一觉醒来，硅谷被他挖空了

Core Viewpoint - Meta is aggressively recruiting top talent in the AI field, offering exorbitant salaries and bonuses to attract key personnel from competitors like OpenAI and Google, aiming to build a leading AI team and enhance its capabilities in artificial intelligence [4][7][23]. Group 1: Meta's Recruitment Strategy - Meta announced the launch of a supercomputer cluster with a capacity of 1 gigawatt and plans for a 5-gigawatt computing power cluster, indicating a significant investment in AI infrastructure [4]. - The company has been actively poaching talent, with reports of offers reaching up to $200 million for individuals like the former head of Apple's foundational research team [7][21]. - Meta's recruitment strategy mirrors high-profile sports transfers, where significant financial incentives are used to secure top talent, akin to how Qatar invested in European football clubs [10][11]. Group 2: Talent Acquisition and Implications - The recruitment of top AI talent has raised concerns within the industry, with OpenAI's CEO expressing feelings of loss and urgency to recalibrate their compensation structure [8][24]. - Meta's approach includes a focus on psychological tactics, taking advantage of OpenAI's internal challenges and employee burnout to lure away key personnel [24][26]. - The company has successfully recruited several prominent figures from OpenAI and other tech firms, significantly enhancing its AI capabilities in data, model training, and multimodal learning [32][29]. Group 3: Challenges and Cultural Issues - Despite the aggressive recruitment, there are underlying issues within Meta's AI department, including a lack of clear mission and a culture of fear among employees, which could hinder long-term success [38][40]. - Historical examples suggest that relying solely on financial incentives to attract talent can lead to instability and high turnover rates, as seen in other industries [40][42]. - The potential for a "bubble" in talent acquisition is highlighted, with large-scale hiring often being a sign of underlying problems within the organization [42][44].