Fast Company: ““In the next decade, we’re going to see advances in computing like we’ve never seen before,” [Jensen] Huang says. He rattles off some areas he’s particularly passionate about—climate tech, digital biology, general-purpose robotics—and emphasizes that even though many of Nvidia’s recent accomplishments are the result of 5 to 15 years of investment, they all remain works in progress. At some point, quantum computers might outperform classical supercomputers, like those based on Nvidia GPUs. But Huang doesn’t expect that to happen for another decade or two. Even then, he’s confident that the world’s most powerful computers will be classical-quantum hybrids—an area of research the company is already pursuing.”
FT: “Google DeepMind has developed a prototype artificial intelligence football tactician in collaboration with Premier League club Liverpool, in the latest push to use the technology to master the ebb and flow of big-money sports. The computerised coach’s suggested improvements to players’ positions at corner kicks — a large potential source of goals — mostly won approval from human experts, according to a paper published in Nature Communications…On the pitch, the company’s TacticAI system reflects both the possibilities and current limitations of intensive efforts to use AI to gain a sporting edge beyond that offered by existing data analysis methods. The technology promises benefits in planning for situations with predictable starting points, such as corners. The wider task is to apply it to the richer variability of open play.” Economist: “DeepMind’s GNN works by establishing statistical relationships between data collected from all 22 players during 7,176 corner kicks. Each corner routine was eventually represented as a vector in a 352-dimensional space: impossible for a human to visualise, but easy for a computer to process. Corners that unfolded similarly wound up close together in that space, allowing the model to make predictions about new set pieces.”
Ninan: “There are two elements that we don’t see enough of in this [jobs] mosaic. One is women, as already mentioned. The other is large-scale factory employment, which hasn’t grown the way it has in other countries—largely because of mistaken policies pursued over the years, which are only slowly being unwound. The message from the numbers is that our bigger problem is the nature of employment, rather than unemployment. And that so much of it is of low value, providing low incomes. We have moved most people off the poverty line, but in their place we have hundreds of millions who live uncertain lives on the edge, with no margin of safety. Changing this requires, first and most important, a better educated workforce. But though we have almost universalised school enrolment, we offer little quality education.”
Tyler Cowen: “Hardly anyone in India cares about climate change. Now, you may think they care about correlates to climate change, such as high temperatures in Delhi in the difficult months. But it’s very far from a national priority with any party that I’m aware of or any segment of the electorate. Air pollution is a major issue. But if there’s a way to fix air pollution, say through natural gas, that doesn’t, to a comparable degree, fix climate change, it could prove very popular in India. So truly green energy has to be very cheap with the intermittency problem truly solved for India to make the transition, because there is not ideological momentum there at all.”
Mint: “Culture eats strategy for breakfast.” This quote captures the role culture plays in an organization’s success, though in an incomplete manner. In high-performing organizations, purpose, strategy and culture are the three pillars of success. If purpose is the organization’s ‘why’ and articulates the reason it matters to the world, and strategy the ‘what’ that defines what the company must do, it is culture that determines ‘how’ work gets done by people in the organization…A company’s culture is not about grand vision statements. Instead, it is about the mundane and ordinary day-to-day decisions that create extraordinary success.”
