最近， 英伟达 CEO 黄仁勋 在 一次 内部会议 上 罕见发火 了 。 因为他发现 ： 在这家市值 4 万亿美元、 全球 最热 的 AI 公司 中 ， 居然 还 有 管理者 要求团队少用 AI —— " 我听说英伟达内部居然有人让员工 少用 AI？你疯了吗？ " "任何能被 AI 自动化的任务，都必须自动化" 据 外媒 Business Insider 报道，这场全员会发生在英伟达发布历史最高季度营收（570 亿美元，同比暴涨 62%）后的第二天。 当时 ， 公司上下沉浸在"大丰收"氛围中， 但 听闻 有人 要求 团队 少用 AI 后 ， 黄仁勋 直接当场发飙 ， 并 强调 ： "我希望所有能被 AI 自动化 的任务， 全部由 AI 自动化。 " 他 指出 ， 就算 AI 暂时做不好，也要继续用，"用到它 好 用 为止"，并亲手把它变得更好。 或许是 考虑到 员工 会紧张 "用太多 AI 是否 会被替代" ， 黄仁勋 还补充道 ， AI 是员工在公司持续扩张中保持竞争力的基础能力，而不是威胁 ： "我保证，你们永远会有事情做。" 与微软、Meta、谷歌、亚马逊等推动员工使用内部 AI 工具、甚至将其纳入绩效 ...

Core Viewpoint - Apple's AI head, John Giannandrea, is stepping down after a tumultuous tenure, reflecting the company's struggles in the AI sector and leadership changes [1][2][4][10]. Group 1: Leadership Changes - John Giannandrea, who has been with Apple for 7 years and reported directly to CEO Tim Cook, is leaving his position as Senior Vice President of Machine Learning and AI Strategy [2][4]. - Amar Subramanya, previously from Microsoft, has been appointed as the new AI Vice President, indicating a shift in leadership strategy [3][13]. - Giannandrea's departure comes amid a broader restructuring of the AI team, which will now report to multiple executives rather than a single leader [12][13]. Group 2: Performance Issues - Under Giannandrea's leadership, Apple's AI team has reportedly fallen behind competitors by nearly two years, with the delayed launch of the new Siri version being a significant setback [8][9][39]. - Many of Giannandrea's responsibilities have been reassigned to other departments, signaling a lack of confidence in his ability to lead the AI initiatives [9][10]. - The Apple Intelligence project, which was anticipated to make a significant impact, has not met expectations, further contributing to the perception of stagnation in Apple's AI efforts [39]. Group 3: Talent Exodus - The AI team has experienced significant talent loss, with over a dozen members, including key figures, leaving for other companies like Meta and Tesla [18][19][21]. - Yilun Chen, a prominent figure in Apple's robotics team, has also left for Tesla, marking the second major loss in the robotics division within a short period [21][30]. - Jian Zhang, another key AI researcher, has joined Meta, highlighting the ongoing challenges Apple faces in retaining top talent in the AI field [30][35]. Group 4: Strategic Concerns - There are growing concerns about Apple's ability to compete in the AI landscape, with industry insiders suggesting that the company is in urgent need of a leader who understands both technology and product development [40]. - The potential succession of John Ternus as CEO is being discussed, as he may bring a fresh perspective to Apple's leadership during a critical time for the company [41].

Core Viewpoint - The article discusses Airbus's challenging journey to migrate from Microsoft Office to Google Workspace, highlighting the complexities and difficulties faced in this transition despite initial optimism about completing the migration within 18 months [1][6]. Migration Plan - Airbus aimed to eliminate local deployment of Microsoft Office and transition all employees to Google Workspace, viewing this as a strategic decision for digital transformation [3][4]. - The former CEO Tom Enders emphasized the need for modern digital tools to support new collaborative work methods across teams and time zones [4][5]. Challenges in Migration - The initial estimate of 18 months for the migration was overly optimistic, as the number of employees increased from 130,000 to 150,000 during the process, leading to a mixed usage of both Google and Microsoft tools [7][6]. - Key reasons for the inability to fully transition include: - Excel's unmatched capability in handling large datasets, with some financial spreadsheets containing up to 20 million cells, exceeding Google Sheets' processing capacity [8][9]. - Certain teams requiring advanced document management features that Google Workspace currently lacks, such as rigorous change tracking for contracts [10]. - Regulatory and data security constraints preventing sensitive documents from being stored in the cloud, necessitating continued reliance on local solutions [11]. Mixed Usage and Compatibility Issues - The ongoing mixed usage of Google and Microsoft tools has resulted in high costs and compatibility issues, with employees facing challenges related to document format inconsistencies and collaborative conflicts [11][12]. - The digital transformation process is not merely a technical issue but involves reengineering workflows, adjusting responsibilities, and potentially reshaping organizational culture [12]. Public Reaction - The article notes public reactions to Airbus's migration challenges, with some expressing surprise at the scale of data handled and others reflecting on the inertia of employees accustomed to Excel [12][13]. - Criticism arose regarding the decision to switch to another American tech giant, questioning the rationale behind the migration when local solutions were already effective [13].

Group 1 - Qualcomm announced the acquisition of Arduino, aiming to leverage its large developer community and reduce reliance on mobile business [2] - Arduino's open-source platform is popular among students, makers, and startups, and the acquisition was positioned to maintain its independent operation [2] - The acquisition was unexpected for the global community of 33 million developers [2] Group 2 - A month after the acquisition, Arduino updated its terms of service, granting Qualcomm "perpetual, irrevocable, worldwide transferable" rights to user-uploaded content, raising concerns among developers [3][5] - The new terms included AI monitoring provisions and prohibited reverse engineering, conflicting with the open-source ethos [3][5] Group 3 - Arduino's response to community backlash emphasized compliance and support for AI development, but faced skepticism from industry figures [4] - Developers expressed frustration on social media, feeling that commercialization has overshadowed the open-source spirit, with some seeking alternative platforms [6] Group 4 - Developers are advised to minimize risk by avoiding the upload of sensitive content and using local development environments [7] - It is recommended to attach clear open-source licenses to shared content and to stay vigilant about data privacy and terms updates [7] - Evaluating alternative platforms like PlatformIO is suggested to reduce dependency on a single platform [7]

从代码结构来看，OpenAI 可能正在测试多种广告形式：针对用户查询的单一赞助位、可滑动的广告轮 播，以及类似电商平台的内容展示单元。 这些广告大概率会在用户有消费意图时弹出，比如比较产品、规划旅行或寻找本地服务，这与传统搜索 广告的触发逻辑类似。例如，当用户询问降噪耳机推荐时，可能会在 AI 生成的产品概述旁看到赞助商 品卡片。 这一举措可能彻底改变 ChatGPT 的盈利模式和用户体验。 一个或将改变盈利模式的举动 目前，OpenAI 主要依靠订阅收入（ChatGPT Plus）和 API 授权来支撑其快速扩张。然而，大规模 AI 推理的算力成本极为高昂，业内普遍认为计算支出是制约 AI 企业盈利的关键因素。 转自：机器之心 近日，一份来自 ChatGPT 安卓测试版的代码泄露显示，OpenAI 正在为 ChatGPT 筹备广告功能。 这一消息来自软件工程师 Tibor Blaho。他在分析 ChatGPT 安卓应用时，发现了多处与「广告功能」 相关的代码引用，包括「搜索广告」「搜索广告轮播」以及「集市内容」等字符串。尽管这些代码并不 意味着功能即将上线，但通常预示着内部正在进行广告形式和投放位置的测试。 ...

11月29日， 罗永浩在直播中回应与华杉的录音还没公开， "反正公司有要官宣的事，周一我们会有一个 大的事件官宣， 结束以后至于什么时候公布那个录音，看哪天心情好就公布了。就我不是那个意思，是因 为周一我们有正事，不想这种吵架扯皮子事跑偏了，周二周三看情况。" 此前报道： 华与华创始人华杉称西贝"被人算计"，罗永浩发文回怼：下午6点前必须公开道歉，否则公关业不会有人 再记得华与华 11 月 25 日，华杉在个人微博中表示："西贝是中国餐饮业的天花板，无论对顾客还是对员工， 都是诚 心诚意做到极致。被诱入黑白颠倒的网络罗刹国，被人算计。西贝坚持自己的华夏子弟精神，不苟且偷 生，凭仁义立世。" 11 月 26 日凌晨，罗永浩转发华杉的微博并表示："谁算计了？你想干什么？你要是说不清楚，我就公布 录音了。" 罗永浩表示："反正哪天没事就给它公布了，公布也没什么特殊， 你们以为有什么猛料，没有，就是他当 时骂人，然后我警告他，第二天早晨不就滑跪吗？然后跑到那就一通道歉认错，然后又说自己丢了多少生 意，其实也是为了给贾老板站台，说收了人家那么多钱，要表现自己讲义气什么的，但确实不是冲着我们 来的，然后什么非常抱歉 ，没 ...

试驾遇意外：脚被门夹还赔门？ 11 月 15 号晚上，海口的李先生兴冲冲去小鹏汽车南海大道 4S 店看车试驾。导购领着他到店外电动感应门附 近看试驾车，刚走到门口，导购突然说"试驾车被开走了"。 李先生转身要回店里，没成想感应门突然合上，直接夹住了他的脚，巨大冲击力还让门脱轨、玻璃碎了一地。 李先生当时没跟店家争执，忍着脚痛加了导购微信，约定下次再试驾就离开了。他万万没想到，这只是麻烦的 开始。 离开还不到 10 分钟，李先生就接到了门店的电话，之后更是接连打了五六通。电话里，导购的说法让他 彻底懵了 —— 不仅要求他赔偿玻璃门损失，还理直气壮地甩锅： "是你没走出去又拐进来，你的脚夹到 门才坏的" 。 面对李先生「明明是门夹我脚」的反驳，导购更离谱的言论来了："你不来我们店，这门也不会坏"，甚至 指责李先生 "连句抱歉都没有，态度有 问题"。 这段颠倒黑白的通话录音被李先生发到网上后，立马引发网友热议，"你的脚夹坏门" 成了全网调侃的热词。 在该网友发布的视频评论区，很多网友纷纷评论 4S 店处置不当。"'你不来店里，这个门就不会坏'，我这辈子 也想不出来这句话"、"今年海口小鹏 4S 店上大分！还解锁新词 ...

趣图: 写新代码 vs 修复遗留代码 趣图: 我把旧代码重构啦 ↓↓↓ 往期趣图 （点击下方图片可跳转阅读） ...

Core Insights - The article discusses the significant changes at Li Auto following its Q3 financial report, highlighting CEO Li Xiang's admission of mistakes in the company's management approach and the decision to revert to a startup model from a professional manager system [3][4]. Group 1: Management Changes - CEO Li Xiang publicly acknowledged the failure of the professional manager system implemented over the past three years and announced a return to a startup model starting Q4 [3]. - The shift aims to eliminate redundant processes, shorten decision-making chains, and focus on user value rather than merely meeting mechanical targets [3][8]. - Li Auto has integrated its previously separate "Organization Department" and "Human Resources Department" into a unified HR department, signaling a return of core personnel authority to the founder [4]. Group 2: Departure of Huawei Executives - The departure of key executives from Huawei, including Li Wen Zhi and Yuan Chun Feng, marks the end of the management team that was brought in to implement the "learn from Huawei" strategy [5]. - This exodus reflects the broader organizational adjustments as Li Auto moves away from the Huawei-inspired management structure [5]. Group 3: Issues with Huawei's Management Model - The PBC (Performance-Based Compensation) model adopted from Huawei has been criticized for creating a toxic competitive environment, leading to issues such as cross-region order stealing and violations of commission rules [6]. - The overemphasis on sales metrics resulted in strategic misjudgments in the electric vehicle sector, prompting Li Auto to abandon the PBC model in favor of the previously used OKR (Objectives and Key Results) system [6]. Group 4: Historical Context - Li Auto's attempt to emulate Huawei began in late 2022 during a period of rapid expansion, driven by the need to address management deficiencies [8]. - The return to a startup management style is seen as a necessary adjustment, with Li Xiang citing that even leading companies like Nvidia and Tesla operate under similar models [8].

11 月 28 日北京日报报道，小米创始人、董事长兼 CEO 雷军接受媒体专访，表示下一个五年，人工智能将深 刻影响传统产业："所有产业都值得用 AI 做一遍。" 雷军以小米汽车工厂举例：大压铸件用人眼很难完成检测，但通过 X 光机和 AI 视觉大模型判定，可在 2 秒内 完成检测，效率是人工的 10 倍，精度是人工的 5 倍以上。 ▲ 吵翻了！CTO 不搞管理反而沉迷写代码改 Bug，还靠这保住百万订单 除了这些自动化设备，人形机器人进厂打工也正成为现实。他预计，未来 5 年，人形机器人将大面积在小米 工厂上岗，"这还只是第一步，家庭对人形机器人的需求更大、要求更高，市场也更大"。 - EOF - 推荐阅读 点击标题可跳转 ▲ 最高 N+3.5 赔偿！某度大规模裁员，某些部门最多 30%，外包无赔偿 ▲ 实习生出差抽中 3000 元显卡，同事想卖掉平分，被拒后逼其上交。公司高层开会两次… ▲ 一条微博亏掉 200 万！何同学道歉"拒给司机好评"，网友：早干嘛去了？ ▲ 突发！又一国际巨头顶不住了？史上最大裁员启动，1.5 万人瞬间失业 ▲ 曾被乔布斯逼到崩溃，苹果8号工程师反手做了个工具"让老板自己设计"， ...