Tencent-Backed MiniMax Releasing AI Tools to Take On Manus
Chinese upstart MiniMax is slated to roll out a pair of AI products that autonomously perform tasks on behalf of users, upping its game in the realm of agentic AI against the likes of OpenAI and Manus.
The products include a general AI agent similar to that of Manus that solves everyday tasks, and another autonomous tool for video generation, according to a person with direct knowledge of the matter. The Shanghai-based company plans to roll out the services to the public this week, said the person, who asked to not be identified discussing private information.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
18 minutes ago
- Yahoo
Here's what CEOs are telling their employees about how to use AI — and how not to lose their jobs to it
Amazon CEO Andy Jassy said "efficiency gains" from AI would mean fewer workers at the company. AI's impact on jobs has been hotly debated as it completes or accelerates certain tasks. CEOs have previously given advice on how to survive the AI revolution. Amazon CEO Andy Jassy has told employees that "efficiency gains" from AI would reduce the company's "total corporate workforce" in the next few years. Jassy may be the most prominent CEO to say AI is coming for people's jobs, but he's far from the first. This is the advice CEOs have been giving about how to use AI — and avoid losing your job as a tech revolution threatens to reinvent the world of work. Micha Kaufman, CEO of Fiverr, one of the world's largest freelance marketplaces, warned in an email to his team that: "AI is coming for your jobs. Heck, it's coming for my job too. This is a wake-up call." Whether you are a programmer, designer, product manager, data scientist, or lawyer, "Al is coming for you," he wrote in the email, which he shared on X. "You must understand that what was once considered 'easy tasks' will no longer exist; what was considered 'hard tasks' will be the new easy, and what was considered 'impossible tasks' will be the new hard," he said. Kaufman continued: "If you do not become an exceptional talent at what you do, a master, you will face the need for a career change in a matter of months." "I am not talking about your job at Fiverr," he added. "I am talking about your ability to stay in your profession in the industry." "Every job will be affected, and immediately. It is unquestionable. You're not going to lose your job to an AI, but you're going to lose your job to someone who uses AI," chipmaker Nvidia's CEO Jensen Huang said at the Milken Institute's Global Conference in May. "What used to be human-coded softwares running on CPUs are now machine learning generated softwares running on GPUs," Huang said at The Hill and Valley Forum in April. But he added that "every single layer, the tooling of it, the compilers of it, the methodology of it, the way you collect data, curate data, use AI to guard rails, use AI to teach, use AI to keep the AI safe, all of that technology is being invented right now and it creates tons of jobs." "I don't know exactly what's going to happen with AI, but I do know it's going to fundamentally change the way we work, and we have to get ahead of it," Duolingo CEO Luis von Ahn said on LinkedIn earlier this year. He was responding to a backlash against previous comments about enthusiastically embracing AI. "AI is creating uncertainty for all of us, and we can respond to this with fear or curiosity," the language app's CEO wrote. "I've always encouraged our team to embrace new technology (that's why we originally built for mobile instead of desktop), and we are taking that same approach with AI." He added: "To be clear: I do not see AI as replacing what our employees do (we are in fact continuing to hire at the same speed as before). I see it as a tool to accelerate what we do, at the same or better level of quality. And the sooner we learn how to use it, and use it responsibly, the better off we will be in the long run." Lowe's CEO Marvin Ellison said his advice was to "stay as close to the cash register as you can." "When young people come to me and they desire to work in the corporate office, my advice to them is: stay as close to the cash register as you can," Ellison said at a Business Roundtable forum in DC this month. "Stay close to the customers, because you will always have employment opportunities to grow," he added. He also said, "AI isn't going to fix a hole in your roof." "It's not going to respond to an electrical issue in your home. It's not going to stop your water heater from leaking," he said. "You are generation AI," LinkedIn CEO Reid Hoffman said in a video in which he answered questions from college students on how they should navigate the job hunt. "You are AI native, so bringing the fact that you have AI in your tool set is one of the things that makes you enormously attractive," he added. Hoffman said that AI's impact on jobs was a "legitimate worry," but he added that students could try to use it to their advantage. "Look, on this side, it's transforming the workspace, entry-level work, employers' confusion," he said. "But on this side, it's making you able to show your unique capabilities." "In an environment with a bunch of older people, you might be able to help them out," he added. Lattice boss Sarah Franklin told Business Insider that corporate leaders should be focused on how AI can help with efficiency. The HR software company CEO said this includes using AI to give employees "superpowers to where they feel like they're stepping into the Iron Man suit" and accomplishing what they need to in their jobs without feeling swamped. She said that might include using AI to give each employee at a company an executive assistant or a coach. Read the original article on Business Insider
Entrepreneur
23 minutes ago
- Entrepreneur
I Made Our Company Culture Public. Here's What Happened to Our Business
Here are some lessons learned from my experiment with workplace transparency. Opinions expressed by Entrepreneur contributors are their own. I was doing walk-and-talk check-ins with our Seoul team. The first meeting went great, a check-in over iced Americanos. The second employee walked in and answered the same question I'd asked her teammate, word for word. They'd traded texts in the 75 seconds between meetings. That moment showed me: internal information moves faster than management. Employees share everything now, including their 360s. We can pretend we control the narrative while employees screenshot Slack messages and share salary data. Or we can lead by setting the terms of transparency ourselves. Culture leaks through Glassdoor, LinkedIn and group chats. Why not build with intention? After experimenting with transparency for thirteen months, I'm learning the rules. Related: My Employee Used AI to Ask for a Raise. So I Used AI to Say No — Here's What Happened Next From building products to building culture in public Developers pioneered "building in public." They tweeted revenue charts and shared prototype GIFs. Their transparency attracted users, generated feedback and built investor trust. Company culture can follow the same path, with one crucial difference: culture affects people, not code. The stakes are exponentially higher. A software bug breaks, you fix the code. Cultural transparency goes wrong, and you damage careers, relationships and safety at work. Start small and test everything Treat each disclosure as a product feature. Start with the smallest public unit you can handle. Measure impact. Iterate. We tied our company values to specific projects on our website. We showed how those values played out in practice. Then we showed our salary band and had an open Q&A Zoom. The feedback was immediate. Employees appreciated knowing where they stood, compensation-wise. They had pointed out questions about the increase and advancement criteria we hadn't communicated. Transparency isn't a virtue; it's just a tool for building trust. Trust fuels team performance, retention and honest feedback loops that strengthen organizations. As you experiment with transparency, you'll make mistakes. That's where the next principle becomes crucial. Related: Full Transparency Is More Than a Morale Booster — It's a Critical Growth Driver. Here's How to Embrace It. Humility as your operating system Humility is your primary tool. I share my leadership missteps. Employees see that mistakes are normal, not fatal. Recent example: I posted preliminary customer renewal data in Slack without context. Teams panicked, assuming crisis mode. Within an hour, I followed up with seasonal context and historical comparisons. I acknowledged my error and explained what I'd learned. Lesson: add narrative, not numbers. Data without a story creates anxiety, not insight. When you mess up transparently, fix it transparently. Outcome focus prevents performance art Company transparency risks becoming performative with sharing happening for sharing's sake. The cure: relentless outcome focus. Track how openness impacts business metrics: project cycle times, employee satisfaction scores, Glassdoor ratings and retention rates. We share monthly business metrics with the entire team, not leadership alone. The team appreciates joining the conversation. Our employee net promoter scores have increased 12%, although it's hard to attribute all the rise to one change. But tracking outcomes is only half the equation. The other half is preparing your leadership team for a world where their every conversation might become public. Retraining leadership for the public era This approach requires retraining managers. Old coaching models assumed closed doors. Now, tough feedback conversations resurface as screenshots in group chats. We teach managers to: State facts plainly without emotion. Speak as themselves, not corporate agents. Document their decisions and lead with the why. Assume conversations will go public. Related: How Companies Can Develop Leaders Who Actually Deliver Results When to pause Even with seasoned managers, there will be situations when transparency becomes counterproductive. That's why defining clear boundaries is essential. We've laid out stop conditions. Active deals or employee safety threats require pausing disclosure. And we try to talk about scars more than active wounds. People prefer hearing about resolved challenges rather than ongoing crises. Traumatic personal situations make strong disclosures, but only after resolution. Transparency builds trust and alignment. It's not a religious commitment overriding safety and judgment. Not everything belongs in public. We distinguish transparency that builds trust from exposure that breaks it. Performance conversations stay private; public critique without consent is cruelty, not culture. Layoff discussions stay confidential until we notify affected employees. We share salary bands, not individual salaries. We publish promotion criteria, not candidates under consideration. We're transparent about strategic priorities, not M&A targets. The test: Does sharing help our team make decisions, or create anxiety and speculation? Transparency empowers. It doesn't paralyze. The competitive advantage of transparency Visible culture can't be faked. You build the workplace you claim, not write mission statements. Candidates self-select based on facts, not marketing. People who join know what they're signing up for. Culture fit improves. Early turnover decreases. The ongoing experiment I don't have a final blueprint. I have experiments, data points and faith that it's what the company needs. You don't build culture to publicize it. You publicize it to force yourself to build it. Your culture is already public. The only real question is: will you shape that or let it shape you? I'm still figuring it out. But I'd rather build in the open than pretend in private.
Android Authority
31 minutes ago
- Android Authority
Galaxy Watch 4's dreaded red screen of death may be getting worse
TL;DR Samsung's aging Galaxy Watch 4 is vulnerable to a display failure where the screen turns solid red. The only solution for affected hardware seems to be a screen replacement. While failures have been happening for years, it's hard to ignore a recent surge in reports. It's sure looking like we could only be just a few more weeks away from getting our formal introduction to Samsung's next-gen smartwatches, the Galaxy Watch 8 series. And while we're excited to check out the new design this year, we're also happy to see Samsung keeping up its support for its older wearables, preparing its One UI 8 Watch update for them now. Inevitably, though, the very oldest will one day be left behind, and it's looking like we're getting to that point for the Galaxy Watch 4. And maybe that's why the recent string of device failures we've been hearing about feels all the more frustrating. Electronics break, and with mobile devices especially, the threats can be nearly constant — it's a small miracle that we're not constantly smashing smartwatches on doorknobs. And when it comes to Samsung's Galaxy Watch 4, one failure mode we've known about seems to manifest as an orange/red screen that's otherwise non-responsive. Users have been running into this occasionally for years, as we see in this 2023 Reddit post from rrrocky777, or this 2024 post from SoaibMostafa on Samsung's own support forums. None of that's great, but sporadic failures are one thing. Now, this is hardly a proper statistical analysis of these incidents, but in our recent efforts looking through posts in Reddit's Galaxy Watch sub, we've noticed what feels like a pronounced uptick in reports of this specific failure mode. Just this past week alone, we see posts from users Current_Context_9513, Chckn_Nugget, and cokeplantcp all complaining about the same 'red screen of death.' With that latter report we get a little extra insight into how the failure may be manifesting on affected watches, initially appearing as an overwhelming red tint but still showing the watch face, before fading into nothingness over the course of about 20 minutes — you can see the pics they shared up top. At this point in 2025, you're pretty much guaranteed to have a Galaxy Watch 4 that's out of warranty, and if this happens to you, your only recourse may be paying Samsung for a screen replacement. That said, the Watch 4 has had a good run, and upsetting as it may be to see a beloved wearable give up the ghost, perhaps it's high time for an upgrade? Got a tip? Talk to us! Email our staff at Email our staff at news@ . You can stay anonymous or get credit for the info, it's your choice.
