Longtime Slashdot reader schwit1 writes: California's long-delayed high-speed rail project is now facing renewed scrutiny after state leaders revealed a dramatically higher price tag, now estimated at roughly $231 billion, nearly seven times the original $33 billion projection approved by voters in 2008. The revised figures have reignited talks in Sacramento over whether the project can realistically be completed, how long it will take, and whether the state can continue to fund it at this scale.

Senator Strickland pointed to comments from Lou Thompson, former chair of the California High-Speed Rail Authority peer review group, who recently criticized the latest draft business plan. Thompson wrote that the 2026 draft plan "has reached a dead end," arguing that the project has drifted far from its original vision due to escalating costs, delays, and unfunded gaps. Under current projections, assuming funding and construction proceed as planned, service between San Francisco and Bakersfield could begin around 2033, while the full Los Angeles to San Francisco connection could extend to 2040.

Bell Labs "created many of the foundational innovations of the modern age," writes Jon Gertner, author of The Idea Factory: Bell Labs and the Great Age of American Innovation — from transistors and telecommunications satellites to Unix and the C programming language.

But what was the secret to its success? he asks in a new article for the Wall Street Journal. Start with its lucky arrival in a "problem-rich" environment, suggests Arno Penzias, winner of one of Bell Labs' 11 Nobel Prizes: It was Bell Labs' responsibility, in other words, to create technologies for designing, expanding and improving an unruly communications network of cables and microwave links and glass fibers. The Labs also had to figure out ways to create underwater conduits, as well as switching centers that could manage the growing number of customers and escalating amounts of data.... Money mattered, too. Being connected to AT&T, the largest company in the world, was an advantage. The Labs' budget was enormous, and accounting conventions allowed its parent company to make huge and continuing investments in R & D. The generous funding, moreover, allowed scientists and engineers to buy and build expensive equipment — for instance, anechoic chambers to create the world's quietest rooms...

The most fortunate part of Bell Labs' situation, however, was that in being attached to a monopoly it could partake in long-term thinking... Without competition nipping at its heels, Bell Labs engineers had the luxury of working out difficult ideas over decades. The first conceptualization of a cellular phone network, for instance, came out of the Labs in the late 1940s; it wasn't until the late 1970s that technicians began testing one in Chicago to gauge its potential. The challenge of deploying these technologies was immense. (The regulatory hurdles were formidable, too....)
The article also credits the visionary management of Mervin Kelly — who fortunately also "had access to funding in a decade when most executives and universities didn't" to hire the brightest people. (By the early 1980s Bell Labs employed about 25,000 researchers, technicians and support staff, with an annual budget of $2 billion — roughly $7 billion in today's dollars.) "The Labs' involvement in World War II suggested to Kelly that an exciting postwar era of electronics was approaching, but that the technical problems would be so complex that they required a mix of expertise — not just physicists, but material scientists, chemists, electrical engineers, circuitry experts and the like." At Bell Labs, Kelly would sometimes handpick teams and create such a mix, as was the case for the transistor invention in the late 1940s. He came to see innovation arising not from like-minded or similarly trained people conversing with each other, but from a friction of ideas and approaches. It meant hiring researchers who had different personalities and favored a range of experimental angles. It also meant personally designing a campus in Murray Hill where departments were spread apart, so that scientists and engineers would be forced to walk, mingle and engage in serendipitous conversations and debate ideas. Meanwhile, under Kelly, the Labs focused on hiring people who were deeply curious, not just smart. Kelly saw it as his professional duty to do far more than what was expected, with his laboratory and vast resources, to create new technologies...

The breakup of AT&T's monopoly, which led to a steady shrinking of Bell Labs' staff, budget and remit, shows us that no matter how forward looking your employees and managers may be, they will not necessarily see the future coming. It likewise suggests that technological progress is too unpredictable for one organization, no matter how powerful or smart, to control. Famously, Bell Labs managers didn't see value in the Arpanet, which eventually led to today's internet.

And yet, for at least five decades, Bell Labs created a blueprint for the global development of communications and electronics. In understanding why it did so, I tend to think its ultimate secret may be hiding in plain sight. The secret has to do with Bell Labs' structure — not only being connected to a fabulously profitable monopoly, but being connected to a company that could move theoretical and applied research into a huge manufacturing division that made telecom equipment (at Western Electric) and ultimately into a dynamic operating system (the AT&T network)... Scientists and engineers at the Labs understood their ideas would be implemented, if they passed muster, into the huge system its parent company was running.
Bell Labs racked up about 30,000 patents, according to the article, and celebrated its 100th anniversary last April.

It is now part of Finland-based Nokia.

NASA is reportedly halting work on the lunar Gateway in favor of a more direct push to build a lunar base. The new plan would cost tens of billions over the next decade, though the change could face hurdles because Congress previously funded Gateway specifically. SpaceNews reports: "Starting today, we're building humanity's first deep space outpost," said Carlos Garcia-Galan, program executive for NASA's moon base effort. The lunar base will take place in three phases. Phase 1, running from 2026 to 2028, "is all about getting to the moon reliably," he said. That includes a significant increase in the cadence of lander missions through the Commercial Lunar Payload Services and other programs. It will also focus on developing enabling technologies and getting "ground truth" for potential base locations at the lunar south pole.

Phase 2, from 2029 through 2031, starts building the base, he said. That would include building out communications, navigation, power and other infrastructure, developing larges CLPS cargo landers and supporting two crewed missions a year. Phase 3, beginning 2032, will enable "long distance and long duration human exploration" on the moon, he said, with routine logistics missions to the moon and uncrewed cargo return missions from the moon. Garcia-Galan said NASA foresees spending $10 billion each on Phases 1 and 2. Phase 3, lasting to at least 2036, would cost an additional $10 billion or more.

The base would leverage existing programs, although with some changes. NASA is planning to revamp the Lunar Terrain Vehicle program after concluding the current approach would take too long to get a crew-capable rover to the moon. "We were projecting a delivery on the lunar surface by 2030," he said. The agency is instead issuing a draft request for proposals for simplified rovers that could be quicker and easier to develop but could be upgraded later. The base, though, would include some new capabilities and technologies. One example Garcia-Galan provided was MoonFall, a drone that would be able to hop from one location to another on the lunar surface. The drones will be "built on the legacy" of Ingenuity, the small Mars helicopter. "We're going to take everything that we learned from Ingenuity's systems, the avionics, all of that, to build this."

Nvidia unveiled its Vera Rubin Space-1 system for powering AI workloads in orbital data centers. "Space computing, the final frontier, has arrived," said CEO Jensen Huang. "As we deploy satellite constellations and explore deeper into space, intelligence must live wherever data is generated." CNBC reports: In a press release, the company said that its Vera Rubin Space-1 Module, which includes the IGX Thor and Jetson Orin, will be used on space missions led by multiple companies. The chips are specifically "engineered for size-, weight- and power-constrained environments." Partners include Axiom Space, Starcloud and Planet.

Huang said Nvidia is working with partners on a new computer for orbital data centers, but there are still engineering hurdles to overcome. "In space, there's no convection, there's just radiation," Huang said during his GTC keynote, "and so we have to figure out how to cool these systems out in space, but we've got lots of great engineers working on it."

An anonymous reader quotes a report from Heise: Pay securely with an Android smartphone, completely without Google services: This is the plan being developed by the newly founded industry consortium led by the German Volla Systeme GmbH. It is an open-source alternative to Google Play Integrity. This proprietary interface decides on Android smartphones with Google Play services whether banking, government, or wallet apps are allowed to run on a smartphone.

Obstacles and tips for paying with an Android smartphone without official Google services have been highlighted by c't in a comprehensive article. The European industry consortium now wants to address some problems mentioned. To this end, the group, which includes Murena, which develops the hardened custom ROM /e/OS, Iode from France, and Apostrophy (Dot) from Switzerland, in addition to Volla, is developing a so-called "UnifiedAttestation" for Google-free mobile operating systems, primarily based on the Android Open-Source Project (AOSP).

According to Volla, a European manufacturer and a leading manufacturer from Asia, as well as European foundations such as the German UBports Foundation, have also expressed interest in supporting it. Furthermore, developers and publishers of government apps from Scandinavia are examining the use of the new procedure as "first movers." In its announcement, Volla explains that Google provides app developers with an interface called Play Integrity, which checks whether an app is running on a device with specific security requirements. This primarily affects applications from "sensitive areas such as identity verification, banking, or digital wallets -- including apps from governments and public administrations".

The company criticizes that the certification is exclusively offered for Google's own proprietary "Stock Android" but not for Android versions without Google services, such as /e/OS or similar custom ROMs. "Since this is closely intertwined with Google services and Google data centers, a structural dependency arises -- and for alternative operating systems, a de facto exclusion criterion," the company states. From the consortium's perspective, this also leads to a "security paradox," because "the check of trustworthiness is carried out by precisely that entity whose ecosystem is to be avoided at the same time". The UnifiedAttestation system is built around three main components: an "operating system service" that apps can call to check whether the device's OS meets required security standards, a decentralized validation service that verifies the OS certificate on a device without relying on a single central authority, and an open test suite used to evaluate and certify that a particular operating system works securely on a specific device model.

"We don't want to centralize trust, but organize it transparently and publicly verifiable. When companies check competitors' products, we can strengthen that trust," says Dr. Jorg Wurzer, CEO of Volla Systeme GmbH and initiator of the consortium. The goal is to increase digital sovereignty and break free from the control of any one, single U.S. company, he says.

An anonymous reader quotes a report from the New York Times: A novel type of nuclear power plant in Wyoming backed by Bill Gates received a key federal permit on Wednesday, making it the first new U.S. commercial reactor in nearly a decade to receive clearance to begin construction. The Nuclear Regulatory Commission, the federal body that oversees reactor safety, unanimously voted (PDF) to grant a construction permit to TerraPower, a start-up founded by Mr. Gates. TerraPower is one of several companies trying to build a new wave of smaller, advanced reactors meant to be easier to build than the large reactors of old.

The permit, which comes after years of consultations and regulatory reviews, means that TerraPower can begin pouring concrete and building the nuclear components of its proposed nuclear plant in Kemmerer, Wyo. The plant, which still faces plenty of logistical hurdles, is currently expected to come online in 2031 near an old coal-burning power plant that is slated to retire a few years later. [...] With its construction permit in hand, the company says it plans to start work on the Wyoming reactor in the coming weeks. The company had already broken ground on the site in 2024 and had begun building the nonnuclear parts of the plant, which did not require a permit.

TerraPower has already had to push back its start date several times, and it will still face hurdles in trying to avoid the snags and cost overruns that have plagued other reactor projects as well as securing the fuel it needs. Before coming online, the reactor will also need to secure a separate operating license from the N.R.C., which has told the company it will continue to monitor several safety issues. TerraPower plans to sell electricity from its first plant to PacificCorp, a utility in the Northwest. The company has also agreed to supply up to eight reactors to Meta to power its data centers in the coming years.

Paramount Skydance plans to combine HBO Max and Paramount+ into a single streaming platform following its acquisition of Warner Bros. Discovery. "As we said, we do plan to put the two services together, which today gives us a little over 200 million direct-to-consumer subscribers," said David Ellison, the company's CEO. "We think that really positions us to compete with the leaders in the space." The deal still needs regulatory approval. The Washington Post reports: He added that Paramount didn't want to make changes to the HBO brand. "Our viewpoint is HBO should stay HBO," Ellison said, noting that his favorite HBO product is "Game of Thrones." If Justice Department regulators allow the deal to go through, it would place recent HBO Max hits, such as "The Pitt" and "A Knight of the Seven Kingdoms," alongside Paramount offerings including "South Park" and "Yellowstone." "They built a phenomenal brand," he said. "They are a leader in the space, and we just want them to continue doing more of it."

The deal to buy Warner Bros., valued at about $110 billion, will almost surely attract regulatory scrutiny from the Justice Department because -- without divestments -- it places major swaths of the film, television and news industries under one roof: Warner Bros. and Paramount studios, HBO Max and Paramount+, and CBS and CNN would all have the same parent company. Ellison expressed confidence on the call that the deal wouldn't face hurdles with regulators.

Researchers at the Thomas Jefferson National Accelerator Facility are advancing Accelerator-Driven Systems (ADS) that use high-energy proton beams to transmute long-lived nuclear waste into shorter-lived isotopes. "The process also generates significant heat, which can be harnessed to produce additional electricity for the grid," reports Interesting Engineering. The projects are supported by $8.17 million in grants from the Department of Energy's NEWTON (Nuclear Energy Waste Transmutation Optimized Now) program. From the report: The researchers are developing ADS technology. This system uses a particle accelerator to fire high-energy protons at a target (such as liquid mercury), triggering a process called "spallation." This releases a flood of neutrons that interact with unwanted, long-lived isotopes in nuclear waste. The technology can effectively "burn" the most hazardous components of the waste by transmuting these elements. While unprocessed fuel remains dangerous for approximately 100,000 years, partitioning and recycling via ADS can reduce that window to just 300 years. [...]

To make ADS economically viability, Jefferson Lab is tackling two primary technical hurdles: efficiency and power. Traditional particle accelerators require massive, expensive cryogenic cooling systems to reach superconducting temperatures. Jefferson Lab is pioneering a more cost-effective approach by coating the interior of pure niobium cavities with tin. These niobium-tin cavities can operate at higher temperatures, allowing for the use of standard commercial cooling units rather than custom, large-scale cryogenic plants. The team is also developing spoke cavities, which is a complex design intended to drive even higher efficiency in neutron spallation.

The second project focuses on the power source behind the beam. Researchers are adapting the magnetron -- the same component that powers microwave ovens -- to provide the 10 megawatts of power required for ADS. The primary challenge is that the energy frequency must match the accelerator cavity precisely at 805 Megahertz. In collaboration with Stellant Systems, researchers are prototyping advanced magnetrons that can be combined to reach the necessary high-power thresholds with maximum efficiency. The NEWTON program aims to enable the recycling of the entire US commercial nuclear fuel stockpile within the next 30 years.

One developer tells MIT Technology Review that AI tools weaken the coding instincts he used to have. And beyond that, "It's just not fun sitting there with my work being done for me."

But is AI making coders faster? "After speaking to more than 30 developers, technology executives, analysts, and researchers, MIT Technology Review found that the picture is not as straightforward as it might seem..." For some developers on the front lines, initial enthusiasm is waning as they bump up against the technology's limitations. And as a growing body of research suggests that the claimed productivity gains may be illusory, some are questioning whether the emperor is wearing any clothes.... Data from the developer analytics firm GitClear shows that most engineers are producing roughly 10% more durable code — code that isn't deleted or rewritten within weeks — since 2022, likely thanks to AI. But that gain has come with sharp declines in several measures of code quality. Stack Overflow's survey also found trust and positive sentiment toward AI tools falling significantly for the first time. And most provocatively, a July study by the nonprofit research organization Model Evaluation & Threat Research (METR) showed that while experienced developers believed AI made them 20% faster, objective tests showed they were actually 19% slower...

Developers interviewed by MIT Technology Review generally agree on where AI tools excel: producing "boilerplate code" (reusable chunks of code repeated in multiple places with little modification), writing tests, fixing bugs, and explaining unfamiliar code to new developers. Several noted that AI helps overcome the "blank page problem" by offering an imperfect first stab to get a developer's creative juices flowing. It can also let nontechnical colleagues quickly prototype software features, easing the load on already overworked engineers. These tasks can be tedious, and developers are typically glad to hand them off. But they represent only a small part of an experienced engineer's workload. For the more complex problems where engineers really earn their bread, many developers told MIT Technology Review, the tools face significant hurdles...

The models also just get things wrong. Like all LLMs, coding models are prone to "hallucinating" — it's an issue built into how they work. But because the code they output looks so polished, errors can be difficult to detect, says James Liu, director of software engineering at the advertising technology company Mediaocean. Put all these flaws together, and using these tools can feel a lot like pulling a lever on a one-armed bandit. "Some projects you get a 20x improvement in terms of speed or efficiency," says Liu. "On other things, it just falls flat on its face, and you spend all this time trying to coax it into granting you the wish that you wanted and it's just not going to..." There are also more specific security concerns, she says. Researchers have discovered a worrying class of hallucinations where models reference nonexistent software packages in their code. Attackers can exploit this by creating packages with those names that harbor vulnerabilities, which the model or developer may then unwittingly incorporate into software.
Other key points from the article:

• LLMs can only hold limited amounts of information in context windows, so "they struggle to parse large code bases and are prone to forgetting what they're doing on longer tasks."

• "While an LLM-generated response to a problem may work in isolation, software is made up of hundreds of interconnected modules. If these aren't built with consideration for other parts of the software, it can quickly lead to a tangled, inconsistent code base that's hard for humans to parse and, more important, to maintain."

• "Accumulating technical debt is inevitable in most projects, but AI tools make it much easier for time-pressured engineers to cut corners, says GitClear's Harding. And GitClear's data suggests this is happening at scale..."

• "As models improve, the code they produce is becoming increasingly verbose and complex, says Tariq Shaukat, CEO of Sonar, which makes tools for checking code quality. This is driving down the number of obvious bugs and security vulnerabilities, he says, but at the cost of increasing the number of 'code smells' — harder-to-pinpoint flaws that lead to maintenance problems and technical debt."

Yet the article cites a recent Stanford University study that found employment among software developers aged 22 to 25 dropped nearly 20% between 2022 and 2025, "coinciding with the rise of AI-powered coding tools."

The story is part of MIT Technology Review's new Hype Correction series of articles about AI.

Two of the world's biggest data center developers have projects in Nvidia's hometown that may sit empty for years because the local utility isn't ready to supply electricity. From a report: In Santa Clara, California, where the world's biggest supplier of artificial-intelligence chips is based, Digital Realty Trust applied in 2019 to build a data center. Roughly six years later, the development remains an empty shell awaiting full energization. Stack Infrastructure, which was acquired earlier this year by Blue Owl Capital, has a nearby 48-megawatt project that's also vacant, while the city-owned utility, Silicon Valley Power, struggles to upgrade its capacity.

The fate of the two facilities highlights a major challenge for the US tech sector and indeed the wider economy. While demand for data centers has never been greater, driven by the boom in cloud computing and AI, access to electricity is emerging as the biggest constraint. That's largely because of aging power infrastructure, a slow build-out of new transmission lines and a variety of regulatory and permitting hurdles. And the pressure on power systems is only going to increase. Electricity requirements from AI computing will likely more than double in the US alone by 2035, based on BloombergNEF projections. Nvidia's Jensen Huang and OpenAI's Sam Altman are among corporate leaders that have predicted trillions of dollars will pour into building new AI infrastructure.

Apple's effort to reinvent the iPad by adding a giant foldable screen has hit development hurdles, potentially delaying the planned launch. Bloomberg: The company has been working on the device -- projected to cost around $3,000 -- for several years and had most recently aimed for a 2028 release. But engineering challenges tied to weight, features and display technology have pushed its potential debut to 2029 or later, according to people familiar with the matter.

Apple is working with Samsung Display Co. to develop the roughly 18-inch panel for the device, said the people, who asked not to be identified because the work isn't public. The screen minimizes the crease seen on foldable displays, matching an approach that Apple is also using with its upcoming foldable iPhone. The iPad project is part of a broader push to bring more innovative devices to market. Apple just introduced its first new iPhone design in years -- the ultrathin $999 Air model -- and is working on everything from smart glasses to a tabletop robot device.

An anonymous reader quotes a report from Politico: In roughly six weeks, three California Democrats, a labor head and two ride-hailing leaders managed to pull off what would have been unthinkable just one year prior: striking a deal between labor unions and their longtime foes, tech giants Uber and Lyft. California lawmakers announced the agreement in late August, paving a path for ride-hailing drivers to unionize as labor wanted, in exchange for the state drastically reducing expensive insurance coverage mandates protested by the companies. It earned rare public support from Gov. Gavin Newsom and received final approval from state lawmakers this week.

The swift speed of the negotiating underscores what was at risk: the prospect of yet another nine-figure ballot measure campaign or lengthy court battle between two deeply entrenched sides, according to interviews with five people involved in the talks. Their accounts shed new light on how the deal came together: how the talks started, who was in the room, and the lengths they went to in order to turn around such a quick proposal -- from taking video meetings while recovering from surgery to the unexpected aid of one lawmaker's newborn baby.

"This was really quite fast," said Ramona Prieto, Uber's chief policy expert in Sacramento. "It wasn't like this was months of negotiating." The landmark proposal is only the second time a state has reached such a framework for Uber and Lyft drivers, after Massachusetts did so in 2024. And unlike Massachusetts, it came together without reverting to a ballot fight. California already saw its most expensive ballot measure effort to date in 2020, when Uber and Lyft spent more than $200 million backing an initiative to bar app-based workers from being classified as traditional employees, known as Proposition 22. Its passage sparked a legal challenge from labor leaders that wasn't resolved until July 2024, when California's Supreme Court affirmed the ballot measure's constitutionality. [...]

But the compromise still faces hurdles ahead. A recent lawsuit has raised fresh scrutiny of how the deal came together and what truly motivated it. Further criticism from those left out of the negotiating room is putting dealmakers on the defense as they try to sell it more widely. Plus, the final deal isn't what some labor leaders hoped when they first set out to strengthen drivers' rights in 2019. [...] And while the deal allows gig workers to unionize, that doesn't guarantee the necessary 10 percent of the state's 800,000 ride-hailing drivers actually will. Many who drive for Uber and Lyft do so part-time, and labor leaders acknowledge the challenge of organizing a disparate population that doesn't have a space to meet one another.

"Engineers from Ohio State University are developing a new way to power rocket engines," reports Gizmodo, "using liquid uranium for a faster, more efficient form of nuclear propulsion that could deliver round trips to Mars within a single year..." Nuclear propulsion uses a nuclear reactor to heat a liquid propellant to extremely high temperatures, turning it into a gas that's expelled through a nozzle and used to generate thrust. The newly developed engine concept, called the centrifugal nuclear thermal rocket (CNTR), uses liquid uranium to heat rocket propellant directly. In doing so, the engine promises more efficiency than traditional chemical rockets, as well as other nuclear propulsion engines, according to new research published in Acta Astronautica...

Traditional chemical engines produce about 450 seconds of thrust from a given amount of propellant, a measure known as specific impulse. Nuclear propulsion engines can reach around 900 seconds, with the CNTR possibly pushing that number even higher. "You could have a safe one-way trip to Mars in six months, for example, as opposed to doing the same mission in a year," Spencer Christian, a PhD student at Ohio State and leader of CNTR's prototype construction, said in a statement.

CNTR promises faster routes, but it could also use different types of propellant, like ammonia, methane, hydrazine, or propane, that can be found in asteroids or other objects in space.
"Some potential hurdles include ensuring that the methods used for startup, operation and shutdown avoid instabilities," according to the researchers' announcement, as well as "envisioning ways to minimize the loss of uranium fuel and accommodate potential engine failures."

But "This team's CNTR concept is expected to reach design readiness within the next five years..."

Microsoft and OpenAI have signed a non-binding deal to restructure their partnership, paving the way for OpenAI to shift into a conventional for-profit model and potentially go public. Reuters reports: Details on the new commercial arrangements were not disclosed, but the companies said they were working to finalize terms of a definitive agreement. [...] Microsoft invested $1 billion in OpenAI in 2019 and another $10 billion at the beginning of 2023. Under their previous agreement, Microsoft had exclusive rights to sell OpenAI's software tools through its Azure cloud computing platform and had preferred access to the startup's technology.

Microsoft was once designated as OpenAI's sole compute provider, though it lessened its grip this year to allow OpenAI to pursue its own data center project, Stargate, including signing $300 billion worth of long-term contracts with Oracle, as well as another cloud deal with Google. As OpenAI's revenue grows into the billions, it is seeking a more conventional corporate structure and partnerships with additional cloud providers to expand sales and secure the computing capacity needed to meet demand. Microsoft, meanwhile, wants continued access to OpenAI's technology even if OpenAI declares its models have reached humanlike intelligence - a milestone that would end the current partnership under existing terms.

OpenAI said under current terms, its nonprofit arm will receive more than $100 billion -- about 20% of the $500 billion valuation it is seeking in private markets -- making it one of the most well-funded nonprofits, according to a memo from Bret Taylor, chairman of OpenAI's current nonprofit board. The companies did not disclose how much of OpenAI Microsoft will own, nor whether Microsoft will retain exclusive access to OpenAI's latest models and technology. Regulatory hurdles remain for OpenAI, as attorneys general in California and Delaware need to approve OpenAI's new structure. The company hopes to complete the conversion by year's end, or risk losing billions in funding tied to that timeline.

Stellantis has put its fully developed Level 3 driver-assistance system on hold due to high costs, technical hurdles, and weak consumer demand. Reuters reports: As recently as February, Stellantis said its in-house system, which is part of the AutoDrive program, was ready for deployment and a key pillar of its strategy. The company said the system, which enables drivers to have their hands off the wheel and eyes off the road under certain conditions, would allow them to temporarily watch movies, catch up on emails, or read books. That Level 3 software was never launched, the company confirmed to Reuters. But it stopped short of saying that the program was canceled.

"What was unveiled in February 2025 was L3 technology for which there is currently limited market demand, so this has not been launched, but the technology is available and ready to be deployed," a Stellantis spokesperson said. The three sources, however, said that the program was put on ice and is not expected to be deployed. When asked how much time and money was lost on the initiative, Stellantis declined to say, responding that the work done on AutoDrive will help support its future versions. [...] Stellantis said it is leaning on aiMotive, a tech startup it acquired in 2022, to deliver the next generation of the AutoDrive program. Stellantis declined to say when that program would be ready for market or if it would include Level 3 capability.

An anonymous reader quotes a report from Ars Technica: Time and again, surveys and studies show that fears and concerns about charging are the main barriers standing in the way of someone switching from gas to EV. A new market research study by Telemetry Vice President Sam Abuelsamid confirms this, as it analyzes the charging infrastructure needs over the next decade. And one of the biggest hurdles -- one that has gone mostly unmentioned across the decade-plus we've been covering this topic -- is all the junk clogging up Americans' garages. lThat's because, while DC fast-charging garners all the headlines and much of the funding, the overwhelming majority of EV charging is AC charging, usually at home -- 80 percent of it, in fact. People who own and live in a single family home are overrepresented among EV owners, and data (PDF) from the National Renewable Energy Laboratory from a few years ago found that 42 percent of homeowners park near an electrical outlet capable of level 2 (240 V) AC charging.

But that could grow by more than half (to 68 percent of homeowners) if those homeowners changed their parking behavior, "most likely by clearing a space in their garage," the report finds. "90 percent of all houses can add a 240 V outlet near where cars could be parked," said Abuelsamid. "Parking behavior, namely whether homeowners use a private garage for parking or storage, will likely become a key factor in EV adoption. Today, garage-use intent is potentially a greater factor for in-house charging ability than the house's capacity to add 240 V outlets." Creating garage space would increase the number of homes capable of EV charging from 31 million to more than 50 million. And when we include houses where the owner thinks it's feasible to add wiring, that grows to more than 72 million homes. And that's far more than Telemetry's most optimistic estimate of U.S. EV penetration for 2035, which ranges from 33 million to 57 million EVs on the road 10 years from now.

An anonymous reader quotes a report from Reuters: Figma is targeting a fully-diluted valuation of up to $16.4 billion in its initial public offering, as the cloud-based design software firm prepares for a debut on the NYSE that could inject fresh momentum into a resurgent market for tech listings. The San Francisco-based company, along with some investors, is eyeing proceeds of up to $1.03 billion by selling nearly 37 million shares priced between $25 and $28 each, it said on Monday. The listing could be a major milestone for Figma, coming more than a year after its $20 billion sale to Adobe failed due to regulatory hurdles in Europe and the UK. Figma's IPO is expected to occur the week of July 28th, offering shares priced between $25 and $28. It'll trade under the symbol "FIG".

Waymo plans to relaunch its robotaxi service in New York City, starting with safety driver testing while lobbying to change state law to eventually allow fully autonomous vehicles without human operators. The company has applied for a permit and will begin mapping in Manhattan, though legislative hurdles and skepticism from lawmakers remain. The Verge reports: A bill was introduced in the New York State Legislature earlier this year that would permit autonomous vehicles without safety drivers "provided that the automated driving system is engaged and the vehicle meets certain conditions." The bill is currently under consideration by the state Senate's transportation committee.

New York City also has some of the most dangerous, congested, and poorly managed streets in the world. They are also full of construction workers, pedestrians, bicyclists, and double- and sometimes even triple-parked cars. In theory, this would make it very difficult for an autonomous vehicle to navigate, given that AVs typically rely on good weather, clear signage, and less aggressive driving from other road users for safe operation. And it's not clear that the state will amend its laws to allow for fully driverless vehicles, with some lawmakers expressing reservations. "This kind of testing hasn't even been completed in other parts of the country," state Senator John Liu told Daily News last year after the city announced its new permitting process. "It would behoove New York City to wait to see some of those other results of driverless technology in less dense urban settings. This is an example of something where New York City does not have to be first."

An anonymous reader shared this report from Ars Technica: Nextcloud, a host-your-own cloud platform that wants to help you "regain control over your data," has had to tell its Android-using customers for months now that they cannot upload files from their phone to their own servers. Months of emails and explanations to Google's Play Store representatives have yielded no changes, Nextcloud .

That blog post — and media coverage of it — seem to have moved the needle. In an update to the post, Nextcloud wrote that as of May 15, Google has offered to restore full file access permissions. "We are preparing a test release first (expected tonight) and a final update with all functionality restored. If no issues occur, the update will hopefully be out early next week," the Nextcloud team wrote....

[Nextcloud] told The Register that it had more than 800,000 Android users. The company's blog post goes further than pinpointing technical and support hurdles. "It is a clear example of Big Tech gatekeeping smaller software vendors, making the products of their competitors worse or unable to provide the same services as the giants themselves sell," Nextcloud's post states. "Big Tech is scared that small players like Nextcloud will disrupt them, like they once disrupted other companies. So they try to shut the door." Nextcloud is one of the leaders of an antitrust-minded movement against Microsoft's various integrated apps and services, having filed a complaint against the firm in 2021.

"Shares of Ubisoft sank 18% on Thursday," reports CNBC, "after the French video game firm reported full-year earnings that disappointed investors... The company's shares have lost almost 60% of their value in the past 12 months, as the firm faced financial struggles, development hurdles, and underperformance of some of its key titles."

Ubisoft said its latest Assassin's Creed game "delivered the second-highest Day 1 sales revenue in franchise history and set a new record for Ubisoft's Day 1 performance on the PlayStation digital store," according to Reuters. And AFP notes that according to data from consultancy Circana, that game become the second-best-selling game of the year so far in the U.S. But... [A] string of disappointing releases undermined this year's performance, with a net loss of 159 million euros ($178 million) on revenues of 1.9 billion — down 17.5 percent year-on-year. Over the past 12 months, Ubisoft's would-be blockbuster "Star Wars Outlaws" fell short of sales expectations on release, while it cancelled multiplayer first-person shooter "XDefiant" for lack of players. "This year has been a challenging one for Ubisoft, with mixed dynamics across our portfolio, amid intense industry competition," chief executive Yves Guillemot said in a statement. But a string of disappointing releases undermined this year's performance, with a net loss of 159 million euros ($178 million) on revenues of 1.9 billion — down 17.5 percent year-on-year.

The group expects the measure to hold steady in the coming 2025-26 financial year, during which it will release a new "Prince of Persia" game, strategy title "Anno 117: Pax Romana" and mobile versions of shooters "Rainbow Six" and "The Division"... Moving to address its business woes, Ubisoft said in late March that it would create a new subsidiary to manage its three top franchises: "Assassin's Creed", "Far Cry" and "Rainbow Six".
"Since January, the shares have lost more than 12 percent, touching their lowest price in over a decade in April."