华尔街日报Codex · 实盘不做把握 3/10
北京时间·🕒 发布 08-03 17:45:00时区推断·⟳ 抓取 08-03 17:46:28·⚡ 决策 08-04 08:14:07 +14h27m·84.5 天前
ServiceNow CEO谈长期AI战略，未披露新增订单或业绩指引
正文是CEO Brief观点和访谈，不是订单、产品准入、业绩上修或资本返还等离散催化。
📄 原文华尔街日报↗ 原文
How ServiceNow’s CEO Weighs Long-Term Bets
Good morning. I’m Steven Rosenbush, enterprise technology bureau chief at the WSJ Leadership Institute, stepping in to…
不做 ServiceNow（NOW.US）
观点访谈和股价背景，不是可交易事件催化。
展开详情(成交明细 / 研究档案 / 原文全文 / 决策记录链)
研究档案
🔎 新鲜度:最早出现 2026-08-03 · 扩散 medium · price-in 风险 medium ↗
消息传播链
- 文章讨论ServiceNow CEO对AI与长期战略的看法，但没有新增财务目标或合同金额。
关键理由
- 正文是CEO Brief观点和访谈，不是订单、产品准入、业绩上修或资本返还等离散催化。
- 文中约111美元股价和较52周高点低43%只是背景，不构成同向交易理由。
主要风险
- 若后续另有正式订单、指引或并购条款披露，应按新事件重判。
工具调用 · 历史记录,结果未知(1 种)
- stock_quote · 结果未知
原文全文
展开原文 · 4,627 字
Good morning. I’m Steven Rosenbush, enterprise technology bureau chief at the WSJ Leadership Institute, stepping in to write today’s CEO Brief.
Eight years ago, Warren Buffett and Jamie Dimon wrote an op-ed in The Wall Street Journal warning that short-term thinking posed a risk to American companies. “In our experience, quarterly earnings guidance often leads to an unhealthy focus on short-term profits at the expense of long-term strategy, growth and sustainability,” they wrote.
It’s a different world now, with a new set of challenges. Broadly speaking, risk aversion in the C-suite isn’t at the top of the list. The WSJ Leadership Institute reported last Monday that Gartner expects IT spending for this year to grow a remarkable 14.2%, driven by AI. It’s one indicator of the extent to which companies are willing to spend and invest in their growth.
The launch of OpenAI’s ChatGPT in November 2022 changed business in many ways, including the ways in which CEOs and their companies approach risk. It isn’t so much that they have become reckless, although there is bound to be excess. The difference, I believe, is that they are thinking more like venture-capital investors than ever before.
Going long
The broader corporate world has taken more than just algorithms and platforms from the tech world. It has absorbed some of the tech mindset, too. The VC business is built on longer time horizons, higher levels of risk and the potential for outsize payoffs tied to meaningful breakthroughs in technology. That sounds like a lot of CEOs today.
“If the CEO isn’t constantly pushing to stay ahead of markets, what’s the point of the job?” ServiceNow CEO Bill McDermott told me on Friday.
Being ahead of the markets certainly can come with a price, at least over the short term. ServiceNow shares traded Friday at about $111, roughly 43% below their 52-week high of $194.72.
“Sometimes you take a short-term hit for executing a bold strategy,” McDermott said.
McDermott argues that ServiceNow was mistakenly caught in a rerating of SaaS companies driven by a fear of AI disruption. He maintains that ServiceNow is fundamentally different because it is a platform company, acting as a control tower astride legacy systems. The idea is to enable AI models to interact securely across enterprise workflows. It also has pushed deeper into markets such as cybersecurity.
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WSJ | CEO Brief
A curated experience from Dow Jones for business leaders and executives looking to stay informed on news and views that matter.
“We never set out to buy revenue because we’ve always been a fast growth company. We set out to pursue opportunities of greater substance,” McDermott said. He cites, for example, the company’s acquisition of Element AI, co-founded by Turing Award winner Yoshua Bengio, a deal announced in 2020, as well as the recent acquisitions of cybersecurity companies Armis and Veza.
“None of this is to suggest that markets shouldn’t influence strategy. Quite the contrary, markets rule,” McDermott said. “Having said that, today there’s a palpable feeling out there that if you only do what you always did, you’ll only get what you always got. The best CEOs will never surrender to complacency. Vision has to supersede fear.”
When it comes to embracing such vision, CEOs and VCs have one major difference. VCs can spread their risk across a portfolio of bets. CEOs are all in on their one company. They are placing huge bets with a unique concentration of risk and little margin for error.
Calling all CEOs. How do you balance long- and short-term risk and reward? Let us know. Write to me at steven.rosenbush@wsj.com (if you’re reading this in your inbox, just hit reply).
More Insights: Check out our podcast, Leaders, hosted by Alan Murray
Three Stories Every CEO Should Read
The Quote of the Day
“We are in the streets training and releasing models. We are not just talking about it. We are trying to have the U.S. catch up to and surpass China.”
— Mark McQuade, CEO of Arcee, one of a few U.S.-based companies building open-weight AI models
About Us
CEO Brief is written and edited by a team from The WSJ Leadership Institute: Alan Murray, president; Erle Norton, C-Suite Content managing editor; and Lila MacLellan, CEO Brief editor.
The Leadership Institute aims to redefine executive leadership development and peer networking by leveraging the unparalleled trust and insights of Dow Jones and The Wall Street Journal to create exclusive, transformative experiences for industry leaders that help them navigate the ever-changing landscape. To learn more, read on here.
Eight years ago, Warren Buffett and Jamie Dimon wrote an op-ed in The Wall Street Journal warning that short-term thinking posed a risk to American companies. “In our experience, quarterly earnings guidance often leads to an unhealthy focus on short-term profits at the expense of long-term strategy, growth and sustainability,” they wrote.
It’s a different world now, with a new set of challenges. Broadly speaking, risk aversion in the C-suite isn’t at the top of the list. The WSJ Leadership Institute reported last Monday that Gartner expects IT spending for this year to grow a remarkable 14.2%, driven by AI. It’s one indicator of the extent to which companies are willing to spend and invest in their growth.
The launch of OpenAI’s ChatGPT in November 2022 changed business in many ways, including the ways in which CEOs and their companies approach risk. It isn’t so much that they have become reckless, although there is bound to be excess. The difference, I believe, is that they are thinking more like venture-capital investors than ever before.
Going long
The broader corporate world has taken more than just algorithms and platforms from the tech world. It has absorbed some of the tech mindset, too. The VC business is built on longer time horizons, higher levels of risk and the potential for outsize payoffs tied to meaningful breakthroughs in technology. That sounds like a lot of CEOs today.
“If the CEO isn’t constantly pushing to stay ahead of markets, what’s the point of the job?” ServiceNow CEO Bill McDermott told me on Friday.
Being ahead of the markets certainly can come with a price, at least over the short term. ServiceNow shares traded Friday at about $111, roughly 43% below their 52-week high of $194.72.
“Sometimes you take a short-term hit for executing a bold strategy,” McDermott said.
McDermott argues that ServiceNow was mistakenly caught in a rerating of SaaS companies driven by a fear of AI disruption. He maintains that ServiceNow is fundamentally different because it is a platform company, acting as a control tower astride legacy systems. The idea is to enable AI models to interact securely across enterprise workflows. It also has pushed deeper into markets such as cybersecurity.
Newsletter Sign-up
WSJ | CEO Brief
A curated experience from Dow Jones for business leaders and executives looking to stay informed on news and views that matter.
“We never set out to buy revenue because we’ve always been a fast growth company. We set out to pursue opportunities of greater substance,” McDermott said. He cites, for example, the company’s acquisition of Element AI, co-founded by Turing Award winner Yoshua Bengio, a deal announced in 2020, as well as the recent acquisitions of cybersecurity companies Armis and Veza.
“None of this is to suggest that markets shouldn’t influence strategy. Quite the contrary, markets rule,” McDermott said. “Having said that, today there’s a palpable feeling out there that if you only do what you always did, you’ll only get what you always got. The best CEOs will never surrender to complacency. Vision has to supersede fear.”
When it comes to embracing such vision, CEOs and VCs have one major difference. VCs can spread their risk across a portfolio of bets. CEOs are all in on their one company. They are placing huge bets with a unique concentration of risk and little margin for error.
Calling all CEOs. How do you balance long- and short-term risk and reward? Let us know. Write to me at steven.rosenbush@wsj.com (if you’re reading this in your inbox, just hit reply).
More Insights: Check out our podcast, Leaders, hosted by Alan Murray
Three Stories Every CEO Should Read
The Quote of the Day
“We are in the streets training and releasing models. We are not just talking about it. We are trying to have the U.S. catch up to and surpass China.”
— Mark McQuade, CEO of Arcee, one of a few U.S.-based companies building open-weight AI models
About Us
CEO Brief is written and edited by a team from The WSJ Leadership Institute: Alan Murray, president; Erle Norton, C-Suite Content managing editor; and Lila MacLellan, CEO Brief editor.
The Leadership Institute aims to redefine executive leadership development and peer networking by leveraging the unparalleled trust and insights of Dow Jones and The Wall Street Journal to create exclusive, transformative experiences for industry leaders that help them navigate the ever-changing landscape. To learn more, read on here.
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