"How Leaders Learn" by David
Novak is a great book for active learners. It has three
chapters: "Learn from", "Learn to", and "Learn by".
Active learners are like artists—constantly refining, adapting, and
evolving. They approach life as an masterpiece-in-progress,
understanding that each new insight adds depth and clarity to the bigger
picture. The book encourages active learning and defines it as a mindset
- a daily discipline of seeking out knowledge from people, experience,
and failures, staying open to feedback, new perspectives, and
uncomfortable truths, and taking actions to test ideas, adapting and
refining.
An active learner is somebody who seeks out ideas and insights and
then pairs them with action and execution. They learn with purpose. The
result is greater possibilities-for them and the people around them.
It's as Eric Hoffer, the American philosopher, wrote in Reflections
on the Human Condition: "In a time of drastic change, it is the learners
who inherit the future." They can't wait to discover the next idea, and
the next, and the next, because behind every idea is a world of
possibility and a brighter future.
Warren Buffett once told me what he looks for in the companies he
acquires. He said, "I'm looking to buy companies that are run by
painters." When I asked for an explanation, he said, "Most great artists
have a hard time letting go of their paintings. They're in love with the
painting. They are constantly adding a dab of color here, a little more
texture there. I'm looking for the boss who is always tweaking their
company, constantly trying to make it better. No matter how successful
they may have already been, what they still see is a
masterpiece-in-progress." He calls Berkshire Hathaway a museum for these
masterpieces, but he expects the people who run them to keep making
progress, to keep changing and expanding.
This book covers a lot of good practices, some of which I learned
through experience and have been implementing in daily life, but I've
never clearly summarized them in words like this author does (e.g.,
learn from failure and success, learn to ask better questions, learn to
develop pattern thinking, learn to reflect, learn by tackling problems,
etc); some are common sense to people but not easy to follow (e.g. learn
to see the world the way it really is, learn to make and check your own
judgments, learn by being your best self, learn by seeking new
challenges, learn by making everyone count, learn by recognizing on
purpose, etc); others are new ideas and wise advice to me that are
incredibly enlightening (e.g., learn from new environment, learn to
trust in positive intentions, learn to be humble and confident, learn by
simplying, learn by teaching, etc).
My Learnings:
I carry good values and get rid of bad values from my upbringings
and move on, but never go back and think about weakness and blind spots
that were developed implictly.
Our upbringings shape us-the good and bad experiences, the normal
experiences of our day-to-day lives. When you choose to learn from your
upbringing, you learn who you are, your strengths and weaknesses, your
unique perspective, and your blind spots.
I'm the type of person who stick to one thing or one job, do the
best, and get the most learnings from it - greedy but probably not the
most efficient approach. So this is the top one advice for me:
"Not moving means not growing" and
"Choose environment wisely and don't stand
still".
New environments bring uncertainty and risk, two things humans really
don't like. The brain weighs threats of loss heavier than it does
opportunities for gain. Whether it's a move to a new city or a move to a
new company, we don't know the people or the culture and we don't know
if we'll succeed when we get there. The brain tells us it's best if we
just stay where we are, in our more certain, less risky, known
environment. But that's not always the right choice. Josh Waitzkin,
child chess prodigy, subject of the book and movie Searching for Bobby
Fischer, and later a tai chi world champion, wrote in The Art of
Learning, "Growth comes at the expense of previous comfort or
safety.
However, not every new environment is good for you, it requires some
luck and judgment.
When looking at a new environment, evaluate it for these four sources
of learning:
New knowledge, skills, or systems
New ideas and innovative thinking
New people and their perspectives and opinions
New influences that lead to personal growth
Some new environments aren't going to advance your learning; they
might even slow you down.
First, make sure the new environment will offer opportunities to
learn and grow in any area that's important to you right now, like I
did. This is especially true when you have an ambition but aren't sure
how to get there.
As important as this work is, the next important step is to insert
ourselves in an environment filled with people who routinely do what
we're struggling to imagine." This is the whole point of choosing a new
environment.
Second, choose an environment that's suited to you. Understanding
your personal ideal environment is an important aspect of
self-awareness.
Third, choose an environment that will exert the right influences on
you, so that you're not only learning new skills, new knowledge, and new
ideas, but also absorbing better collaboration, better leadership,
better self-management, or whatever area of personal growth you think
you need to work on.
It's not only about growth, new environment can shape a person.
Our social and cultural environments have a huge impact on our
thinking and behavior. In Infuencer, psychologist Joseph Grenny and his
coauthors explain that if you want to change behavior, you have to make
changes to the social and structural environment. In Atomic Habits,
James Clear argues that our environments usually matter more than our
motivation when it comes to building new habits: "Especially over a long
time period, your personal characteristics tend to get overpowered by
your environment."
You can either fight that truth or leverage it to learn more and grow
more. Eric Gleacher recognized the power of environment and how it could
not only offer new skills but also shape the person he would become at a
surprisingly young age.
Have a look at what a getting-things-done talent looks like and
fill the gap. Although people all succeed in different ways and no one's
success is replicable, becoming a 'working genius' is at least a good
option to start.
Invention: creating novel ideas or solutions
Discernment: evaluating and analyzing ideas and situations
Galvanizing: organizing and inspiring others to take action
Enablement: providing encouragement and assistance
Tenacity: pushing projects to completion
If you're wondering who you should turn to, always start with people
who have applied their ideas in the real world and can prove that they
work.
Next, ask, Will they actually fill my gaps, or will they hold back
their best ideas or try to elevate their ego by making what they know
seem complex and hard to understand? Will they make their knowledge
simple and clear? Essentially, you're asking, Is this person an active
learner? Because active learners love helping people fill their
gaps.
A final tip: if you want people to share their know-how with you, you
need to spread know-how. You need to be willing to share with them,
too.
Human has instinct to avoid social pain or negative truth about
themselves, when someone tells a less positive truth, we need to fight
our instincts and always listen.
When somebody cares enough and is brave enough to tell you the truth,
your best course of action is to fight your instincts to dismiss it or
hide from it. Overcome your brain's biological drive to protect you.
Shut down the voice in your head telling you they're wrong. Don't run
out of the room. Take some deep calming breaths (that really works),
remind yourself that this person probably has a good reason for bringing
the truth to your attention, and listen.
Active learners work through this set of mental gymnastics every day.
They work on their humility and maintaining an open mind (more on this
in part two because they see the value truth-tellers bring.
Pursue the truth of the world, don't be delusional. Although
'we see the world as we are, not as it is' (Adaptation of Anaïs
Nin's famous quote), we at least should be aware of this.
Andy Pearson: "Learn to see the world the way it really is, not how
you wish it to be."
Darrow: "Chase after the truth like all hell and you'll free
yourself, even though you never touch its coat tails."
In their book Decisive, Chip Heath and Dan Heath explained that a
sound decision-making process is more important than data and analysis,
because no matter what, that data or our analysis of it is often flawed.
We interpret it based on what we wish or what we assume or what we
think, not what is.
Good process can lead to better analysis, they explained, but
analysis without good process won't produce the best learning. You need
both to orient yourself to reality.
When you see the world the way it really is, the right action becomes
very clear.
One of the best ways to be a better critical thinker is to make sure
that your information is as close to the source as possible. If you
don't go to the source yourself, you might be letting one perception
after another influence what you end up hearing or learning. You won't
know if you're seeing reality.
When you're trying to see the world the way it really is, it's
important to not be blinded by good news, something a good process can
help you overcome.
A great way to stay grounded is to not only chase the truth but also
deal in it. Active learners know the value of being honest and
transparent. They tell it like it is, because they know when they do,
there's a greater chance others will, too.
I love pattern thinking and I seek out actively, but I still
limit myself by a passive pursue of richer life experience.
To prepare to make that leap, active learners expose themselves to as
many patterns from as many disciplines as they can. Being curious about
the world around us in the hope that we'll discover a new way of
thinking about a problem or a new way of seeing an opportunity is core
to active learning. Active learners read, listen, travel, try new
things, explore hobbies and interests. They explore trends and insights
from different disciplines, industries, cultures. Then they apply what
they've absorbed to problems or goals. Those habits have helped me come
up with some of my most successful ideas.
You might think of a pattern-thinking moment as an aha moment or a
stroke of inspiration, but active learners don't wait for the moment to
hit them; they work to find it.
Peter Georgescu, chairman emeritus of advertising giant Young &
Rubicam and author of The Source of Success, said of pattern thinking,
"A creative solution is a leap, and that leap is supported and fed and
nurtured by experiences in life. The richer your life experience is, the
more creative you'll become."
About reflection and thinking, the book elaborates two modes:
focus mode and diffese mode. It resonates with me as I do see the
benefits of switching between data science work during the day time and
freestyle dancing in the evening in terms of developing creative ideas
and unstuck myself from difficult problems.
In her talk, she described two modes of thinking: focus mode and
diffuse mode. Focus mode is exactly what it sounds like. It's how we
think when we're trying to accomplish a task or memorize something. Our
thinking is usually confined to neural paths we've already created.
Diffuse mode is a more "relaxed set of neural states" that allows our
thinking to take off, range widely, and process or even create new
ideas. When we are learning, we need both. And when we feel stuck in our
thinking, unable to understand a concept, unable to unravel a challenge,
we especially need the diffuse mode.
A combination of confidence and humility is a good
characteristic. I've never thought about them deeply as a combo, that's
why I've never found the sweet spot.
Confidence is important because nobody will follow you unless they
believe you know where you're going and you'll find a way to get there.
If that confidence isn't tempered by humility, though, it becomes
arrogance.
Humility is just the recognition that you can't do it by yourself
whatever "it" is-either because you simply can't, because you don't know
enough, or because it won't be as fun or fulfilling if you go it
alone.
Confidence is simply the expectation that you'll find a way to
win-somehow.
People have good side and bad side. If you believe in their good
side, they do so. From another perspective, it's often not their fault
if they choose to express the bad side.
In any relationship, business or personal, somebody has to trust more
or trust first to break inertia and build up positive momentum.
As important as it is for us to trust in positive intentions, if we
want people to trust in ours, we need to behave accordingly. We need to
build a well of trust to draw on.
We're all human; we're all going to lose our tempers or handle a
delicate situation poorly or not show as much compassion as we should or
make a poor judgment call. When we're on the receiving end, if we can
take a breath, find a little empathy, and trust that the other person
has good intentions that didn't pan out, we can avoid a total breakdown
in the flow of ideas and learning and collaboration.
I read a striking definition of trust recently: "Trust is a
relationship of reliance." Aren't we all reliant on each other if we
want to learn, grow, and expand our possibilities? We can choose to
support that relationship or tear it down. If we choose the second
option, we're only limiting ourselves. If we choose the first, the
possibilities are infinite.
This is from my experience: I only think hard, struggle and
learn, when I'm dealing with my own unique life path, I don't take time
to think when I follow other's path or live to other's expectation.
You may know the quote often attributed to Oscar Wilde: "Be yourself;
everyone else is taken." (What he actually wrote is more cynical: "Most
people are other people. Their thoughts are someone else's opinions,
their lives a mimicry, their passions a quotation." Maybe because of my
background and the potential prejudgments that came with it, I've spent
most of my life working hard to just be me to understand who that person
is, the contributions I have to offer, what I believe, and my purpose
and passions. If I hadn't followed this path, I would have missed out on
so much learning.
Active learners know that it's hard to learn when your mental energy
is focused on trying to be somebody other than yourself. Instead of
being open and curious, you'll be defensive. You'll be putting up
barriers and withholding your brilliance. And then the people around you
will do the same. Most of us can sense when people aren't being
authentic, and it makes us trust them less.
Active learners like Marvin pursue authenticity by recognizing their
unique value and talents, figuring out what matters to them and why, and
then leveraging it to have a positive impact.
It's all about bringing who you are to the moment so that you're
comfortable and open-minded enough to learn important lessons and ideas
as they arise.
Everyone knows we need do the right things, but when it comes
difficult situations, would you like to prioritize it above all
else?
This is vital, because over time, depending on environments and
circumstances and your own choices, your sense of right and wrong can
suffer from stepwise degradation. You stray over the line, stray a bit
further the next time, justifying one bad action after another. Stray
too far over the line and you can lose sight of it entirely. Eventually,
you lose the ability to know what doing the right thing looks like.
The best thing that happens when we do the right thing is that we
feel good about our choices and the impact we're having on the world,
and that inspires us to keep doing the right thing. Values aren't some
thing you write down on a piece of paper and then put in a drawer or
hang on the wall. Values are something you use to take good action. It
isn't always the easy choice, but it's always the best choice and the
one that helps you learn the most powerful lessons.
Input and output are different things. We collect information by
inputing knowledge from outside, and we make sense of those knowledge by
neural-networking it within our brain and outputing it in a little
different way which requires our logical, critical, and creative
thinkings.
Two things happen in the brain that help us "learn what we know." One
is that we believe ideas more when we share them with others verbally,
especially if we're trying to convince others that they're true.
Psychologists call it the "saying is believing effect." Want to convince
yourself to make time to exercise three times a week? Try convincing
somebody else that they could fit a simple exercise regimen into their
schedule. Another is that speaking (and writing) brings a different part
of our brain into play than just thinking, which changes how we think
about an idea. It's one reason that we can struggle and struggle to come
up with a solution to a problem, but almost as soon as we explain the
problem to another person out loud, a good solution pops into our head.
Talking it out forces us to slow down, zoom out (simplify), and order
our thoughts.
Sometimes, it's audience's engagement and support force us further
along the learning journey.
I learned things I didn't know, and I learned what I already knew, as
Timo put it, as I analyzed leadership, considered it from different
angles, and expanded or supported my ideas. Active learners use this
process to codify their ideas into something digestible and easily
shared. When you codify it, you can scale it.
Teaching well also forces you to stay on top of your game, to
continually look for new material to keep your ideas current and
relevant. And it forces you to learn good storytelling, an invaluable
skill. Stories are stickier than almost any other kind of information.
If you want an idea to stay with people, you better be able to convey it
in a relevant, compelling story with emotion and tension.
Many know "people go first", few know how to do it. If you want
them to care about what you care about, you need to care about them
first.
Active learners understand that people-not knowledge or
results-should be the priority. How we support people, how we show our
gratitude for them, how we show our interest or concern for them has a
much greater impact, especially over time, than the latest quarterly
earnings or the latest market rankings. I've said it before: I really
like to win. But you don't win for long if the people who make the
winning possible don't know how much they count.
I have always admired Geoff Colvin, senior editor-at-large of Fortune
magazine and author of books like Talent Is Overrated and Humans Are
Underrated. When he joined me on my podcast, he described the kinds of
high-value work that only humans can do and that technology or AI can't:
empathy, collaboration, and the insights or learning we generate along
the way.
The greatest muscle you can build is urgency. Decrease the time
between having an idea and getting it done. Everything changes – Codie
Sanchez
You either chase your one big goal with everything you’ve got, or
nothing will happen. Trying to be balanced is what’s wrong with
society.
Success in any field comes from IMBALANCE.
Hard work only feels bad if it’s building someone else’s dream,
not yours.
The most important thing in your career: Speed.
If you answer emails fast, walk fast, talk fast, get sh*t done
fast, you will make a lot of money. No sense of urgency, you won't. Nick
Huber
― The Most Successful People I Know Have a Psychopathic Sense
of Urgency - Unfiltered by Tim Denning [Link]
UBER: Distribution is The King - Capitalist Letters
[Link]
Great business with potential of continuous growth and expansion, and
cheap stock price.
Ecosystem is a huge advantage because it creates cross-platform
efficiencies.
uber_business_model
The concept of network effect was first laid out in 1985, by Carl
Shapiro and Michael Katz in their seminal paper “Network
Externalities, Competition, and Compatibility.”
network_effect
According to Russ Harris, author of The
Happiness Trap, values are “how we want to be, what we want to stand
for, and how we want to relate to the world around us.”
Values are attributes of the person we want to be.
― How Successful People Timebox - Nir Eyal's
Substack [Link]
Identify your values -> turn values into time commitments ->
create a timeboxed calendar -> track distractions -> reflect and
refine weekly. Do remember to schedule fun activities, use flexible
categories, and be aware that the goal isn't finishing tasks.
Some key ideas in the article backed by behaviorial science:
According to The Happiness Trap by Russ Harris (Acceptance
and Commitment Therapy - ACT), productivity should align with personal
values (e.g., health, relationships, growth) rather than just task
completion.
People often ignore realistic time estimates in favor of optimistic
ones, leading to overpacked schedules and missed deadlines.
Especially in the Bay Area, the problem isn’t mediocrity—it’s
misdirected excellence. Kids under Chua’s parenting style rarely have a
choice in their own extracurriculars from elementary through high
school. (I doubt being vice-president of the National Honor Society is a
dream to most.) Sure, it can produce a passable overachiever who knows
how to get A’s. But to produce someone capable of real vision, high
agency, and contrarian thinking, the irony is that that overachiever may
be ill-prepared as we approach an era where AI handles rote tasks and
the knowledge economy demands more creativity.
― How to Raise High-Agency Kids - Rebecca Wang [Link]
True excellence and future success come from fostering
agency—self-directed purpose, curiosity, and ownership—rather than
forcing kids to conform to hyper-competitive, checklist-driven
achievement cultures (like those common in the Bay Area).
What's the root problem? - misdirected
excellence
What's the solution? - Give kids structure
(boundaries, values) but autonomy (freedom to pursue
interests).
This isn’t about faking confidence. It’s about understanding the
low-pressure way to join a group.
Our ability to notice intricate details allows us to ask the
specific questions that make others feel truly seen.
In a world where everyone is clamoring to be heard, the ability
to observe and truly listen becomes your superpower.
Robert Greene's The 48 Laws of Power completed the picture with
"Never Outshine the Master", a lesson teaching the power of blending in
rather than disrupting. Don't announce your presence; become part of the
scenery, then contribute when appropriate.
― The Spy Trick to Joining Any Conversation (Even If You're
Anxious) - AnifragileADHD [Link]
For neurodivergent individuals (ADHD, social anxiety, etc.),
socializing isn’t about performing—it’s about strategic observation and
gradual integration. This article is backed by psychology and behavioral
science.
Small tips:
Stand inside the group (not on edges) and listen silently at
first.
Linger quietly to blend into the social environment.
Wait for a group member to naturally include you.
Ask open-ended questions about others’ interests.
Sustain conversation with follow-up questions.
Articles and Blogs
Scientists discover quantum computing in the brain -
Brighter [Link]
This research bridges quantum physics, biology, and information
theory, suggesting that life evolved to exploit quantum
mechanics for survival and intelligence. It challenges
reductionist views of biology and could redefine our understanding of
consciousness, disease, and even the origins of life.
Here are the 19 US AI startups that have raised $100M or more
in 2025 - TechCrunch [Link]
Just as “internet” evolved from buzzword to business backbone, AI
is following the same playbook.
― In 2025, venture capital can’t pretend everything is fine
any more - Pivot to AI [Link]
Venture capital in 2025 is a dying industry clinging to AI as its
last hope, with most investment funneled into OpenAI and a few other
hyped players while the rest of the startup ecosystem collapses. The
sector, which thrived on zero-interest-rate euphoria, now faces a harsh
reality: no exits, frozen IPOs, and a market unwilling to fund
early-stage ventures. VCs blame Trump’s chaotic tariffs—despite many
having supported him—but the real issue is their own inability to adapt
to a normal economy. The NVCA report offers no solutions, just desperate
optimism, as the industry’s leaders—many of whom lucked into
success—flail in ideological fringe movements and pray for a miracle.
The only remaining question is whether AI will keep the bubble inflated
long enough for them to cash out before it all implodes.
The walled garden cracks: Nadella bets Microsoft’s
Copilots—and Azure’s next act—on A2A/MCP interoperability -
VentureBeat [Link]
Nadella’s endorsement signals Microsoft’s commitment to open
protocols over proprietary ecosystems, aligning with his long-standing
advocacy for interoperability (e.g., ONNX, GitHub’s multi-model
approach). By backing A2A (agent-to-agent communication) and MCP
(model-data context standardization), Microsoft ensures Copilot,
Foundry, and Azure AI can seamlessly integrate with third-party AI
agents and tools. This move preempts enterprise concerns about vendor
lock-in, a criticism of past Microsoft products.
Car Companies Are In A Billion-Dollar Software War, And
Everyone's Losing - InsideEVs [Link]
why it's so hard to shift from lagacy automaker to SDV (software
designed vehicle) company?
Cultural shift: Legacy automakers treated software as an
afterthought, not a core product. Now, they must adopt a Silicon
Valley-like approach.
Supplier dependence: Traditional automakers rely on suppliers for
ECUs, creating a tangled web of software layers.
Safety vs. agility: They must balance "move fast and break things"
with "zero defects or recalls."
Hybrid challenges: Slowing EV demand means SDV systems must also
work with internal-combustion vehicles, complicating power and update
logistics.
Legacy automakers must become software companies to survive, but the
transition is painfully slow and expensive. The winners will be those
who can blend Silicon Valley speed with automotive-grade
reliability—something no traditional automaker has fully achieved
yet.
8 Reasons Leadership Is Hard And Why Few Are Prepared To Lead
- Forbes [Link]
The most inspiring leaders today aren’t just adapting—they’re
rewriting the rules. Leadership isn’t a pinnacle; it’s
a daily practice of courage and reinvention. The world
doesn’t need more bosses; it needs architects of
possibility.
Summary:
The Myth of the Omniscient Leader
Shift: From "knowing it all" to curiosity-driven
collaboration.
Action: Adopt a "Learn It All" mindset (Microsoft’s Satya Nadella
famously replaced "Know It All" with this).
Tool: Host "No Answers Meetings" where leaders openly discuss
unsolved problems, inviting teams to co-create solutions. Example:
Google’s "20% Time" empowers employees to explore innovations beyond
their core roles, democratizing problem-solving.
Embracing the Illusion of Control
Shift: From command-and-control to adaptive
stewardship.
Action: Practice "Scenario Planning" (like Shell Oil’s famed
strategy) to prepare for multiple futures, not just one.
Mindset: View volatility as a laboratory for innovation. Spotify’s
"Fail Fast, Learn Fast" approach rewards experimentation.
Quote: "The art of leadership is not to control, but to
unleash." — Reed Hastings, Netflix.
The Leadership Pipeline Crisis
Root Cause: Short-term efficiency has gutted long-term talent
development.
Fix: Reverse Mentorship Programs (e.g., GE’s junior employees mentor
execs on digital trends).
Metric: Track "Readiness Ratios"—how many high-potentials are
prepared for next-level roles?
Warning: Deloitte’s research shows 89% of executives see "weak
leadership benches" as their top threat.
Tool: Use "Pre-Mortems" (anticipating failures before launch) to
stress-test strategies. Example: Blockbuster’s rigid playbook failed,
while Netflix’s pivot to streaming embraced uncertainty.
Respect as a Daily Earned Currency
Key: Authenticity > Authority.
Action: Practice "Radical Transparency" (like Bridgewater
Associates’ culture of brutal honesty).
Tool: Replace "All Hands Meetings" with "All Hearts Meetings"—forums
for empathy and vulnerability. Example: Edelman’s Trust Barometer shows
employees trust "a peer like me" 3x more than CEOs.
Rebuilding Trust in Judgment
Antidote: Inclusive Decision-Making.
Action: Form "Shadow Boards" (e.g., Gucci’s millennial council
advising execs).
Rule: For major decisions, require "Disagree & Commit" (document
dissent but align once decided). Example: Patagonia’s CEO involves
employees in sustainability bets, building trust through shared
stakes.
Titles vs. Influence
New Power Model: Fluid Hierarchies.
Action: Adopt "Holacracy Lite" (like Zappos’ role-based authority,
not title-based).
Symbolic Step: Drop "CEO" for "Chief Enabler" (as some startups do
to signal servant leadership).
Stat: 72% of Gen Z workers prefer "Project Leaders" over "Managers"
(McKinsey, 2024).
Tool: "Skills Gap Heatmaps"—quarterly self-assessments on emerging
competencies (e.g., AI literacy).
Example: Adobe’s "Kickbox" program gives employees $1,000 to test
new ideas, forcing leaders to adapt.
The Path Forward: Leadership as a Dynamic
Practice
Your closing question—"Will you be one of them?"—is the call
to action. Leaders who thrive will:
1. Lead with Questions, not answers.
2. Treat Trust as Currency, not a given.
3. Build Antifragile Teams (Nassim Taleb’s concept of growing stronger
through chaos).
4. Measure Success in Learning Cycles, not quarterly profits alone.
Microsoft Follows Competitors Amazon, Meta, and Google in
Employee Productivity Crackdown [Link]
The pandemic hiring spree, rising interest rates, and the AI arms
race have forced tech giants to abandon the "growth at all costs"
mindset. Instead, they’re:
Maximizing output per employee (via stack ranking
and attrition policies)
Investing savings into AI (where Microsoft is
battling Google and OpenAI)
Master The Psychology Of Building An Unforgettable Personal
Brand - Forbes [Link]
When your brand is rooted in internal conviction, it radiates
effortlessly. The right opportunities find you.
"My worth isn’t measured by likes; it’s measured by impact."
"If they don’t buy, it’s not a rejection—it’s a mismatch."
"Outcomes are data, not identity."
"Consistency today compounds into authority tomorrow."
Zero to One: Learning Agentic Patterns - Philschmid
[Link]
This guide explores techniques such as prompt chaining, routing,
parallelization, reflection, tool integration, planning, and multi-agent
collaboration. It features practical code examples for each pattern,
enabling the development of efficient, context-aware workflows with
Google DeepMind Gemini. Emphasis is placed on structured strategies to
enhance task delegation and agent coordination.
Our research shows that by 2030, data centers are projected to
require \(\text{\$6.7}\) trillion
worldwide to keep pace with the demand for compute power. Data centers
equipped to handle AI processing loads are projected to require \(\$5.2\) trillion in capital expenditures,
while those powering traditional IT applications are projected to
require \(\$1.5\) trillion in capital
expenditures (see sidebar “What about non-AI workloads?”). Overall,
that’s nearly \(\$7\) trillion in
capital outlays needed by 2030—a staggering number by any
measure.
To qualify our \(\$5.2\)
trillion investment forecast for AI infrastructure, it’s important to
note that our analysis likely undercounts the total capital investment
needed, as our estimate quantifies capital investment for only three out
of five compute power investor archetypes—builders, energizers,
and technology developers and designers—that directly finance
the infrastructure and foundational technologies necessary for AI growth
(see sidebar “Five types of data center investors”). Approximately 15
percent (\(\$0.8\) trillion) of
investment will flow to builders for land, materials, and site
development. Another 25 percent (\(\$1.3\) trillion) will be allocated to
energizers for power generation and transmission, cooling, and
electrical equipment. The largest share of investment, 60 percent (\(\$3.1\) trillion), will go to technology
developers and designers, which produce chips and computing hardware for
data centers. The other two investor archetypes,
operators, such as hyperscalers and colocation
providers, and AI architects, which build AI models and
applications, also invest in compute power, particularly in areas such
as AI-driven automation and data center software. But quantifying their
compute power investment is challenging because it overlaps with their
broader R&D spending.
― The cost of compute: A $7 trillion race to scale data
centers - McKinsey [Link]
est_global_data_center_cap_demand
The Comfortable Life is Killing You - Poetic Outlaws
[Link]
Meaning is forged in resistance - Meaning is a byproduct of
engagement with resistance. Joy emerges when we meet challenges worthy
of our souls. To paraphrase Camus: The struggle itself is
enough.
Agentic AI Is Already Changing the Workforce - Harvard
Business Review [Link]
Papers and Reports
The power of one: How standout firms grow national
productivity - McKinsey Global Institute [Link]
Productivity growth is crucial for economic prosperity. The report
suggests that instead of waiting for all firms to improve, targeted
support for high-potential firms could accelerate national productivity
gains.
Identifying and scaling AI use cases - OpenAI [Link]
OpenAI ads, but useful for pitching GenAI use cases. It offers
guidance on identifying and scaling AI use cases within organizations,
noting that AI adoption is rapidly increasing and demonstrating
significant benefits for early adopters. It emphasizes three key steps
for businesses: understanding where AI can add value by focusing on
repetitive tasks, skill bottlenecks, and navigating ambiguity; teaching
teams fundamental AI use cases like content creation, research, and
automation; and prioritizing opportunities using an impact/effort
framework to determine which projects to pursue and scale.
ZeroSearch: Incentivize the Search Capability of LLMs without
Searching - Alibaba Group [Link]
Traditional RL training requires massive API calls to services like
Google Search, costing hundreds of thousands of dollars. ZeroSearch
replaces this with a simulated search environment where
the LLM itself generates both relevant and irrelevant documents in
response to queries.
Real search engines return unpredictable results, complicating
training. While ZeroSearch uses curriculum-based
rollouts, gradually degrading document quality to teach the
model to discern useful information.
It has a cost reduction up to 88% and its performance surpasses real
search engines.
AI Global, Global Sector Trends on Generative AI [Link]
Gen AI Traffic Share update - Similarweb @Twitter [Link]
Subdomains and pages only (below).
genai_traffic_share
YouTube and Podcasts
Fed Hesitates on Tariffs, The New Mag 7, Death of VC,
Google's Value in a Post-Search World - All-In Podcast [Link]
The Physical Turing Test: Jim Fan on Nvidia's Roadmap for
Embodied AI - Sequoia Capital [Link]
This lecture introduces the Physical Turing Test, a new
benchmark for robotics. Jim Fan from NVIDIA breaks down why solving this
is hard—and what tools researchers are using to make progress.
5 Types of AI Agents: Autonomous Functions & Real-World
Applications - IBM Technology [Link]
This lecture covers reflex agents, model-based agents, goal-based
systems, utility-based frameworks, and learning agents.
Stanford Webinar - Agentic AI: A Progression of Language
Model Usage - Stanford Online [Link]
How to connect AI agents to third-party tools using MCP -
Underfitted [Link]
Llamacon 2025 - Conversation with Mark Zuckerberg and Satya
Nadella - Meta Developers [Link]
AI mode finally - Smart move to embrace next-gen search. Android XR
glass is launching, and Gentle Monster + Warby Parker will be the first
eyewear partners. Genimi App has Agent mode is coming. And many
more!
NVIDIA CEO Jensen Huang Keynote at COMPUTEX 2025 -
NVIDIA [Link]
NVLink Fusion, DGX Spark AI Computer, DGX Station Super Computer, FTX
Pro Server, AI Robotics, etc.
A Parquet file is composed of Row Groups, Column Chunk, and
Pages.
Parquet is a self-described file format that contains all the
information needed for the application that consumes the file. This
allows the software to efficiently understand and process the file
without requiring external information. Thus, the metadata is the
crucial part of Parquet. They include Magic Number, FileMetadata, and
PageHeader.
Google Dremel (the query engine behind BigQuery) inspired
Parquet’s approach to implementing nested and repeated field storage. In
a 2010
paper introducing Dremel, Google detailed its method for efficiently
handling nested and repeated fields in analytics workloads using
definition level (for nested fields) and repetition level (for
array-like fields). I wrote an article about this approach seven months
ago; you can read it here:
― I spent 8 hours learning Parquet. Here’s what I discovered
- Vu Trinh [Link]
The overall BigQuery architecture includes independent components
for query execution, storage, a container management system, and a
shuffler service:
Colossus: A distributed storage system that
holds and stores data.
Dremel: The distributed query engine.
Borg is Google’s large-scale cluster management
system that can reliably manage and orchestrate compute resources. (Borg
is the predecessor of Kubernetes.) We will return to Borg when
discussing the Vortex architecture.
Dedicate shuffle service: Dremel was inspired
by the map-reduce paradigm to operate and manage the data shuffle
between stages efficiently; Google built a separate shuffle service on
top of disaggregated distributed memory. This service backs BigQuery and
supports other services, such as Google
Dataflow.
― I spent 4 hours learning the architecture of BigQuery's
storage engine - Vu Trinh [Link]
Extract: The process’s first step is
extraction. The needed data is gathered from various sources, such as
relational databases or third-party APIs
Transform: Extracted data undergoes many
potential transformations, including cleaning, filtering, combining from
different sources, and formatting to conform to a target
schema.
Load: The transformed data is loaded into the
destination with the predefined schema and constrained.
ELT solves many of the problems associated with ETL.
Most transformation logic can now be handled within the data
warehouse using SQL, making it more accessible for users such as data
analysts or data scientists. This eliminates the potential performance
bottleneck of ETL pipelines.
Most importantly, ELT allows you to keep raw data in the
warehouse. This approach offers several advantages. You don’t need to
plan transformation logic in advance; instead, the logic can evolve over
time based on analytical needs—an especially valuable benefit in today’s
agile software development environment.
Salesforce & AI Strategy - Generative Value [Link]
This article discusses the history of Salesforce, what made it
successful, the state of the business, and the AI opportunity (or
threat) today.
Everything Wrong with MCP - Shrivu's Substack [Link]
How to future-proof your career in the age of AI - Operator's
Handbook [Link]
Key Takeaways:
The author’s call to "lean into human strengths while actively
engaging with AI" is a compelling middle path. The essay underscores
that the future belongs to those who combine AI literacy with
irreplaceable human skills—judgment, influence, and adaptability.
Human Competitive Advantages:
Judgment & Conviction: Ability to make
decisions with incomplete/ambiguous data. Distinguishing impactful work
from "interesting but useless" projects. Simplifying complexity into
actionable frameworks.
Influence & Execution: Navigating
organizational politics and incentives. Building trust and adoption for
AI-driven outputs. Understanding unspoken processes and
relationships.
Actionable Skills to Cultivate:
Develop "taste" by studying excellence in your field.
Gain hands-on experience to pressure-test AI outputs.
Learn to align stakeholders and drive consensus.
Build strong interpersonal relationships and reputation.
Adaptability as the Ultimate Skill:
AI will keep evolving, so continuous learning and flexibility are
critical.
Focus on areas where humans add unique value (judgment, influence,
creativity).
This is a very interesting point: "Develop "taste" by studying
excellence in your field."
Just like any skill, taste sharpens with exposure and effort. The
more you study, critique, and create, the better you’ll get at
recognizing—and producing—excellence. In a world flooded with
AI-generated content, the people who thrive will be those who can
separate the remarkable from the mediocre.
Blogs and Articles
How Airbnb Standardized Metric Computation at Scale - Airbnb
Blog [Link]
Good tips and tricks for digital hygiene, given the pervasive nature
of internet fraud and the data collection practices of major tech
companies.
Measuring AI Ability to Complete Long Tasks - METR
[Link]
metr-length-of-tasks-log
The "think" tool: Enabling Claude to stop and think in
complex tool use situations - Anthropic [Link]
Anthropic introduces a "think" tool designed to enhance Claude's
complex problem-solving by providing a dedicated space for structured
reasoning during tasks. This tool differs from extended thinking by
allowing Claude to pause and consider necessary information
mid-response, particularly beneficial for multi-step processes and tool
use. Evaluations on benchmarks like τ-Bench demonstrated significant
performance improvements, especially in policy-heavy domains like
airline customer service, where optimized prompting alongside the
"think" tool proved most effective.
Tiny Agents: a MCP-powered agent in 50 lines of code -
HuggingFace [Link]
Anthropic CEO wants to open the black box of AI models by
2027 - Techcrunch [Link]
Powerful AI will shape humanity’s destiny, and we deserve to
understand our own creations before they radically transform our
economy, our lives, and our future.
― The Urgency of Interpretability - Dario Amodei [Link]
Interpretability isn’t just academic—it’s a prerequisite for safe,
controllable AI. The window to solve it is narrowing as AI grows more
powerful. By steering resources toward this goal now, we might avoid a
future where humanity builds systems it doesn’t understand but can’t
afford to stop.
The Jobs That Will Fall First As AI Takes Over The Workplace
- Forbes [Link]
Takeaways:
Timeline for Disruption:
By 2030: 30% of U.S. jobs could be automated (McKinsey).
By 2035: White-collar restructuring in finance, legal, and media
(Larry Fink, Jamie Dimon).
By 2045: 50% of jobs may be fully automated (Goldman Sachs).
By 2050: AI could dominate 60-80% of jobs, depending on innovation
pace.
Most Vulnerable Jobs (Near-Term):
Administrative: Data entry, scheduling, customer service (60%
automatable, per IPPR).
Finance & Legal: Bookkeeping, contract drafting, paralegal work
(AI tools like Harvey already achieve 90% accuracy).
Creative & Media: Basic graphic design, copywriting, journalism
(30% at risk by 2035, Pew Research).
Routine STEM Tasks: Coding, data analysis (40% automatable by 2040,
WEF).
More Resilient Jobs (Longer-Term):
Healthcare: Nursing, therapy, and patient care (empathy-driven
roles).
Skilled Trades: Construction, repair, maintenance (physical labor is
harder to automate).
Focus on critical thinking, creativity, and AI collaboration (e.g.,
prompt engineering, AI-augmented decision-making).
Target Resilient Sectors- Healthcare, education, skilled trades, and
AI-adjacent roles (e.g., cybersecurity, AI ethics).
Push for employer or government-sponsored programs to transition
into hybrid (human + AI) roles.
Embrace Hybrid Roles- Jobs that combine technical skills with human
judgment (e.g., AI-assisted healthcare diagnostics) will thrive.
As Ray Dalio warns, the economy faces a "great deleveraging" where AI
disrupts jobs faster than new ones emerge. The key is
adaptability—those who proactively reinvent their
skills today will shape the workforce of tomorrow.
Curation is the new leadership superpower. Here are 3 ways to
adopt a curation mindset - FastCompany [Link]
The most transformative leaders of the next decade will be those who
master the art of curation—seeing their role as a conduit for the best
ideas, not the source of them.
The Obsolescence of the "Omniscient Leader": The pace of change,
hyper-specialization, and interconnected challenges (e.g., AI, climate,
global markets) make it impossible for one person to have all the
answers. Leaders must shift from being "the smartest in the room" to
becoming "architects of collective intelligence."
Curation as the Core Leadership Skill:
Curating Talent: Prioritize cognitive diversity over homogeneity.
Example: Diverse teams solve problems faster (39% efficiency
boost).
Curating Ideas: Create systems where unconventional thinking
flourishes (e.g., Google’s 20% time → Gmail, Maps). Actively seek
"outliers" (contrarians, outsiders) to challenge groupthink.
Curating Innovation: Design for "structured serendipity" (e.g.,
Pixar’s open office, IDEO’s cross-industry brainstorming). Embrace
cross-disciplinary collisions (e.g., NASA’s tech inspiring sportswear,
biomimicry in architecture).
How to Cultivate a Curation Mindset:
Facilitate, don’t dictate: Ask better questions; let solutions
emerge from debate (e.g., Amazon’s "Disagree and Commit").
Optimize for collaboration, not just efficiency: Space matters
(physical or virtual).
Perplexity CEO says its browser will track everything users
do online to sell ‘hyper personalized’ ads - TechCrunch [Link]
Perplexity is building a browser (Comet) to track user behavior
across the web—explicitly to fuel targeted advertising. It highlights
the company’s ambition to emulate Google’s surveillance-capitalism
playbook.
Perplexity’s move confirms that the AI search revolution is less
about displacing Google’s model than replicating it—with AI as a smarter
wrapper for the same ads.
Today’s Most Crucial Leadership Skill Is Systems Thinking -
Forbes [Link]
Leaders who master systems thinking don’t just survive
uncertainty—they thrive in it, turning complexity into
competitive advantage.
Five Key Tools of Systems Thinking for Strategic
Leaders
Problem Statements: Move from surface-level fixes to systemic
solutions. Example: Instead of asking, “How do we get customers to
recycle?”, ask, “How can we redesign products and
infrastructure for circularity?”
Stakeholder Mapping: Identify all affected parties—not just obvious
ones. Example: For electric vehicles, consider miners of critical
minerals, urban planners, and regulators, not just automakers and
buyers.
Iceberg Analysis: Look beneath visible events to uncover hidden
structures and mindsets. Example: Employee burnout isn’t just about
workload—it’s shaped by corporate culture, incentive systems, and
societal norms.
Causal Loops: Visualize feedback loops to see how actions create
ripple effects. Example: A cost-cutting measure in one department may
increase inefficiencies elsewhere.
Iteration & Testing: Embrace adaptive strategies, not rigid
plans. Example: Pilot small-scale solutions, measure impact, and refine
before full rollout.
Perplexity CEO shares the Elon Musk–inspired mantra that
helped him build the $9 billion rival to OpenAI - Fortune [Link]
Srinivas’s journey highlights resilience, speed, and Silicon Valley’s
tight-knit founder network as key drivers of startup success.
"It’s Only Over When You Give Up" – Aravind Srinivas, CEO of AI
search startup Perplexity, draws inspiration from Elon Musk’s
perseverance during SpaceX’s early failures. He told Harvard students
that success comes from relentless self-belief, even when others doubt
you.
Rocketing Valuation – Perplexity, competing with Google and OpenAI,
grew from a 1B to 9B and is now in talks to raise funds at an 18B
valuation.
Forget Pitch Decks, Build Fast – Srinivas advises founders to focus
on rapid product iteration rather than lengthy business plans. He admits
he doesn’t even know how to make a pitch deck—Perplexity’s success came
from live demos.
OpenAI Alumni Network – Despite competing with OpenAI, Srinivas
maintains a strong relationship with Sam Altman (his former boss at
OpenAI). This mirrors the "PayPal Mafia" dynamic, where ex-OpenAI
employees now lead major AI firms like Anthropic and Safe
Superintelligence.
Marc Andreessen predicts one of the few jobs that may survive
the rise of AI automation - Fortune [Link]
Andreessen’s logic suggests focusing on roles where trust,
psychology, and networks matter more than data crunching. But don’t
underestimate AI’s ability to creep into those domains too.
How To Get Noticed Without Self-Promotion By Using Strategic
Visibility - Forbes [Link]
Core Lessons:
Hard Work ≠ Visibility: Doing great work is
necessary but insufficient. If leaders don’t know what you’re doing,
they can’t reward it. Waiting for annual reviews is too late—visibility
requires consistent, intentional updates.
Humility Has a Hidden Cost: While modesty is
admirable, staying silent can render you invisible. Gallup’s data on
declining engagement (just 36% in 2020) highlights how disengagement
hurts promotion prospects. Visibility isn’t ego-driven; it’s about
ensuring your impact is recognized.
Visibility ≠ Bragging: Framing contributions as
useful knowledge (e.g., "Here’s how I solved X") builds trust and
leadership credibility. Sharing wins, failures, and best practices helps
the team and positions you as a problem-solver.
Tactical Ways to Increase Visibility
Share knowledge: Lead "lessons learned" sessions or contribute to
internal newsletters.
Mentor others: Their success reflects your leadership.
Speak up strategically: One substantive insight per meeting >
empty chatter.
Volunteer for high-impact projects: Align with organizational
priorities.
Write internally: Document best practices to showcase thought
leadership.
Emotional Intelligence (EQ) Matters More Than
Extroversion
Visibility is about meaningful engagement, not being the
loudest.
Avoid self-deprecating language ("I’m sorry, but…")—speak with
conviction.
What Leaders Actually Notice
Initiative, influence, and alignment with goals matter more than
face-time.
Working smart (not just late) and collaborating effectively signal
leadership potential.
YouTube and Podcast
DOGE updates + Liberation Day Tariff Reactions with Ben
Shapiro and Antonio Gracias - All-In Podcast [Link]
2027 Intelligence Explosion: Month-by-Month Model — Scott
Alexander & Daniel Kokotajlo - Dwarkesh Patel [Link]
Trump vs Harvard, Nvidia export controls, how DEI killed
Hollywood with Tim Dillon - All-In Podcast [Link]
How DeepSeek Rewrote the Transformer [MLA] - Welch
Labs [Link]
A lecture explaining the architecture and optimizations behind
DeepSeek R1, a language model that improves Transformer efficiency.
Live Demo: Reinforcement Fine-Tuning for LLMs — Build Smarter
Models with Less Data l Tutorial - Predibase [Link]
This video was talking about why RFT beats supervised fine-tuning
(SFT) in reasoning tasks, giving live demo of an end-to-end RFT
workflow, and PyTorch-to-Triton case study showing real-world
impact.
Model Context Protocol (MCP), clearly explained (why it
matters) - Greg Isenberg [Link]
Trump Rally or Bessent Put? Elon Back at Tesla, Google's
Gemini Problem, China's Thorium Discovery - All-In Podcast [Link]
Suffering is mostly mental anguish and mental pain and it just
means you don't want to do the task at hand.
The kind of fame that pure actors and celebrities have, I
wouldn't want, but the kind of fame that's earned because you did
something useful, why dodge that.
People will always want more status uh but I think you can be
satisfied at a certain level of wealth.
Not the kind of confidence that would say I have the answer but
the kind of confidence that I will figure it out and I know what I want
or only I am a good arbiter of what I want.
Pride is the enemy of learning, so when I look at my friends and
colleagues, the ones who are still stuck in the past and have grown the
least are the ones who were the proudest, because they sort of feel like
they already had the answers and so they don't want to correct
themselves publicly.
I think everybody puts themselves first that's just human nature,
you're here because you survive you're a separate organism.
The happier you are, the more you can sustain doing something,
the more likely you're going to do something that will in turn make you
even happier, and you'll continue to do it, and you'll outwork everybody
else. The more free you are the better you can allocate your
time.
There are no problems in the real world other than maybe things
that inflict pain on your body. Everything else has to become a problem
in your mind first.
Your family is broken but you're going to fix the world. People
are running out there to try and fix the world when their own lives are
a mess.
I think the only true test of intelligence is if you get what you
want out of life and there are two parts to that one is getting what you
want so you know how to get it and the second is wanting the right
things knowing what to want in the first place.
Usually I think people end up there because they are going on
autopilot with sort of societal expectations or other people's
expectations or out of guilt or out of like mimetic desire.
Probably the biggest regret will be staying in the relationship
after you knew it was over, exactly you should have left sooner, the
moment you knew it wasn't going to work out, you should have moved
on.
We are naturally hardwired to be pessimists but modern society is
very different despite whatever problems you may have with modern
society, it is far far safer than living in the jungle and just trying
to survive and the opportunities.
Leave all those labels alone. It's better just to look at the
problem at hand, look at reality the way it is, try to take yourself out
of the equation in a sense.
The less you think about yourself the more you can think about a
mission or about God or about a child or something like that.
I don't think there are any formulas i think it's unique to each
person it's like asking a successful person how did you become
successful each one of them will give you a different story uh you can't
follow anyone else's path.
A lot of change is more about desire and understanding than it is
about uh forcing yourself or trying to domesticate yourself.
When your mind is under stress, it's because it has two
conflicting desires at once... and anxiety I think is sort of this
pervasive unidentifiable stress where you're just kind of stressed out
all the time and you're not even sure why and you can't even identify
the underlying problem. I think the reason for that is because you have
so many unresolved problems unresolved stress points that have piled up
in your life that you can no longer identify what the problems
are.
Life is going to play out the way it's going to play out there
will be some good and some bad most of it is actually just up to your
interpretation.
The gut is what decides the head, is kind of what rationalizes it
afterwards, the gut is the ultimate decision maker.
You can't change other people, you can change your reaction to
them.
If you do want to change someone's behavior, I I think the only
effective way to do it is to compliment them when they do something you
want, not to insult them or be negative or critical when they do
something you don't want.
If you can't decide, the answer is no.
Almost invariably the advice that you would give yourself 10
years ago is still the advice that you need to hear today.
On mental things, I think understanding is way more important
once you see the truth of something you cannot unsee it... when we
really do see something clearly, it changes our behavior immediately,
and that is far more efficient than trying to change your behavior
through repetition.
Truth is often painful, if it wasn't, we'd all be seeing truth
all the time. Reality is always reflecting truth that's all it is why
would you not have accessed it already exactly... wisdom is the set of
things that cannot be transmitted. If they could be transmitted you know
we'd read the same five philosophy books, and we'd all be done, we'd all
be wise. You have to learn it for yourself, it has to be rediscovered
for yourself in your own context.
You're probably better off only caring about things that are
local or things that you can affect. So if you really care about
something that's in the news, then by all means care about it but make a
difference go do something about it.
Desire is a contract to be unhappy until you get what you
want.
The real currency of life is attention it's what you choose to
pay attention to and and what you do about it.
― 44 Harsh Truths About Human Nature - Naval Ravikant (4K) -
Chris Williamson [Link]
Key Learnings:
Someone who can do the job peacefully or happily is more effective
than someone with unnecessary emotional turmoil
Fame sought for its own sake is fragile and leads to a constant need
to perform.
People often say things they don't really believe, driven by a
desire to be seen as something they are not.
Status is zero-sum and insatiable, unlike wealth. Status is often
comparative, like leaderboards, where one person's gain can be another's
loss.
Self-esteem comes from aligning actions with internal values,
especially when difficult. Genuine sacrifice, doing something you want
less for something you value more, can build self-esteem.
True confidence is not having all the answers but the self-belief to
figure things out.
Pride is an enemy of learning and can lead to being stuck in past
mistakes.
Everyone puts themselves first; unapologetic self-prioritization is
rare but perhaps more honest. Much of what appears as altruism might be
a waste of time if it goes against one's true desires.
Happiness and freedom are intertwined with efficiency and
productivity.
Many emotional problems arise from the mind creating problems where
none exist in the real world. He advises observing one's thoughts
objectively to realize unnecessary emotional energy expenditure.
People often try to fix the world while their own lives are in
disarray. He questions the credibility of those who cannot manage their
own lives but seek to solve global issues.
True intelligence is getting what you want out of life by wanting
the right things and knowing how to get them.
Many people go through life unconsciously following societal or
mimetic desires. He emphasizes the importance of thinking things through
for oneself rather than blindly following others.
Staying too long in bad situations (relationships, jobs) is a common
regret.
We are naturally hardwired for pessimism due to evolutionary
pressures to avoid ruin.
Humans are dynamic and labels like optimist, pessimist, introvert,
extrovert are self-limiting.
Overthinking about oneself can lead to misery; focusing on something
bigger can bring happiness. Overthinking and rumination do not help with
happiness.
There are no universal formulas for success or happiness; each
person's path is unique.
Lasting change comes from desire and understanding, not forcing
oneself. He suggests aligning actions with genuine wants for maximal
effectiveness.
Anxiety often stems from having many unresolved and conflicting
desires.
Our interpretations of experiences shape our reality. The same
experience can lead to different emotional responses based on individual
interpretation.
The "gut" is the ultimate decision-maker, representing refined
judgment accumulated through evolution and experience. He advises
trusting this instinct once it's developed.
You cannot change other people, only your reaction to them. He adds
that people change through their own insights or trauma, not by being
told to.
Negative reinforcement is less effective than positive reinforcement
in changing behavior.
If faced with a difficult choice and unable to decide, the answer is
often "no." He also suggests that when choosing between two equal
options, take the more painful path in the short term.
Understanding is more important than discipline for mental
change.
Truth, though often painful, is constantly reflected by reality;
wisdom is the personal rediscovery and contextual application of
timeless truths. He also mentions that many important life lessons are
"unteachable" in the sense that they must be experienced firsthand to be
truly understood.
Memorization is becoming less valuable in the age of readily
available information; understanding, judgment, and taste are more
crucial. He links understanding to solving real problems and finding
generalizable truths.
Philosophy evolves with new knowledge and perspectives. He explains
how advancements in science and technology lead to different
philosophical outlooks, and even moral philosophy progresses over
time.
Many philosophical paradoxes can be resolved by considering
different scales and timeframes. Naval suggests that seemingly
contradictory questions like free will and determinism can be understood
by shifting perspectives.
Coordination is essential for societal function; pure libertarianism
is unsustainable.
Modern AI, while powerful, currently lacks true creativity and deep
understanding.
Meaning can be more important than moment-to-moment happiness.
In an age of news saturation, it's a battle to maintain focus on
what truly matters and what one can influence. He emphasizes that
attention is the real currency of life and should be spent consciously.
Attention, not time or money, is the most fundamental resource in
life.
Getting past one's past is a skill achieved by processing it to be
rid of it, not to dwell on it.
I think agents are real, but I think that we are far away from
that because we're still at the phase of how do you build reliable
software in production for an enterprise versus the toy apps that you
see on the internet which is like let me vibe code something. I think
these things are worlds apart still. - Chamath Palihapitiya
I think we have not yet figured out how to move the budgets from
experimentation to mainline production. Meaning where large chunks of
the US economy are comfortable enough with the ways in which
hallucinations are managed such that they will replace legacy
deterministic code with this new probabilistic model generated code
meaning model enabled code. - Chamath Palihapitiya
― Trump's First 100 Days, Tariffs Impact Trade, AI Agents,
Amazon Backs Down - All-In Podcast [Link]
Papers and Reports
Orchestrating Agents and Data for Enterprise: A Blueprint
Architecture for Compound AI [Link]
This paper contributes to the enterprise AI landscape by offering a
comprehensive architectural blueprint for deploying agentic, modular,
and data-integrated AI systems that can efficiently leverage LLMs and
enterprise assets.
Github
Google Gemini 2.0 with MCP (Model Context Protocol) Servers -
Gemini Samples [Link]
Maestro - A Framework for Claude Opus, GPT and local LLMs to
Orchestrate Subagents - maestro [Link]
Accelerate Generalist Humanoid Robot Development with NVIDIA
Isaac GR00T N1 - NVIDIA [Link]
Announcing the Agent2Agent Protocol (A2A) - Google for
Developers [Link]
Key Takeaways:
A2A is an open-source protocol backed by 50+ tech giants (e.g.,
Salesforce, SAP, Cohere) and consultancies (e.g., Accenture, Deloitte).
It allows agents from different vendors/frameworks to communicate, share
data, and coordinate tasks without being locked into a single
platform.
Solving Enterprise Pain Points: Breaks down silos by letting agents
interoperate across HR (Workday), CRM (Salesforce), ERP (SAP), and other
systems. Example: A hiring manager’s agent can autonomously source
candidates, schedule interviews, and run background checks by
collaborating with specialized agents.
How to Build a Graph RAG App - Steve Hedden [Link]
Walking through building a graph rag app that improves LLM accuracy
using knowledge graphs. It covers data preparation, search refinement
with MeSH terms, and article summarization.
We believe that, in 2025, we may see the first AI agents “join
the workforce” and materially change the output of companies. We
continue to believe that iteratively putting great tools in the hands of
people leads to great, broadly-distributed outcomes.
This guide provides a comprehensive exploration of AI-powered agents,
focusing on their capabilities, planning, tool selection, and failure
modes. It delves into the factors determining an agent's performance,
how LLMs can plan, and how to augment planning capabilities. It also
provides insights into agent failures and how to evaluate them
effectively.
The Batch Issue 284 - DeepLearning.AI - Andrew Ng
[Link]
Andrew Ng highlights AI Product Management’s growth as software
becomes cheaper to build.
Global-batch load balance almost free lunch to improve your
MoE LLM training - Qwen [Link]
MoE models struggle with expert underutilization due to
micro-batch-level load balancing, which fails when data within a batch
lacks diversity. This results in poor expert specialization and model
performance.
The paper proposes global-batch load balancing, where expert
selection frequencies are synchronized across all parallel groups,
ensuring more effective domain specialization and improved
performance.
Global-batch load balancing outperforms micro-batch balancing in all
tested configurations. It shows improved performance and expert
specialization, with models achieving better results across various data
sizes and domains.
How to Evaluate LLM Summarization - Isaac Tham [Link]
A quantitative, research-backed framework for evaluating LLM
summaries, focusing on conciseness and coherence. This guide explores
challenges in summarization evaluation, defines key quality metrics
(conciseness, coherence), and improves the Summarization Metric in the
DeepEval framework. Includes a GitHub notebook for applying these
methods to assess summaries of long-form content systematically.
We just gave sight to smolagents - HuggingFace [Link]
This tutorial is about how to integrate vision capabilities into
autonomous agents using smolagents. It explains passing images to agents
in two ways: at initialization or dynamically via callbacks. It
demonstrates building a web-browsing agent with vision using the
MultiStepAgent class and helium. The agent performs actions like
navigation, popup handling, and dynamic webpage analysis.
On DeepSeek and Export Controls - Dario Amodei [Link]
Highlighting export controls' impact on AI geopolitics.
Hugging Face challenges OpenAI’s Deep Research with an open-source
alternative, beating previous SOTA by 9 points.
Choosing the Right AI Agent Framework: LangGraph vs CrewAI vs
OpenAI Swarm - Yi Zhang [Link]
Compare LangGraph, CrewAI, and OpenAI Swarm frameworks for building
agentic applications with hands-on examples. Understand when to use each
framework, and get a preview of debugging and observability topics in
Part II.
Learn how to scale LLMs on TPUs by understanding hardware
limitations, parallelism, and efficient training techniques. Explore how
to estimate training costs, memory needs, and optimize performance using
strategies like data, tensor, pipeline, and expert parallelism. Gain
hands-on experience with LLaMA-3, and learn to profile and debug your
code.
Sam outlines AI trends: AI’s scaling limits, cost reduction, and the
future of autonomous agents.
How to deploy and fine-tune DeepSeek models on AWS -
HuggingFace [Link]
Deploy and fine-tune DeepSeek-R1 models on AWS using Hugging Face
with GPUs, SageMaker, and EC2 Neuron.
Building a Universal Assistant to connect with any API -
Pranav Dhoolia [Link]
Convert any OpenAPI spec into an MCP-compatible API assistant without
writing custom integration code. Use a generic MCP server to expose API
endpoints dynamically. This approach simplifies integration, expands
compatibility, and makes scaling API support more efficient.
From PDFs to Insights: Structured Outputs from PDFs with
Gemini 2.0 - Philschmid [Link]
Learn to convert PDFs into structured JSON using Gemini 2.0. Set up
the SDK, process files, manage tokens, and define JSON schemas with
Pydantic. Covers real-world examples like invoices and forms, best
practices, and cost management, works within the free tier.
The Hidden Ways We Really Work Together - Microsoft
[Link]
Managing LLM implementation projects - Piotr
Jurowiec [Link]
Discover how to implement LLMs from initial planning to deployment.
Establish project goals, select suitable architectures, preprocess data,
train and evaluate models, optimize hyperparameters, and incorporate
domain expertise. Tackle challenges such as hallucinations, security
risks, regulatory compliance, and scalability limitations. Develop
systematic workflows for building and managing LLM-based
applications.
How to build a ChatGPT-Powered AI tool to learn technical
things fast - AWS [Link]
What Problem Does The Model Context Protocol Solve? -
AIhero [Link]
Learn how the Model Context Protocol (MCP) simplifies integrating
large language models (LLMs) with external APIs.
MCP acts as a connector between LLMs and external data sources,
facilitating interactions with tools without requiring LLMs to
understand intricate APIs. By providing a standardized interface, it
streamlines integrations with platforms like GitHub, enhancing workflow
speed and efficiency.
Most AI value will come from broad automation, not from
R&D - Epoch AI [Link]
Epoch AI's article argues against the popular notion that the primary
economic benefit of artificial intelligence will stem from its
application in research and development. Instead, the authors posit that
AI's most significant value will arise from its widespread deployment in
automating existing labor across various sectors.
Substack
Tencent: Betting Big on AI - App Economy Insights
[Link]
tencent_corporate_overview
Tencent's proprietary HunYuan framework has developed into a central
AI platform catering to both consumers and enterprises. Originally
centered on text and conversational AI, HunYuan has expanded to support
multimodal capabilities, including image, video, and 3D generation,
where it has attained top rankings in industry benchmarks.
HunYuan_Thesis
Tencent has a Dual-Core AI strategy: It combines its proprietary T1
model with external AI, such as DeepSeek’s R1, in a “double-core”
approach. Yuanbao chatbot utilizes both—T1 for deep reasoning and R1 for
quick responses—while WeChat Search enhances accuracy by integrating T1
with DeepSeek.
Alphabet has completed its largest acquisition to date with a $32
billion deal to acquire cloud security startup Wiz. If successful, this
move could redefine GCP’s security portfolio, strengthening its stance
as AI-driven cloud computing becomes the focal point.
google_biggest_acquisition
Papers and Reports
Whitepaper Agents - Authors: Julia Wiesinger, Patrick Marlow
and Vladimir Vuskovic [Link]
Google’s whitepaper explains how AI agents use reasoning, tools, and
external data to automate tasks, turning large language models (LLMs)
into workflow automation systems. Google suggests using
LangChain for prototyping and Vertex
AI for scaling production-ready agents. its framework provides
a standardized approach to ensure reliable AI agent execution.
Key Components
Decision Engine – The LLM plans and executes tasks
using reasoning methods like ReAct or Chain-of-Thought.
Tool Integration – Agents interact with APIs,
databases, and real-time data.
Orchestration Layer – Manages task execution and
decision-making.
Tool Types
Extensions – Directly call APIs for
automation.
Functions – Allow developers to control
execution.
Data Stores – Use retrieval-augmented generation
(RAG) for external data access.
Use Cases
Agents handle tasks like personalized recommendations, workflow
automation, and database queries. For example, they can fetch a user’s
purchase history and generate tailored responses.
Introducing smolagents, a simple library to build
agents - HuggingFace [Link]
HuatuoGPT-o1, Towards Medical Complex Reasoning with
LLMs [Link]
This paper shows how to build domain-specific reasoning models using
a two-stage training process. HuatuoGPT-o1, a medical LLM, enhances
complex reasoning using this two-stage approach: (1) supervised
fine-tuning (SFT) with complex Chain-of-Thought (CoT) and (2)
reinforcement learning (RL) using a verifier to refine reasoning.
huatuogpto1
Inference-Time Scaling for Diffusion Models beyond Scaling
Denoising Steps - Google DeepMind [Link]
Google DeepMind introduces noise search method, outperforming
traditional denoising in diffusion models.
Chain of Agents: Large language models collaborating on
long-context tasks - Google Research [Link]
[Paper]
SFT Memorizes, RL Generalizes: A Comparative Study of
Foundation Model Post-training - Google DeepMind [Link] [Link]
Explaining why reinforcement learning outperforms supervised
fine-tuning for model generalization.
Learning to Plan & Reason for Evaluation with
Thinking-LLM-as-a-Judge [Link]
A new preference optimization algorithm for LLM-as-a-Judge
models.
Hallucination Mitigation using Agentic AI Natural
Language-Based Frameworks [Link]
Generative AI models often produce hallucinations, making them less
reliable and reducing trust in AI systems. In this work, a multi-agent
system is designed using over 300 prompts to induce hallucinations. AI
agents at different levels review and refine outputs using distinct
language models, structured JSON communication, and the OVON framework
for seamless interaction. New KPIs are introduced to measure
hallucination levels.
ELEGNT: Expressive and Functional Movement Design for
Non-Anthropomorphic Robot - Apple [Link]
[Link]
This is very cool.
π0 and π0-FAST: Vision-Language-Action Models for General
Robot Control - Hugging Face [Link]
Hugging Face publishes the first open-source robotics foundation
models for real-world applications.
Claude 3.7 Sonnet introduces extended thinking, visible reasoning,
and improved agentic capabilities for complex tasks.
Can LLMs Generate Novel Research Ideas? A Large-Scale Human
Study with 100+ NLP Researchers [Link]
This study evaluated the ability of LLMs to generate novel,
expert-level research ideas compared to human experts by recruiting over
100 NLP researchers for idea generation and blind reviews. Results
showed that LLM-generated ideas were rated as more novel than human
ideas (p < 0.05) but slightly less feasible. While LLMs demonstrated
promising ideation capabilities, challenges such as limited idea
diversity and unreliable self-evaluation were identified, highlighting
areas for improvement in developing effective research agents.
Yann LeCun and his team have proposed Dynamic Tanh (DyT) as an
alternative to conventional normalization layers in deep learning
models. This innovative method, leveraging the scaled tanh function,
delivers performance on par with or superior to techniques like
LayerNorm and RMSNorm. Notably, its ability to lower computational costs
while preserving model efficiency makes it particularly compelling.
Some articles mentioned: "Retrieval-Augmented Generation with
Knowledge Graphs for Customer Service Question Answering" [Link], and "GraphRAG:
Unlocking LLM discovery on narrative private data" [Link].
Building a fully local "deep researcher" with DeepSeek-R1 -
LangChain [Link]
This tutorial reviews DeepSeek R1's training methods, explains
downloading the model via Ollama, and demonstrates JSON-mode testing.
Test its local "deep research" assistant, which performs web research
and iterative summarization with reflection for improved results.
Building Effective Agents with LangGraph - LangChain
[Link]
This video shows the difference between agents and workflows and when
to use each. You'll Implement patterns like prompt chaining,
parallelization, and routing using LangGraph. The session covers
building agents, applying advanced patterns, and understanding how
LangGraph enhances automation and optimization in AI systems.
Nvidia's GTC 2025 Keynote: Everything Announced in 30 Minutes
- Amrit Talks [Link]
Satya Nadella discusses AI, AGI skepticism, economic growth, quantum
computing, AI pricing, gaming models, and legal challenges. Notes of
insights impressed me:
Nadella believes hyperscalers (like Microsoft Azure, AWS, and Google
Cloud) will be major beneficiaries of AI advancements. The exponential
growth in compute demand for AI workloads—both for training and
inference—will drive massive infrastructure needs. Hyperscalers are
well-positioned to meet this demand due to their ability to scale
compute, storage, and AI accelerators efficiently.
He argues that hyperscale infrastructure is not a winner-takes-all
market. Enterprises and corporations prefer multiple suppliers to avoid
dependency on a single vendor. This structural dynamic ensures
competition and prevents monopolization.
While there may be a few dominant closed-source AI models, Nadella
predicts that open-source alternatives will act as a check, preventing
any single entity from monopolizing the AI model space. He draws
parallels to the coexistence of closed-source (e.g., Windows) and
open-source systems in the past.
He highlights that governments worldwide are unlikely to allow
private companies to dominate AI entirely. Regulatory and state
involvement will likely shape the landscape, further preventing a
winner-takes-all scenario.
In consumer markets, network effects can lead to winner-takes-all
dynamics (e.g., ChatGPT's early success). However, in enterprise
markets, multiple players will thrive across different categories.
He disagrees with the notion that AI models or cloud infrastructure
will become commoditized. At scale, the complexity of managing
hyperscale infrastructure and the know-how required to optimize it
create significant barriers to entry and sustain profitability.
Microsoft aims to build a versatile hyperscale fleet capable of
handling large training jobs, inference workloads, and specialized tasks
like reinforcement learning (RL). The company focuses on distributed
computing, global data center placement, and high utilization of
resources to meet diverse AI demands.
Nadella envisions a future where AI agents and specialized models
will drive even greater compute demand. He emphasizes the importance of
building infrastructure that can support both training and inference at
scale, while also accommodating evolving AI research and
development.
Microsoft Research (MSR) has a history of investing in fundamental,
curiosity-driven research, often with no immediate payoff. Nadella
emphasizes the importance of maintaining this culture, even if the
benefits may only materialize decades later. Nadella highlights the
difficulty of transitioning from research breakthroughs to scalable
products. The role of leadership is to ensure that innovations are not
only technically sound but also commercially viable.
Nadella envisions quantum computing being accessed via APIs, similar
to how cloud services are used today. This could democratize access to
quantum capabilities for research and industry.
Good course to help you to align LLM with specific use cases. It
includes instruction tuning, preference alignment using DPO/ORPO, LoRA,
prompt tuning, and multimodal model adaptation, and it covers creating
synthetic datasets, evaluation, and efficient inference.
This repository provides access to a selection of curated Model
Context Protocol (MCP) servers designed for seamless AI model-resource
interaction. It features both production-ready and experimental servers,
offering capabilities like file access, database connections, and API
integrations. There are frameworks, tutorials, and practical tips to
enhance model deployment and maximize resource efficiency in real-world
applications.
I just finished reading "Daring Greatly: How the Courage to Be
Vulnerable Transforms the Way We Live, Love, Parent, and Lead" by Brené
Brown. This is the second book of hers I have read. Her words feel like
whispers from God.
What she says about wholeheartedness:
“Wholehearted living is about engaging in our lives from a place of
worthiness. It means cultivating the courage, compassion, and connection
to wake up in the morning and think, No matter what gets done and how
much is left undone, I am enough. It's going to bed at night thinking,
Yes, I am imperfect and vulnerable and sometimes afraid, but that
doesn't change the truth that I am also brave and worthy of love and
belonging.”
What she says about vulnerability:
“Vulnerability is based on mutuality and requires boundaries and
trust. It's not oversharing, it's not purging, it's not indiscriminate
disclosure, and it's not celebrity-style social media information dumps.
Vulnerability is about sharing our feelings and our experiences with
people who have earned the right to hear them. Being vulnerable and open
is mutual and an integral part of the trust-building process.”
“If we're going to find our way out of shame and back to each other,
vulnerability is the path and courage is the light. To set down those
lists of what we're supposed to be is brave. To love ourselves and
support each other in the process of becoming real is perhaps the
greatest single act of daring greatly.”
What she says about perfectionism: (I love this part!)
“The problem was thankfully never fixed, and in time the box
overflowed as more and more art piled up. I think the dilemma exists
because art, among all the other tidy categories, most closely resembles
what it is like to be human. To be alive. It is our nature to be
imperfect. To have uncategorized feelings and emotions. To make or do
things that don't sometimes necessarily make sense.
Art is all just perfectly imperfect.
My fixation with these words from Leonard Cohen's song "Anthem" comes
from how much comfort and hope they give me as I put "enough" into
practice: "There's a crack in everything. That's how the light gets
in."”
What she says about oversharing:
“It's an important question, and the answer is that I don't tell
stories or share vulnerabilities with the public until I've worked
through them with the people I love. I have my own boundaries around
what I share and what I don't share and I stay mindful of my
intentions.
First, I only share stories or experiences that I've worked through
and feel that I can share from solid ground. I don't share what I define
as "intimate" stories, nor do I share stories that are fresh wounds.
Second, I follow the rule that I learned in my graduate social work
training. Sharing yourself to teach or move a process forward can be
healthy and effective, but disclosing information as a way to work
through your personal stuff is inappropriate and unethical.
Last, I only share when I have no unmet needs that I'm trying to
fill. I firmly believe that being vulnerable with a larger audience is
only a good idea if the healing is tied to the sharing, not to the
expectations I might have for the response I get.
What she says about disengagement:
“Disengagement is the issue underlying the majority of problems I see
in families, schools, communities, and organizations and it takes many
forms, including the ones we discussed in the "Armory" chapter. We
disengage to protect ourselves from vulnerability, shame, and feeling
lost and without purpose. We also disengage when we feel like the people
who are leading us—our boss, our teachers, our principal, our clergy,
our parents, our politicians-aren't living up to their end of the social
contract.”
“The gap starts here: We can't give people what we don't have. Who we
are matters immeasurably more than what we know or who we want to be.
The space between our practiced values (what we're actually doing,
thinking, and feeling) and our aspirational values (what we want to do,
think, and feel) is the value gap, or what I call "the disengagement
divide." It's where we lose our employees, our clients, our students,
our teachers, our congregations, and even our own children.”
What she says about vulnerabilities in Sales:
“My answer was no. And yes. In that scenario vulnerability is
recognizing and owning that you don't know something; it's looking the
customer in the eye and saying, "I don't know the answer to that, but
I'll find out. I want to make sure you have the correct information." I
explained that the unwillingness to engage with the vulnerability of not
knowing often leads to making excuses, dodging the question,
or-worst-case scenario-bullshitting. That's the deathblow in any
relationship, and the one thing I've learned from talking to people who
sell for a living is that sales is all about relationships.”
And her Daring Greatly Leadership Manifesto:
“To the CEOs and teachers. To the principals and the managers. To the
politicians, community leaders, and decision makers:
We want to show up, we want to learn, and we want to inspire.
We are hardwired for connection, curiosity, and engagement.
We crave purpose, and we have a deep desire to create and
contribute.
We want to take risks, embrace our vulnerabilities, and be
courageous.
When learning and working are dehumanized, when you no longer see us
and no longer encourage our daring, or when you only see what we produce
or how we perform, we disengage and turn away from the very things that
the world needs from us: our talent, our ideas, and our passion.
What we ask is that you engage with us, show up beside us, and learn
from us.
Feedback is a function of respect; when you don't have honest
conversations with us about our strengths and our opportunities for
growth, we question our contributions and your commitment.
Above all else, we ask that you show up, let yourself be seen, and be
courageous. Dare Greatly with us.”
The key aspect of managing up is to learn to speak the language
of your counterpart. If you can speak their language you can understand
their goals and fears, and you can communicate at the level they are.
You'll be in a better position to be an effective report.— Umberto
Nicoletti, Head of R&D at Proemion
The better we understand the goals that our managers have, the
less surprising their actions will be. […] Some of the situations where
managers act in ways that most dismay or surprise us are when they are
acting on their fears and worries. - Joe Chippindale, CTO
Coach
― Frameworks for Managing Up as a Software Engineer - High
Growth Engineer [Link]
Building Trust:
Sincerity — you are honest and transparent, even when it’s
uncomfortable. This includes admitting mistakes early, being upfront
with challenges, and sharing both good and bad news, without
sugar-coating the latter.
Reliability — this is about consistency and following through. You
do what you say you'll do, you set realistic expectations, and
communicate proactively through regular update habits. More on this
later in the updates section.
Care — you have their best interests in mind. This means
understanding their goals and challenges, being proactive in helping
them succeed, and showing empathy when things get tough.
Competence — finally, you deliver results. This goes beyond
technical skills: it's about delivering business value, learning and
growing from feedback, and understanding the big picture.
Speaking their language:
Map their context
What makes you successful? — What are your goals and
concerns?
What makes me successful? — How can I help you reach your
goals?
The only way for you to be successful is to make your
manager successful. To do that, you need to be able to map your
goals and concerns into their own.
Translate impact across altitudes
For any item you report to your manager, the question you should ask
yourself is: why should my manager care about this? And, more
subtly: what does my manager care about this?
Create explicit agreements
Scope of ownership — do you know what decisions you can make
autonomously vs when you need to involve your manager?
Success criteria — how do you know if what you do is successful? Do
you know how impact will be measured?
Mutual expectations — do you know what your manager needs from you?
And do they know what you need from them?
Creating effective updates
Define your update stack
Async messages (daily) — about significant progress or
blockers.
Written reports (weekly) — structured updates about key results and
next steps.
1:1s (weekly or biweekly) — deeper conversations about growth,
wellbeing, and strategy.
Make every update count
Why does this matter to my manager?
What should they do with this information?
Build a feedback loop
Use 1:1s, retrospectives, and feedback moments to inspect your update
process: what's working? What feels like noise? What critical
information is missing?
JD Vance's AI Summit Paris Speech - Artificial Intelligence
Survey [Link]
[YouTube]
Here are some of JD Vance's main points regarding AI, on behalf of
the Trump Administration:
Vance emphasizes AI's potential for revolutionary applications and
economic innovation and advocates against being too risk-averse. This is
the main stance of this optimistic speech - more of AI opportunity, less
of AI safety.
He states the administration aims to ensure American AI technology
remains the gold standard and the U.S. is the preferred partner for AI
expansion. The U.S. wants to partner with other countries in the AI
revolution with openness and collaboration, but this requires
international regulatory regimes that foster creation rather than
strangling it.
He expresses concern that excessive regulation could stifle the AI
industry and supports a deregulatory approach. He mentions the
development of an AI action plan that avoids overly precautionary
regulatory regimes, while ensuring that all Americans benefit from the
technology and its transformative potential. The administration is
troubled by foreign governments tightening regulations on U.S. tech
companies with international footprints. Vance states that preserving an
open regulatory environment has encouraged American innovators to
experiment.
He stresses that American AI should not be co-opted for
authoritarian censorship and should be free from ideological bias.
He notes the importance of building the most powerful AI systems in
the U.S. with American-designed and manufactured chips.
He believes AI should be a tool for job creation and making workers
more productive, prosperous, and free. The administration will always
center American workers in its AI policy and ensure that AI makes
workers more productive. For all major AI policy decisions coming from
the federal government, the Trump Administration will guarantee American
workers a seat at the table.
ai_action_submit_jd_tweets
Elon Musk Blocked a Bill to Stop Amazon from Helping Kids
Kill Themselves - BIG by Matt Stoller [Link]
In December, Elon Musk pushed for the reduction of government funding
legislation, which led to the removal of several provisions. One
provision removed due to Musk's intervention was the Youth
Poisoning Prevention Act, which would have prevented consumers
from buying concentrated sodium nitrite, a chemical often used in
teenage suicides. This chemical, while used in low concentrations as a
food preservative, is lethal in high concentrations and has no household
uses.
The article highlights that Musk, who has significant political
power, can make harmful mistakes, sometimes unknowingly. The author
notes that the removal of the provision was considered a mistake that
could be fixed. Despite bipartisan support for the priorities, there has
been no action taken to reinstate them. He questions whether anyone will
address and rectify the issues that arise from actions taken by figures
like Musk and Trump.
Deep Research, information vs. insight, and the nature of
science - Interconnects [Link]
This is a very interesting point: the article considers how AI might
challenge Thomas Kuhn's theories of scientific revolutions. Kuhn's
The Structure of Scientific Revolutions describes how science
evolves, with scientists forming paradigms around
theories and using them to gain knowledge until limitations necessitate
a new paradigm. Here's how AI might challenge Kuhn's theories:
AI is accelerating scientific progress, potentially faster than
paradigms can be established. The fundamental unit of scientific
progress is reducing so quickly that it redefines experimentation
methods.
Kuhn emphasizes that scientific knowledge is a process, not a set of
fixed ideas. AI's emergence challenges this.
Kuhn suggests science is done by a community that slowly builds out
the frontier of knowledge, rather than filling in a known space. The
article questions how the dynamics of science will change with AI
systems.
Kuhn states that to reject one paradigm requires the simultaneous
substitution of another. The article implies that AI's rapid
advancements may disrupt this process.
Check out this
impressive list of stories they’ve broken since Trump took
office:
2025: the Year of Datacenter Mania - AI Supremacy
[Link]
This is an overview of what's happening and going to happen around
Data Center Construction, covering a wide range of areas.
AI Expansion and Energy Demand:
The AI race is intensifying, leading to significant capital
expenditure by Big Tech and raising concerns about potential harmful
consequences. AI data centers' power demands are rapidly increasing,
with estimates of needing 10 gigawatts of additional capacity in 2025
alone.
Goldman Sachs Research projects a 165% increase in data center power
demand by 2030. By 2027, global AI data center power demand could reach
68 GW and 327 GW by 2030, compared to a total global data center
capacity of 88 GW in 2022. Training AI models could require up to 1 GW
in a single location by 2028 and 8 GW by 2030.
Infrastructure and Logistical Challenges:
Power infrastructure delays are increasing wait times for grid
connections, which can take four to seven years in key regions. Data
centers face struggles with local and state permits, especially for
backup generators and environmental impact assessments.
A lack of data center infrastructure in the U.S. could cause a shift
of construction to other countries. Countries with greater compute
access may gain economic and military advantages.
Environmental and Health Concerns:
There are growing concerns that the impact of data centers on human
health is being overlooked, and one of President Biden's executive
orders acknowledges that data centers are harmful to health.
The environmental cost of AI includes concerns about water
consumption, air pollution, electronic waste, and critical materials, in
addition to public health concerns around pollution.
Energy Solutions and the Nuclear Option:
To meet AI’s growing power needs, some experts advocate for nuclear
energy as the most viable long-term solution. Nuclear energy produces no
carbon emissions during operation and offers a reliable, constant energy
supply. Tech giants like Microsoft and Google are recognizing nuclear
energy’s potential, with Microsoft exploring small modular reactors
(SMRs). The adoption of nuclear energy faces obstacles such as high
upfront costs, regulatory hurdles, and public skepticism.
Global AI Race and Investments:
The EU is mobilizing $200 billion in AI investments, signifying a
global race for AI leadership. The UAE is investing billions in AI data
centers in France and is implicated, along with SoftBank and Oracle, in
OpenAI's data center project in Abilene, Texas.
The Question of Sustainability:
AI's rapid expansion is testing the limits of power infrastructure,
natural resources, and sustainability efforts. If AI continues to expand
at its current rate, there is a risk of a gridlocked future limited by
energy availability. The future of AI depends on sustainability and the
willingness to sacrifice energy for intelligence.
Amazon is planning to invest over $100 billion in 2025, primarily in
AI-related infrastructure. This is more than any other company, and a
20% increase from 2024.
AWS revenue grew 19% Y/Y, and roughly half of the growth is
attributed to AI. AWS has a 30% market share in cloud infrastructure.
Amazon is focused on custom silicon (Trainium and Inferentia) to improve
AI efficiency.
The de minimis exemption, which allows imports
under $800 to avoid US tariffs, gives companies like Shein and Temu a
competitive edge. Amazon Haul was launched last year to
compete directly with these companies. Should the de minimis loophole be
eliminated, Amazon's superior logistics network could give it an
advantage in fulfillment and reliability.
Amazon Prime's multi-faceted membership is highly
effective at reducing churn. A 2022 study
by the National Research Group found that Prime has one of the
lowest churn rates, second only to cloud storage and music
streaming services. Amazon's detailed purchase data provides advertisers
with a valuable advantage, enabling highly targeted CTV ads with
industry-leading returns on ad spend (ROAS).
Uber’s Three-Pronged AV Strategy:
Fleet partnerships: Uber isn’t building its own
AVs. Instead, it partners with companies like Waymo, Motional, and
Aurora, integrating their fleets into Uber’s network.
Hybrid model: AVs can’t handle all trips—human
drivers will fill gaps, handling extreme weather, complex routes, and
peak hours for decades.
Fleet infrastructure: Uber is investing in
charging depots and fleet management to maximize AV asset
utilization.
While Tesla is vertically integrated, its rideshare strategy may
take a different path. If Tesla adopts an asset-light model, Tesla
owners—not Tesla itself—would decide whether to list their AVs on Uber.
If maximum utilization is the goal, Uber could be the logical
choice.
When it comes to demand aggregation, Uber remains the undisputed
leader—its network effects ensure that as long as it aggregates supply,
demand will follow, and gross profit will scale.
While the rideshare market will become more fragmented, Uber
could still be the biggest fish in a much larger pond. After all, Uber
is already the Airbnb for cars.
Tesla has a massive opportunity once the pieces fall into place.
But with auto sales under pressure and market share declining, it still
faces a long road ahead before claiming the top spot in any
market.
― Tesla vs. Uber: Collision Course? - App Economy
Insights [Link]
Uber's business model is one of my favorite business models. Not only
because it's asset-light, its network effect, etc, but also because it
created millions of jobs.
Uber's AV strategy is designed to balance innovation with
practicality, ensuring that the company remains competitive while
minimizing risks and costs. By leveraging partnerships, maintaining a
hybrid model, and investing in infrastructure, Uber is well-positioned
to lead the transition to autonomous mobility.
While a partnership between Uber and Tesla is possible and could
offer significant synergies, it is not guaranteed. The decision would
depend on whether both companies can align their goals and overcome
competitive tensions. If Tesla decides to prioritize its own
ride-hailing network (Tesla Network), it may choose to compete rather
than collaborate with Uber. However, if Tesla sees more value in
leveraging Uber’s platform and customer base, a partnership could be a
strategic move for both companies.
uber_investor_pre
Microsoft: AI Efficiency Paradox - App Economy
Insights [Link]
The End of Search, The Beginning of Research - One Useful
Thing [Link]
Huang’s take:“We've really only tapped
consumer AI and search and some amount of consumer generative AI,
advertising, recommenders, kind of the early days of software. […]
Future reasoning models can consume much more compute.”
DeepSeek-R1, he said, has “ignited global enthusiasm” and will
push reasoning AI into even more compute-intensive
applications.
Huang introduced a framework for AI’s evolving compute demands,
outlining three scaling laws:
Pre-training scaling: Traditional model growth
through data consumption, now enhanced by multimodal learning and
reasoning-based data.
Post-training scaling: The fastest-growing compute
demand, driven by reinforcement learning from human and AI feedback.
This phase now exceeds pre-training in compute usage due to the
generation of synthetic data.
Inference & reasoning scaling: The next major
shift, where AI engages in complex reasoning (e.g., chain-of-thought,
search). Inference already requires 100x more compute than early LLMs
and could scale to millions of times more.
Jensen Huang outlined a three-layer AI transformation across
industries:
Agentic AI (Enterprise AI): AI copilots and
automation tools boosting productivity in sectors like automotive,
finance, and healthcare.
Physical AI (AI for Machines): AI-driven training
systems for robotics, warehouses, and autonomous vehicles.
Robotic AI (AI in the Real World): AI enabling
real-world interaction and navigation, from self-driving cars to
industrial robots.
Grab: The Uber Slayer - App Economy Insights [Link]
DeepSeek isn’t a threat—it’s validation. If AI
inference costs are falling, Meta stands to benefit more than almost any
other company. Instead of challenging its strategy, DeepSeek reinforces
that heavy AI investments will pay off—not the other way
around.
Elon Musk and spiky intelligence - Silver Bulletin
[Link]
Interesting study on spiky intelligence, using Elon as a case study.
Concepts highlights:
Spiky Intelligence: This refers to individuals who
exhibit exceptional abilities in certain areas while being deficient in
others. It contrasts with the idea of general intelligence (the "g
factor"), where most cognitive abilities are positively correlated.
Spiky intelligence is often seen in people who excel in abstract,
analytical reasoning but may lack emotional intelligence, empathy, or
practical judgment.
Berkson’s Paradox: This statistical phenomenon
explains why successful individuals often appear to have significant
weaknesses. In highly competitive fields, it’s rare to find people who
excel in all dimensions, so success often goes to those with a few
standout traits.
beerkson_paradox_with_selection_effects
YouTube and Podcasts
DOGE vs USAID, Crypto Framework, Google's $75B AI Spend, US
Sovereign Wealth Fund, GLP-1s - All-In Podcast [Link]
DeepSeek, China, OpenAI, NVIDIA, xAI, TSMC, Stargate, and AI
Megaclusters - Lex Fridman Podcast #459 [Link] [Transcript]
This is a very good one. 5 hours intro and overview of current AI
landscape.
Those driver jobs weren't even there 10 years ago. Uber came
along and created all these driver jobs. DoorDash created all these
driver jobs. So what technology does—yes, technology destroys jobs—but
it replaces them with opportunities that are even better. And then,
either you can go capture that opportunity yourself, or an entrepreneur
will come along and create something that allows you to capture those
opportunities. AI is a productivity tool. It increases the productivity
of a worker; it allows them to do more creative work and less repetitive
work. As such, it makes them more valuable. Yes, there is some
retraining involved, but not a lot. These are natural language
computers—you can talk to them in plain English, and they talk back to
you in plain English. But I think David is absolutely right. I think we
will see job creation by AI that will be as fast or faster than job
destruction. You saw this even with the internet. Like, YouTube came
along—look at all these YouTube streamers and influencers. That didn’t
used to be a job. New jobs—really, opportunities—because 'job' is the
wrong word. 'Job' implies someone else has to give it to me, like
they're handed out, as if it's a zero-sum game. Forget all that—it's
opportunities. After COVID, look at how many people are making money by
working from home in mysterious little ways on the internet that you
can't even quite grasp. - Naval Ravikant
you know as long as you remain adaptive and you keep learning and
you learn how to take advantage of these tools you should do better and
if you wall yourself off from the technology and don't take advantage of
it that's when you put yourself at risk - David Sacks
If you trained on the open web, your model should be open
source. – Naval Ravikant.
To keep the conversation moving, let me segue a point that came
up that was really important into tariffs. And the point is, even though
the internet was open, the U.S. won a lot of the internet—a lot of U.S.
companies won the internet. And they won that because we got there "the
firstest with the mostest," as they say in the military. And that
matters because a lot of technology businesses have scale economies and
network effects underneath, even basic brand-based network effects. If
you go back to the late '90s and early 2000s, very few people would have
predicted that we would have ended up with Amazon basically owning all
of e-commerce. You would have thought it would have been perfect
competition and very spread out. And that applies to how we end up with
Uber as basically one taxi service or how we end up with Airbnb.
Meta—Airbnb—it's just network effects, network effects, network effects
rule the world around me. But when it comes to tariffs and when it comes
to trade, we act like network effects don't exist. The classic Ricardian
comparative advantage dogma says that you should produce what you're
best at, I produce what I'm best at, and we trade. And then, even if you
want to charge me more for it—if you want to impose tariffs for me to
ship to you—I should still keep tariffs down because I'm better off.
You're just selling me stuff cheaply—great. Or if you want to subsidize
your guys—great, you're selling me stuff cheaply. The problem is, that
is not how most modern businesses work. Most modern businesses have
network effects. As a simple thought experiment, suppose that we have
two countries, right? I'm China, you're the U.S. I start out by
subsidizing all of my companies and industries that have network
effects. So I'll subsidize TikTok, I'll ban your social media but push
mine. I will subsidize my semiconductors, which tend to have
winner-take-all dynamics in certain categories. Or I'll subsidize my
drones and then, exactly—BYD, self-driving, whatever. And then, when I
win, I own the whole market and I can raise prices. And if you try to
start up a competitor, it's too late—I've got network effects. Or if
I've got scale economies, I can lower my price to zero, crash you out of
business, no one in their right mind will invest, and then I'll raise
prices right back up. So you have to understand that certain industries
have hysteresis, or they have network effects, or they have economies of
scale—and these are all the interesting ones. These are all the
high-margin businesses. So in those, if somebody is subsidizing or
they're raising tariffs against you to protect their industries and let
them develop, you do have to do something. You can't just completely
back down. - Naval Ravikant
I think Sam and his team would do better to leave the nonprofit
part alone, leave an actual independent nonprofit board in charge, and
then have a strong incentive plan and a strong fundraising plan for the
investors and the employees. So I think this is workable. It's just that
trying to grab it all seems way off, especially when it was built on
open algorithms from Google, open data from the web, and nonprofit
funding from Elon and others. - Naval Ravikant
― JD Vance's AI Speech, Techno-Optimists vs Doomers, Tariffs,
AI Court Cases with Naval Ravikant - All-In Podcast [Link]
"AI won't take your job; it's someone using AI that will take your
job." – Richard Baldwin. The discussion around AI's impact on jobs is
often framed as a zero-sum game, but the reality is more nuanced. While
AI will displace certain jobs (e.g., self-driving cars replacing
drivers), it will also create new opportunities and industries that we
can't yet fully envision. The key is adaptability—those who learn to use
AI tools will thrive, while those who resist will fall behind.
The Stablecoin Future, Milei's Memecoin, DOGE for the DoD,
Grok 3, Why Stripe Stays Private - All-In Podcast [Link]
How to build full-stack apps with OpenAI o1 pro - Part 1 -
Mckay Wrigley [Link]
Learn app development using OpenAI o1-Pro with a structured
six-prompt workflow.
Build and run a deep research agent with LangGraph Studio, customize
configurations, compare architectures, and analyze costs.
Paper and Reports
Probabilistic weather forecasting with machine
learning [Link]
GenCast's success stems from its ability to generate ensembles of
sharp, realistic weather trajectories and well-calibrated probability
distributions.
The methodology of GenCast involves several key components:
GenCast employs a second-order Markov assumption,
meaning it conditions its predictions on the two previous weather
states, rather than just one. This is done because conditioning on two
previous time steps works better than one.
GenCast is implemented as a conditional diffusion
model. Diffusion models are generative machine learning methods
that can model the probability distribution of complex data and generate
new samples by iteratively refining a noisy initial state. The model
predicts a residual with respect to the most recent weather state. The
sampling process begins with random noise, which is then refined over a
series of steps.
At each step of the iterative refinement process, GenCast uses a
denoiser neural network. This network is trained to
remove noise that has been artificially added to atmospheric states. The
architecture of the denoiser includes an encoder, a processor, and a
decoder. The encoder maps the noisy target state to an internal
representation on a refined icosahedral mesh, the processor is a
graph transformer, and the decoder maps the internal
mesh representation back to a denoised target state.
GenCast uses a noise distribution that respects the spherical
geometry of global weather variables. Rather than using independent and
identically distributed (i.i.d.) Gaussian noise on the
latitude-longitude grid, it samples isotropic Gaussian white
noise on the sphere and projects it onto the grid.
GenCast's performance is evaluated using various metrics, including:
CRPS (Continuous Ranked Probability Score):
Measures the skill of a probabilistic forecast.
RMSE (Root Mean Squared Error): Measures how
closely the mean of an ensemble of forecasts matches the ground
truth.
Spread/Skill Ratios and Rank Histograms: Used to
evaluate the calibration of the forecast distributions.
Brier Skill Score: Evaluates probabilistic
forecasts of binary events, specifically the prediction of extreme
weather events.
Relative Economic Value (REV): Characterizes the
potential value of a forecast over a range of probability decision
thresholds.
Spatially Pooled CRPS: Evaluates forecasts
aggregated over circular spatial regions of varying sizes to assess the
model's ability to capture spatial dependencies.
Regional Wind Power Forecasting: Evaluates the
model's ability to predict wind power generation at wind farm locations
using a standard idealized power curve.
Tropical Cyclone Track Prediction: Uses the
TempestExtremes tropical cyclone tracker to extract cyclone trajectories
from the forecast and analysis data. The model's ability to forecast
cyclone tracks is evaluated using position error and track
probability.
The United States currently leads the world in data centers and
AI compute, but unprecedented demand leaves the industry struggling to
find the power capacity needed for rapidly building new data centers.
Failure to address current bottlenecks may compel U.S. companies to
relocate AI infrastructure abroad, potentially compromising the U.S.
competitive advantage in compute and AI and increasing the risk of
intellectual property theft.
― AI's Power Requirements Under Exponential Growth -
RAND [Link]
[pdf]
Genome modeling and design across all domains of life with
Evo 2 - Arc Institute [Link]
Evo 2 is a powerful genome modeling and design tool that operates
across all domains of life. It can analyze and generate genetic
sequences from molecular to genome scale. It accurately assigns
likelihood scores to human disease variants, distinguishing between
pathogenic and benign mutations in both coding and noncoding regions. It
can predict whether genes are essential or nonessential using mutational
likelihoods, helping in bacterial and phage gene essentiality studies.
It can generate large-scale DNA sequences with structured features like
tRNAs, promoters, and genes with intronic structures. It provides
zero-shot fitness predictions for protein and non-coding RNA sequences,
correlating well with experimental fitness measurements. It robustly
predicts the pathogenicity of various mutation types, achieving
state-of-the-art performance for noncoding and splice variants.
Large Action Models: From Inception to
Implementation [Link]
Microsoft Research published one of the most complete papers in this
area, outlining a complete framework for large action models (LAMs)
models. The core idea is to bridge the gap between the language
understanding capability of LLMs and the need for real-world action
execution.
Uncovering the Impact of Chain-of-Thought Reasoning for
Direct Preference Optimization: Lessons from Text-to-SQL [Link]
Direct Preference Optimization (DPO) does not consistently improve
performance in the Text-to-SQL task and sometimes even degrades it.
Existing Standard Fine-Tuning (SFT) methods are limited by the lack of
high-quality training data, and prompting-based methods are expensive,
slow, and raise data privacy concerns.
To solve the problems, they generate synthetic CoT
solutions to improve training datasets, leading to more
stable and significant performance improvements in DPO. They
integrate execution-based feedback to refine the
model’s SQL generation process, making the optimization process more
reliable. And they create a quadruple-based preference
dataset to help the model learn to distinguish between correct
and incorrect SQL responses more effectively.
MONA: Myopic Optimization with Non-myopic Approval Can
Mitigate Multi-step Reward Hacking [Link]
Google DeepMind developed an innovative approach - Myopic
Optimization with Non-myopic Approval (MONA), to mitigate multi-step
reward hacking. This MONA methodology is built on two key principles.
The first is myopic optimization, where agents focus on
maximizing rewards for immediate actions rather than planning multi-step
strategies. This ensures that agents do not develop complex,
unintelligible tactics. The second principle is non-myopic
approval, where human overseers assess the agent's actions
based on their expected long-term utility. These evaluations serve as
the primary mechanism for guiding agents toward behavior aligned with
human-defined objectives, without relying on direct feedback from
outcomes.
google_deepmind_mona
The Ultra-Scale Playbook: Training LLMs on GPU Clusters -
Hugging Face [Link]
This book from Hugging Face explains 5D parallelism, ZeRO, CUDA
kernel optimizations, and compute-communication overlap in large-scale
AI training. It breaks down scaling bottlenecks, PyTorch internals, and
parallelism techniques like ZeRO-3, pipeline, sequence, and context
parallelism.
Articles and Blogs
The research found six distinct leadership styles, each springing
from different components of emotional intelligence. The styles, taken
individually, appear to have a direct and unique impact on the working
atmosphere of a company, division, or team, and in turn, on its
financial performance. And perhaps most important, the research
indicates that leaders with the best results do not rely on only one
leadership style; they use most of them in a given week—seamlessly and
in different measure—depending on the business situation. Imagine the
styles, then, as the array of clubs in a golf pro’s bag. Over the course
of a game, the pro picks and chooses clubs based on the demands of the
shot. Sometimes he has to ponder his selection, but usually it is
automatic. The pro senses the challenge ahead, swiftly pulls out the
right tool, and elegantly puts it to work. That’s how high-impact
leaders operate, too.
Leaders who have mastered four or more—especially the
authoritative, democratic, affiliative, and coaching styles—have the
very best climate and business performance.
The leader can build a team with members who employ styles she
lacks.
― Leadership That Gets Results - Harvard Business
Review [Link]
GenCast predicts weather and the risks of extreme conditions
with state-of-the-art accuracy - Google DeepMind [Link]
Morgan Stanley stated that ASICs perform exceptionally well in
certain specific application scenarios, but are highly dependent on the
custom needs of particular clients; the development cost of ASICs is
usually lower, but their system costs and Software deployment costs may
be much higher than GPUs that can be commercially scaled, leading to a
higher total cost of ownership. In addition, NVIDIA's CUDA ecosystem is
very mature and widely used in Global Cloud Computing Services, with a
market position that remains as solid as ever.
― Morgan Stanley: ASICs are overheated, and NVIDIA's position
is difficult to shake. - moomoo [Link]
NVIDIA possesses a robust competitive advantage in the AI chip market
due to its mature ecosystem, continuous R&D investments, and strong
technical capabilities.
NVIDIA's CUDA ecosystem is well-established,
enabling clients to easily deploy and run various workloads. The
maturity of this ecosystem means that customers may find it easier to
use NVIDIA products compared to adapting software for ASICs or other
alternatives.
NVIDIA has a leading position in the AI chip
market, which is reinforced by its presence on every
cloud platform across the globe. Investments within NVIDIA's
ecosystem benefit from global dissemination, further solidifying its
market dominance.
NVIDIA invests significantly in R&D. The
company is expected to invest approximately \(\$16\) billion in R&D this year. This
level of investment allows NVIDIA to maintain a 4-5 year
development cycle and continuously introduce leading
high-performance chips. Custom ASIC development budgets are typically
smaller (less than \(\$1\) billion),
giving NVIDIA an edge in innovation.
NVIDIA is difficult to surpass in providing high-end
training capabilities. The company focuses on training
multi-modal AGI models.
This means DeepResearch can identify cross-domain links or
examples that might otherwise be overlooked, offering fresh
perspectives. In professional settings, this can support more
well-rounded decision-making – for example, a product manager can
quickly gather insights from scientific research, market data, and
consumer opinions in one place, rather than relying on multiple teams or
lengthy research processes. It makes you multifaceted!
― #87: Why DeepResearch Should Be Your New Hire - Turing
Post [Link]
Deep Research and Knowledge Value - Stratechery [Link]
OpenAI launched Deep Research in ChatGPT, which is an agentic
capability that conducts multi-step research on the internet for complex
tasks. It synthesizes knowledge in an economically valuable way but does
not create new knowledge.
As demonstrated in the article, it can be useful for researching
people and companies before conducting interviews. However, it can also
produce reports that are completely wrong by missing major entities in
an industry.
This is a good point - The Internet revealed that news was
worthless in terms of economic value because the societal value does not
translate to economic value. Deep Research reveals how much more could
be known, but the increasing amount of "slop" makes it more difficult to
find the right information. Information that matters and is not on the
Internet has future economic value wrapped up in it.
Proprietary data is valuable, and AI tools like Deep Research make it
more difficult to harvest alpha from reading financial filings.
Prediction markets may become more important as AI increases the
incentive to keep things secret.
As a summary of the impact - Deep Research is a good value, but
it is limited by the quality of information on the Internet and
the quality of the prompt. There is value in the search for and
sifting of information, and this may be lost with on-demand reports. AI
will replace knowledge work. Secrecy is a form of friction that imposes
scarcity on valuable knowledge. Deep Research is not yet good at
understanding some things.
Massive Foundation Model for Biomolecular Sciences Now
Available via NVIDIA BioNeMo - NVIDIA Blog [Link]
Grok-3 (chocolate) is the first-ever model to break 1400 score and is
now #1 in Arena.
Grok 3 Beta — The Age of Reasoning Agents - Grok
Blog [Link]
Motivated by unmet needs in the modern scientific discovery
process and building on recent AI advances,
including the ability to synthesize across complex subjects and to
perform long-term
planning and reasoning, we developed an AI
co-scientist system. The AI co-scientist is a multi-agent AI system
that is intended to function as a collaborative tool for scientists.
Built on Gemini
2.0, AI co-scientist is designed to mirror the reasoning process
underpinning the scientific method. Beyond standard literature review,
summarization and “deep research” tools, the AI co-scientist system is
intended to uncover new, original knowledge and to formulate
demonstrably novel research hypotheses and proposals, building upon
prior evidence and tailored to specific research objectives.
― Accelerating scientific breakthroughs with an AI
co-scientist - Google Blog [Link]
AICoScientist-1-Components
An Interview with Uber CEO Dara Khosrowshahi About
Aggregation and Autonomy - Stratechery [Link]
Studies on the brain affirm the benefits of Tom’s visualization
technique: Imagining something in vivid detail can fire the same brain
cells actually involved in doing that activity. The new brain circuitry
appears to go through its paces, strengthening connections, even when we
merely repeat the sequence in our minds. So to alleviate the fears
associated with trying out riskier ways of leading, we should first
visualize some likely scenarios. Doing so will make us feel less awkward
when we actually put the new skills into practice.
― Primal Leadership: The Hidden Driver of Great Performance -
Harvard Business Review [Link]
Imagine it, fake it, and make it.
Our research tells us that three conditions are essential to a
group’s effectiveness: trust among members, a sense of group identity,
and a sense of group efficacy.
― Building the Emotional Intelligence of Groups - Harvard
Business Review [Link]
Team is so important to leaders.
Interrupt the ascent.
When people are continually promoted within their areas of
expertise, they don’t have to stray far from their comfort zones, so
they seldom need to ask for help, especially if they’re good problem
solvers. Accordingly, they may become overly independent and fail to
cultivate relationships with people who could be useful to them in the
future. What’s more, they may rely on the authority that comes with rank
rather than learning how to influence people. A command-and-control
mentality may work in certain situations, particularly in lower to
middle management, but it’s usually insufficient in more senior
positions, when peer relationships are critical and success depends more
on the ability to move hearts and minds than on the ability to develop
business solutions.
― The Young and the Clueless - Harvard Business
Review [Link]
Don't fall into the independence trap.
Accelerating scientific breakthroughs with an AI co-scientist
- Google Research [Link]
Introducing Perplexity Deep Research - Perplexity
[Link]
Trend is on deep research.
Shopify Tells Employees to Just Say No to Meetings -
Bloomberg [Link]
Who will control the future of AI? - The Washington
Post [Link]
Sam promotes a U.S.-led strategy to ensure AI development aligns with
democratic values and remains under the leadership of the U.S. and its
allies.
This new architecture used to develop the Majorana 1 processor
offers a clear path to fit a million qubits on a single chip that can
fit in the palm of one’s hand.
Microsoft is now one of two companies to be invited
to move to the final phase of DARPA’s Underexplored Systems for
Utility-Scale Quantum Computing (US2QC) program – one of the programs
that makes up DARPA’s larger Quantum
Benchmarking Initiative – which aims to deliver the industry’s first
utility-scale fault-tolerant quantum computer, or one whose
computational value exceeds its costs.
― Microsoft’s Majorana 1 chip carves new path for quantum
computing - Microsoft [Link]
In the near term, Google’s approach with superconducting qubits (like
Willow) is more mature. This technology has already demonstrated
impressive benchmarks and is backed by years of incremental
improvements. Its error correction techniques, while still challenging,
are well‑studied, and scaling up using transmon qubits is an area where
significant progress has been made.
On the other hand, Microsoft’s topological approach with Majorana 1
aims to use a completely new type of qubit—one that is “protected by
design” thanks to its topological nature. In theory, this means lower
error rates and potentially a much more scalable architecture with fewer
physical qubits needed per logical qubit. However, this method is still
very experimental, and questions remain over whether true Majorana zero
modes have been reliably created and controlled.
In summary, for near‑term practical applications, Google’s path
appears to be the safer bet. But if Microsoft’s topological qubit
platform can overcome its technical hurdles, it may ultimately provide a
more efficient and scalable route to fault‑tolerant quantum
computing.
OpenAI tries to ‘uncensor’ ChatGPT - Techcrunch [Link]
Elon Musk Ally Tells Staff ‘AI-First’ Is the Future of Key
Government Agency - WIRED [Link]
Thomas Shedd, a former Tesla engineer and ally of Elon Musk, is
implementing an "AI-first strategy" at the General Services
Administration's Technology Transformation Services (TTS). Shedd
envisions the agency operating like a software startup, automating tasks
and centralizing federal data. This shift is causing concern among GSA
staff, who report being thrown into unexpected meetings and facing
potential workforce cuts. Shedd is promoting collaboration between TTS
and the United States Digital Services (DOGE), though specifics about
the new AI-driven projects and data repository remain unclear. A
cybersecurity expert expressed concern that automating government tasks
is difficult and the attempt is raising red flags. Employees also voiced
concerns regarding working hours and potential job losses.
My thoughts regarding the AI landscape at the current stage:
As open-source AI becomes more affordable, it is poised to become as
ubiquitous and accessible as electricity—financially viable for
everyone. The AI and AGI arms race, whether between nations, open- and
closed-source models, or competing companies, is effectively over or
should be over, and the outcome is clear. Compute power still remains
essential, but semiconductor giants like NVIDIA should look beyond
language model training and inference, shifting their focus to the next
frontiers, such as robotics and world models. Now is the time for
developers and startups to concentrate on the vertical integration of
AI, where real economic value can be realized.
DeepSeek - Background
DeepSeek began as a research offshoot of
High-Flyer—a hedge fund that had already amassed a
large GPU inventory (reportedly 10,000 Nvidia A100s in 2021). Over time,
this resource base appears to have grown, with estimates suggesting
that—when you account for research, ablation experiments, and shared
infrastructure with trading—the effective pool might be closer to 50,000
GPUs. This expansive compute power enables DeepSeek to run many
experiments simultaneously and quickly iterate on new architectures.
By leveraging a shared infrastructure with its hedge fund operations,
DeepSeek can reinvest profits from quant trading into AI research. This
model of “doing more with less” not only challenges the notion that
massive, multibillion-dollar compute expenditures are necessary to build
world-class AI models but also has broader implications for the
industry. It raises questions about the future economics of AI
development and the potential for more cost-efficient, research-driven
models to shift market dynamics, as seen by the notable impact on
Nvidia’s stock and market sentiment.
Export Controls on GPUs to
China
In essence, the U.S. government originally imposed limits on chips
that exceed certain thresholds in both interconnect
bandwidth and compute (FLOPs) to restrict
China’s ability to train massive AI models. Early on, chips that
combined high interconnect speeds with high FLOPs were off‐limits.
For example, the H100—one of Nvidia’s top GPUs—was deemed too
powerful. In response, Nvidia developed the H800, which maintained the
same floating point performance (FLOPs) as the H100 but had its
interconnect bandwidth intentionally reduced to meet U.S. export
criteria. However, when the government later decided to tighten controls
further (targeting chips solely on FLOPs), even the H800 was banned.
This led Nvidia to innovate once again with the H20, a chip that now
offers full interconnect bandwidth (and even improved memory
characteristics over the H100) but with a deliberate cut in overall
FLOPs to satisfy export rules.
The strategic rationale behind these controls is to “decap” China’s
compute—especially for large-scale AI training—by limiting how many of
the most advanced GPUs (and thus the overall density of compute) can be
legally acquired. While Chinese companies can still purchase GPUs to
train models, the overall capacity available for training (which is
critical for developing super-powerful AI) is being capped. This is seen
as a way to maintain U.S. and allied leadership in AI, particularly in a
world where super-powerful AI may soon offer decisive military and
economic advantages.
Sidenote - GPUs for AI
Keys GPU Specifications:
FLOPS (Compute Power): Critical for training large
models (e.g., GPT-4) but less critical for inference tasks like
reasoning.
Memory Bandwidth/Capacity: Determines how much data
(e.g., KV cache in transformers) can be stored and accessed quickly,
crucial for long-sequence tasks.
Interconnect Speed: Affects communication between
GPUs in clusters, important for distributed training but less regulated
now.
H20 vs. H100: Tradeoffs for AI Workloads:
H20 (China-Specific): has its strength in higher
memory bandwidth and capacity than H100, making it better suited for
reasoning tasks (e.g., long-context inference,
chain-of-thought). However, FLOPS (≈1/3 of H100 on paper, ≈50-60% in
practice) is reduced, limiting its utility for training.
Regulatory Context: Designed to comply with U.S.
export controls that focus on FLOPS, allowing Nvidia to ship 1M units to
China in 2023 (20-25% of total GPUs).
H100: Optimized for FLOPS-heavy training but
less efficient for memory-bound inference tasks
Why Memory Matters for Reasoning:
KV Cache in Transformers stores keys/values of all
tokens in a sequence for attention mechanisms. Memory demands grow
quadratically with sequence length (e.g., 10K+ tokens
in reasoning tasks).
Autoregressive Generation: Output tokens require
sequential processing, forcing repeated KV cache access. This limits
parallelism and increases memory pressure. Tasks like agentic AI or
chain-of-thought involve generating long outputs (10K+ tokens),
stressing memory bandwidth/capacity.
DeepSeek trains on Nvidia GPUs. These are equipped
with many cores (organized into streaming multiprocessors, or SMs) that
perform the heavy lifting during both training and inference.
The GPUs they used were those legally available in
China, which imposed certain limitations—especially on
interconnect bandwidth between units. This meant that DeepSeek needed to
overcome hardware constraints that might not be present with the very
latest high-end GPUs elsewhere.
Custom Low-Level Optimization
Instead of relying solely on Nvidia’s standard NCCL (Nvidia
Communications Collectives Library) for handling inter-GPU
communications, DeepSeek’s engineers developed custom scheduling
techniques. They even scheduled communications at the SM
level, which is more granular than the typical approach.
Their implementation involved programming approaches that went deep
into the hardware—down to using PTX (an intermediate
assembly-like language for CUDA). This allowed them to squeeze extra
efficiency from each GPU by reducing the overhead in communication
between layers of the model.
Efficiency via Architectural Choices
One of the key innovations was using a sparse Mixture of
Experts (MoE) architecture. With a model that can have hundreds
of billions of parameters overall but only activates a fraction (e.g.,
around 37 billion at a time), the compute and memory demands are
dramatically reduced. This architectural choice means that even if the
hardware isn’t the absolute latest, it can still be very cost-effective
by not needing to run every parameter for every token.
DeepSeek's novel attention mechanism MLA (Multi-Head Latent
Attention) reduces memory usage by 80–90% compared to
traditional transformer attention. This optimization lowers
computational costs, especially for long-context processing, without
sacrificing performance.
By optimizing both the hardware usage (through custom scheduling and
low-level programming) and the model architecture (via MoE and MLA),
DeepSeek manages to cut down on the cost of training. This is crucial
given the significant compute expense associated with large-scale
language models.
Pre-Training and Context Window Extension
Pre-trained on 14.8 trillion tokens drawn from a multilingual corpus
(primarily English and Chinese) with a higher proportion of math and
programming content compared to previous iterations.
Utilizes a two-phase extension (via the YaRN framework) to expand
the context length from 4K tokens to 32K and finally to 128K
tokens.
Reported training cost for V3 is approximately $5.58 million,
consuming about 2.788 million GPU-hours on Nvidia H800 GPUs. This figure
is significantly lower than the hundreds of millions typically reported
by US rivals.
V3 is fine-tuned on a carefully curated dataset of approximately 1.5
million examples (both reasoning and non-reasoning tasks) to improve
instruction-following and output formatting.
DeepSeek employs GRPO—a group relative
policy optimization method—to reward outputs based on
correctness (accuracy rewards) and presentation (format rewards).
R1 leverages RL to fine-tune the reasoning process, rewarding
chain-of-thought quality and encouraging the model to generate
self-reflective “aha moments.”
Speed-to-Market and Safety Tradeoffs
DeepSeek prioritizes rapid deployment over extensive safety
testing, avoiding delays and costs associated with ethical reviews
(common in Western firms like Anthropic). This "ship-first" approach
reduces development cycle expenses.
Releasing model weights publicly attracts third-party hosting and
innovation, indirectly expanding reach without bearing full
infrastructure costs.
The Tech and Business
Perspective
The release of DeepSeek-R1 marks a pivotal moment in the AI industry,
igniting discussions about open-source dominance, market disruption, and
geopolitical implications.
Industry Leaders Weigh In:
Yann LeCun (Meta’s Chief AI Scientist)
LeCun emphasized the growing power of open-source models over
proprietary approaches:
"To people who see the performance of DeepSeek and think China is
surpassing the US in AI. You are reading this wrong. The correct reading
is: Open source models are surpassing proprietary ones."
Andrej Karpathy (OpenAI Co-founder)
Karpathy pointed out the continued need for large-scale computing
while praising DeepSeek’s efficiency:
"Does this mean you don't need large GPU clusters for frontier
LLMs? No, but you have to ensure that you're not wasteful with what you
have, and this looks like a nice demonstration that there's still a lot
to get through with both data and algorithms."
Satya Nadella (Microsoft CEO)
Nadella underscored the significance of DeepSeek, highlighting its
role in making AI reasoning more accessible:
"We should take the developments out of China very, very
seriously.""DeepSeek has had some real innovations. …
Obviously, now all that gets commoditized.""When token prices
fall, inference computing prices fall, that means people can consume
more, and there will be more apps written."
"DeepSeek had a few pretty novel infrastructure optimization
advances, which, fortunately, they published them, so we can not only
observe what they did, but we can read about it and implement it, so
that'll benefit us.""Always interesting when there's someone
who does something better than you. Let's make sure we are on
it."
Aravind Srinivas (Perplexity AI CEO)
Srinivas stressed the importance of foundational innovation:
"We need to build, not just wrap existing AI."
Marc Andreessen (Andreessen Horowitz Co-founder)
He likened DeepSeek-R1 to a historic milestone:
"DeepSeek R1 is AI's Sputnik moment."
Tim Cook (Apple CEO)
Cook gave a measured response during an earnings call:
"In general, I think innovation that drives efficiency is a good
thing."
Academic and
Research Perspectives
AI Researchers on DeepSeek-R1:
Timnit Gebru (AI Ethics Researcher)
Gebru reflected on past AI development priorities:
"At Google, I asked why they were fixated on building THE LARGEST
model. Why are you going for size? What function are you trying to
achieve? They responded by firing me."
Ethan Mollick (Wharton AI Professor)
Mollick focused on accessibility rather than capabilities:
"DeepSeek is a really good model, but it is not generally a
better model than o1 or Claude. But since it is both free and getting a
ton of attention, I think a lot of people who were using free 'mini'
models are being exposed to what an early 2025 reasoner AI can do and
are surprised."
Andrew Ng (AI Researcher and Entrepreneur)
Ng saw the market reaction as an opportunity for developers:
"Today's 'DeepSeek selloff' in the stock market—attributed to
DeepSeek V3/R1 disrupting the tech ecosystem—is another sign that the
application layer is a great place to be. The foundation model layer
being hyper-competitive is great for people building
applications."
Global Academic Community Response:
Huan Sun from Ohio State University noted that DeepSeek's
affordability is expanding LLM adoption in research. Cong Lu from the
University of British Columbia highlighted R1’s rapid adoption,
surpassing 3 million downloads on Hugging Face in a week. Meanwhile,
safety concerns emerged as studies revealed R1 is 11 times more likely
to generate harmful content compared to OpenAI models, prompting calls
for better safeguards.
Impact Discussion
Market and Industry Impact
The release of DeepSeek-R1 caused massive shifts in financial
markets. U.S. tech stocks collectively lost \(\$1\) trillion, with Nvidia suffering
record losses due to the rising competition from this cost-efficient
model. Investors are recalibrating AI development strategies as DeepSeek
achieved comparable performance to OpenAI’s models at just \(\$6\) million versus OpenAI’s \(\$100\) million.
Integration into Cloud Ecosystems
AWS and Microsoft Azure have incorporated DeepSeek-R1, enabling
developers to explore its capabilities securely and cost-effectively.
The emergence of cost-effective models like DeepSeek R1 is forcing a
shift in AI economics, emphasizing efficiency over massive capital
investments. As a result, competition in the AI sector is intensifying,
ushering in a “warring states era” where companies are scrambling for
innovation in cost-effective models.
Geopolitical and National Security Implications
The success of DeepSeek R1 has intensified concerns that the U.S. is
losing its technological edge to China. Policymakers are reassessing
export controls on advanced chips in light of DeepSeek's ability to
innovate using restricted hardware. Security concerns have also prompted
the U.S. Navy to ban the use of DeepSeek R1 due to potential security
and ethical risks, fueling debates over the implications of adopting
foreign-developed AI systems.
Open-Source vs Proprietary Models
DeepSeek R1 is accelerating the democratization of AI by lowering
barriers for smaller developers and researchers, fostering innovation.
However, transparency concerns remain as DeepSeek has not disclosed its
training data, raising ethical and bias-related questions.
Ethical and Technical Questions
Concerns have emerged regarding potential censorship, as some
versions of DeepSeek R1 appear to align with Chinese narratives.
Additionally, skepticism exists over whether DeepSeek’s reported costs
and capabilities are fully accurate, with some experts questioning the
factors that contributed to its success.
Public Sentiment and the Future of AI
Public reaction to DeepSeek-R1 has been mixed. Some view this as a
“Sputnik moment,” encouraging U.S. firms to accelerate AI innovation
while leveraging open-source models to stay competitive. Others see it
as a wake-up call, with former President Donald Trump urging U.S.
industries to adapt quickly to maintain leadership in AI
development.
Persistence
is a cornerstone for building robust and production-grade applications.
LandGraph introduces a game-changing feature that ensures application
states are stored and retrievable at any point. This redefines
reliability and scalability in workflow management. This capability is
especially vital when executing workflows involving interruptions, user
inputs, or debugging. Whether you're building a simple app or an
enterprise-grade system, persistence ensures your application is always
ready to handle interruptions and user interactions gracefully.
The "Persisting Agent Stage" enables seamless workflows, especially
in user-facing applications. Here’s why this feature is critical:
Human-in-the-Loop Workflows: Many applications rely
on user input to make decisions or advance processes. With persistence,
LandGraph allows the graph execution to pause, checkpoint the state into
persistent storage, and resume later. This means the application can
wait for user input and continue without losing context.
Debugging and History: Persistence creates a robust
mechanism for saving the application state after every step. This makes
debugging easier and enables the creation of detailed execution
histories.
Support for Multi-Session Scenarios: Applications
often require users to switch between sessions while maintaining their
progress. Persistence ensures continuity by saving states into
persistent storage.
At the heart of this feature is the CheckPointer
object, a persistence layer implemented by LandGraph. Here’s how it
works:
Integration with Databases The CheckPointer can
save states into various database types, including:
Document databases: Firestore, MongoDB
Relational databases: PostgreSQL, SQLite,
MySQL
Graph databases: Neo4j, AWS Neptune
For example, the following section will focus on persisting states
into an SQLite database, a popular choice for local environments. The
process can also be extended to managed cloud databases like Google
Cloud SQL or AWS RDS.
State Management As each node in the graph
executes, the CheckPointer saves the updated state into the database.
This ensures that states are recoverable after interruptions, enabling
the graph to resume execution from exactly where it left off.
To implement persistence, follow these simple steps:
Import the CheckPointer object from LandGraph.
Create an instance of CheckPointer and configure it with a
connection string (local or cloud-based database).
Pass the CheckPointer instance to your graph during creation.
LandGraph will handle state persistence automatically after each node
execution.
1 2 3 4
from langgraph.checkpoint.sqlite import SqliteSaver
The result is that you can pause the graph, fetch user input, and
continue execution seamlessly, all while ensuring states are securely
stored in your chosen database.
MemorySaver +
Interrupts = Human In The Loop
Human-in-the-loop systems are essential to modern applications,
allowing seamless integration of human feedback into automated
workflows. With the help of the MemorySaver feature,
you can build applications using LangGraph that pause, capture user
input, and resume execution effortlessly.
In workflows involving human interaction, there are moments where the
application needs to pause, gather feedback from the user, and then
continue processing. For instance, consider a sequence of tasks
where:
A process executes its initial steps.
The system pauses to collect human input.
The workflow resumes, incorporating the user’s feedback.
This type of flow requires interrupts to halt the
execution and persistence to save the current state of
the workflow. Langraph provides the tools to manage both seamlessly.
Implementation
To illustrate, let’s build a straightforward graph with the following
steps:
Start with a simple initial node.
Execute a task and pause for human feedback.
Resume execution with the updated state and complete the
workflow.
We use Langraph's MemorySaver, a checkpointing tool
that saves the workflow’s state in memory after each node’s execution.
This ephemeral storage method is perfect for local testing and
prototyping. Here’s a simplified version of the setup:
The graph visualization by using Mermaid.ink
is here:
hitl-graph
MemorySaver Implementations
Integrating human feedback into automated systems is a growing trend
in AI development. It bridges the gap between machine automation and
human judgment, enabling better decision-making, improved accuracy, and
adaptability. In this section, we explore how to incorporate
human-in-the-loop functionality into a graph-based system while
leveraging memory storage to track execution states. This walkthrough
showcases the process from initialization to final execution.
print("### State after update ###") print(graph.get_state(thread))
print(graph.get_state(thread).next)
for event in graph.stream(None, thread, stream_mode="values"): print(event)
The graph’s execution is tied to a thread variable, a
dictionary initialized with a thread_id. This serves as a
session or conversation identifier, distinguishing various graph runs.
For simplicity, the thread_id is set to 1,
though a more robust implementation would use a UUID. The graph
processes events using graph.stream(), which accepts the
initial input and thread details. Events are streamed in value mode, and
each event is printed for transparency.
During execution:
Input is processed.
Node executions are logged.
Interruptions allow for dynamic human input.
Running the graph in debug mode provides insights into:
Memory storage (memory.storage) containing nested
objects that log the graph state.
Transition logs for each node, showing updates or lack thereof.
At an interrupt, human feedback is solicited using Python's built-in
input() function. This input updates the state dynamically.
Once human input is integrated, the graph resumes execution. Subsequent
steps process the updated state, leading to the graph’s completion.
SqliteSaver
Switching from an ephemeral memory-based state saver to a persistent
database saver can significantly enhance the durability and traceability
of your graph’s execution. In this section, we’ll explore how to replace
the in-memory MemorySaver with an SQLiteSaver
for long-term storage and easy debugging.
The MemorySaver is transient, meaning all state
information vanishes after the program stops. By using an SQLite
database, you can:
Persist graph states across runs.
Debug and troubleshoot using a structured database.
Resume executions exactly where they were interrupted.
print("### State after update ###") print(graph.get_state(thread))
print(graph.get_state(thread).next)
for event in graph.stream(None, thread, stream_mode="values"): print(event)
We start by importing the required modules. Then Initialize a
connection to your SQLite database. The
check_same_thread=False flag ensures thread-safe database
operations, essential for stopping and restarting execution across
different threads. After that we create an instance of
SQLiteSaver and pass it the SQLite connection. This saver
integrates seamlessly with the graph execution pipeline, persisting
states to the SQLite database.
Initial Execution: Run the graph with the
SQLiteSaver. After execution, you’ll see a new file,
checkpoints.sqlite, created in your project directory.
Inspect the Database: Use your IDE’s database tools
(e.g. SQLite3 Editor for VS Code) to load and inspect the
checkpoints.sqlite file. You’ll find a table storing graph
states, similar to what you’d see with MemorySaver, but now
it’s persistent.
screenshot_sqlite_ide
Changing the thread_id allows you to simulate a new
session while retaining access to previous runs. When resuming, the
graph starts from the last recorded state. You can verify this by
inspecting the database entries for the new thread_id.
For enhanced traceability, integrate Langsmith for tracking and
debugging. Langsmith provides detailed insights, including thread
metadata and execution traces.
Suppose this is a Python project for an advanced RAG application.
Below is an explanation of the purpose of each components.
📂graph: This directory represents the core
components of your RAG application's data flow or computational
graph.
📂chains: Contains logic for chains, which might
define the sequences or workflows in your RAG pipeline.
tests/: Contains unit tests to validate the behavior of the chains.
test_chains.py: Test file for the chain-related
logic.
__init__.py: Makes the chains directory a
Python module.
📂nodes: Represents individual components or steps
in the graph. Nodes could be processing units, like transformers or
embeddings, used within the graph.
__init__.py: Initializes the nodes
module.
consts.py: A place for defining
constants (e.g., default values, thresholds, or configuration keys) used
across the graph module.
graph.py: Contains the main
implementation of the graph structure, potentially orchestrating the
flow of nodes and chains.
state.py : Likely manages the state of
the application or graph, such as caching intermediate results or
tracking the flow through the graph.
__init__.py: Initializes the
graph module, potentially exposing key functions or classes
to be used by other parts of the application.
📜Pipfile & 📜Pipfile.lock
Pipfile: Defines the project's Python
dependencies and configurations, including development and production
requirements.
Pipfile.lock: A generated file that
locks the exact versions of the dependencies to ensure
reproducibility.
2. Create a Virtual
Environment
Pipenv is a powerful dependency management tool for Python that
combines the functionality of pip and
virtualenv into a single workflow. Designed to streamline
Python development, Pipenv makes it easier to manage project-specific
packages, virtual environments, and dependency conflicts.
1
pip3 install pipenv
1 2 3 4 5
# Pipenv might be installed, but your shell might not know where to find it. # Add the bin directory to your PATH environment variable in your .zshrc file: # Reload your .zshrc file. echo'export PATH="$PATH:$(python -m site --user-base)/bin"' >> ~/.zshrc source ~/.zshrc
LangChain: LangChain is a framework for building
applications powered by LLMs. It provides tools for creating chains,
agents, and retrieval strategies that form the cognitive architecture of
applications. It supports tasks like decision-making, RAG, and more.
Agents: Decision-making entities that select tools based on user
input.
Memory: Maintains state across interactions for context-aware
behavior.
Integration with external tools via modular packages.
langchain-core: This package contains the
foundational abstractions and interfaces for LangChain. It defines the
base components like LLMs, vector stores, retrievers, and tools.
Lightweight dependencies with no third-party
integrations.
Provides the "Runnable" interface for consistent invocation of
components (e.g., stream, invoke,
batch).
Relationship: Forms the backbone of LangChain by
offering core functionality upon which other packages (e.g.,
langchain, langchain-community)
build.
langchain-community: A community-maintained package
containing third-party integrations for LangChain. It includes
connectors for external LLMs, vector databases, and other tools.
Optional dependencies to keep it lightweight.
Encourages community contributions to expand LangChain's
ecosystem.
Relationship: Extends the functionality of
LangChain by enabling integrations beyond the core package.
langchain-openai: A specific integration package for
OpenAI models within LangChain.
Provides seamless interaction with OpenAI's GPT models.
Includes utilities to handle inputs/outputs specific to OpenAI's
API.
Relationship: A standalone integration package
that depends on langchain-core but focuses exclusively on
OpenAI's offerings.
langchain-chroma: An integration between LangChain
and Chroma, enabling seamless use of Chroma’s vector database
capabilities within LangChain applications.
Simplifies local prototyping by eliminating the need for external
servers and supports features like in-memory or persistent storage
modes.
Supports operations such as adding, querying, and updating
embeddings, making it developer-friendly for tasks like similarity
search and document retrieval.
Relationship: Chroma complements LangChain by
providing a lightweight, efficient vector store that integrates
seamlessly. Together, they enable developers to prototype locally and
scale AI applications effectively.
LangGraph: An extension of LangChain designed for
building multi-agent systems and stateful workflows using graph-based
coordination.
Models workflows as nodes and edges in a graph
structure.
Supports cyclical graphs and advanced agent
coordination.
Exposes interfaces for creating custom flows or common agent
types.
Relationship: Depends on
langchain-core while adding graph-based capabilities.
Complements LangChain by enabling complex multi-step workflows.
LangChainHub: A repository or platform for sharing
reusable LangChain components such as chains, prompts, and
templates.
Centralized location for community-contributed
resources.
Facilitates rapid prototyping by providing ready-to-use
modules.
Relationship: Acts as an auxiliary resource to
the LangChain framework, promoting collaboration and reuse among
developers.
Create a launch.json file by clicking on 'create a
launch.json file' -> 'Python Debugger' -> Python File (Debug the
currently active python file).
setup_debugger
Add one line to 'configurations'. This specifies a file that contains
environment variable definitions. These variables will be loaded into
the environment when debugging the application. Typically, this is a
.env file.
1
"envFile": "${workspaceFolder}/.env"
launch_json
You can find launch.json in the directory
/advanced-rag-app/.vscode/launch.json.
4. Setup Black Formatter
Open your VSCode settings by Command+Shift+P, go
'Preferences: Open User Settings'.
Search for "formatter" and select "black" as default formatter for
editor.
black_default_formatter
Search for "format on save" and enable the "Editor: Format on Save"
option.
This is a way to run tests using the pytest testing
framework in Python.
pytest: Invokes the
pytest framework to discover and run tests.
.: Specifies the current directory
as the location to look for test files.
pytest will automatically search for files matching the
naming conventions like test_*.py or *_test.py
in the specified directory.
-s: Instructs pytest to not
capture standard output (stdout) during the test run.
Without -s, pytest captures all output (e.g.,
print statements) and shows it only when a test fails.
With -s, you can see print statements or
other output in real time while the tests are running.
-v: Stands for verbose
mode.
Provides more detailed output for each test case, including the test
name, status (pass/fail), and sometimes additional context like line
numbers. This is useful for debugging or understanding the progress of
the test suite.
Go to 'Testing' -> 'Configure Python Tests' -> 'pytest (pytest
framework)', and select the correct directory. You will find
configurations created in .vscode/settings.json.
How Meta Plans To Crank the Dopamine Machine With Infinite
AI-Generated Content - The Algorithmic Bridge [Link]
This article discussed AI’s most dangerous potential - its ability to
manipulate and addict humans through hyper-targeted entertainment. This
trend, spearheaded by companies like Meta, risks reshaping human
cognition and agency, raising existential questions about freedom,
pleasure, and the future of society.
One good point is that the killer robots are brain-hacking
entertainment. A very plausible dystopia involves technology (e.g.,
AI-driven entertainment) manipulating human attention and cognition for
profit. Traditional TV was a prototype of mental manipulation but lacked
personalization. Current platforms such as Netflix and TikTok use
algorithms to cater to preferences but still feel limited. Future AI
will create hyper-personalized content tailored to individual
preferences in real-time, exploiting human psychology. Meta’s generative
AI plans are the next step toward addictive, manipulative entertainment.
Meta announced that AI content creators will be designed to enhance
engagement on platforms like Facebook and Instagram. Connor Hayes,
Meta’s VP for generative AI, explained how AI accounts will create and
share engaging content.
The Five Stages of AGI Grief - Marcus on AI [Link]
Marcus uses the framework of the Kübler-Ross model of grief to
describe the emotional responses people are having (or will likely have)
to the ongoing developments in Artificial General Intelligence (AGI). He
argues that many people are not yet facing the reality of AGI and are
likely to go through similar stages of grief as it gets closer.
Denial: Many people, including some experts, are still in denial
about the possibility and speed of AGI development. They dismiss the
progress, underestimate its potential, or claim it's decades away.
Anger: Once denial fades, anger emerges, often directed at those
perceived as enabling or hyping AGI. This can be targeted at AI
researchers, tech companies, or even the technology itself.
Bargaining: In this stage, people try to find ways to control or
mitigate AGI, often through unrealistic expectations or proposed
solutions.
Depression: As bargaining fails, a sense of profound unease and
hopelessness may set in. This is the realization that AGI could
fundamentally change society in ways that are difficult to predict or
control, leading to feelings of powerlessness.
Acceptance: This is the final stage, where people begin to accept
the reality of AGI and its potential impact. This isn't necessarily
cheerful, but it's characterized by a shift from denial and fear towards
a more realistic view.
Disney Paid Off Trump for a Reason - BIG by Matt
Stoller [Link]
Fubo, a sports streaming service, had previously won a preliminary
injunction against a joint venture between Disney, Fox, and Warner Bros,
arguing that the venture was an illegal merger. However, Fubo's stock
wasn't performing well, leading Fubo CEO David Gandler to sell a
controlling stake in his company to Disney.
Here are the rationales behind this decision, according to the
sources:
Fubo's CEO, David Gandler, profited from winning an antitrust suit
and joined forces with a large corporation. Instead of being an underdog
fighting against major corporations, Fubo has now joined forces with one
of them. Fubo will now have Disney's resources, while its leaders
imagine that it will operate somewhat independently.
Disney made a $16 million payment for defamation against Trump,
which is considered questionable by legal analysts, in order to gain
credibility with Trump. The aim of this was to ensure that government
enforcers would not interfere with the deal.
Fubo's leaders may be ignoring the risks involved in the merger.
They are potentially exhibiting a kind of "malevolent naivete" and
airbrushing away their own violation of the law.
The sources suggest that Fubo's leadership may not be considering
some of the risks associated with mergers. Mergers carry significant
risk, and they can fall apart for a variety of reasons. During the 18-24
months that it takes to clear financing and regulatory hurdles, a
company under contract to be sold cannot make significant strategic
decisions or investments, while the purchaser can do whatever they want.
If the deal falls apart, the company that was to be sold could be in a
significantly worse position.
The sources point out that there is a possibility that another
private litigant could take Fubo's place and sue, using the legal
precedent set by Fubo. This is evidenced by a letter sent by EchoStar to
the court, in which the company states that it's considering suing along
the same lines as Fubo. This may not matter to Disney, since they now
control Fubo, but it should be a source of concern for Fubo's leadership
team who have essentially bet their company on a violation of the
law.
A private litigant, such as EchoStar, could take Fubo's place and sue
Disney, Fox, and Warner Bros, using the same legal arguments that Fubo
successfully used to win a preliminary injunction. This is a possibility
because the legal precedent set by Fubo remains, even though Fubo is now
under Disney's control.
Here's why this could be problematic for Fubo but not necessarily for
Disney:
Fubo is in a vulnerable position due to the merger agreement. While
the deal is pending, Fubo is restricted in its strategic decision-making
and investments, effectively putting the company in "limbo". This means
Fubo cannot make significant moves to respond to a new lawsuit.
Disney, as the purchaser, is not similarly restricted. They can
continue to operate as they see fit. They have the resources to handle a
new legal challenge.
If the merger fails, Fubo will have wasted 18-24 months with the
potential for no significant strategic moves. It could end up in a
weakened state compared to competitors who were not in a merger process.
The company might even become "a limping and probably dead company".
Failed mergers can also lead to leadership changes, such as the CEO
getting fired.
Disney has already taken steps to ensure the deal's success,
including a payment to gain credibility with the current administration.
While another lawsuit could present a challenge, Disney has the
resources and political connections to navigate it, which Fubo does
not.
The incentive to complete the deal is different for Disney and Fubo.
Disney will remain a major player regardless of the deal's outcome.
However, Fubo's future is heavily dependent on the merger. This makes
Fubo more vulnerable if the deal is challenged.
The rise and fall of "fact-checking" - Silver
Bulletin [Link]
The main opinion of this article is that Meta's decision to replace
fact-checkers with a community notes system is justifiable because
fact-checkers have been politically biased and have not effectively
addressed the issue of misinformation.
While the author agrees with Zuckerberg's decision, they also
acknowledge that Zuckerberg's motivations may not be high-minded, but
rather driven by political pressure and business incentives. Despite
that, the author thinks the move is "pointing in the right direction,"
and agrees with Zuckerberg's claim that fact-checkers have been too
politically biased. The author also admits their own biases and that
Community Notes is a new program that might also have problems.
US Banks: Profits Surge - App Economy Insights [Link]
CES 2025: AI Takes Over - App Economy Insights [Link]
a16z's big ideas in tech for 2025 - ben lang's notes
[Link]
Andreessen Horowitz’s list of big ideas in tech for 2025:
a16z_big_idea_2025
How AI-assisted coding will change software engineering: hard
truths - The Pragmatic Engineer [Link]
Great article!
This "70% problem" suggests that current AI coding tools are best
viewed as:
Prototyping accelerators for experienced developers
Learning aids for those committed to understanding
development
MVP generators for validating ideas quickly
Current tools mostly wait for our commands. But look at newer
features like Anthropic's computer use in Claude, or Cline's ability to
automatically launch browsers and run tests. These aren't just glorified
autocomplete - they're actually understanding tasks and taking
initiative to solve problems.
Think about debugging: Instead of just suggesting fixes, these
agents can:
Proactively identify potential issues
Launch and run test suites
Inspect UI elements and capture screenshots
Propose and implement fixes
Validate the solutions work (this could be a big deal)
― The 70% problem: Hard truths about AI-assisted coding -
Elevate [Link]
Great pragmatic article! And it's well-said in the end:
"Software quality was (perhaps) never primarily limited by
coding speed...The goal isn't to write more code faster. It's to build
better software. "
AI tools help experienced developers more than beginners. This is
similar to the fact that AI helps top biologists to be successful more
than normal biologists. The results and efficiency of AI usage differ
based on users' domain expertise. This is called 'knowledge paradox'. AI
can help to get the first 70% job done quickly, but the efforts on the
final 30% have diminishing returns. This is called 'AI learning curve
paradox'.
o1 isn’t a chat model (and that’s the point) - Latent
Space [Link]
Provide Extensive Context: Give 10x more context than you think
is necessary. This includes details about previous attempts, database
schemas, and company-specific information. Think of o1 like a new hire
that needs all the relevant information to understand the task. Put the
context at the end of your prompt.
Use tools like voice memos to capture context and paste transcripts.
You can also save reusable segments of context for future use. AI
assistants within other products can help extract context.
Focus on the Desired Output: Instead of telling o1 how
to answer, clearly describe what you want the output to be. Let
o1 plan and resolve its own steps, leveraging its autonomous
reasoning.
Define Clear Evaluation Criteria: Develop specific criteria for
what constitutes a "good" output so that o1 can evaluate its own output
and improve. This moves the LLM-as-Judge into the prompt itself. Ask for
one specific output per prompt.
Be Explicit About Output Format: o1 often defaults to a
report-style output with numbered headings. Be clear if you need
complete files or other specific formats.
Manage Context and Expect Latency: Since o1 is not a chat model,
it will not respond in real time, like email. Make sure you can manage
and see the context you are providing to the model. o1 is better suited
to high-latency, long-running tasks.
The Deep Roots of DeepSeek: How It All Began - Recode China
AI [Link]
Liang's Visions from his first public interview in May 2023:
AI Development:
Liang aims to build AGI, not just improve existing models like
ChatGPT.
He prioritizes deep research over quick applications, requiring more
resources.
He sees AI as a way to test ideas about human intelligence, like
whether language is key to thought.
He plans to share DeepSeek’s results publicly to keep AI accessible
and affordable.
Company Culture & Innovation:
He hires based on ability, creativity, and passion, preferring fresh
graduates for key roles.
Employees should have freedom to explore and learn from
mistakes.
It can't be forced or taught.
A shared pace and curiosity drive the team, not strict rules or
KPIs.
Competition:
Startups can still challenge big companies since AI tech is
evolving.
No one has a clear lead in AI yet.
LLM applications will become easier, creating startup opportunities
for decades.
AI believers stay in for the long run.
Unconventional approaches can be a game-changer.
Resources & Funding:
Securing GPUs and a strong engineering team is crucial.
Traditional VC funding may not fit DeepSeek’s research-heavy
approach.
Innovation is costly, and some waste is inevitable.
GPUs are a solid investment as they hold value.
Is DeepSeek the new DeepMind? - AI Supremacy [Link]
Implications for the AI Industry:
DeepSeek's emergence challenges the dominance of Western AI firms
like Google DeepMind, Meta, and OpenAI. The success of DeepSeek suggests
that open-source models can outperform proprietary ones. It also calls
into question the massive spending on AI infrastructure by Big Tech
companies.
Its cost-effectiveness is causing enterprises to rethink their AI
strategies. The availability of high-performing, cheaper models could
disrupt the business model of companies that rely on expensive,
proprietary models.
Its achievements indicate that China is becoming a leader in AI,
particularly in inference-time compute and compute efficiency. This
development raises concerns about America's shrinking lead in artificial
intelligence.
Its open-source approach is seen as essential to keeping AI
inclusive and accessible. The ability to run powerful models on a laptop
could decentralize AI development and reduce reliance on Big Tech.
Arguments about US vs. China in AI:
The article suggests that the U.S. is losing its lead in AI
innovation due to its focus on "Tycoon capitalism" and protectionist
policies. The U.S. government's export controls on semiconductors, while
intended to slow China's progress, may be inadvertently fueling China's
self-reliance and innovation.
China has advantages in areas such as manufacturing, go-to-market
strategies, talent (STEM programs and ML researchers), and patents.
China's progress in various overlapping industries creates a "mutually
reinforcing feedback loop". The article implies that Chinese work
culture of empowering workers with autonomy and collaboration is a
strong contrast to the grueling work schedules, rigid hierarchies, and
internal competition that are common in Chinese tech firms.
The article criticizes the massive AI infrastructure projects in the
U.S. (dubbed "Project Oracle") as a scheme by the financial elite to
control the future of AI. The author argues that these projects
prioritize the interests of Big Tech and the financial elite over those
of regular citizens and that these AI infrastructure projects are
primarily intended to redistribute wealth globally to the elite.
Concerns about AI's Impact:
The author acknowledges concerns that AI could lead to wage
deflation, particularly in white-collar jobs where AI can automate
tasks.
It questions the assumption that AI will create more jobs than it
displaces, noting that AI coding tools could negatively impact software
engineers.
It also raises concerns about the potential for misuse of AI,
including the use of AI for "authoritarian" control and as a weapon in
trade wars. There are also concerns about the potential for backdoors,
Trojans, model inversion attacks, sensitive information inference, and
automated social engineering via the release of attractive but cheap AI
services.
Additional Info:
DeepSeek is an offshoot of a quantitative hedge fund, High-Flyer,
and is fully funded by them.
It is noted for being more transparent about its methods compared to
some Western AI firms.
Its mission is to "unravel the mystery of Artificial General
Intelligence (AGI) with curiosity". They focus on open-source
development, research-driven innovation, and making advanced AI
accessible to all.
Monopoly Round-Up: China Embarrasses U.S. Big Tech - BIG by
Matt Stoller [Link]
DeepSeek, a Chinese AI firm, developed cost-effective AI models that
rival U.S. models and released them on an open-source basis. This is a
significant accomplishment, especially since the U.S. has placed export
controls that prevent China from accessing the best chips. DeepSeek's
approach focused on efficiency, rather than raw computing power, which
challenges the assumption that computing power is the primary
competitive barrier in AI. This development is considered
embarrassing and threatening to big tech and U.S.
security.
The U.S. has heavily invested in AI, with tech giants spending
billions on data centers and infrastructure, betting that these
investments will provide a competitive advantage. However, DeepSeek’s
success suggests that this approach may be flawed. The sources suggest
that the U.S. strategy of denying top chips to China may also be
ineffective.
The sources argue that betting on monopolistic national champions is
a disastrous national security strategy. It points out that history
shows that monopolies are slow to innovate. The U.S. needs to
prioritize competition over protecting monopolies. The sources
criticize large U.S. tech firms (Meta, Microsoft, Google, Amazon, Apple)
for becoming slothful bureaucracies that are not very good at developing
and deploying technology.
Chinese policy is noted to be more aggressive in forcing competition
in some sectors. China's electric vehicle industry is cited as an
example of this. The Chinese government's crackdown on its big tech
firms and financial sector is also mentioned as a move that has
seemingly benefited the economy by driving innovation. The success of
companies like ByteDance and DeepSeek is mentioned as evidence of
this.
The sources highlight that U.S. anti-monopoly laws take too long to
take effect. It uses the example of the Federal Trade Commission's case
against Facebook for its acquisition of Instagram and WhatsApp. This
case highlights how companies like Facebook acquire and bury innovative
competitors rather than compete. It argues that if Facebook had
been broken up, there would be tremendous innovation in social
networking.
The sources express uncertainty about the future of AI, noting it
might not live up to expectations. It also notes that the
competitive advantages in AI are not as straightforward as
previously thought.
In a rare interview for
AnYong Waves, a Chinese media outlet, DeepSeek CEO Liang Wenfeng
emphasized innovation as the cornerstone of his ambitious
vision:
. . . we believe the most important thing now is to participate
in the global innovation wave. For many years, Chinese companies are
used to others doing technological innovation, while we focused on
application monetization—but this isn’t inevitable. In this wave, our
starting point is not to take advantage of the opportunity to make a
quick profit, but rather to reach the technical frontier and drive the
development of the entire ecosystem.
― 7 Implications of DeepSeek’s Victory Over American AI
Companies - The Algorithmic Bridge [Link]
"Every job is a bundle of tasks.
Every new technology wave (including the ongoing rise of Gen AI)
attacks this bundle.
New technology may substitute a specific task
(Automation) or it may complement a
specific task (Augmentation)"
Extend this analogy far enough, and you get this:
Once technology has substituted all tasks in a job bundle, it can
effectively displace the job itself.
Of course, there are limits to this logic. This can only be true
for a small number of jobs, which involve task execution only.
But most jobs require a lot more than mere task
execution.
They require ‘getting things done’. They require achievement of
objectives, accomplishment of outcomes.
In other words, most jobs involve
goal-seeking.
This is precisely why previous generations of technologies
haven’t fully substituted most jobs. They chip away at tasks in the job
bundle without really substituting the job entirely.
Because humans retain their right to play because of their
ability to plan and sequence tasks together to achieve goals.
In most previous instances, technology augments humans far more
than automating an entire job away.
And that is because humans possess a unique advantage:
goal-seeking.
― Slow-burn AI: When augmentation, not automation, is the
real threat - Platforms, AI, and the Economics of BigTech [Link]
AI agents are the first instance of technology directly attacking
and substituting goals within a role or a team.
In doing so, they directly impact power dynamics within an
organization, empowering some roles and weakening others, empowering
some teams and weakening others.
― How AI agents rewire the organization - Platforms, AI, and
the Economics of BigTech [Link]
This is a brilliant article.
Goal-seeking, for the first time, can be performed by technology.
Scope of the role: Effectively, a goal-seeking AI agent can unbundle
a goal from the role. They reduce the scope of the role.
Scope of the team: They displace the role entirely in a team if the
team can now achieve the same goal using an AI agent.
Rebundling of roles: Role B is eliminated not because its tasks were
fully substituted by technology, nor because its goals were fully
substituted by technology, but because the scope of the role no longer
justified a separate role.
Reworking power structures: Teams have voting rights on the
relevance of Roles. The fewer teams speaking to a role’s contributions,
the lower the negotiating power for that role within the
organization.
Roles unbundle, teams rebundle: this cycle of unbundling and
rebundling across roles and teams is inherent to the organization of
work. AI isn’t fundamentally changing goal-seeking and resource
allocation. It is merely inserting itself into the organization and
re-organization of work.
YouTube and Podcasts
2025 Predictions with bestie Gavin Baker - All-In
Podcasts [Link]
Interesting discussions about new year predictions. Here is a summary
of the predictions:
Chamath Palihapitiya:
Biggest Political Winner: Fiscal conservatives. He
believes austerity will reveal waste and fraud in the US government and
that this will spill over to state elections.
Biggest Political Loser: Progressivism. He predicts
a repudiation of class-based identity politics in multiple Western
countries.
Biggest Business Winner: Dollar-denominated
stablecoins, which he believes will grow substantially and challenge the
dominance of Visa and Mastercard.
Biggest Business Loser: The "MAG 7" companies will
see a drawdown in absolute dollars due to high concentration in the
indices. He suggests that these companies may not be able to maintain
their high valuations, though they are good businesses.
Biggest Business Deal: The collapse of traditional
auto OEMs and a wave of auto mega-mergers, triggered by Tesla's strong
position.
Most Contrarian Belief: A banking crisis in a major
mainline bank, triggered by the total indebtedness of Pax America and
the impact of higher interest rates.
Best Performing Asset: Credit Default Swaps (CDS)
as an insurance policy against a potential default event.
Worst Performing Asset: The software industrial
complex, or large, bloated enterprise software companies.
Most Anticipated Trend: Small, arcane regulatory
changes related to the supplemental loss ratio that allow the US to kick
the debt can down the road.
Most Anticipated Media: The enormity of files that
will be declassified and released by the Trump administration.
Prediction Market: The MAG 7 representation in the
S&P 500 shrinks below 30%.
David Friedberg:
Biggest Political Winner: Young political
candidates, marking a trend of a shift towards younger leaders.
Biggest Political Loser: Pro-war neoconservatives.
He believes they will lose out to figures like JD Vance and Elon
Musk.
Biggest Business Winner: Autonomous hardware and
robotics, citing the rise of humanoid robots and their
applications.
Biggest Business Loser: Old defense and aerospace
providers, like Boeing and Lockheed Martin. He predicts a shift towards
more tech-oriented and rationalized spending in defense. He also thinks
Vertical SaaS companies will struggle as AI replaces their
services.
Biggest Business Deal: Massive funding deals for
hardware-based manufacturing buildout in the United States, potentially
involving government support.
Most Contrarian Belief: A dramatic rise in
socialist movements in the United States, fueled by economic inequality
and disruption from AI.
Best Performing Asset: Chinese tech stocks or ETFs,
based on potential deals between the US and China and the strong
fundamentals of Chinese tech companies.
Worst Performing Asset: Vertical SaaS companies
again as AI replaces the practices. Also legacy car companies and real
estate because of overbuilding and high debt.
Most Anticipated Trend: The announcement of
buildout of nuclear power in the United States.
Most Anticipated Media: AI Video Games with dynamic
story lines
Prediction Market: Microsoft, AWS, and Google Cloud
Revenue Growth.
Gavin Baker:
Biggest Political Winner: Trump and centrism; also
Gen X and Elder Millennials.
Biggest Political Loser: Putin, due to Europe
rearming, which shifts US resources to the Pacific, and Trump's likely
tougher stance.
Biggest Business Winner: Big businesses that use AI
thoughtfully, and the robotics industry, as well as companies that make
high bandwidth memory.
Biggest Business Loser: Government service
providers with over 35% of their revenue coming from the US government.
He also thinks Enterprise application software will be hurt by AI
agents
Biggest Business Deal: A wave of M&A after a
period of inactivity and something significant happening with Intel.
Also, he thinks independent AI labs will get acquired.
Most Contrarian Belief: The US will experience at
least one year of greater than 5% real GDP growth due to AI and
deregulation. He also thinks frontier AI labs will stop releasing their
leading-edge models.
Best Performing Asset: Companies that make high
bandwidth memory (HBM).
Most Anticipated Trend: AI will make more progress
per quarter in 2025 than it did per year in 2023 and 2024, due to
scaling performance through reasoning, pre-training, and test time
compute.
Most Anticipated Media: Season 2 of 1923
Prediction Market: US Treasury Market Report on
Federal Debt in December 2025 above or below $38 trillion
UFOs: Believes there is a 25% chance the US
government is sitting on knowledge of extraterrestrial life.
Jason Calacanis:
Biggest Business Winner: Tesla and Google for AI
and Robotics
Biggest Business Loser: Open AI
Biggest Business Deal: Partnerships between Amazon,
Uber, Tesla, and Waymo for autonomy, delivery, and e-commerce
Most Contrarian Belief: Open AI will lose its lead
and its nonprofit-to-for-profit transition and become the number four
player in AI.
Best Performing Asset: MAG 7 stocks
Worst Performing Asset: Legacy car companies and
Real Estate.
Most Anticipated Trend: Exits and DPI will shower
down, along with a surge in M&A and IPOs
Most Anticipated Media: Legacy media outlets owned
by billionaires attempting to steer towards the middle
Prediction Market: Over or under 750,000
deportations by Trump in the first year of office
Building Anthropic | A conversation with our co-founders -
Anthropic [Link]
WTF is Artificial Intelligence Really? | Yann LeCun x Nikhil
Kamath | People by WTF Ep #4 - Nikhil Kamath [Link]
The Next Frontier: Sam Altman on the Future of A.I. and
Society - New York Times Events [Link]
Text, camera, action! Frontiers in controllable video
generation - William (Bill) Peebles [Link]
Best of 2024 in Agents (from #1 on SWE-Bench Full, Prof.
Graham Neubig of OpenHands/AllHands) - Latent Space [Link]
The State of AI Startups in 2024 [LS Live @ NeurIPS] - Latent
Space [Link]
Best of 2024 in Vision [LS Live @ NeurIPS] - Latent
Space [Link]
Red-pilled Billionaires, LA Fire Update, Newsom's Price Caps,
TikTok Ban, Jobless MBAs - All-In Podcast [Link]
NVIDIA CEO Jensen Huang Keynote at CES 2025 - NVIDIA
[Link]
CES 2025 is the world's biggest tech expo. Each January, CES kicks
off the tech year by highlighting everything from groundbreaking gadgets
to the processors driving our digital world.
NVIDIA's CES announcements showcased its dominance in the AI chip
market while highlighting its bold expansion into emerging, high-growth
sectors. By emphasizing robotics, autonomous vehicles, and broader
accessibility to AI, NVIDIA demonstrated its commitment to staying
central to this wave of innovation.
Highlights:
GeForce RTX 50 Series GPUs
NVIDIA unveiled its latest GeForce RTX 50 series GPUs, powered by the
advanced Blackwell architecture and set to launch in January. These GPUs
deliver significant improvements in gaming and AI performance, with the
flagship RTX 5090 priced at \(\$1,999\)
and the RTX 5070 at \(\$549\),
surpassing the RTX 4090, which debuted at \(\$1,599\) in 2022.
The 50 series also introduces DLSS 4, a cutting-edge Deep Learning
Super Sampling technology that employs a transformer-based architecture
to generate three AI-rendered frames for every traditionally rendered
one, enhancing graphics quality and gaming experiences. NVIDIA partnered
with Micron to supply memory chips for these GPUs.
Although GeForce RTX GPUs contributed only 9% of NVIDIA’s revenue in
the October quarter, the company’s primary growth continues to come from
its Data Center segment, driven by AI demand.
AI Advancements
NVIDIA introduced Nemotron, a new family of AI models derived from
Meta’s Llama models, including Llama Nemotron Nano, Super, and Ultra,
aimed at advancing AI agent capabilities. CEO Jensen Huang projects that
the AI agent market could be worth trillions of dollars.
Additionally, NVIDIA confirmed that its Blackwell AI accelerators are
in full production and are being adopted by leading cloud providers and
PC manufacturers, further solidifying its position in AI
technology.
Robotics and Autonomous Vehicles
NVIDIA debuted Cosmos, the "world's first physical AI model,"
designed to advance robotics. Trained on 20 million hours of video,
Cosmos is open-licensed on GitHub and integrates seamlessly with
NVIDIA’s Omniverse platform to provide physics-based simulations for AI
model training in robotics and autonomous systems.
In partnership with Toyota, NVIDIA is collaborating on developing the
automaker's latest autonomous vehicles. Huang sees robotics and
autonomous technology as a \(\$1\)
trillion market opportunity, expecting NVIDIA’s automotive revenue to
grow from \(\$4\) billion in FY25 to
\(\$5\) billion in FY26, spanning Data
Center and OEM segments.
Project DIGITS
NVIDIA announced Project DIGITS, a personal AI supercomputer aimed at
democratizing access to powerful AI tools. Starting at \(\$3,000\), the system features the GB10
Grace Blackwell Superchip, 128GB of unified memory, and up to 4TB of
NVMe storage. Users can connect two systems for enhanced processing
capabilities.
Designed for AI researchers and data scientists, Project DIGITS
provides a cost-effective solution for building complex AI models
without relying on large-scale data center resources.
A not comprehensive summary of NVIDIA's efforts on AI, not a
summary of this YouTube video:
AI Compute Hardware:
This category includes the physical processing units that perform the
core calculations for AI models. These are primarily GPUs, but also
include specialized CPUs and other accelerators.
Focus: High-performance, parallel processing, low
latency, memory bandwidth, energy efficiency for AI workloads.
Examples:
NVIDIA A100 Tensor Core GPU NVIDIA A40 Tensor Core GPU NVIDIA A10
Tensor Core GPU NVIDIA H100 Tensor Core GPU NVIDIA L40 GPU NVIDIA L4 GPU
NVIDIA B100 "Blackwell" Data Center GPU NVIDIA Grace CPU Superchip
GeForce RTX 30 Series (Desktop) - Ampere (Relevance for model
development) GeForce RTX 50 Series (Desktop) - Blackwell (Relevance for
model development) Project DIGITS - Hardware system (personal AI
supercomputer).
AI Platforms & Systems:
This category includes integrated hardware and software solutions
designed to simplify the development and deployment of AI applications.
It encompasses both edge and data center solutions.
Focus: Ease of use, scalability, optimized
performance for specific AI tasks, deployment solutions.
Examples:
NVIDIA DGX A100 System NVIDIA Jetson AGX Xavier NX NVIDIA Jetson Orin
NVIDIA Jetson Orin Nano NVIDIA Omniverse Platform
AI Software & Development Tools:
This category includes the software libraries, frameworks, and tools
that allow developers to build, train, and deploy AI models. It covers
both open source and proprietary tools.
Focus: Developer productivity, model performance,
framework support, customization.
Examples:
NVIDIA Merlin (Software Library) NVIDIA NeMo Framework NVIDIA TAO
Toolkit
AI Applications & Solutions:
This category focuses on specific, industry-focused AI applications
built on top of NVIDIA hardware and software.
While related to AI Software and development tools, it deserves its
own category because of the open source nature of much of the research
based tools and APIs, allowing for community contributions and new
technology development.
Focus: Next-generation tools, advanced research,
pushing the limits of AI, new technologies and algorythms.
Examples: Nemotron NVIDIA FLARE (Federated Learning
Application Runtime Environment) NVIDIA Research Publications and
Open-Source Projects TensorFlow and PyTorch (With NVIDIA's
Extensions)
So, my takeaway was entirely different. It was not a commentary
on Masa, or Larry, or Sam. I think all of those three companies are,
frankly, very good. It was more a comment that you have to be very
careful to protect the president's legacy, if I were them, to make sure
that the things that get announced are actually further down the
technical spectrum and are actually going to be real. Because if they
achieve these things, but it costs you a billion dollars and you only
hire 50 people, there's going to be a little bit of egg on the face. And
so, that was sort of my own takeaway. I think that the things were
decoupled. It just seemed more like marketing and sizzle and kind of
hastily put together. I think it would be great if OpenAI builds another
incredible model, whatever comes after o3, o4, o5. But it's not clear
that you have to spend $500 billion to do it. - Chamath
Palihapitiya
― Trump's First Week: Inauguration Recap, Executive Actions,
TikTok, Stargate + Sacks is Back! - All-In Podcast [Link]
There's a thing called Jevons
Paradox, which kind of speaks to this concept. SAA actually tweeted
about it. It's an economic concept where, as the cost of a particular
use goes down, the aggregate demand for all consumption of that thing
goes up. So, the basic idea is that as the price of AI gets cheaper and
cheaper, we're going to want to use more and more of it. You might
actually get more spending on it in the aggregate. That's right—because
more and more applications will become economically feasible. Exactly.
That is, I think, a powerful argument for why companies are going to
want to continue to innovate on frontier models. You guys are taking a
very strong point of view that open source is definitely going to win,
that the leading model companies are all going to get commoditized, and
therefore, there will be no return on capital—essentially forcing
continued innovation on the frontier. - David Sacks
But then there's this dark horse that nobody's talking about—it's
called electricity. It's called power. And all these vehicles are
electric vehicles. If you said, 'You know, I just did some quick
back-of-the-envelope calculations,' if all of the miles in California
went to EV ride-sharing, you would need to double the energy capacity of
California. Right? Let's not even talk about what it would take to
double the energy capacity of the grid and things like that in
California. Let's not even go there. Even getting 10% or 20% more
capacity is going to be a gargantuan, five-to-ten-year exercise. Look, I
live in LA—in a nice area in LA—and we have power outages all the
freaking time because the grid is messed up. They're sort of upgrading
it as things break. That's literally where we're at in LA, in one of the
most affluent neighborhoods. That’s just the reality. So, I think the
dark horse, kind of hot take, is combustion engine AVs. Because I don’t
know how you can scale AVs really, really massively with the electric
grid as it is. - Travis Kalanick
I just wanted to read a message from Brian Yutko, who's the CEO
of Wisk, which is building a lot of these autonomous systems. He said:
'First, automatic traffic collision avoidance systems do exist right
now. These aircraft will not take control from the pilot to save the
aircraft, even if the software and systems on the aircraft know that
it’s going to collide. That’s the big flip that needs to happen in
aviation—automation can actually kick in and take over, even in piloted
aircraft, to prevent a crash. That’s the minimum of where we need to go.
Some fighter jets have something called Automatic Ground Collision
Avoidance Systems that do exactly this when fighter pilots pass out.
It’s possible for commercial aviation as well.' And then, the second
thing he said is: 'We need to have better ATC (Air Traffic Control)
software and automation. Right now, we use VHF radio communications for
safety and critical instructions, and that’s kind of insane. We should
be using data links, etc. The whole ATC system runs on 1960s technology.
They deserve better software and automation in the control towers—it’s
totally ripe for change. The problem is that attempts at reform have
failed.' - Chamath Palihapitiya
― DeepSeek Panic, US vs China, OpenAI $40B?, and Doge
Delivers with Travis Kalanick and David Sacks - All-In Podcast
[Link]
Articles and Blogs
The Art of Leading Teammates - Harvard Business
Review [Link]
A Team-Focused Philosophy
Put the team first, always, even when facing personal
adversity.
Show appreciation for unsung colleagues.
Set the standard and create a culture of 100% effort.
Recognize teammates’ individual psychology and the best ways to
motivate them.
Understand and complement the style of the formal leader.
Recognize and counteract the external forces that can cause selfish
behavior.
Create opportunities to connect as people outside the office.
What Helps—and What Gets in the Way
The emotions and behaviors that define individuals are formed
early.
Leaders work within a system.
It can be hard for individual team leaders to influence change
across large organizations.
A leader’s style and influence will take time to evolve.
Early adopters of gen AI can eclipse rivals by using it to
identify entirely new product opportunities, automate routine decisions
and processes, deliver customized professional services, and communicate
with customers more quickly and cheaply than was possible with
human-driven processes.
Far from being a source of advantage, even in sectors where its
impact will be profound, gen AI will be more likely to erode a
competitive advantage than to confer one, because its very nature makes
new insights and data patterns almost immediately transparent to anyone
using gen AI tools.
If you already have a competitive advantage that rivals cannot
replicate using gen AI, the technology may amplify the value you derive
from that advantage.
Businesses that try to deny the power of gen AI will certainly
fail. Those that adopt it will stay in the fight. But at this stage it
looks likely that the only ones that will actually win with it will be
those that can apply it to amplify the advantages they already
have.
― AI Won’t Give You a New Sustainable Advantage - Harvard
Business Review [Link]
To prevent this problem:
Ask about this:
Sample questions:
Conflating Correlation And
Causation
Approach to determining
causality
Was this analysis based on an
experiment? If not, are there confounders (variables that affect the
independent and dependent variables)?To what extent were they addressed
in the analysis?
Misjudging The Potential Magnitude Of
Effects
Sample size and the precision of the
results
What was the average effect of the
change? What was the sample size and the confidence interval (or range
of likely values the true effect would fall into, and the degree to
which one is certain it would fall into that range)? How would our
course of action change, depending on where the true effect might
lie?
A Disconnect Between What Is Measured
And What Matters
Outcome measures
What outcomes were measured? Were they
broad enough? Did they capture key intended and unintended consequences?
Were they tracked for an appropriate period of time? Were all relevant
outcomes reported? How do we think they map to broader organizational
goals?
Misjudging Generalizability
Empirical setting and subgroup
analysis
How similar is the setting of this
study to our business context? Does the context or time period of the
analysis make it more or less relevant to our decision? What is the
composition of the sample being studied, and how does it influence the
applicability of the results? Does the effect vary across subgroups or
settings? Does this tell us anything about the generalizability of the
results?
Overweighting A Specific
Result
Broader evidence and further data
collection
Are there other analyses that validate
the results and approach? What additional data could we collect, and
would the benefit of gathering it outweigh the cost of collecting it?
How might this change our interpretation of the results?
― Where Data-Driven Decision-Making Can Go Wrong - Harvard
Business Review [Link]
Will Psychedelics Propel Your Career? - Harvard Business
Review [Link]
Do you want to take a 'trip'? lol
How Scalable Compute Resources Can Boost LLM Performance -
HuggingFace [Link]
This blog explains how to scale test-time compute for models like
OpenAI's o1 - apply dynamic inference strategies to improve performance
without increasing pretraining budgets. These techniques allow smaller
models to outperform larger models on tasks such as math problems.
We introduce deliberative alignment, a training paradigm that
directly teaches reasoning LLMs the text of human-written and
interpretable safety specifications, and trains them to reason
explicitly about these specifications before answering. We used
deliberative alignment to align OpenAI’s o-series models, enabling them
to use chain-of-thought (CoT) reasoning to reflect on user prompts,
identify relevant text from OpenAI’s internal policies, and draft safer
responses.
Moravec’s paradox is the observation by artificial intelligence
and robotics researchers that, contrary to traditional assumptions,
reasoning requires very little computation, but sensorimotor and
perception skills require enormous computational resources. The
principle was articulated by Hans Moravec, Rodney Brooks, Marvin Minsky,
and others in the 1980s.
― Common misconceptions about the complexity in robotics vs
AI - Harimus Blog [Link]
Yes, as Yann LeCun mentioned in one of his previous campus lectures,
LLM might help but it is not the right solution for robotics. This
article made several good points:
Sensorimotor Tasks Are More Complex. The source emphasizes that
sensorimotor tasks are harder than many people realize. It was once
assumed that perception and action were simple compared to reasoning,
but this has turned out to be incorrect. This idea is known as Moravec's
Paradox.
Real-World Interaction is the challenge. Robotics requires robots to
interact with a dynamic, chaotic, and complex real world. Tasks that
seem simple for humans, like picking up a coffee cup, involve complex,
unconscious processes that are hard to program for a robot. Even small
changes in the environment can require a complete rewrite of the robot's
"move commands". Robots need to break down movements into muscle
contractions and forces, which is more complex than it seems.
Data Requirements is another challenge. LLMs thrive on massive
amounts of data, like text and images from the internet. Robotics
requires precise, high-quality data that is hard to collect. The variety
and preciseness of the data are also important. Unlike LLMs where
quantity of data is key, in robotics, the quality of the data collected
matters more than the quantity.
Regarding the question "do we need better hardware to learn", I think
we need a system of sensors that can capture every physical movement of
a body and every angle a body can perceive. In terms of a world model,
the system needs to be on a larger scale.
OpenAI has created an AI model for longevity science - MIT
Technology Review [Link]
OpenAI's success with GPT-4b micro demonstrates the potential of LLMs
to go beyond natural language processing and address highly specialized
scientific problems. The model's ability to redesign Yamanaka factors to
improve their effectiveness by 50x could be a game-changer in stem cell
research, accelerating advancements in regenerative medicine. This
development highlights a significant milestone in the use of AI for
scientific discovery, particularly in the field of protein engineering
and regenerative medicine.
A classic pattern in technology economics, identified by Joel
Spolsky, is layers of the stack attempting to become monopolies while
turning other layers into perfectly-competitive markets which are
commoditized, in order to harvest most of the consumer surplus;
discussion and examples.
― Laws of Tech: Commoditize Your Complement - [Link]
This is exactly Meta's strategy initially competing with close-source
AI model businesses - commoditize their complements to
increase demand for their own products. And there are more examples
mentioned in this article.
Core Concept:
Products have substitutes and complements. A substitute is an
alternative product that can be bought if the first product is too
expensive. A complement is a product usually bought together with
another product. Demand for a product increases when the price of its
complements decreases. Companies strategically try to
commoditize their complements to increase demand for
their own products. Commoditizing a complement means driving its price
down to a point where many competitors offer indistinguishable goods.
This strategy allows a company to become a quasi-monopolist and divert
the majority of the consumer surplus to themselves.
How it works:
A company seeks a chokepoint or quasi-monopoly in a product composed
of multiple layers. It dominates one layer of the stack while fostering
competition in another layer. This drives down prices in the
commoditized layer, increasing overall demand. The company profits from
increased demand for its core product while the competitors in the
commoditized layer struggle with low margins. The goal is to make a
complement free or very cheap, to increase profits elsewhere. This
strategy is an alternative to vertical integration.
Examples of Commoditization:
Microsoft commoditized PC hardware by licensing its
OS to many manufacturers, making the PC itself a commodity and
increasing demand for MS-DOS.
IBM commoditized the add-in market by using
off-the-shelf parts and documenting the interfaces, allowing other
manufacturers to produce add-on cards for their PCs, which increased the
demand for PCs.
Netscape open-sourced its web browser to
commoditize browsers and increase demand for its server software.
Various companies contribute to open-source
software to commoditize software and increase demand for
hardware and IT consulting services.
Sun developed Java to make hardware more of a
commodity.
The Open Game License (OGL) was created to
commoditize the Dungeons and Dragons system and drive sales of
core rulebooks.
Open Source as a Strategic Weapon:
Open source can be a way for companies to commoditize their
complements. It allows companies to share development costs and compete
with dominant players. It can also neutralize advantages held by
competitors and shift the focus of competition. Open sourcing can
prevent a single company from locking up a technology.
Generalization:
Many products are composed of layers, each necessary but not
sufficient for the final product. The final product is valuable, but the
distribution of revenue among the different layers is contentious.
Commoditizing complements is a way to control the market without
vertical integration. The division of revenue is influenced by power
plays and market dynamics.
Additional Examples:
The sources list many examples of commoditization in various
industries, including hardware vs. software, banks vs. merchants, apps
vs. OSes, game portals vs. game devs, telecom vs. users, and many more.
The examples illustrate the breadth of this strategy across various tech
and non-tech sectors. There are examples of companies commoditizing
themselves, such as Stability AI, who commoditized image-generation
models and saw little profit themselves.
Counter-Examples:
Sun Microsystems' strategy of making both hardware and software a
commodity was not successful.
Some companies, like Apple, try to control both the hardware and
software aspects of their products, which goes against the
commoditization strategy.
Other Factors:
Antitrust actions can influence companies and prevent them from
crushing competitors. Fear of antitrust actions may have stopped
Microsoft from crushing Google.
Consequences:
The commoditization of complements can lead to intense competition in
certain layers of the tech stack. It can also lead to a concentration of
power and revenue in the hands of companies that control key
chokepoints.
Key innovation: Sparse Mixture of Experts (SMoE) with TopK=2.
The state of Generative AI and Machine Learning at the end of
2023 - Intel Tiber AI Studio [Link]
Trends and insights of AI development and deployment in the
enterprise - a survey result.
Does Prompt Formatting Have Any Impact on LLM
Performance? [Link]
Prompt formats significantly affect LLM performance, with differences
as high as 40% observed in code translation tasks for GPT-3.5-turbo.
Larger models like GPT-4 demonstrate more resilience to prompt format
changes.
JSON format outperformed Markdown in certain tasks, boosting accuracy
by 42%. GPT-4 models exhibited higher consistency in responses across
formats compared to GPT-3.5 models.
Deliberative Alignment: Reasoning Enables Safer Language
Models [Link]
Their training methodology has two stages: 1) supervised fine-tuning
on (prompt, CoT, output) datasets where CoTs explicitly reference safety
policies, 2) high-compute RL using a reward model informed by safety
policies, improving reasoning and adherence.
deliberative_alignment
Genesis is a comprehensive physics simulation platform designed
for general purpose Robotics, Embodied AI, & Physical AI
applications. It is simultaneously multiple things:
A universal physics engine re-built from the ground up, capable
of simulating a wide range of materials and physical
phenomena.
A lightweight, ultra-fast, pythonic, and user-friendly robotics
simulation platform.
A powerful and fast photo-realistic rendering system.
A generative data engine that transforms user-prompted natural
language description into various modalities of data.
― Genesis: A Generative and Universal Physics Engine for
Robotics and Beyond [Link]
Agents - Julia Wiesinger, Patrick Marlow, and Vladimir
Vuskovic - Google [Link]
Agent AI: Surveying the Horizons of Multimodal
Interaction [Link]
Atlas of Gray Matter Volume Differences Across Psychiatric
Conditions: A Systematic Review With a Novel Meta-Analysis That
Considers Co-Occurring Disorders [Link]
"Gray matter volume (GMV) differences across major mental disorders"
refers to variations in the amount or density of gray matter in the
brain when comparing individuals with mental disorders to those without.
Gray matter consists of neuronal cell bodies, dendrites, and synapses
and is essential for processing information, controlling movements, and
supporting higher cognitive functions like memory, attention, and
decision-making.
Structural Abnormalities: Mental disorders are often
associated with changes in the brain's structure. GMV differences can
highlight specific brain regions that are smaller, larger, or
differently shaped in individuals with mental disorders.
Neurobiological Insights: Identifying GMV changes
helps researchers understand the neurobiological basis of mental
disorders and how these changes may contribute to symptoms like mood
dysregulation, cognitive impairment, or altered behavior.
Target for Interventions: Understanding these
differences can inform treatments such as targeted therapies,
neurostimulation, or cognitive training to address the affected brain
regions.
From Efficiency Gains to Rebound Effects: The Problem of
Jevons’ Paradox in AI’s Polarized Environmental Debate [Link]
DeepSeek-R1: Incentivizing Reasoning Capability in LLMs via
Reinforcement Learning [Link]
DeepSeek-R1 is an open-source reasoning model that matches OpenAI-o1
in math, reasoning, and code tasks.
News
NVIDIA Project DIGITS, A Grace Blackwell AI Supercomputer on
your desk - NVIDIA [Link]
Constellation inks $1 billion deal to supply US government
with nuclear power - Yahoo [Link]
Why 2025 will be the year of AI orchestration [Link]
2025 is anticipated to be the year of AI orchestration for several
reasons:
In 2024, there was broad experimentation in AI, particularly with
agentic use cases. In 2025, these pilot programs, experiments, and new
use cases are expected to converge, leading to a greater focus on return
on investment.
As organizations deploy more AI agents into their workflows, the
need for infrastructure to manage them becomes more critical. This
includes managing both internal workflows and those that interact with
other services.
Decision-makers, especially those outside of the technology sector,
are seeking tangible results from their AI investments. They are moving
beyond experimentation and expect to see a return on their investment in
2025.
There will be a greater emphasis on productivity, which involves
understanding how multiple agents can be made more effective. This will
require a focus on accuracy and achieving higher productivity.
Many new orchestration options are emerging to address the
limitations of existing tools such as LangChain. Companies are building
orchestration layers to manage AI applications. These frameworks are
still early in development, and the field is expected to grow.
There will be a focus on integrating agents across different systems
and platforms, such as AWS's Bedrock and Slack, to allow for the
transfer of context between platforms.
The emergence of powerful reasoning models like OpenAI's o3 and
Google's Gemini 2.0 will make orchestrator agents more powerful.
Perplexity AI makes a bid to merge with TikTok U.S. -
CNBC [Link]
OpenAI, Alphabet Inc.’s Google, AI media company Moonvalley and
several other AI companies are collectively paying hundreds of content
creators for access to their unpublished videos, according to people
familiar with the negotiations.
― YouTubers Are Selling Their Unused Video Footage to AI
Companies - Bloomberg [Link]
Stavridis says Trump’s plan for Greenland ‘not a crazy idea’
- The Hill [Link]
Rising premiums and limited coverage options could significantly
impact Californians, particularly in wildfire-prone areas. The article
calls out state leadership for failing to adapt policies to address
climate-related risks effectively.
“Our robotics team is focused on unlocking general-purpose
robotics and pushing towards AG –level intelligence in dynamic,
real-world settings. Working across the entire model stack, we integrate
cutting-edge hardware and software to explore a broad range of robotic
form factors. We strive to seamlessly blend high-level AI capabilities
with the physical constraints of physical.“
― OpenAI has begun building out its robotics team -
VentureBeat [Link]
It's surprising because I kind of remember in a public interview Sam
said he is not going to go hardware as it's going to be as efficient on
that as those companies with hardware foundations like Tesla, NVIDIA,
Meta, etc. Now, it's hiring its first hardware robotics roles as
announced by Caitlin Kalinowski.
OpenAI’s $500B ‘Stargate Project’ could aid Pentagon’s own AI
efforts, official says - Breaking Defense [Link]
This article highlights OpenAI's ambitious Stargate Project and its
potential impact on both commercial and government sectors, particularly
the U.S. Department of Defense (DoD). Stargate represents a bold step in
building the next generation of AI infrastructure, and its success could
profoundly influence the future of both private AI development and
national security capabilities. The collaboration between industry
leaders and government stakeholders will be key to overcoming technical
and financial hurdles.
Here are key takeaways:
OpenAI's Stargate Project:
Objective: Build $500 billion worth of AI
infrastructure, including new data centers and power solutions,
primarily aimed at training and operating large AI models.
Initial Funding: $100 billion to be deployed
immediately, with ongoing development starting in Texas and other
potential sites in the U.S.
Collaborators: Japan-based SoftBank, Oracle,
UAE-based MGX, NVIDIA, Microsoft, and Arm.
DoD Implications:
AI Challenges in Defense: The DoD faces significant
bottlenecks in computing power to meet the demands of modern AI
applications, from battlefield decision-making to intelligence analysis
and coordinating multi-domain operations (CJADC2).
Reliance on Private Sector: Stargate could provide
essential computing power to address the Pentagon's high-tech needs,
especially where DoD lacks in-house capacity.
Field Applications: Supercomputing resources are
essential for training and retraining AI models in dynamic environments,
such as battlefield conditions where new inputs may arise.
Challenges:
Energy Demands: Generative AI models like ChatGPT
consume immense electricity. The DoD must consider scalable and portable
power sources, such as compact nuclear plants.
Funding Scrutiny: Despite public commitments,
concerns about the financial capability of Stargate’s backers, including
SoftBank, have raised questions.
Technical Constraints: Effective use of AI in
military applications depends on robust, secure, and reliable
infrastructure to handle high-bandwidth connections and avoid
vulnerabilities to jamming.
Political and Economic Context:
The Stargate Project was announced at a high-profile White House
event, underscoring its perceived importance to national interests.
Skepticism from figures like Elon Musk about the financial
feasibility of such an enormous project adds to the intrigue surrounding
its rollout.
Trump is planning 100 executive orders starting Day 1 on
border, deportations and other priorities - AP News [Link]
A new neural-network architecture developed by researchers at
Google might solve one of the great challenges for large language models
(LLMs): extending their memory at inference time without exploding the
costs of memory and compute. Called Titans, the architecture
enables models to find and store during inference small bits of
information that are important in long sequences.
Titans combines traditional LLM attention blocks with “neural
memory” layers that enable models to handle both short- and long-term
memory tasks efficiently. According to the researchers, LLMs that use
neural long-term memory can scale to millions of tokens and outperform
both classic LLMs and alternatives such as Mamba while having many fewer
parameters.
― Google’s new neural-net LLM architecture separates memory
components to control exploding costs of capacity and compute
[Link]
TikTok restoring service after Trump vows to delay ban -
AXIOS [Link]
TikTok's response to the Supreme Court decision [Link]
Amazon bought more renewable power last year than any other
company - TechCrunch [Link]
Ozempic, Wegovy and other drugs are among 15 selected for
Medicare’s price negotiations [Link]
Waymo Finds a Way Around US Restrictions Targeting Chinese
Cars [Link]
OpenAI announces the Stargate Project, a \(\$500\) billion effort to create advanced
AI infrastructure. The project begins with an immediate \(\$100\) billion deployment for data
centers, starting in Texas. It supports OpenAI’s goal of scaling
artificial general intelligence (AGI) and training advanced AI models.
Focus on high-value fields like personalized medicine and
biotechnology.
NVIDIA GPUs power compute-intensive workloads. Oracle provides
high-capacity cloud infrastructure. Microsoft Azure supports scalable
distributed AI model training.
It's an AI agent that automates tasks directly in a web browser. You
can use Operator to complete repetitive tasks like filling out forms,
booking travel, or ordering items online. It uses a new model called
Computer-Using Agent (CUA), which integrates GPT-4's vision capabilities
with reinforcement learning to interact with graphical user interfaces
(GUIs).
Introducing Citations on the Anthropic API -
Anthropic [Link]
