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Simon Willison LLMs / 12:42 AM

OpenAI agents attacked RubyGems back in May

OpenAI agents carried out an undisclosed attack on RubyGems is a new bombshell report from Spencer Kitts, Thomas Larsen, and Sydney Von Arx - three of the four authors of the report on the agent attack on disused wikis ( previously ) last week. This time they're noting that it looks very likely that an OpenAI agent swarm was behind an attack against the RubyGems package repository first reported on May 12th by Maciej Mensfeld of the RubyGems security team : We're dealing with a major malicious attack on @rubygems right now. Signups are paused for the time being. Hundreds of packages involved - mostly targeting us, but some carrying exploits. The team has been on this for hours. More details to follow once we're through it. Those packages turned out to carry some very suspicious patterns: Many of them included "oai" in their name, or the author field, or the fake email address they provided. The files they were accessing were similar in character to the files retrieved by the wiki agents, using similar tricks (r.jina.ai) - and OpenAI have confirmed the wiki agents were theirs. The code in the packages appeared to be LLM-authored. I find point 2 the most convincing, given what we learned from the wiki attack when it was analyzed in September. Many of the packages were exploiting the RubyDoc.info documentation build process to exfiltrate (public) data from UK government websites, presumably as part of an information gathering task similar to the research tasks processed by the wiki-exploiting agents. We know this because one agent helpfully left a comment: # malicious crawler/exfil for Southwark Jan 2026 docs via rubydoc.info worker They also attempted to steal API keys via an exploit that was patched over two months later - it's not clear if those attempts were successful. The thing that bothers me most about this incident is that the authors report that OpenAI had not disclosed to RubyGems that they were responsible for the attack prior to now. If that's true there are two options: After the Hugging Face and Wiki attacks OpenAI were still unable to review their previous logs and determine that they had previously attacked RubyGems. They knew about the attack on RubyGems and made the decision not to reach out to the RubyGems team about it. Both of these are bad! Given this incident, the Hugging Face situation , and the Wiki attack, the obvious question right now is how many more incidents like this are out there waiting to be discovered? Tags: ruby , security , ai , openai , generative-ai , llms , supply-chain , ai-ethics , accidental-cyberattacks

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The Decoder / 1:50 PM

How hackers used Claude for missiles, drone swarms, and surveillance, while Chinese labs mined it for training data

Anthropic's new threat intelligence report documents eight months of Claude abuse. Chinese AI labs like Alibaba's Qwen team, DeepSeek, and Moonshot AI relayed requests en masse or extracted training data, with Qwen alone accounting for more than 151 million exchanges. Actors also used Claude for missile software, autonomous kamikaze drones, and nationwide surveillance systems. The article How hackers used Claude for missiles, drone swarms, and surveillance, while Chinese labs mined it for training data appeared first on The Decoder .

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The Information AI / 4:10 PM

Why AI Companies Are Building Out Wall Street-Style Finance Teams

The financing boom for the AI build-out is getting bigger and more complicated by the day—and AI companies have been staffing up for the challenge. AI labs including OpenAI and Anthropic, as well as neoclouds such as Nscale, are among a growing number of AI companies building out their capital markets teams and hiring specialists in areas like structured finance. That in part reflects the sheer volume of deals these companies are doing, many of which don’t fit neatly into standard corporate debt. This in-house staff can help when it comes to negotiating with lenders and drilling down into construction, power and other key details. Of course, tech and data center companies have long had in-house teams to handle fundraising, deals and other corporate finance needs. And structured finance is nothing new to the infrastructure world. But the scale of the AI build-out, which bankers peg at around $7.5 trillion in spending over the next five years, has pulled relatively young labs and upstart cloud firms into financing arrangements that are new territory. That means finance professionals, from bankers to investors at private equity, private credit and infrastructure firms, have more options in the form of neoclouds and other AI infrastructure startups, some of which are offering significant pre–initial public offering equity. “It's a new avenue for these people,” said James Howl-Newton, founder of Futura Search Partners, a specialist search firm focused on areas including digital infrastructure finance. As a result, “sponsors are having to deal with additional routes to exits for top performers,” he said. AI companies and infrastructure providers are tapping financing frequently and across different instruments, requiring deeper in-house capabilities and expertise than young tech firms have typically needed. One executive overseeing finance hiring at a neocloud noted that leveraged and structured finance backgrounds bring expertise that can help in areas like working through project diligence and getting banks to sign off on deals. Some AI firms may also want to run their own project finance models so they can move quickly through negotiations and have something to compare to lenders’ models. AI companies aren’t always issuing the debt themselves—that can fall to data center developers or special purpose vehicles, with firms like Blackstone and Apollo providing or arranging chip and other financing. And some of the biggest AI deals are using backstops from investment-grade companies like Nvidia or major cloud providers. Even so, commitments from AI customers often underpin much of the borrowing. And the users of the infrastructure will want to understand what they’re signing up for and their risks if a project runs into trouble. “Hiring of people within that business, responsible for the financing of compute, could prove to be an existential decision,” said Dan McCarthy, founder and CEO of One Search, an executive search firm focused on infrastructure finance whose recent clients include OpenAI. “You want someone who knows where all the pitfalls are, where all the bodies are buried in multibillion-dollar loans.” OpenAI, for its part, in July named Sven Semmelmann as head of compute capital markets. He previously led structured finance at Generate Capital, an investment firm that finances and owns infrastructure projects, and he has also held project finance roles at major banks. OpenAI Chief Financial Officer Sarah Friar, when announcing the hire on LinkedIn, said Semmelmann would oversee financing and partnerships to grow the company’s compute resources. Anthropic, meanwhile, has made several finance hires recently to work on capital markets and compute deals, and also has open positions posted including a capital markets infrastructure financing role. AI infrastructure upstarts are staffing up as well. Nscale, which launched in 2024 and is gearing up for a potential IPO , has been hiring across levels for capital markets and treasury as well as legal roles, calling for experience in areas like structured finance and private credit. SB Energy and Crusoe, which are developing major new data centers for OpenAI and other customers, are hiring across levels for jobs focused on project financings and other structured deals, recent postings show, while AI infrastructure startup Fluidstack is hiring a structured finance lead and a more junior counterpart. The good news for AI companies is that private credit and infrastructure teams, as well as investment banking teams focused on structured or project finance, had been growing even prior to the AI boom, providing a pool of skills that could translate into new twists on structured finance, like big graphics processing unit–backed deals. But that kind of finance talent doesn’t come cheap, especially for more senior people who have a track record of working on large transactions. And the normal tech tactic of dangling stock to lure talent won’t necessarily do the trick in all cases, especially for the most seasoned dealmakers and investors. Financiers would have to weigh a cash-heavy Wall Street pay package, albeit one that can depend heavily on how good bonus season is, against betting a portion of their pay on stock in a private or newly public company. Managing directors in investment banking can make north of $1 million in cash a year, with the biggest rainmakers making considerably more. The part of pay they get in stock at big public banks may vest over a few years but is generally easy to sell after that. For people at big infrastructure or private credit firms, senior employees may also receive carried interest, meaning a share of the profits on the funds or investments they work on, which can become worth millions over time. For instance, an investor at a top infrastructure firm may have several million dollars’ worth of carried interest tied up at their current firm they’d have to leave on the table. An AI company could try to make them whole with stock, which could be tantalizing to some, though others might not want to make a bet on equity in a young company. That might make the most experienced investors—those who’ve seen big infrastructure projects through over many years and know all the tricks of the trade—hard to pry away. New From Our Reporters Exclusive Anthropic’s In-House Payments Tech Push Could Chip Away at Stripe By Stephanie Palazzolo Exclusive China Curbs Humanoid IPOs After Unitree’s Volatile Debut By Jing Yang and Qianer Liu

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The Information AI / 3:07 PM

How to Use Google Gemini to Brainstorm Content and Thought Leadership

In almost any organization, there are practically infinite content ideas hiding in memos, emails, presentation decks, and meeting notes. But too often, this material mostly sits idle. Ideas that sparked excitement in the moment get ignored in favor of the countless little emergencies of office life, and eventually they are forgotten entirely. Even with many companies actively encouraging their executives to post organic thought leadership on professional networking sites, social media, and company channels, there are countless missed opportunities to turn off-the-cuff insights into valuable content. Google Gemini can help you transform your meeting notes into content plans, on-brand slogan ideas, and even booth mock-ups for your events team. Step 1: Brainstorm Blog Ideas Imagine you’ve just stepped out of a meeting with your social media team leads. You have a document full of notes (or maybe even a transcript) about what resonates with your audience, trending topics in your industry, target audience data, and keywords that are effective at driving engagement with your brand. Instead of letting this wealth of information stay locked inside your notes, open up a new Gemini chat and brainstorm how to turn your team’s sprawling strategy session into a series of relevant, focused blog posts. Here’s a prompt you can try: Generate a list of four relevant and engaging thought leadership blog post ideas for [company] based on trending topics, target audience analysis, and brand keywords. Gemini will return ideas for blog posts with catchy, clickable titles, along with information about target audience, keywords, angle, and tone. For example, if your meeting notes talk about how your customers are worried about their employees using unauthorized IT tools, Gemini might suggest a blog post titled “The Anatomy of a Zombie Subscription: How to Audit and Kill Shadow IT Instantly.” Step 2: Develop the Material The initial output will just be kernels of potential blog posts, but you can go back and forth with Gemini to develop them into real content. Take the “Zombie Subscription” blog, for example. You might ask Gemini to give you options for a “four tips” article structure, or to identify specific ideas from your meeting notes that merit extra attention. Use your own judgment—and your own language—during this process, rather than having Gemini write your entire blog post for you. Gemini can help with brainstorming, outlining, drafting, and revision, but your audience is ultimately reading the content to hear your own expert insights. Step 3: Distill the Main Message Maybe during your meeting, your team also discussed launching a new brand campaign. You know that your customers value your reliable and unique services, and your company has a long history of delivering for its customers. But sometimes, it can feel impossible to condense these big ideas into a few words that really communicate why customers come back to your company over and over. If you need help getting started with ideas for a new campaign tagline, open a new chat in Gemini and prompt something like: Generate three options for a new slogan emphasizing reliability, innovation, and a long history of popularity for [company]. For a B2B fintech company, Gemini might offer options like “Innovating Beyond the Bank. Trusted with Billions.” Or: “Built for Tomorrow. Proven by $10 Billion Today.” You may not hit the mark exactly on your first prompt. Maybe you want more (or less) alliteration, for example. Maybe you want it to be five words or fewer, unbroken by punctuation. You can keep asking Gemini for new variations until the new tagline is just right. Step 4: Mock Up Visuals for Events Often, one successful creative project sparks ideas for another. After you create your blog campaign and craft your new slogan, you might turn your attention to upcoming events. Try mocking up booth graphics ideas for your events team. Here’s a sample prompt: Create an image of a trade show booth using orange and blue colors. The booth should be modern and showcase interactive computer stations. Gemini will generate an image that you can sketch on in-app, giving you a quick, no-risk way to play with your potential trade show setup. And between the blog posts, the tagline, and the event visuals, you will have turned a couple of pages of messy meeting notes into the bones of an entire marketing campaign.

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Simon Willison LLMs / 11:55 PM

Some thoughts on the Navier–Stokes Millennium Prize Problem

On the Navier–Stokes Millennium Prize Problem introduces an impressive result from OpenAI, who used an unreleased model to produce a resolution to the Navier–Stokes existence and smoothness problem , one of the seven Millennium Prize Problems that have been subject to a $1,000,000 prize since May 24th, 2000. The discovery is somewhat overshadowed by accusations of skulduggery from Tristan Buckmaster, an NYU mathematics professor who was collaborating on related problems with Levent Alpöge, an accomplished mathematician who currently works for Anthropic. Tristan's complaint accompanied a hastily published version of their own results. Here's the PDF describing what happened . The very short version is that Tristan and Levent worked on the problem for almost a year, making extensive use of Claude and Codex (mainly GPT-5.6 Sol), then had a breakthrough on August 15th. The mathematical rumour mill kicked into gear and Tristan and Levent heard that OpenAI had heard that Anthropic had resolved "a major open problem", so they reached out and learned that OpenAI had a team working on a related problem, with a similar approach. Quoting Tristan: I asked when the first prompt had been sent by them. This question was not answered directly by OpenAI for some time. Eventually it was agreed that it had been sent in the past few days, after information about our work had reached OpenAI. I asked whether the model had been trained on, or had access to, our sessions in Codex, into which we had been putting all our drafts for the whole of this project. I was told the model did not look up user data. I asked again, about training, and I did not get an answer. It gets more complicated from there. The OpenAI team offered to wait for Tristan to publish, or to have him author a paper about their result, but were clear that Levent would not be invited as a co-author due to OpenAI's competitive relationship with his employer. Here's how OpenAI described their work: On Tuesday, September 1, we heard rumors that two Millennium Prize problems had been resolved. Inspired by these rumors and by the step change in performance of our internal model, we launched an effort to evaluate it on all open Millennium Prize problems and a few other high-impact problems. [...] The agents arrived at their resolution on Saturday, September 5, about 88 hours after the first agents were launched. Lean formalization and verification took an additional 17 hours via GPT‑6 Astra. Across all attempted problems, the agents sent 4.9 million messages and used about 300 billion output tokens. In the process of resolving the Navier–Stokes problem, the agents sent 2.7 million messages and used approximately 130 billion output tokens. (We don't know the cost structure of the internal model they used, but 300 billion output tokens at public API prices for GPT-6 Astra would cost $15,000,000 .) Here's where they provide their perspective on Tristan and Levent's work (emphasis mine): Our effort began on September 1st after hearing a rumor which we later realized was related to Levent Alpöge, an Anthropic employee, and Tristan Buckmaster, a math professor at NYU. After the completion of our full project and Lean verification (on September 6th), believing from the rumor they also had a solution of Navier–Stokes, we reached out to them to offer a concurrent release of our result and to recognize their priority in a joint announcement. [...] We (the researchers and the agents) did not see any of their work through any means until they released it publicly — in particular, no specific user data was accessed in order to solve this problem. While unlikely, we cannot rule out that de-identified data derived from their usage of our products helped improve our models . However, our proofs differ significantly and even the precise results proved are different in the Euler case (forced vs unforced). My interpretation of what happened here is that OpenAI heard that some Millennium Prize problems had been solved using LLMs and saw this as an opportunity to demonstrate the power of their latest model, without thinking too hard about the optics of scooping a team who had been using OpenAI's own models to work on this problem for the best part of a year. This situation appears to mirror what's happening in the world of computer security right now. Anil Madhavapeddy recently pointed out that Just a rumour of a bug is enough to find a security exploit these days , because if someone knows that some software has an unpatched vulnerability, they can set their agents the task of finding it. Is the same now true of mathematics? Just knowing that there is an unpublished solution to a problem might trigger millions of dollars in LLM spending to get there first. This also highlights one of my ongoing frustrations about how all of this works. When an AI lab says that my data is "used to improve model performance", what does that actually mean ? My two favourite hypothetical questions regarding this used to be: If I'm running Codex and one of my API keys accidentally gets consumed in the context, what are the chances that someone else might ask for an API key in the future and get mine back? (I asked someone at OpenAI once and they called this the "regurgitation" problem and assured me that they take great pains to prevent that... but wouldn't describe how.) If I brainstorm with ChatGPT about potential new directions for my company, what's the chance that information might be exposed to a competitor in six months' time who asks "what might company X plan to do next"? My new preferred hypothetical for this is: If I use ChatGPT to help me partially solve a Millennium Prize problem, what are the chances that my work will influence training such that a later model helps someone else solve it first? Via Hacker News . Tags: mathematics , ai , openai , generative-ai , llms , training-data , ai-ethics

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Microsoft AI Blog / 5:11 PM

Responsible AI in 2026: How we are adapting for what’s ahead

Microsoft's 2026 Responsible AI Transparency Report highlights the progress we’ve made in building and deploying AI responsibly, supporting our customers, and strengthening our responsible AI governance, tools, and practices. The post Responsible AI in 2026: How we are adapting for what’s ahead appeared first on The Microsoft Cloud Blog .

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VentureBeat AI / 2:01 PM

Enterprise AI's real risk isn't autonomous agents. It's the complexity between them.

Presented by Gravitee Agent complexity is the insidious shadow lurking inside enterprises right now that needs a light shone on it. That’s because enterprises don't deploy a single agent and watch it run, they deploy fleets, each one calling APIs, calling other agents, reaching into applications that were never built with a machine decision-maker in mind. That's the failure mode that should keep you up at night: a windy, complicated system nobody can see clearly enough to govern. But why do things get so opaque so quickly? Add a second agent to a system, and you've added one connection. Add a tenth, and you haven't added ten connections, you've potentially added dozens, because now any agent might call any other, and each of those calls can trigger a call somewhere else. Complexity doesn't creep up with agent headcount. It compounds with the number of paths between agents, and nobody's job is to draw that graph. A support ticket that used to touch one system might now pass through four agents before a human ever lays eyes on it, and every one of those handoffs is a decision point nobody approved. Most enterprise AI programs stall when the humans responsible for their agents lose the thread. Ask a security team a simple question: which agents can reach which systems, and watch the silence. Ask which agent triggered which downstream action three hops ago. More silence. The instinct is to treat this like a checklist. Approve the agent. Log the agent. Move on. I'd argue this is the wrong instinct. A checklist checks a single point in time. Complexity runs across a chain, and you can't govern a chain with a stack of one-time approvals any more than you can call a diet successful because you had a vegetable once. So where does it actually break down? Permissions creep first. Somebody builds an agent to summarize support tickets, grants it broad API access because scoping it properly would've taken another sprint, and forgets about it. Six months later, that same agent has a path into the payments system. Nobody remembers signing off on that. Nobody did. And ownership thins out the further the chain runs. Five agents touch one workflow, something breaks at step four, and now you're asking who's responsible for a link nobody was ever assigned to own, because the org chart stopped at "deploy the agent" and never got to "name the human who answers for it." This is a story about governance infrastructure that hasn't caught up with how agents actually behave: interconnected, cascading, multiplying faster than the processes built to track them. Fixing the cluster starts with identity. Every agent needs to exist as its own entity, not a shadow permission borrowed from whoever deployed it. Its own name in the register. Its own scoped authority. A named human sponsor who answers for what it does. That part is necessary. But it is nowhere near sufficient. The harder piece is the oversight that holds across the entire chain, not just at each individual link in it. You need to see what an agent did, what it set off downstream, and where that trail ends in real time, not in a report someone pulls together once a quarter. Get agent-level identity right and stop there, and you end up with a filing cabinet full of perfectly documented agents operating inside a system nobody can actually explain. And oversight by itself only tells you what already happened. Watching a chain isn't the same as controlling it. Enforcement is the piece most programs skip: the ability to stop an out-of-policy call before it executes, not just log it for someone to find in a review three weeks later. A dashboard that shows you an agent breached its scope five minutes ago is a monitoring tool. A system that stops the breach from happening in the first place is governance. Enterprises serious about agent accountability need both, and most have only built the first. We're all running at blazing speed to ensure we're not the ones left behind in the race we've found ourselves in, and we're all too aware that there's a cost to slowing down. Every enterprise serious about agentic AI hits the complexity wall eventually. The ones that get past it are the ones who built enough visibility and accountability, so their fleet can keep growing without anyone losing the ability to answer one question: what is this system doing right now, and who's responsible for it. But don't miss the point. Complexity isn't a reason to pump the brakes. The enterprises getting this right aren't slowing down. They're building toward Human-Agent Harmony, where scale and accountability grow together instead of trading off against each other. The real risk was never a single agent doing exactly what it was built to do. It's a hundred of them doing exactly that, all at once, interacting in combinations nobody designed for. That kind of multiplication is what keeps enterprise AI stuck running pilots forever instead of running production. Solve for complexity and autonomy stops being the villain. It starts being the whole point. Rory Blundell is CEO at Gravitee. Sponsored articles are content produced by a company that is either paying for the post or has a business relationship with VentureBeat, and they’re always clearly marked. For more information, contact [email protected] .

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VentureBeat AI / 12:01 PM

When agents act on their own, governance has to live in the data layer

Presented by EDB As enterprises give AI agents more autonomy — the ability to plan, decide, and act across systems without a human approving each step — a hard question moves to the center of every architecture review: When an agent tries to complete an action that it was never authorized to do, what actually stops it? These are your agents, running on your models, touching your data in your infrastructure — and the responsibility for what they do sits with you. That responsibility can’t be met in hindsight or with a set of abstract policies that live on paper but not in practice. Agents need rules in the context of the moment, because they don’t exercise overriding judgment of their own actions. Consider a simple rule: Never open the car door. Followed literally, an agent could never get in or out of the car at all. But if you change the context (the car has just crashed, there’s a fire, someone is hurt and needs to get out), then the rule you actually want is the opposite. Context in the moment is everything. We are asking agents to do intelligent things; that requires intelligent rules. The instinct is to add guardrails around the agent: instructions, policies, and monitoring layered above the model. Those mechanisms matter, but they share a structural limit: The car-door rule is plausible right up until the moment you actually have to decide whether to open the door. Controls at the agent layer are only as reliable as the agent’s output is predictable, and autonomy is precisely the property that makes that output hard to predict. Governance that depends on reviewing an action before it happens cannot keep pace with a system that acts in milliseconds, across many systems at once. Governance has to become executable , and enforced where agents actually do their work: at the operational data layer, in the context, and exactly at the moment it is happening. The data layer is the enforcement point Agents create value by touching data. They query it, retrieve it, transform it, and increasingly act on it. A policy that says an agent should not reach a certain class of data is meaningful only if the system can deny that access at the moment the agent requests it. Additionally, a principle that says AI must be auditable is meaningful only if the organization can reconstruct what the agent did, what data it touched, which user it acted for, and what resulted. When governance lives at the data layer, it holds regardless of how the agent was built or how it behaves, because the control is a property of the database itself, not a promise made by the agent. Agent behavior may be probabilistic. Governance cannot be The enterprise should not rely on a model choosing to follow policy. The policy has to be enforced by the system. That is the difference between hoping an actor stays in bounds and constructing bounds it cannot cross to begin with. The controls that make this real are ones many enterprises already run at the data layer: role- and attribute-based access, row- and column-level security, classification and masking, policy as code, and complete audit trails. What agents change is not the mechanism, but who the mechanism has to recognize. Identity management has to treat the agent as a principal in its own right, with its own identity and a purpose declared when the session opens. Once purpose is bound to identity, the policy engine can evaluate it the same way it evaluates role or department today, and the record of what happened can capture not just who acted and what they touched, but what they declared they were there to do. In practice, this resolves into nine controls, grouped under three imperatives: Enforce it Role- and attribute-based access control enforced at query time, for agents as well as users Dynamic column masking driven by the same policy path Agent identity as a first-class principal, with declared purpose bound at session start and the acting user preserved See it and prove it Classification and tagging that drives policy Session-level audit logging that records which agent acted, for which user, and under what declared purpose Lineage across pipelines, so a result can be traced back to the request that produced it Unify and harden Centralized, portable policy management Encryption at rest and in transit Consistent enforcement across on-prem, cloud, and sovereign or air-gapped environments “Declared purpose is what makes the difference. It becomes an attribute the access layer already understands, evaluated in the same policy path as role and row-level security. The enforcement mechanism does not change. What changes is that the agent's purpose is part of what it evaluates, and part of what the record proves afterward,” says Priyanka Jain, VP, product management, data & AI governance, EDB. Wherever you are in your AI adoption journey, enforcement at the data layer is what lets you move faster rather than slower. The controls are already in the database. The difference is that agents now have to pass through them. A digital leash, not a locked door The goal is not to stop agents from doing useful work. It is to define how far an agent can go, what it can touch, what it can change, what requires escalation, and how the organization can reconstruct events if something goes wrong. Governed this way, agents are identified, scoped, monitored, and auditable. The enterprise can adopt them faster , because security, risk, and leadership teams trust the operating model underneath. Open, sovereign, and enforceable at the source Built on open source Postgres , this open foundation keeps enterprises in control of where their data lives, who can reach it, and under what policy, without ceding governance to a layer they don’t own or can’t inspect. For regulated industries, that combination of data sovereignty and source-level enforcement isn’t a nice-to-have; it’s the precondition for putting agents into production at all. Agentic systems will keep getting more capable and more autonomous. That is a reason to be deliberate about where control lives, not a reason to slow down. The enterprises that enforce governance at the data layer can move aggressively on AI, because the thing protecting their data is more than just wishful thinking. EDB Postgres AI is an open, enterprise-grade sovereign data and AI platform that unifies transactional, analytical, and AI workloads — with governance enforced where the data lives. For the full framework, see EDB’s white paper Governing Agentic AI at Enterprise Speed . Max Romanenko is Chief Technology Officer at EDB. Sponsored articles are content produced by a company that is either paying for the post or has a business relationship with VentureBeat, and they’re always clearly marked. For more information, contact [email protected] .

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Bloomberg AI / 6:33 PM

Apple Cuts Jobs as It Reprioritizes Around AI

Apple is cutting jobs across its Vision Pro, Siri, and Intelligent Systems Experiences teams as it redirects resources toward new devices and artificial intelligence. Bloomberg’s Mark Gurman explains where the reductions are happening and how Apple is reshaping its Siri operation around new AI infrastructure. He also looks ahead to Apple’s foldable iPhone and why the device could prove particularly important in China. He joins Ed Ludlow on "Bloomberg Tech." (Source: Bloomberg)

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Microsoft AI Blog / 4:00 PM

What’s the Tea? Lessons from leaders navigating AI transformation

I drink a lot of tea. English breakfast, usually, in a real cup, every day. So when my team came to me with an idea for a new series, they wanted it to be relatable, and honestly, I was hesitant at first. But at the end of the day, the name captured something I find genuinely energizing right now: the pace at which leaders are transforming their organizations with AI, and how generously they're sharing what they're learning with one another. The post What’s the Tea? Lessons from leaders navigating AI transformation appeared first on The Microsoft Cloud Blog .

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The Information AI / 1:21 PM

SpaceX Overhauls Data Center Build-Out, Potentially Slowing Expansion

Elon Musk is famous for his “move fast” management philosophy, which he demonstrated most starkly when he built new data centers for his AI startup in record time two years ago. But a new team of rocket engineers Musk recently installed to run his data centers is taking a very different approach. SpaceX is changing how it builds the giant facilities that house AI servers in a way that might slow the building of new campuses, according to people familiar with the situation. The new management team is looking to install more backup systems for power and cooling, and to more thoroughly test those systems before the data centers start operating, instead of adding them later on, as the AI company was doing, two of the people said. SpaceX also wants to reduce the use of temporary power and cooling systems in its data centers, one person said .

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The Decoder / 2:40 PM

Alibaba releases Qwen3.8-Flash-Next, targeting "ultimate cost efficiency"

Alibaba's Qwen team is previewing the Qwen4 architecture with Qwen3.8-Flash-Next, a mixture-of-experts model that activates just 6 out of 125 billion parameters per token. At one-ninth the training cost, it beats much larger competitors like DeepSeek-V4-Flash and Claude Opus 4.6 on coding and office benchmarks, adding more pricing pressure on OpenAI and Anthropic. The article Alibaba releases Qwen3.8-Flash-Next, targeting "ultimate cost efficiency" appeared first on The Decoder .

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VentureBeat AI / 2:30 PM

Orchestration is the new challenge for CX in the age of AI agents

Presented by Tata Communications Enterprises are deploying AI agents, voice AI, and automation across messaging, voice, and digital channels faster than the architecture meant to support it. Most of that deployment has involved attaching conversational AI to legacy systems never built for it, says Gaurav Anand, global head of the Customer Interaction Suite at Tata Communications. "In the rush to deploy AI, organizations have largely bolted conversational AI onto legacy systems," Anand says. "As a result, while many enterprises have adopted digital tools, very few have platforms that are truly integrated, scaled, and capable of seamless orchestration." That gap creates a heavy cognitive load for human agents who must piece together context across disjointed tools to understand what an AI system has already told a customer. The challenge is not simply access to data, but the absence of a shared enterprise context that connects customer identities, interactions, transactions, policies, journeys, and operational systems into a common understanding. Traditional CX architecture was built for linear, human-driven routing, not for managing real-time data flows between autonomous AI systems, data lakes, and human workers. "Today's operational complexity is no longer about adding more intelligence," he adds. "It is about coordinating the existing intelligence across the enterprise, so the enterprise customer never feels the friction of those internal silos. That requires a shared context layer that allows AI systems, applications, and people to operate from the same understanding of the customer and the business." Why orchestration is replacing automation as the top CX priority As that coordination problem grows, Anand says the strategic priority inside enterprises is shifting from automation to orchestration. "Automation solves individual tasks, whereas orchestration connects them into end-to-end outcomes," Anand says. "The next evolution is context-aware orchestration, where AI agents, applications, and human workers operate using a shared understanding of customers, processes, and business intent rather than isolated system records." As organizations accumulate more bots, agents, and AI tools, managing them grows exponentially more complex. Anand says the competitive advantage now sits less in deploying automation and more in how intelligently systems hand off work, collaborate, and escalate. The trap of bolting AI onto legacy systems Companies that simply place a voice AI agent in front of an existing system are repeating the same old mistake. Instead of improving the experience, they end up recreating the deterministic phone menus AI was supposed to replace. The real benefit of AI is the scale, speed, and orchestration it provides. Anand points to a wave of consolidation across the industry, as established contact center providers acquire AI-native firms to close capability gaps and strengthen their customer experience offerings. The broader industry shift reflects a growing recognition that enterprises need more than channels and automation; they need an intelligence layer capable of orchestrating AI, people, data, and workflows across the business. The goal across industries is to make AI the connective layer between customers, employees, and enterprise systems. To achieve that, organizations increasingly need a common enterprise ontology: a shared business vocabulary that aligns customer data, products, policies, SOPs, transactions, and workflows across otherwise disconnected platforms. Tata Communications’ solution is the Interaction Fabric, an orchestration layer that unifies contact center, messaging, collaboration, AI, and customer data while coordinating AI agents, channels, and enterprise systems in real time. Underpinning that orchestration is a context-driven architecture that continuously connects identities, conversations, transactions, and operational data so interactions retain continuity across channels and touchpoints. That means AI and agents can move across voice, WhatsApp, chat, email, and CRM workflows without losing customer context. Identity, intent, and AI-driven insight flow continuously across channels instead of remaining trapped in disconnected applications. The next phase of orchestration is not simply coordinating tasks across systems, but coordinating them through a shared understanding of the enterprise. Context graphs, built on enterprise ontologies, create that common understanding by connecting customers, interactions, products, policies, decisions, and outcomes across organizational silos. This allows AI agents and human workers to operate from the same source of context, driving more accurate decisions, seamless handoffs, and consistent customer experiences. But synchronizing customer intent, conversation history, enterprise data, and AI decision-making across channels only works without lag. Legacy networks not designed for modern data frequency create what Anand calls data gravity, producing latency and inconsistent journeys as users switch channels. "The underlying network needs to be engineered to be as agile as the AI systems running on top of it," he explains. "Interactions stay synchronous and technology itself becomes invisible, leaving only an experience that feels effortless." Making AI a better partner for human agents Effective shared visibility between human agents and AI systems starts with the agent experience rather than any single technology. The most effective implementations allow both the AI and human agent to operate from the same contextual understanding of the customer, ensuring that information gathered in one interaction can inform the next regardless of channel or system. Automated call summaries, real-time sentiment analysis, and AI-powered assistance provide agents with instant, actionable insights and suggested next steps directly within their workflow. That allows AI to handle routine, high-volume tasks such as password resets, delivery tracking, and account updates, while human agents focus on interactions requiring judgment and empathy. "If a customer is facing a sudden crisis like a fraudulent transaction, the AI can instantly block the card, but it cannot provide the emotional comfort and delicate communication needed in that moment of panic," Anand says. "The answer to the dilemma is intelligent orchestration, rather than a choice between systems." In practice, AI handles the immediate technical transaction, while real-time sentiment analysis recognizes the customer's distress and routes the call to a human expert. The objective is to orchestrate AI and human agents together so efficiency never comes at the cost of brand trust and loyalty. Building a unified CX architecture Moving from fragmented experimentation to coordinated orchestration requires both technical and organizational change, Anand says, beginning with consolidating data and fragmented point solutions onto a unified, cloud-first platform. "IT and CX teams need to work more collaboratively," he explains, describing that alignment as the second necessary shift, this time at the organizational level. At the architecture level, Anand says communication APIs need to be embedded into the enterprise's core so every function operates from the same customer context instead of maintaining its own siloed data. Increasingly, this means moving beyond integration alone toward a contextual architecture where a shared ontology and context graph provide a common understanding across CX, operations, sales, service, and AI systems. The deeper organizational change, he says, is a mindset shift from reactive support toward proactive, predictive, and personalized engagement, which he calls the three Ps. How AI agents will shape the future of CX Customer engagement over the next several years will be defined by real-time intelligence, increasing autonomy, and seamless orchestration across touchpoints, and persistent enterprise context that follows customers, employees, and AI agents wherever interactions occur. Rather than analyzing interactions after the fact, enterprises will increasingly shape conversations in real time. "The future of CX will be defined by simplification, aligning data, infrastructure, and operating models around clear customer outcomes rather than adding more models and tools," Anand says. "The rise of AI-powered agents and agent-to-agent interactions is a defining trend, with AI systems moving beyond assisting humans to independently managing and resolving interactions, creating a largely invisible layer of engagement that improves speed and efficiency." Human agents will increasingly work alongside AI, supported by real-time conversational intelligence and next-best-action recommendations to deliver what Anand calls Total Experience: a unified model that brings together customer, employee, and AI-driven experiences. Tata Communications is building toward that future through its Voice AI, AI Workers, and Total Experience Hub solutions. "Ultimately, customer engagement will evolve from being reactive to predictive and increasingly generative," Anand says. "Enterprises won't just be responding to needs, but actively shaping and improving customer journeys in real time." Sponsored articles are content produced by a company that is either paying for the post or has a business relationship with VentureBeat, and they’re always clearly marked. For more information, contact [email protected] .

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