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The new CPU/GPU hybrid is designed as a “jack of all trades” processor. According to JPR, the industry has been seeking an open-standard GPU that's flexible and scalable enough to support a variety of markets, including virtual reality, automobiles, and IoT devices. This new RISC-V CPU/GPU aims to solve this issue by providing manufacturers with a single open chip design that can handle any desired workload.

La lutte contre la pollution, autrement dit, la disparition de la couverture d’aérosols qui réfléchit la lumière solaire vers le ciel, aggrave le réchauffement. Cela pourrait représenter jusqu’à 40% de l’augmentation de l’énergie qui réchauffe la planète entre 2001 et 2019.

Il est facile d'afficher des chiffres qui montrent un écart béant entre les richesses créées aux Etats-Unis et en Europe ou en France. L'essentiel de cet écart vient pourtant de causes qui ne reflètent pas l'état réel de l'économie.

Consumers increasingly express a preference for sustainable products, yet a gap remains between stated intentions and actual purchasing behavior.

Le monde sans caisses rêvé par Amazon s’éloigne : l’entreprise fait machine arrière sur sa technologie permettant d’identifier les articles achetés par les clients de supermarché avant qu’ils sortent du magasin : baptisée « Just Walk Out », celle-ci ne sera plus déployée dans les futures supérettes Amazon Fresh, et sera même désinstallée des magasins du groupe où elle est présente, aux Etats-Unis.

Accusé de trop utiliser les cabinets de conseils privés, l’État fait le choix de s’émanciper de ces derniers. Leur remplacement par l’agence de conseil interne de l’État, mais aussi les inspecteurs généraux et les cellules internes aux ministères, s’accélère. Une nouvelle ère s’amorce ?

There’s a concerning shift occurring in the information platforms we use every day. The search engines that originally set out to organize the world's information and make it universally accessible and useful may be drifting into the information interpretation business. This trend is particularly evident in generative AI platforms, which are increasingly influencing how information is presented and understood.

Bien que la COVID ait perdu son statut d’urgence, le secteur de la santé publique continue de traiter avec “des cicatrices profondes sur notre monde“. La crise a souligné d’énormes lacunes dans nos systèmes de santé, en particulier dans la capacité des responsables de la santé publique à coordonner une réponse informée et rapide. Il y a un nouvel élan pour la digitalisation rapide des systèmes de santé. Il y a une reconnaissance de l’importance de placer les personnes au-dessus des processus. Et il y a une urgence croissante à fournir des services de santé durables. Par-dessus tout, les dirigeants reconnaissent maintenant que chacun de ces objectifs dépend d’une stratégie de données, avec un accès sécurisé et simple aux données de santé.

The problem with an AI-first strategy lies not within the “AI” but with the notion that it should come “first” aspect. An AI-first approach can be myopic, potentially leading us to overlook the true purpose of technology: to serve and enhance human endeavors. Instead, the author recommends following 3Ps during an AI transformation: problem-centric, people-first, and principle-driven.

Although conventional wisdom suggests that companies should look for growth opportunities close to their core businesses and capabilities, the author points out that diversification can be an effective growth strategy, as long as you follow four rules: 1) focus on the business unit; 2) let the business units drive their own strategies; 3) appoint business units leaders who will act like a CEO and take initiative; and 4) foster a culture in which it is safe to take chances.

While CDOs and data leaders are excited about generative AI, they have much work to do to get ready for it. A recent survey of 334 CDOs and data leaders — and a series of interviews with these executives — reveals that companies have not yet created new data strategies or begun to manage their data in the ways necessary to make generative AI work for them. Despite excitement, companies have yet to see clear value from generative AI and need to do significant work to prepare their data.

Employee disengagement is a persistent problem, and attempts to inject excitement often fall flat. However, gamification — using elements of games to motivate — has serious potential when thoughtfully executed. This article explores the psychology behind gamification, successful examples, and how to leverage probabilistic rewards (like lotteries tied to performance) to increase employee motivation.

Graphene is a wonder material consisting of a single atomic layer of carbon atoms packed in a honeycomb crystal lattice. This one-atom-thick sheet represents the thinnest material possible and boasts exceptional mechanical strength – roughly 200 times stronger than steel. Graphene also exhibits extraordinary electrical and thermal conductivity due to its unique electronic band structure and the delocalised nature of its valence electrons. Its electrical properties can potentially enable scientists to fine-tune its conductivity to suit various applications within electronics, including functioning as a semiconductor.

University of Pennsylvania engineers have developed a new chip that uses light waves, rather than electricity, to perform the complex math essential to training AI. The chip has the potential to radically accelerate the processing speed of computers while also reducing their energy consumption.

Le « pitch » met en avant l'expérience d'Elon Musk mais aussi le fait que xAI sera en mesure de s'entraîner sur les données du réseau social X (ex-Twitter), également possédé par l'homme d'affaires, indique l'agence Bloomberg. Un point très important alors que l'accès aux données est crucial pour construire de grands modèles de langage comme ChatGPT. Avoir des informations quasiment en temps réel est un atout précieux.

Après s’être entraînés sur les 39.000 composés, l’IA a pu passer en revue 12 millions de substances déjà disponibles dans le commerce, afin de voir lesquelles pourraient être utiles. Et bingo ! le modèle a permis d’identifier des composés issus de cinq familles différentes, chacune avec leurs structures chimiques respectives.

L'annonce d'un nouveau délai dans la production de processeurs gravés en 7 nm chez Intel devrait profiter à son principal concurrent AMD qui délègue à TSMC la fabrication de ses puces pour ce même niveau de finesse de gravure. Mais Intel envisage lui aussi de travailler avec d'autres fondeurs pour mieux servir le marché : une véritable révolution pour la firme de Santa Clara.

Tesla has canceled the long-promised inexpensive car that investors have been counting on to drive its growth into a mass-market automaker, according to three sources familiar with the matter and company messages seen by Reuters. The automaker will continue developing self-driving robotaxis on the same small-vehicle platform, the sources said.

Understanding customer needs and expectations is a necessity, yet it still remains a challenge for many organizations. In fact, less than 1 in 5 organizations say they understand their customers well, according to CMSWire’s State of Digital Customer Experience report. Essential customer service insights can bridge this gap between customer expectations and company insights. But what are the best ones to look at?

As we witness the digital transformation of commerce — a statement that is usually pure hyperbole but in this case is uncharacteristically true — artificial intelligence (AI) is reshaping the way brands interact with their customers. A customer-centric AI strategy has become more than a technological asset — it's a pivotal component of business success in an increasingly personalized marketplace.

Les attentes des citoyens évoluent, et les autorités fiscales du monde entier s’adaptent à ce changement. Maintenant, au début de 2024, nous assistons à une accélération des technologies fiscales numériques et axées sur les données qui profitent à la fois aux autorités et aux contribuables.

In too many companies, an innovation team is allowed to pursue its own agenda and imagine itself to be a separate island from the rest of the company. The results are always disappointing: a lot of creative ideas, but a failure to deliver meaningful growth. The root problem is the disconnect between strategy and innovation. To succeed, corporate innovation needs to be bounded by a clear set of strategic priorities that matter to the business. And it needs to play to the strengths of the firm — whether data, customer relationships, or supply chains — that will enable it to outcompete others attempting the same idea.

When you cannot base strategy on reasonably certain premises — or when those reasonable premises are undone by unforeseeable events — what is a company to do? You still have to make plans, allocate capital, and invest for the future. Some argue that agility is the key to thriving in disruptive times, but if all you do is pivot, you are just going around in circles. The annual AlixPartners Disruption Index surveys 3,000 global executives about what is knocking them sideways. Among other things, it shows that three out of five say that it is increasingly challenging to know which disruptive forces to prioritize. Amid all this, there is a group of companies doing very well: about one in five said their companies lead their industry in revenue growth. In this article, the authors dig into that 2024 data to find out what sets these companies apart, and what other companies can learn from them about setting growth strategy in an uncertain world.

Private equity (PE) firms have a proven approach to identify areas for revenue growth, value creation, and cost reduction: due diligence. But companies rarely use this same approach in the execution of their own growth strategy. This is a missed opportunity. The same due diligence skills and tools can be found in most large companies, but they are usually siloed in the corporate development team — the folks who handle M&A, who rarely have a chance to apply their expertise to a company’s ongoing operations. There’s no reason to limit due diligence to the context of an acquisition. In this article, the authors cover a few steps from the due-diligence playbook that all companies can apply to growth strategy.

In the current era of digital disruption, the pace of change has dramatically accelerated, leaving traditional risk management wisdom lacking. Across a variety of industries, technology-enabled disruptors have changed the rules. Many brands that moved cautiously have dramatically increased their risk of irrelevance or set themselves on a path to extinction. The author thus argues that playing it safe is in fact the riskiest choice. He illustrates this with the example of traditional brick-and-mortar retail companies that chose a “timid transformation” — as well as those that effectively pivoted and avoided that fate. Moving faster doesn’t mean being reckless or endless moonshots, but cultivating a culture of experimentation and finding ways to “shrink the change” so that companies can better deliver value to customers.