Core Insights - Cloudflare experienced a significant outage affecting 28% of global websites due to internal errors rather than external attacks, marking the second incident in two weeks [2][3] Group 1: Incident Details - The outage on December 5 was caused by Cloudflare's attempts to address a serious vulnerability in React Server Components, leading to HTTP 500 errors [2] - The issue stemmed from a combination of expanding the WAF buffer and disabling an internal testing tool, which inadvertently triggered a long-dormant Lua bug in the old FL1 proxy [2][3] - The affected clients were those using the old proxy with managed rule sets, which accounted for a significant portion of traffic [3] Group 2: Systemic Issues - The incident highlighted the risks associated with legacy code, as the Lua code, established in 2009, could not be fully replaced, allowing bugs to resurface years later [3] - Cloudflare's new FL2 version, rewritten in Rust, does not have these issues, indicating a need for modernization [3] - The company has committed to freezing all network changes and prioritizing improvements in its release processes and emergency response capabilities [3] Group 3: Broader Implications - The repeated incidents underscore a critical challenge in internet infrastructure: preventing updates from causing system failures, which is becoming more urgent than merely defending against attacks [3]

Core Viewpoint - The recent events involving New Oriental's founder Yu Minhong and employee grievances have sparked significant public attention, highlighting issues related to employee workload and company culture [1][2]. Group 1: Employee Concerns - A New Oriental employee publicly criticized the excessive workload, unrealistic performance metrics, and complex job responsibilities faced by course consultants [2]. - The employee expressed gratitude for Yu Minhong's previous communication encouraging open feedback, which motivated them to voice their concerns [2]. Group 2: Yu Minhong's Response - Yu Minhong addressed the situation by assuring that employees who raised concerns are safe and continuing their work, and he has instructed relevant departments to investigate the issues raised [1]. - In a company-wide letter dated November 23, Yu Minhong apologized and explained the context of his previous communication sent from Antarctica, emphasizing the importance of maintaining the company's image and encouraging internal resolution of grievances [2].

Core Viewpoint - The article discusses the rising popularity of the "Doubao Phone," officially known as Nubia M153 Doubao Phone Assistant Technical Preview, developed through a collaboration between ByteDance and Nubia. It highlights the significance of AI assistants in future technology and daily life [1]. Group 1 - The "Doubao Phone" is an engineering prototype where ByteDance is responsible for the AI assistant's definition and experience, while Nubia handles the phone's design and production [1]. - Developer @wuxianlin discovered Smartisan and SmartisanOS-related code in the Doubao Phone's system, indicating a connection to previous technology [1]. - Luo Yonghao expressed support for ByteDance's initiative, emphasizing the unstoppable nature of technological revolutions and the potential ubiquity of AI assistants in daily life [1]. Group 2 - Concerns regarding user privacy and permissions were addressed, questioning why users trust companies like Alibaba and WeChat but are skeptical of ByteDance [2]. - The article suggests that the security of the Android system has been exaggerated, and users may have irrational biases regarding permissions [2].

Group 1 - The article discusses the competitive dynamics within a product development team, highlighting the self-doubt of a product manager compared to a competitor, referred to as "徐工" [1][3] - The product manager seeks validation from various team members, including developers and testers, who affirm the manager's capabilities, indicating a strong internal team culture [1][3] - The manager reflects on the need for clear communication and feedback within the team, leading to a directive from the supervisor to encourage open criticism and feedback among team members [3] Group 2 - The article mentions significant layoffs in major companies, including a large-scale layoff affecting up to 30% of certain departments, indicating a trend of workforce reduction in the industry [4] - It highlights a case where an intern faced pressure from colleagues regarding a valuable asset, showcasing internal conflicts and ethical dilemmas within corporate environments [4] - The article also references a notable incident involving a public figure losing a substantial amount of money due to a social media post, reflecting the potential risks associated with public communications in the industry [4]

Core Viewpoint - The article highlights the excessive work hours and unrealistic performance expectations faced by employees at New Oriental, emphasizing a disconnect between the company's educational ideals and the harsh realities of the work environment [4][7]. Group 1: Employee Concerns - Employees report a "996 single day off" work culture, with daily hours extending from 9:30 AM to 9:30 PM, leading to over ten hours of work as a norm [4]. - The initial promise of a double weekend in the labor contract has become rare, with the eight-hour workday stipulated by labor laws seen as unattainable [4]. - Employees express frustration over inflated performance targets, mandatory overtime without compensation, and chaotic work schedules that disrupt personal life planning [4][5]. Group 2: Management Response - A New Oriental employee's internal letter addressing these issues was quickly removed, and the employee faced repercussions, indicating a lack of tolerance for dissent within the company [7]. - The company has a clear reporting mechanism for grievances, suggesting an attempt to manage internal dissatisfaction [7]. Group 3: Public Reaction - Online comments reflect a broader sentiment of frustration regarding the normalization of excessive work hours and the pressure to meet unrealistic targets [8][9]. - The article resonates with many who feel trapped in a cycle of overwork, where the expectation to "grind" is prevalent, and voicing concerns is often discouraged [9].

作者：ErpanOmer https://juejin.cn/post/7575810396202287138 之前痛斥过 Antd 的黑盒样式、难以覆盖的 !important 地狱，以及臃肿的 CSS-in-JS 运行时性 能。 当时有很多朋友在评论区说： 国内做 B 端，离不开它 。 前几天，Ant Design 6.0 正式发布了。带着审视（甚至是一点点找茬）的心态，我仔细翻阅了 Release Note [2] 和源码。 看完之后，我沉默了片刻，然后想说一句： 这一次，Ant Design 好像真的听懂了我们的骂声。它正 在试图撕掉笨重的标签，向现代前端开发范式（Tailwind、Headless）发起一次自我更新。 今天，我就以一个老用户的视角，来聊聊 Antd 6.0 到底改了什么，以及作为技术组长，我怎么看待 这次升级。 告别运行时，拥抱 CSS Variables 在 v5 版本，Antd 引入了 CSS-in-JS。虽然它解决了按需加载的问题，但带来的运行时性能损耗和样 式插入延迟，一直是性能敏感型项目的噩梦。 v6 做了一个极其正确的决定：默认采用纯 CSS Variables模式，并且 ...

转自：开源中国社区（oschina2013） 豆包和中兴通讯近日宣布，搭载"豆包手机助手"技术预览版的工程样机努比亚 M153 已少量发售。 开发者 @wuxianlin 对这款"豆包手机"的工程样机进行系统拆包后发现了 Smartisan、SmartisanOS 相关的代 码。 | 84 | | | 94 | | | 97 | | | 100 | | | 103 | | | 111 | | | 114 | | | 115 | | | 116 | | | 117 | | | 118 | | 另外，博主 @白徵明 还发现，该手机内置的铃声里有"米店"（"米店"是锤子手机的内置手机铃声之一）。 根据公开信息， 字节跳动于 2018 年底收购锤子科技坚果手机团队及部分专利 。 "豆包手机助手"的主力研发团队是字节负责 AI 硬件的 Ocean，它隶属于字节 AI 产品大部门 Flow， 长期探 索"大模型+超级 App+硬件终端"的三位一体布局。此次与中兴的合作正是该战略在手机领域的重要落子。 该团队 主要成员来自字节多年来先后收购的一些硬件产品团队，如锤子手机、VR 头显 PICO、智能耳机 ...

Core Viewpoint - The recent election of Ding Yanhui as the chairman of Aibison's board was marked by his own dissenting vote, citing dissatisfaction with the chairman's compensation structure [1][4]. Group 1: Board Election and Dissent - Aibison's board meeting on November 28 approved multiple resolutions, including the election of Ding Yanhui as the chairman [1]. - Ding Yanhui cast a dissenting vote against his own election, expressing dissatisfaction with the compensation for the chairman position [1][4]. Group 2: Compensation Details - According to the 2024 annual report, Ding Yanhui received a total pre-tax compensation of 4.3556 million yuan, which includes 1.7399 million yuan from the employee stock ownership plan [2]. Group 3: Company Governance and Reform - Aibison's management indicated that the dissent was due to broader concerns regarding the company's incentive mechanisms, governance structure, and profit distribution [4]. - The chairman aims to implement reforms to optimize the company's governance structure and address the inadequacies in the incentive compensation system [4].

Core Viewpoint - Elon Musk praised WeChat in a recent podcast, expressing his ambition to transform his platform X into a "WeChat upgrade" for markets outside China, aiming to create a global super app that integrates social, payment, and AI functionalities [2][3]. Group 1: Musk's Vision for X - Musk highlighted the practicality of WeChat, noting its all-in-one capabilities for messaging, information sharing, and transactions, which he believes are absent in overseas markets [2]. - The transformation of X is seen as a continuation of Musk's long-standing vision for a comprehensive platform, dating back to his early work with PayPal and the acquisition of Twitter [2]. - X has already partnered with Visa to develop a digital wallet and is reportedly planning to launch a physical debit card, mirroring WeChat's social and payment integration [2]. Group 2: Challenges in Replicating WeChat Overseas - The success of WeChat in China is attributed to the timing of the mobile internet boom and the establishment of user habits, which differ significantly from those in overseas markets [5]. - Users in Europe and the U.S. are accustomed to using separate apps for different functions, making the forced integration of services potentially unpopular [5]. - The payment landscape is already competitive with established players like credit cards and PayPal, posing significant challenges for X to enter this market [5]. - Regulatory hurdles regarding data privacy and antitrust laws in overseas markets could impede the consolidation of social and payment data on a single platform [5]. Group 3: Public Reaction - Following Musk's comments, public reactions varied, with some humorously noting that WeChat's perceived shortcomings are now seen as a model for international platforms [6]. - Others pointed out that the technological capabilities are not the issue, but rather the differing market conditions and user preferences [6]. - Some critiques highlighted that while tech giants admire the monetization model of WeChat, foreign users may not embrace such a platform [6].

转自：量子位 | 公众号 QbitAI 突袭！ ChatGPT发布三周年，DeepSeek嚯一下发出两个模型： 前者聚焦平衡实用 ，适用于日常问答、通用Agent任务、真实应用场景下的工具调用。 推理达GPT-5水平，略低于Gemini-3.0-Pro。 后者主打极致推理， 推理基准性能媲美Gemini-3.0-Pro。 还一把斩获IMO 2025、CMO 2025、ICPC World Finals 2025、IOI 2025金牌。 划重点，ICPC达到人类选手第二、IOI人类选手第十名水平。 具体来说，DeepSeek-V3.2侧重于平衡推理能力与输出长度，降低计算开销。 DeepSeek官微推文中写道，"DeepSeek-V3.2模型在Agent评测中达到了当前开源模型的最高水平"。 该模型其他情况如下： 下图展示的是DeepSeek-V3.2与其他模型在各类Agent工具调用评测集上的得分 DeepSeek-V3.2 DeepSeek-V3.2-Speciale 推理能力比肩GPT-5； 相比Kimi-K2-Thinking大幅缩短输出长度，减少用户等待时间； DeepSeek旗下首个"思考融入工具调 ...