Elon Musk 狠批 Apple 偏袒 ChatGPT 並揚言訴訟，OpenAI CEO 反嗆其謀取私利
Grok app 近來先後登上多地應用程式商店的下載排行榜第一，最新包括香港的 Apple App Store，可見其火熱程度。然而 Elon Musk 最新就質疑為什麼他旗下 X 和 Grok 這兩個優質 app，明明分別在免費 app 的新聞類別獲得第一和生產力第五位，卻都不獲 Apple 放在 App Store 的「必備 app」推薦列表上，同時更懷疑阻礙 OpenAI 以外的 AI 工具登上榜首，形容這是「明確的反壟斷違規行為」，並表示將立即採取法律行動。
Apple 與 OpenAI 作深度合作，讓 ChatGPT 整合到 Apple Intelligence 之中，提供寫作輔助、Visual Intelligence 以圖辨物等 Apple AI 功能，這樣的合作早就被與 OpenAI 交惡的 Elon Musk 發文批評。
Apple 並非首次面對反壟斷行為指控，美國 FTC 和歐盟都多次針對 App Store 的營運模式而作出調查和罰款，不過親疏有別的指控又似乎較少提出，目前也只有 Elon Musk 單方面發文投訴，未見確實證據，我們就看後續會否實際法律行動吧
更新：OpenAI CEO Sam Altman 後來轉發了 Musk 的 X 文，並且直接反嗆了對方。「我聽說有人說 Musk 透過 X 謀取個人及旗下公司利益，同時還打擊了競爭對手和他不喜歡的人，這一指控很不尋常」Altman 如此寫道，「我和許多人都想知道究竟發生了什麼，不過 OpenAI 會專注於打造優秀的產品。」
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Forbes
a minute ago
- Forbes
Evolving Tech C-Suite Titles Highlight Priorities And Purpose
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Nearly nine in 10 say they're optimistic about agentic AI's benefits to their workplaces, but that human intervention in decisions will always be crucial. Then there's this challenge: More than half of the leaders EY surveyed said they don't think that people in both their business and industry at large really understand what agentic AI is. This is a problem on many levels. First, leaders need to have a grasp of what it can do if it can help business at all levels. But secondly, they need to know what's needed to make it work. As everyone in the tech area knows, AI is only as good as the data that it can pull from. Seven in 10 senior leaders say that their organization's failure to understand the need to prepare and ready data will stifle its adoption. As the study shows, the time seems right to have some frank conversations, both with leaders at your company and with employees. The possibilities and needs of agentic AI systems need to be laid out and clearly explained. Top executives and board members may be easily swayed by estimates of ROI—how much the company spends on employees doing more mundane tasks per year, and how much revenues could improve with more people doing things to grow business. That could also clear the path for a heavy investment in data readiness. Employees need to have a clear picture of the tasks agentic AI would be picking up, as well as assurances that their human input and creativity are still highly valued. Not only would this kind of explanation help with morale, but leveling with employees could help pave the way for them to dream up new uses that bring growth and advancement. While AI is still new, it's getting integrated into every part of the company. Several companies that named chief AI officers in years past are backtracking on that title, and making responsibility adjustments throughout the tech area based on what these executives should be doing in today's world. I talked to Kunal Anand, chief innovation officer of cybersecurity company F5, about how titles are changing. An excerpt from our interview is later in this newsletter. Forbes CIO will not publish next week. We'll be back on August 28. This is the published version of Forbes' CIO newsletter, which offers the latest news for chief innovation officers and other technology-focused leaders. Click here to get it delivered to your inbox every Thursday. NOTABLE NEWS Matteo Della Torre/NurPhoto via Getty Images AI company Perplexity made a $34.5 billion offer to buy Google's Chrome browser this week, timed as a federal judge considers forcing Google to sell it. In April, a U.S. district judge ruled that Google engaged in 'anticompetitive acts' to maintain its search monopoly. Prosecutors have pushed for the court to order Chrome's sale, and a decision is apparently expected this month. The browser's sale is not a sure thing, and Perplexity's bid may not be accepted. After all, the AI company's current valuation is only $18 billion, and Chrome's enterprise value has been estimated at $20 billion to $50 billion. However, if Perplexity is successful, it will own what has been called the front door to the internet. According to DemandSage, Chrome controls 63.5% of the global browser market. It's a quick gateway to Google search, instantly routing many users there. For its part, Perplexity said in a statement to Forbes senior contributor Tor Constantino that they have no plans to change user defaults and want to retain many of the employees who work on the browser. But the statement doesn't address the wider implications: An AI company owning the world's most popular web browser could seamlessly integrate AI into everything its users do online. Perplexity could take a simple search for a product and comparison shop in the background. It could make a restaurant reservation based on a quick search for Japanese cuisine nearby. It could bring a whole new level of convenience to the online experience—much like Chrome did when it launched through its seamless connection to Google. POLICY + REGULATIONS Nvidia CEO Jensen Huang speaks alongside President Donald Trump at the White House in April. JIM WATSON/AFP via Getty Images U.S. chipmakers—and their investors—rejoiced when the announcement came that the Trump Administration decided to grant them licenses to sell specialized AI chips to China. But then came the other part of the story: The Trump Administration demanded that the government get a 15% cut of Nvidia and AMD's profits from those sales. In a Monday press conference, Trump said that the 15% take of revenues was actually the product of negotiations—he wanted 20%, and Nvidia CEO Jensen Huang countered 15%, Politico reported. The legality of the unconventional deal is still being worked out at the White House, CNBC reported, but it's being warily eyed around the world. The Washington Post writes that by inserting himself and U.S. policy in the middle of industry decisions, Trump is positioning himself as the would-be 'CEO of America.' And while GPU processors are vital to advancing AI, China experts told the Washington Post this could have much wider implications, potentially laying the groundwork for any high-tech exports to pay for a license to sell internationally. Regardless of whether this deal can go forward, the federal government will only get those revenues if chips actually sell. Bloomberg reported that the Chinese government is urging companies not to use Nvidia's processors, purchasing those made domestically instead. ARTIFICIAL INTELLIGENCE SEBASTIEN BOZON/AFP via Getty Images Last week, OpenAI launched its newest chatbot version, GPT-5. The company said it is its 'smartest, fastest, most useful model yet,' and highlighted improvements in coding, math, writing and health-related questions. 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F5 Kunal Anand knows firsthand about the shifting titles and responsibilities for a company's technology. He's worked at cybersecurity company F5 for about a year and a half, but he's already had two big positions. He was hired as the chief technology and AI officer, but last November, his title transitioned to chief innovation officer as he started running the product innovation, vision and strategy organization. He'd created an AI center of excellence at the company soon after he was hired, but as that area became more well established—and run by someone else—the AI portion of his title was dropped, and there is no more CAIO. I talked to Anand about how titles are evolving in the tech space, and how companies and executives should define these roles. This conversation has been edited for length, clarity and continuity. A couple of years ago, many companies started creating chief AI officer positions. Is that still a trend, and do you think companies need a person in that kind of role? Anand: I'm not seeing that trend as much anymore, especially in general technology enterprises and our industry. I'm actually seeing almost the opposite. I'm seeing that combination of CPO— the chief product officer and chief technology officer—come together now more than ever before. I'm seeing that happen across enterprise security, cybersecurity. It's going to be decentralized the same way that technology has been decentralized inside of an organization. The CTO role, it's clear that over the last couple of decades, has evolved, too. That's why you sometimes see a split in organizations of a CTO versus an executive vice president or an SVP of engineering. Two different things, where one may set strategy and vision, versus one may be focused on execution. I think we are seeing with AI, every function embracing the technology. 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I think that's something that you get from a role like this, which is, 'We're taking this seriously, everybody. We're going to go and either hire a bunch of resources or we're going to collect resources within the organization across multiple departments and bring it in.' I think both cloud and AI require a generalist, because if you're a chief AI officer of the entire organization, even to a technology company, it's not limited to product. It's not limited to the technology you build. It's also how is your Salesforce using these tools? How are your G&A functions in finance? The level of depth there is unique. The second way that they can drive that change, whether it's with cloud, AI or other breakthrough technology, is they get that embedded into their teams. Which is, 'In your roadmaps, you're going to be required to have X percent of your deliverables contain AI or be powered by AI in some way, shape or form.' That's a common thing that I see in tech companies. 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I think that's the framing that we should be using. I don't know if we'll see a chief super intelligence officer or something like that at some point, but I think you always have to just be cautious about jumping on these trends. If someone who works in the technology area is asked their opinion about what kind of role and title they should have, what should they look at to determine what would be best for their company? For us, we felt that it's really important as a technology company to always be innovative. It's what we have to do. Innovation doesn't mean you're only doing new and shiny things, like you're playing only with AI. Innovation is comprehensive. That's the one thing to break apart. For every company, you always have to think about: How do I improve my current products? How do I continue solving these customer problems? How do I draw the map of where we are today, versus where we want to go? And then how do I design that path on that map to get there? I think you can frame it. You can either build the company around a specific technology, which is what some do, or you can build it around a customer. And if you build it around a customer, that's going to force you to innovate. If I look at the largest companies out there, if you look at the Magnificent Sevens today, you look at them as continuing to listen to the customer solving a problem or a pain point. They solve the next one. Nvidia is a great example of this, where they went from solving critical issues on GPUs, to solving data center problems, to evolving to solve AI problems, and then solving networking problems. They're solving problems and they're innovating their business: their core go-to-market, their core product and technology. For us, that is a very important thing that we must do, and it's something that we're paying a lot of attention to. I think a lot of companies should take a step back and evaluate: Are we just going to be focused on a very narrow set of technologies or a narrow set of products, or are we going to be really focused on solving customer problems? That will take us to different places, and it's likely going to be the most durable thing. As technology comes, technology goes, but solving those customer problems and iterating with them is important. For that very reason, you have to combine the product and the vision. COMINGS + GOINGS Shipping giant FedEx tapped Vishal Talwar as its new executive vice president, chief digital and information officer, and president of FedEx Dataworks, effective August 15. Talwar was formerly senior managing director and chief growth officer at Accenture Technology, and has also worked in leadership at IBM and Dell Services. tapped as its new executive vice president, chief digital and information officer, and president of FedEx Dataworks, effective August 15. 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TechCrunch
30 minutes ago
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Cohere hits a $6.8B valuation as investors AMD, Nvidia, and Salesforce double down
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Fast Company
30 minutes ago
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Eli Lilly signs $1.3 billion deal with Superluminal to use AI to make obesity medicines
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