where entrepreneurs are given a genuine chance and can trust that the government will not arbitrarily seize their ventures. This foundational belief in stability and fairness is a rare advantage globally, making the US an exceptional place for innovation and risk-taking. To extend this dynamism, the US can partner with allies who possess specialized industrial strengths. Mexico, for example, demonstrates high-quality manufacturing expertise, producing American cars considered superior to those from China. Their willingness to collaborate presents an opportunity for industrialization, and their stability is also a key interest for the US. Japan offers another strategic partnership, excelling in manufacturing and robotics. Given the US deficit in the robot supply chain, working with Japan can address critical industrial needs. Additionally, Japan's recent increase in defense spending aligns its interests with American defense companies, fostering collaboration in a vital sector. > You really have to believe that the government isn't just gonna arbitrarily take it away from you at any point. ## 16:03 - 18:05 a16z views its 'power broker' role as a feature to empower founders while maintaining respect A recent deep dive described a16z as a "power broker" that leverages its capital and networks to influence markets. Ben Horowitz addressed how the firm views this role and balances it with authenticity to founders and institutional responsibilities. Horowitz explained that entrepreneurs often lack the power to get essential meetings with influential people, whether it's Congress for regulation or CEOs for product adoption. He views a16z's power as a core "feature" of their offering, designed to provide founders with this missing access and influence. This external power dynamic is distinct from the firm's internal culture. a16z's foundational cultural idea is "first class business in a first class way," which translates to showing ultimate respect for what entrepreneurs are building. Separately, Horowitz also noted that recent advancements indicate the world is on the precipice of a robotics revolution, which a16z and its companies anticipate exploring significantly in the coming year. > What you lack as an entrepreneur is power. You may have a great invention or built a great technology, but you don't have the power to call anybody. ## 18:05 - 20:05 Venture Capital Firms Adapt to a Tech-Driven World by Scaling Operations Venture capital firms historically operated as small partnerships, a structure well-suited for a time when only about 15 companies each year were expected to reach $100 million in annual revenue. This limited pool of high-growth potential meant that large teams were unnecessary, with the primary goal being to secure a stake in as many of these few winners as possible. Ben Horowitz observes that this traditional model has become outdated. The firm anticipated a fundamental shift driven by the concept that "software is eating the world," transforming virtually every industry into a tech-enabled one. This expansion means the landscape of potential high-growth companies is no longer confined to a small, predictable number. To adapt to this new reality, A16Z proactively scaled its operations, raising substantial capital and growing its team to hundreds of employees. This strategic evolution moves beyond the small partnership model, positioning the firm to engage with the significantly larger and more diverse array of tech-driven companies emerging in the modern economy. > software is eating the world ## 20:05 - 22:05 Centralized control enables venture firm scaling Every interesting company starting today is a technology company, reflecting how software has become core to every industry and is now evolving into AI. This widespread technological integration means there are vastly more investment opportunities, requiring venture capital firms to scale their organizations to effectively reach and support these companies. The challenge for many established venture capital firms, particularly those founded years ago, is their traditional partnership structure. These firms typically operate with shared economics and shared control among partners, which makes it incredibly difficult to implement necessary reorganizations. Reorganizing a firm essentially means redistributing power. When every partner has a vote, those who might lose power are likely to resist, obstructing the process. The inability to reorganize effectively prevents firms from scaling their operations. Firms like A16Z, which operate with a centralized control structure, can implement reorganizations efficiently and thus scale their operations. This allows them to cover a broad range of technological areas, creating a market dynamic where either large, generalist firms or highly specialized firms thrive, while firms in the middle struggle to compete. > When you redistribute power, people are mad if they get a vote, that they're gonna foul that, that, that reorganization, and you can't scale without reorganizing. ## 22:05 - 24:05 A16Z's Operational Structure and the Evolution of Media Strategy Andreessen Horowitz (A16Z) operates with a unique organizational model, resembling a collection of "small teams" that leverage shared platform services. This structure is designed to enable the firm to move with urgency while simultaneously harnessing the might of a large organization, similar to how many of their portfolio companies function. The firm embraces a clear hierarchy, described as a "benevolent dictatorship," which is seen as appealing and effective by its general partners, many of whom are former CEOs. This centralized leadership allows for clear focus, with individuals like Ben Horowitz concentrating on areas such as American dynamism and others on infrastructure. The discussion then pivots to the dramatic shift in the media landscape. It's no longer just about distinguishing between old and new media, but recognizing that "the rules of the game have changed." Leaders like Alex Karp from Palantir and Emil Michael are now communicating directly to their audiences and customers. In this new environment, reputation, narrative, and trust are paramount. The traditional media strategy, which historically focused on defense, is no longer sufficient. Founders and public figures must now consider how to actively shape their narrative through direct engagement. > the rules of the game have changed. ## 24:05 - 26:05 New Media Requires Being Interesting, Not Just Avoiding Mistakes In the past, media strategy revolved around defense due to a limited number of channels and strict formats, like getting a few quotes in the New York Times or enduring a hostile interview on CNN. Any misstep became a permanent record, as seen with old-school gaffes like Howard Dean's, which were impossible to erase or overcome. The modern media landscape has unlimited channels and formats, shifting the winning strategy from avoiding mistakes to actively being interesting. With an overwhelming amount of content available, anything uninteresting will not gain traction. Individuals like Alex Karp and Donald Trump exemplify this new approach; they captivate audiences and create an entertaining show. When a mistake occurs, the strategy is to "flood the zone" by producing ten more podcasts or pieces of content, effectively overshadowing the error. Regardless of the channel, whether the Wall Street Journal or a podcast, the imperative remains to be interesting. Being interesting doesn't imply being off-message. Alex Karp, for instance, consistently promotes a pro-America stance, leveraging his extensive historical knowledge to make his core message engaging and impactful. > the key to winning Isn't not making a mistake, it's being interesting. ## 26:05 - 28:16 Ben Horowitz Expresses Concern Over America's Negative Perception of AI Ben Horowitz identifies his biggest worry as the negative perception of technology in America, particularly regarding artificial intelligence. He notes a significant disparity in optimism, citing a poll indicating over 70% of people in China are optimistic about AI compared to less than 30% in the U.S. This pessimism in America contrasts sharply with the enthusiasm seen in other parts of the world. Horowitz recounts speaking with someone from Japan who highlighted a restarting startup ecosystem driven by widespread excitement for AI and a cultural appreciation for robotics. Horowitz believes that America's focus on the dangers of AI, such as "AI overlords" and "mass surveillance," overshadows its immense potential. He argues that AI can solve major global problems like ending traffic deaths, curing cancer, and eradicating poverty, emphasizing that its negative aspects can be managed, much like the risks associated with any new technology throughout history. > Well, we can-- we're gonna, not just we can, we're gonna end traffic deaths, we're gonna cure cancer, we'll-- we're gonna end poverty, as we know it. Like, those are pretty good things. --- Get podcast briefs for shows you follow: https://podbrew.app/