ChatGPT Product Vision: Choosing the Big Bets and Their Sequence Over Two Years
Company: Uber
Role: Product Manager
Category: Product Design & Strategy
Difficulty: medium
Interview Round: Other
Imagine you have just become chief product officer of ChatGPT. What product strategy would you set for the next two years?
```hint Start from what will change
Think about how models, rivals and user expectations are likely to shift over two years, and which of ChatGPT's current advantages still matter once they do. A strategy is a few choices about where to win, not a feature list.
```
### Clarifying Questions
- Does the role cover only the ChatGPT app for consumers, or also its business plans and the developer API?
- What matters most in this period: user growth, revenue, or a defensible position against rival assistants, and how should they be traded off?
- Should I plan around a limit on compute, or on the cost of serving free users?
- Is the research roadmap given, or can product shape what the models are built to do?
### What a Strong Answer Covers
- A vision for what ChatGPT should be in two years, grounded in its mission and current position
- A candid read of its strengths and weaknesses and of the technology and competitive shifts the plan must respond to
- Three or four strategic bets, the users each serves, and why they beat the alternatives left out
- Sequencing over the two years and how the business model (free tier, paid plans, business plans, new revenue) funds it
- Metrics to steer by and the main risks, including safety, trust and serving cost
### Follow-up Questions
- A company that owns a mobile operating system makes its own assistant the default on its phones. How does your strategy respond?
- Should the free tier carry ads? What would you need to believe, and which guardrails would you set?
- If compute were cut in half, which bet would you drop first, and why?
Overview: A product strategy interview question asking what plan you would set for ChatGPT over the next two years as its chief product officer. It tests forming a vision, reading technology and competitive shifts, choosing a few strategic bets, sequencing them, and steering with metrics while managing safety and serving cost.