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Andrew Bosworth, known as BOS, is the Chief Technology Officer of Meta and one of the early engineers at Facebook. He shares insights into the intense early days of Facebook, where he worked 120 hours a week and faced significant challenges, including sleepless nights monitoring the site for attacks. Despite the hardships, he emphasizes the camaraderie and passion that drove the team, noting that the romanticized version of startup life often overlooks the sacrifices made. BOS discusses the creation of the Facebook News Feed, which faced initial backlash but ultimately doubled user engagement. He highlights the importance of having conviction in one’s work and understanding that early user feedback can sometimes misalign with broader market needs. He reflects on the lessons learned from building the News Feed, emphasizing the need for clear communication and the ability to adapt based on user behavior. Throughout the conversation, BOS offers advice for founders, stressing the importance of leveraging leadership for support and guidance. He encourages individuals to ask for help and communicate effectively with their managers to ensure alignment and clarity in their work. He also shares personal anecdotes about his journey, including his experiences with failure and the importance of self-awareness and emotional intelligence in leadership. BOS touches on Meta's recent turnaround, noting the significant stock price fluctuations and the lessons learned about communication with the market regarding future investments in AI and other technologies. He acknowledges the challenges of managing a large organization and the need for transparency and open communication to foster a productive work environment. In discussing the future of augmented reality, BOS compares Meta's Quest products with Apple's Vision Pro, highlighting the strengths and weaknesses of both. He expresses confidence in Meta's offerings and encourages users to experience the products firsthand to form their own opinions. BOS concludes with reflections on personal growth, the importance of curiosity in conversations, and the value of trusting oneself. He shares his family motto, "trust yourself," and emphasizes the significance of self-expression through art and photography, illustrating how personal experiences shape one's perspective and creativity.

Steve Jobs appears in this collection of speeches, interviews, and writings as a figure who fused arts and technology with rigorous imagination. The host foregrounds Make Something Wonderful: Steve Jobs in His Own Words, with an introduction by Loren Powell Jobs and a reading of Jobs’s 2007 reflection that making something with care and love transmits our deepest appreciation for humanity. The book also has Jobs directly addressing readers about steering through fleeting time and using talent to shape a world not fixed. A consistent thread is the belief that reality can be remolded by human effort, and that change starts with a wide-eyed, utopian sense of possibility. Edwin Land’s Polaroid approach is highlighted as an early influence, urging design that fills what reality lacks and reveals what is possible. Jobs’s Bay Area origin includes his father’s workbench, a ham-radio mentor named Larry Lang, and a preoccupation with reading, leading to the garage birth of the Apple I. Financed by selling a VW bus and a calculator, the team built 50 units from a Mountain View shop, a lesson in liquidity and time-to-cash. A New Yorker profile captures a 22-year-old Steve articulating a mission: personal computers should be affordable, interactive, and transformative, like a camera, with a design that radiates human taste rather than mere utility. In 1983, he spoke at Aspen about the idea that great designers were elsewhere and that computers must be beautiful and human—a first date with society that could change culture and industry, not just hardware. After a dramatic 1984 exit, Jobs pursued NeXT and Pixar, investing personally and steering both toward breakthroughs, then returned to a reorganized Apple. He pared the product line to four gems, built a brand rooted in meaning rather than specs, and pushed retail expansion to reach the 95% who would never seek out a store otherwise. Think Different became a central marketing vision; recruitment and culture—finding A players, recruiting relentlessly, and aligning people around shared values—became the engine of innovation. Across Stanford speeches and self-drafted emails, he argues that time is life, death is the ultimate constraint, and the goal is to build things that change the world for the better. The narrative closes with his resignation letter and a reminder that time is finite, and that the best work grows from craft, curiosity, and courage.

Steve Jobs’ life story, as told through Make Something Wonderful, is framed by an insistence that progress comes from making something with care and love. Loren Powell Jobs opens with a portrait of a mind that imagined what reality lacked and refused to settle for the pedestrian. The speaker highlights Steve’s guiding themes—the fusion of arts and technology, his ruthless self-discipline, and his relentless pursuit of human progress. A 2007 quote anchors the ethic: express appreciation for humanity by creating something wonderful that endures. The book recounts Apple’s origins in a garage, the Apple I and II, and a moment when two hobbyists funded their experiments by selling a VW bus and a calculator. Jobs walked barefoot into a computer store to seal a major order, signaling his preference for complete, assembled products. A New Yorker profile captured his clarity at 22, and he argued that computers should be beautiful tools, as Edwin Land’s Polaroid had shown in photography. He pictured the Macintosh as the Rolls-Royce of personal computing—streamlined, usable, and beloved by designers. After leaving Apple, Jobs built NeXT and acquired Pixar, investing years to keep both ventures afloat. The narrative highlights stubborn perseverance: NeXT struggled, Pixar blossomed, and Toy Story emerged from long-term investment. Apple later bought NeXT, bringing Jobs back to lead a company that had grown tangled in its ambitions. Across interviews and emails, he insists that recruiting outstanding people and refusing second-rate work are essential for change. His exchanges with mentors like Bob Noyce and Andy Grove emphasize learning, generosity, and the power of asking for help. Ultimately, the narrative charts Jobs’ return to Apple, the Think Different era, and a careful focus on product, marketing, and distribution that reshaped the company. He argues Apple’s core value is belief that passionate people can change the world, a creed reflected in the Think Different campaign and in simplifying the product line to four gems. He stresses recruiting A players, building a culture of excellence, and designing for ordinary humans who deserve beautiful tools. The Stanford commencement address and his urgency to live fully—follow your heart, beware regrets—frame his view on time, risk, and impact, ending with his resignation letter.

Walt Disney, born in 1901, was an ambitious innovator and perfectionist who faced numerous rejections before founding the Walt Disney Company. After early failures, he created the iconic character Mickey Mouse, pioneering synchronized sound in animation. Disney's groundbreaking projects included the first full-color feature film, Snow White, and the establishment of Disneyland in 1955, designed for families. Today, Disney is a massive media conglomerate, owning companies like Pixar and Marvel, with $52.4 billion in revenue and $88 billion in assets, showcasing its enduring legacy and influence.

Max Lobovsky, co founder and CEO of Formlabs, recalls the company’s origin story and the hard-won path from a basement prototype to a pioneering desktop resin printer. He recounts the ambition to democratize high-end SLA capabilities, the rapid Kickstarter success that brought in millions, and the logistical scramble to fulfill demand with contract manufacturing while avoiding a costly captive factory. The interview highlights the existential lawsuit from 3D Systems early in the company’s life, which amplified stress but ultimately strengthened leadership focus on customers and core product delivery. Lobovsky emphasizes the importance of keeping stress channelled upward, maintaining productivity, and shielding the team from unproductive panic. He reflects on prioritizing the problem over the solution, and how Formlabs navigated the tension between ambitious hardware ambitions and the realities of manufacturing scale, cost discipline, and liquidity constraints. He emphasizes learning to “design around the problem,” choosing what to build in-house only when there is a unique challenge and sufficient expertise, and leaning on external partners and progressively deeper in-house capabilities as volume and knowledge grow. The conversation also traverses strategic decisions about product evolution, from Form 1 to Form 2 and beyond, including supply-chain localization, the decision to pursue a broader desktop printer strategy rather than only SLA, and the company’s progressive shift toward owning key materials and components (like the Ohio chemical plant) while outsourcing other aspects to contract manufacturers in the U.S., Hungary, and China. Lobovsky reflects on global competition, China’s manufacturing leadership, and the broader implications of geopolitics, tariffs, and the shift in global technologic leadership, drawing parallels to Bell Labs as a model for a diverse, problem-rich environment. The talk closes with introspections on personal leadership, talent scouting, and the ongoing tension between pursuing bold invention and delivering reliable products to a global customer base. topics backup topics: 3D printing industry dynamics, competition with China, startup fundraising and scaling, supply chain strategy, manufacturing geography, intellectual property battles, leadership psychology, open-ended innovation, Ukraine drone usage, and geopolitics in tech. otherTopics: Ukraine drone usage, tariffs, Bell Labs inspiration, Mitch Kapor’s investment, stance on weaponization of 3D printing, attention to customer support and culture, Moonshots vs. three-year planning, work-life balance, and the pivot from hobbyist to professional-grade hardware. booksMentioned:["The Idea Factory"] // Note: The trailing line is ignored to ensure JSON validity. booksMentionedOnTranscriptCopy:["The Idea Factory"]

Steve Jobs’ evolution from reckless upstart to visionary leader reads like a master class in relentless self-reinvention. The host anchors this arc with vivid scenes from his early life, including his father’s workshop in Silicon Valley and a boyhood ethic of taking things apart to learn how they work. That environment, plus a father’s insistence on slow, careful craftsmanship, seeded a belief that anything could be figured out. It powered the first Apple venture: selling a thousand dollars’ worth of parts to create the Apple I, then turning a thousand-dollar board design into a business with a high-margin product. The idea that it’s more fun to be a pirate than join the Navy captures Jobs’ impulse to challenge convention and continually refine his craft. Then comes the Wilderness years, the period around 1985 to 1997, when exile, missteps, and stubborn learning converged into a neural catalyst for growth. Jobs left Apple, founded NeXT, and endured a stretch that looked like failure but hardened his discipline and taste for excellence. At Pixar he learned two crucial levers: how to persevere under pressure and how to mobilize a gifted team around bold ideas. Ed Catmull and John Lasseter exemplified management as an art, turning Tin Toy into an Oscar winner and shaping a culture that treated creative people as its greatest asset. The Toy Story collaboration, Disney deals, and the IBM-Next negotiations showed the contrasts between aggressive boldness and collaborative leverage, with Gates steering Apple toward a decisive software-and-partnership path. Back at Apple, the narrative details Jobs’ return as a manager who fused ruthless product obsession with a refined view of how people experience technology. He pushed the Apple experience to the forefront, aligning product design, retail, and support into a coherent, emotion-driven relationship with customers. The move to direct-to-consumer online sales and the emphasis on the screen-first interface reflected a belief that the point of contact mattered more than back-end specs. The Pixar adventure then fed his leadership, teaching him to synthesize disparate ideas into new products and to empower teams rather than micromanage them. The Disney-Pixar arc, the Microsoft partnership, and the ongoing quest to balance art and commerce defined an era when time, perseverance, and storytelling carried Apple toward becoming a globally valuable company.

A single thread runs through Ed Catmull’s life: turning risky creativity into durable culture. From a 1979 role at Lucasfilm, he observed Silicon Valley’s blazing startups and spectacular collapses, seeking patterns that explain why smart companies derail. He notes that too many leaders fixate on competition while ignoring deeper forces that erode organizations, an insight that informs his effort to protect Pixar from those forces. His journey spans the University of Utah, ARPA, and a nascent dream of computer animation forged in the same era as the early internet. He helps George Lucas build the Pixar Image Computer, then watches Lucas’s Hollywood empire pivot toward technology. Pixar’s future finally hinges on Steve Jobs, who, after Lucasfilm’s sale, invests heavily and becomes the company’s unlikely savior and partner. Creativity, Inc. then unpacks a counterintuitive lesson: leadership must cultivate candor and trust, not mere consensus. Ed observes that teams have to be free to fail and to challenge the status quo—an approach he tries to apply at Pixar by creating the Brain Trust to generate blunt, constructive feedback. He describes how the company shifted from selling hardware to delivering computer-animated storytelling, a pivot sustained by Steve Jobs’s willingness to back ambitious bets with his own fortune. The tension around Toy Story’s success and Pixar’s future leads to a defining maxim: you don’t risk great work on a mediocre team. Ed recounts how three separate buyout attempts, including a high-stakes push by Microsoft and an eventual 50/50 Disney deal, forced Pixar to confront its core strengths and its need to stay true to its mission. After Toy Story, Pixar faced a turn: layoffs, freeing up financial risk, and the realization that the best work springs from a team devoted to excellence rather than momentum alone. Ed introduces the idea that 'the Brain Trust' and the director's ownership of the final film are essential, while the mantra 'you are not your idea' keeps criticism constructive. He notes that true products emerge from the creators, that limits can force smarter work, and that the 'new needs friends' when disruption is inevitable. The story culminates in the Disney acquisition, Jobs’s paradoxical wealth, and Ed’s ongoing mission to safeguard a sustainable creative culture for the long haul.

The opening shot of Star Wars Episode IV redefined filmmaking with innovative technology like the Dystralex camera rig. Today, AI advancements raise concerns about job security for visual effects artists, as companies like Google and OpenAI develop sophisticated video generation systems. Rob Bredow highlights the importance of blending old and new techniques, citing Jurassic Park's groundbreaking use of CGI alongside traditional methods. Recent projects like Indiana Jones and The Mandalorian showcase how artists leverage AI and real-time virtual production. Bredow emphasizes artist-driven innovation, asserting that collaboration between technology and creativity will continue to shape the future of filmmaking.

In this conversation, Rich Roll interviews Ed Catmull, co-founder of Pixar and former president of Walt Disney Animation Studios. Catmull discusses the unique culture of collaboration at Pixar, which has set a standard for creative workplaces globally. He emphasizes the importance of harnessing the energy and desire of individuals to foster creativity and continuous learning, highlighting how embracing failure can lead to growth. Catmull reflects on his upbringing in a supportive environment and his early aspirations influenced by figures like Walt Disney and Albert Einstein. He shares insights from his time at the University of Utah, where he was surrounded by pioneering thinkers in computer science and graphics, which laid the groundwork for his future endeavors. A significant part of Pixar's success is attributed to developing talent in-house and establishing a culture of feedback, where ideas are prioritized over individual egos. Catmull introduces the concept of the "Brain Trust," a group designed to provide constructive feedback without overriding the director's vision. He notes that this approach allows for honest discussions and encourages vulnerability among team members. Catmull also discusses the impact of Steve Jobs on Pixar, particularly his understanding of the creative process and the importance of not imposing authority in collaborative settings. He recounts how Jobs refrained from attending certain meetings to avoid altering the dynamic, allowing for more open communication. The conversation touches on the challenges of maintaining creativity in a rapidly changing technological landscape. Catmull believes that creativity is essential not only in the arts but in problem-solving across all fields. He advocates for a culture that values learning from mistakes and encourages individuals to seek diverse perspectives for better decision-making. Ultimately, Catmull emphasizes the importance of treating people well and fostering an environment where everyone feels valued and empowered to contribute, which he believes is crucial for both personal and organizational success.

Tim Ferriss interviews Ed Catmull, co-founder of Pixar Animation Studios, discussing his journey from technician to president and the creative processes at Pixar. Catmull reflects on the pivotal moment when Pixar went public in 1995, coinciding with the release of their first film, which was a culmination of 20 years of work. He emphasizes the importance of creating a sustainable environment to avoid the common pitfalls that lead to company failures. Catmull shares insights on storytelling, noting that it is a fundamental way humans communicate and that successful storytelling requires observation and experience. He highlights the organic nature of crises in filmmaking, which can spur creativity and collaboration. Catmull discusses the contrasting approaches of George Lucas and Steve Jobs, noting Lucas's foresight in integrating technology into filmmaking and Jobs's evolution into a more empathetic leader. He stresses the importance of partnerships and the value of equitable relationships in business. Catmull concludes by emphasizing the need to face challenges directly and the significance of personal growth through experiences, both good and bad.

In this episode of the Tim Ferriss Show, Tim interviews Bob Iger, the chairman and CEO of the Walt Disney Company. Iger discusses his journey since becoming CEO in 2005, highlighting significant acquisitions like Pixar, Marvel, Lucasfilm, and 21st Century Fox, which have quintupled Disney's value. He emphasizes the importance of storytelling and innovation, as well as Disney's direct-to-consumer strategy through platforms like Disney Plus and Hulu. Iger shares a pivotal moment with Steve Jobs regarding the acquisition of Pixar, where they created a pros and cons list. Jobs taught him that a few significant pros can outweigh numerous cons, leading to a deeper understanding of risk assessment and decision-making. He reflects on mentorship from influential figures like Roone Arledge and Michael Eisner, who shaped his negotiation skills and approach to leadership. Iger also discusses the role of exercise in his life, citing health, vanity, and sanity as key motivators. He describes his fitness regimen, which includes using a VersaClimber and working with a trainer. Additionally, he touches on the importance of optimism and humility in leadership, emphasizing that success is often a result of hard work, persistence, and the ability to seize opportunities. Throughout the conversation, Iger reflects on personal challenges, including his father's struggles with manic depression, and how these experiences shaped his perspective on anger and resilience. He concludes by encouraging listeners to embrace the possibility of success while acknowledging the unpredictability of life and the importance of being true to oneself.

In this episode of the All-In podcast, the hosts discuss various topics, including the Apple Vision Pro and its potential impact on productivity and enterprise applications. David Freeberg shares his experience using the device, highlighting its ability to streamline tasks in agricultural settings, suggesting it could significantly enhance productivity. He compares the current state of AR technology to the early days of the iPad, expressing optimism about its future applications in the workforce. The conversation shifts to the societal implications of immersive technology, with concerns raised about the mental health of younger generations who have grown up in digital environments. The hosts debate whether technology can improve human connection or exacerbate existing issues like isolation and depression. They also touch on the commercial real estate market, particularly the challenges facing the office sector due to remote work trends. Barry's insights reveal a significant decline in office property values, estimating a loss of around $1.2 trillion, which could impact pension funds and retirement savings. The discussion emphasizes the disparity between the office market's oversupply and the ongoing demand for residential properties, which face their own financing challenges due to rising interest rates. The hosts conclude by discussing the broader implications of these economic shifts, including the potential for government intervention to stabilize the market and protect investors. They highlight the importance of understanding the evolving landscape of technology and real estate as they navigate these complex issues.

The discussion centers on the convergence of AI, Apple Vision Pro, and blockchain technology, which are set to transform industries. Salim Ismail emphasizes the immense computational power available today, surpassing 8 billion human minds, and the potential of AI to conduct vast simulations that can guide decision-making in a volatile world. The Apple Vision Pro is highlighted for its integration within the Apple ecosystem, enhancing its utility through existing apps and functionalities. Both hosts express concerns about the dangers of augmented reality devices, particularly in public spaces. The conversation shifts to the need for companies to adopt AI at the executive level, suggesting the role of a Chief AI Officer to navigate this technological landscape. They discuss the implications of Bitcoin, noting its rising value and potential as a hedge against inflation and fiat currency instability. The hosts reflect on the historical context of Bitcoin's creation during the 2008 financial crisis and its role in global trade. They conclude by predicting a future where AI and cryptocurrency will dominate, with the potential for new trillion-dollar companies emerging rapidly. The episode ends with a light-hearted prediction about Bitcoin's price trajectory.

This episode of the podcast features discussions on various topics, including technology, health supplements, and the impact of celebrity culture on medicine. The host promotes stamps.com, highlighting its convenience for shipping, especially for small businesses, and offers a bonus for new users. He also discusses Onnit, a human optimization website that sells supplements and fitness equipment, emphasizing the importance of scientific backing for their products. The conversation shifts to the influence of celebrity doctors, particularly criticizing figures like Dr. Oz for promoting dubious health claims. The host expresses concern about the potential for misinformation in the health industry and the need for evidence-based practices. He shares insights on the supplement industry, advocating for products that have proven benefits through research. The discussion then transitions to technology, particularly the evolution of smartphones and the impact of companies like Apple and Google. The guest, Lewis from Unbox Therapy, shares his experiences from Google I/O, a developers' conference, and discusses the differences between Apple and Android ecosystems. They touch on the challenges of innovation within large corporations and the importance of user experience in technology. They also explore the future of virtual reality and the potential of devices like Google Cardboard, which allows users to experience VR using their smartphones. The conversation highlights the significance of community and interaction in gaming, contrasting it with the solitary nature of online gaming. The podcast delves into the stock market's influence on technology companies and the ethical implications of insider trading. The host reflects on the relationship between tech journalists and the companies they cover, emphasizing the need for transparency and objectivity in reporting. As the episode concludes, the host promotes upcoming shows and expresses gratitude to the sponsors, reiterating the importance of health and fitness in everyday life. The conversation encapsulates a blend of technology, health, and the complexities of modern consumer culture, leaving listeners with insights into the evolving landscape of both industries.

Apple is reportedly developing augmented reality glasses called Apple Glass, expected to retail for $499 and release around 2022. The glasses will utilize LiDAR technology for environmental scanning, offload processing to the iPhone, and run on a new operating system, rOS. They aim to enhance user experience without cameras for privacy.

In the a16z podcast, the discussion centers on Apple's recent announcements from its Worldwide Developers Conference, highlighting key themes such as the platform-ization of apps, AI integration, and interface innovations. Apple is focusing on enhancing user experiences through features like widget-ification and improved Siri capabilities, contrasting its approach with Google's more centralized AI model. Experts Benedict Evans and Frank Chen note that Apple emphasizes privacy while utilizing techniques like differential privacy for data security. They also discuss the implications of on-device AI learning versus cloud-based systems. Overall, Apple aims to create a more developer-centric ecosystem while enhancing user interaction across its platforms.

Cameron Porter, currently on a road trip, shares his unique journey into venture capital after playing in the MLS and working in data engineering. He is now part of Alley Corp, a venture studio founded by Kevin Ryan and Dwight Merriman, which started post-DoubleClick's sale to Google. Alley Corp operates as an evergreen fund, focusing on launching companies and investing in the New York ecosystem, aiming to foster a competitive environment similar to Silicon Valley. Porter discusses Alley Corp's diverse projects, including ventures in digital therapeutics and mobile food platforms. He emphasizes the importance of institutional knowledge in venture studios, highlighting how they attract experienced entrepreneurs to complement their expertise. He notes that successful venture studios can capture undervalued equity and help founders thrive. The conversation shifts to Apple, with Porter suggesting that the company may become a leader in healthcare by leveraging its ecosystem of devices and data collection. He believes Apple could play a significant role in human longevity by integrating health monitoring into its products. Porter envisions a future where Apple could provide personalized health recommendations based on extensive data analysis, potentially positioning itself as a primary care provider. He also speculates on the possibility of Apple venturing into biotech and developing innovative health technologies. The discussion concludes with thoughts on the cultural implications of tech companies influencing personal health decisions and the potential for Apple to prescribe psychedelics as part of a holistic approach to mental health and longevity.

In this episode, Carl Pei, founder of Nothing, discusses the challenges of entering the hardware market, particularly the smartphone sector dominated by Apple and Samsung. He emphasizes the difficulty for startups to penetrate this space, noting that many have failed despite significant funding. Pei reflects on his experience with OnePlus and how he aims to bring excitement back to technology through innovative design, starting with the Nothing Ear and the Nothing Phone, which features a unique glyph interface. He believes that design differentiation is crucial for a startup, as larger companies often play it safe. Pei also highlights the importance of community engagement, allowing users to contribute ideas and feedback. He envisions future innovations in user experience and inter-device connectivity, particularly integrating AI. Pei acknowledges the complexities of hardware production, including supply chain management, and stresses the need for flexibility. Ultimately, he aims to create a breakthrough product that resonates with consumers and reinvigorates the tech industry.

Generative Now kicks off with a brisk debate about the accelerating AI moment and what it means for software itself. Semil Shah references Chris P’s essay The End of Software to frame a world where AI democratizes product creation just as the internet democratized media, while asking who will own distribution and scale. The speakers stress that AI’s potential does not erase the craft of building intuitive software; they compare the need for thoughtful front‑end and back‑end design to the skills learned in traditional programming. A recurring theme is the value of human judgment in a largely automated future. The discussion then zeroes in on WWDC and Apple’s approach to AI. Shah and Mignano note Apple Intelligence as a branding move and consider whether Apple will build a native GPT‑like capability or lean on partnerships. They describe a dating dynamic between Apple and OpenAI, contrasting cost and risk with Gemini integration and privacy commitments. The guests argue that an on‑device model may reduce some risks, while opening up new ones if the broader internet is brought in. They also reflect on Siri’s history and the potential hardware‑first paradigm shift Apple could pursue. Beyond platforms, the conversation turns to venture capital dynamics. They describe a feverish, sometimes irrational rush into AI, with seed and Series A rounds expanding under pressure from multi‑billion‑dollar platforms. Hyack’s Sam Shah stresses a flypaper mindset—backs on founders, not just trends—while refusing to chase every hot signal. They discuss the value of contrarian bets, the role of prominent operators, and the idea that AI investments may redraw fund structures, with LPs seeking outsized returns and GPs balancing risk across early and late stages. The mindset of opposite George surfaces as a practical discipline for deal selection. Interwoven are personal rituals and cultural observations. They discuss the entertainment value of tech—the spectacle of launches, the social dynamics of VC crowds, and the idea that the field feels like a worldwide show. The pair share experiences with meditation and digital detox, debating how much attention we should allocate to devices in daily life, classrooms, and travel. They touch on the promise and peril of voice interfaces, wearables, and on‑device AI, and ponder whether leadership at Apple or Google will redefine the computing paradigm. The episode closes with a playful note on the ongoing AI saga.