"One of VMware's biggest competitors, Nutanix, claims to have swiped tens of thousands of VMware customers," reports Ars Technica. They said higher prices, forced bundling, licensing changes, and more strained partner relationships have frustrated customers and driven them away from the leading virtualization firm. From the report: Speaking at a press briefing at Nutanix's .NEXT conference in Chicago this week, Nutanix CEO Rajiv Ramaswami said that "about 30,000 customers" have migrated from VMware to the rival platform, pointing to customer disapproval over Broadcom's VMware strategy, SDxCentral, a London-based IT publication, reported today. "I think there's no doubt that the customer sentiment continues to be negative about Broadcom," Ramaswami said, per SDxCentral.

Nutanix hasn't specified how many of the customers that it got from VMware are SMBs or enterprise-sized; although, adoption is said to be strongest among mid-market customers as Nutanix also tries wooing larger customers, often by starting with partial deployments. During this week's press briefing, Ramaswami reportedly said that some of the customers that moved from VMware to Nutanix during the latter's most recent fiscal quarter represented Nutanix's "strongest quarterly new logo additions in eight years." "Most of the logos came from our typical VMware migrations on to the [hyperconverged infrastructure] platform," he said.

During the Nutanix conference, Brandon Shaw, Nutanix VP and head of technology services, said that Western Union has been migrating from VMware to Nutanix for six months, The Register reported. The financial services company is moving 900 to 1,200 applications across 3,900 cores. Shaw said that Western Union has been exploring new IT suppliers to help it become more customer-focused. Despite Broadcom's history of "decent lines of communication" with Western Union, Shaw said that Western Union had "challenges partnering with them."

Shaw also pointed to Broadcom's efforts to push customers to buy the VMware Cloud Foundation (VCF), despite the product often having more features than companies need and at high prices. Since moving to Nutanix, the Denver-headquartered financial firm is also benefiting from having more flexibility around workload locations, which is important since Western Union is in over 200 countries, The Register said.

Apple's 50th anniversary is this week — and Fast Company's Harry McCracken just published an 11,000-word oral history with some fun stories from Apple's earliest days and the long and winding road to its very first home computers: Steve Wozniak, cofounder, Apple: I told my dad when I was in high school, "I'm going to own a computer someday." My dad said, "It costs as much as a house." And I sat there at the table — I remember right where we were sitting — and I said, "I'll live in an apartment." I was going to have a computer if it was ever possible. I didn't need a house.
Woz even remembers trying to build a home computer early on with a teenaged Steve Jobs and Bill Fernandez from rejected parts procured from local electronics companies. Woz designed it — "not from anybody else's design or from a manual. And Fernandez was one of those kids that could use a soldering iron." Bill Fernandez: The computer was very basic. It was working, and we were starting to talk about how we could hook a teletype up to it. Mrs. Wozniak called a reporter from the San Jose Mercury, and he came over with a photographer. We set up the computer on the floor of Steve Wozniak's bedroom.

Well, the core integrated circuit that ran the power supply that I built was an old reject part. We turned on the computer, and the power supply smoked and burnt out the circuitry. So we didn't get our photos in the paper with an article about the boy geniuses.
But within a few years Jobs and Wozniak both wound up with jobs at local tech companies. Atari cofounder Nolan Bushnell remembers that Steve Jobs "wasn't a good engineer, but he was a great technician. He was pristine in his ability to solder, which was actually important in those days." Meanwhile Allen Baum had shared Wozniak's high school interest in computers, and later got Woz a job working at Hewlett-Packard — where employees were allowed to use stockroom parts for private projects. ("When he needed some parts, even if we didn't have them, I could order them.") Baum helped with the Apple I and II, and joined Apple a decade later.

Wozniak remembers being inspired to build that first Apple I by the local Homebrew Computing Club, people "talking about great things that would happen to society, that we would be able to communicate like we never did [before] and educate in new ways. And being a geek would be important and have value." And once he'd built his first computer, "I wanted these people to help create the revolution. And so I passed out my designs with no copyright notices — public domain, open source, everything. A couple of other people in the club did build it."

But Woz and Jobs had even tried pitching the computer as a Hewlett-Packard product, Woz remembers: Steve Wozniak: I showed them what it would cost and how it would work and what it could do with my little demos. They had all the engineering people and the marketing people, and they turned me down. That was the first of five turndowns from Hewlett-Packard. Steve Jobs and I had to go into business on our own.
In the end, Randy Wigginton, Apple employee No. 6 remembers witnessing Jobs, Wozniak, and Ronald Wayne the signing of Apple's founding contract, "which is pretty funny, because I was 15 at the time." And it was Allen Baum's father who gave Wozniak and Jobs the bridge loan to buy the parts they'd need for their first 500 computers.

After all the memories, the article concludes that "Trying to connect every dot between Apple, the tiny, dirt-poor 1970s startup, and Apple, the $3.7 trillion 21st-century global colossus, is impossible." But this much is clear: The company has always been at its best when its original quirky humanity and willingness to be an outlier shine through.

Mark Johnson, Apple employee No. 13: I was in Cupertino just yesterday. It's totally different. They own Cupertino now.

Jonathan Rotenberg, who cofounded the Boston Computer Society in 1977 at age 13: People want to hate Apple, because it is big and powerful. But Apple has an underlying moral purpose that is immensely deep and expansive...

Mike Markkula, the early retiree from Intel whose guidance and money turned the garage startup into a company: The culture mattered. People were there for the right reasons — to build something transformative — not just to make money. That alignment produced extraordinary results...

Steve Wozniak: Everything you do in life should have some element of joy in it. Even your work should have an element of joy... When you're about to die, you have certain memories. And for me, it's not going to be Apple going public or Apple being huge and all that. It's really going to be stories from the period when humble people spotted something that was interesting and followed it

I'll be thinking of that when I die, along with a lot of pranks I played. The important things.

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.

Apple has discontinued the Mac Pro and says it has no plans for future models. "The 'buy' page on Apple's website for the Mac Pro now redirects to the Mac's homepage, where all references have been removed," reports 9to5Mac. From the report: The Mac Pro has lived many lives over the years. Apple released the current Mac Pro industrial design in 2019 alongside the Pro Display XDR (which was also discontinued earlier this month). That version of the Mac Pro was powered by Intel, and Apple refreshed it with the M2 Ultra chip in June 2023. It has gone without an update since then, languishing at its $6,999 price point even as Apple debuted the M3 Ultra chip in the Mac Studio last year.

Many U.S. consumers are increasingly interested in lower-cost Chinese electric vehicles but steep tariffs and political resistance are keeping them out of the market. A recent survey from Cox Automotive found that 40% of respondents support allowing Chinese auto brands into the U.S. market. Reuters reports: While Chinese autos hit the highways of Europe, Latin America and even Canada, the U.S. government has effectively banned the cars with tariffs exceeding 100%, out of concerns over data security and protecting American jobs. In places like Europe, a number of Chinese EVs sell at prices under $30,000. Some of those cars include amenities like advanced driving assistance software, a built-in mini fridge, and the option to sing karaoke with your fellow passengers. "The technology they offer for those lower price tags was astounding," said Clint Simone, senior features editor for car-shopping website Edmunds, who drove several Chinese vehicles while at the CES trade show earlier this year. [...]

Consumers have some concerns over allowing Chinese car imports, though, including over data security and protecting U.S. businesses, survey results from The Harris Poll as well as Cox show. Rhett Ricart, an Ohio car dealer who sells several brands, including Ford, Chevrolet and Hyundai, said he has no doubt customers would snap up Chinese models if they became available. He and other dealers don't want that to happen yet, according to a recent Cox Automotive survey, which found that just 15% of dealers supported the entry of Chinese auto brands into the U.S., and just 26% trust that they would comply with U.S. safety standards.

Not meeting U.S. safety standards is one reason Chinese EVs cannot yet be owned permanently in the U.S. But those obstacles haven't quieted the buzz. The Cox survey polled 802 U.S. consumers who expect to buy a car in the next two years. Nearly half -- 49% -- rated Chinese cars as having very good or excellent value, and 40% say they support the idea of Chinese auto brands in the U.S. market. Rich Benoit, a car enthusiast whose YouTube videos reviewing Chinese models garner millions of views, said the most compelling feature is the price. "That's what a lot of people are looking for: efficient, quiet and low cost," he said. "They want to 'get to work-- not everyone is a car enthusiast." He's considering buying a BYD model in Mexico and driving it across the border. "That's the only way to get one," Benoit said. "They've been selling in Mexico for years... "I want to own a Chinese EV in America."

AI infrastructure company Nebius signed a deal to provide up to $27 billion in AI computing capacity to Meta over the next five years, including a guaranteed $12 billion purchase by 2027. Reuters reports: Under the agreement, Meta will also buy an additional $15 billion worth of capacity planned by Nebius over the coming five years if it is not sold to other customers, giving the contract a total value of up to $27 billion, Nebius said. The deal is the latest example of U.S. tech giants' efforts to supplement their own AI data-centre build-outs by locking in scarce GPU and power capacity from "neocloud" providers like Nebius. Nebius CEO Arkady Volozh said the latest Meta deal would help "accelerate the build-out and growth of our core AI cloud business." Further reading: Data Centers Overtake Offices In US Construction-Spending Shift

Former Humble Games executives have reacquired the publisher's catalog of more than 50 indie titles from Ziff Davis and relaunched their company as Balor Games. "For the developers we have worked with over the years, this moment is a reunion," Balor Games CEO Alan Patmore wrote in a statement. "[It has] the same leadership and the same commitment to thoughtful publishing remain in place. What changes is our scale and our focus. Balor Games is built for inventors and backed by believers. To that end, it exists to be a seal of quality for independent games." Engadget reports: The Humble Games lineup includes (among others) Slay the Spire, A Hat in Time, SIGNALIS, Forager, Coral Island, Monaco and Wizard of Legend. Separate from the Humble transaction, Balor also bought the complete catalog of Firestoke Games (which shut down last August) and publishing rights to Fights in Tight Spaces. In total, the young studio now owns the publishing rights to over 60 indie titles. Humble Games is separate from the Humble Bundle storefront. The latter is still owned by Ziff Davis.

The pair view the newly anointed Balor as a developer-friendly publishing house. As for its name, Balor is a supernatural being in Irish mythology. It's sometimes depicted as having three eyes. Triple-eye, triple-I... Clever devils! The triple-I moniker is a more recent addition to the gaming lexicon. It typically means something defined by indie creativity and passion -- with a budget far less than AAA but more than a tiny two-person passion project. (Balor says it's about "high-quality, impactful games.") You wouldn't be blamed for wondering how that's different from AA. But the slant here is to define the genre less by budget and more by "indie" intangibles. You can learn more about the company's vision in an interview with GamesIndustry.biz.

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.

If U.S. automakers turn their backs on electric vehicles, "their sales outside the U.S. will shrivel," warns Bloomberg. [Alternate URL.] They're already falling behind on the technology, relying on a 100% U.S. tariff on Chinese EVs to keep surging rivals like BYD Co. at bay.... While the American automakers "mostly understand the challenge in front of them, they don't have full plans" to confront it [said Mark Wakefield, head of the global automotive practice at consultant AlixPartners]...

"Now is a great time for the V-8 engine," said Ryan Shaughnessy, the Mustang's brand manager. "We've done extensive customer research in multiple cities, looking at a variety of powertrains, and the V-8 is always the number-one choice." It isn't just customers. U.S. automakers have long been run by "car guys:" enthusiasts who live for the bone-shaking rumble of a big engine. For them, quiet and smooth EVs — even the absurdly fast ones — can't satisfy that craving. They're convinced many American car buyers share the same enthusiasm for what Shaughnessy described as "the sound and roar of the V-8."

Wall Street couldn't be happier with the new direction... Ford's fortunes are also on the rise, as it's predicting operating profits could grow by as much as 47% this year to $10 billion. Ford's stock has risen nearly 50% over the last 12 months. Under the previous environmental rules, automakers effectively had to sell zero-emission vehicles in growing numbers to offset their gas-guzzlers. When they fell short, they had to buy regulatory credits from EV companies such as Tesla Inc. or face penalties. GM spent $3.5 billion on credits from 2022 to the middle of 2025. Now, according to JPMorgan Chase & Co. analyst Ryan Brinkman, GM and Ford each have "billion dollar tailwinds"...

[T]he hangover from all that new horsepower could leave US automakers lagging their Chinese rivals who already build the world's most advanced — and lowest priced — electric cars. Indeed, there is much talk in Detroit about the competitive tsunami that will be unleashed on American automakers once Chinese car companies find a way to break through trade barriers now protecting the US market. [Ford Chief Executive Officer Jim] Farley even calls it an "existential threat"... "They're going to build as many V-8 engines and big trucks as they can get out the factory doors," said Sam Fiorani, vice president of vehicle forecasting for consultant Auto Forecast Solutions. "And as the rest of the world develops modern drivetrains, newer batteries and better electric vehicles, GM and Ford in particular are going to find themselves falling even further behind."
The article notes GM "continues to develop battery-powered vehicles, and CEO Mary Barra said the automaker would begin offering a 'handful' of hybrids soon," while Ford and Stellantis "have plans to launch extended-range electric vehicles, or EREVs, a new kind of plug-in hybrid with an internal combustion engine that recharges the battery as the vehicle drives down the road." But while automakers may be investing in future EV vehicles, they're also "leaning into the lucre that comes from selling millions of fossil-fuel vehicles in a rare moment of loosened regulation."

In a 9,000-word expose, a writer for Harper's visited San Francisco's young entrepreneurs in September to mockingly profile "tech's new generation and the end of thinking."

There's Cluely founder Roy Lee. ("His grand contribution to the world was a piece of software that told people what to do.") And the Rationalist movement's Scott Alexander, who "would probably have a very easy time starting a suicide cult..." Alexander's relationship with the AI industry is a strange one. "In theory, we think they're potentially destroying the world and are evil and we hate them," he told me. In practice, though, the entire industry is essentially an outgrowth of his blog's comment section... "Many of them were specifically thinking, I don't trust anybody else with superintelligence, so I'm going to create it and do it well." Somehow, a movement that believes AI is incredibly dangerous and needs to be pursued carefully ended up generating a breakneck artificial arms race.
There's a fascinating story about teenaged founder Eric Zhu (who only recently turned 18): Clients wanted to take calls during work hours, so he would speak to them from his school bathroom. "I convinced my counselor that I had prostate issues... I would buy hall passes from drug dealers to get out of class, to have business meetings." Soon he was taking Zoom calls with a U.S. senator to discuss tech regulation... Next, he built his own venture-capital fund, managing $20 million. At one point cops raided the bathroom looking for drug dealers while Eric was busy talking with an investor. Eventually, the school got sick of Eric's misuse of the facilities and kicked him out. He moved to San Francisco.

Eric made all of this sound incredibly easy. You hang out in some Discord servers, make a few connections with the right people; next thing you know, you're a millionaire... Eric didn't think there was anything particularly special about himself. Why did he, unlike any of his classmates, start a $20 million VC fund? "I think I was just bored. Honestly, I was really bored." Did he think anyone could do what he did? "Yeah, I think anyone genuinely can."
The article concludes Silicon Valley's investors are rewarding young people with "agency". Although "As far as I could tell, being a highly agentic individual had less to do with actually doing things and more to do with constantly chasing attention online." Like X.com user Donald Boat, who successfully baited Sam Altman into buying him a gaming PC in "a brutally simplified miniature of the entire VC economy." (After which "People were giving him stuff for no reason except that Altman had already done it, and they didn't want to be left out of the trend.") Shortly before I arrived at the Cheesecake Factory, [Donald Boat] texted to let me know that he'd been drinking all day, so when I met him I thought he was irretrievably wasted. In fact, it turned out, he was just like that all the time... He seemed to have a constant roster of projects on the go. He'd sent me occasional photos of his exploits. He went down to L.A. to see Oasis and ended up in a poker game with a group of weapons manufacturers. "I made a bunch of jokes about sending all their poker money to China," he said, "and they were not pleased...."

"I don't use that computer and I think video games are a waste of time. I spent all the money I made from going viral on Oasis tickets." As far as he was concerned, the fact that tech people were tripping over themselves to take part in his stunt just confirmed his generally low impression of them. "They have too much money and nothing going on..." Ever since his big viral moment, he'd been suddenly inundated with messages from startup drones who'd decided that his clout might be useful to them. One had offered to fly him out to the French Riviera.
The author's conclusion? "It did not seem like a good idea to me that some of the richest people in the world were no longer rewarding people for having any particular skills, but simply for having agency."

An anonymous reader quotes a report from the Guardian: When two men knocked on Ida Huddleston's door last May, they carried a contract worth more than $33m in exchange for the Kentucky farm that had fed her family for centuries. According to Huddleston, the men's client, an unnamed "Fortune 100 company," sought her 650 acres (260 hectares) in Mason county for an unspecified industrial development. Finding out any more would require signing a non-disclosure agreement. More than a dozen of her neighbors received the same knock. Searching public records for answers, they discovered that a new customer (PDF) had applied for a 2.2 gigawatt project from the local power plant, nearly double its annual generation capacity. The unknown company was building a datacenter. "You don't have enough to buy me out. I'm not for sale. Leave me alone, I'm satisfied," Huddleston, 82, later told the men.

As tech companies race to build the massive datacenters needed to power artificial intelligence across the US and the world, bids like the one for Huddleston's land are appearing on rural doorsteps nationwide. Globally, 40,000 acres of powered land – real estate prepped for datacenter development -- are projected to be needed for new projects over the next five years, double the amount currently in use. Yet despite sums that often dwarf the land's recent value, farmers are increasingly shutting the door. At least five of Huddleston's neighbors gave similar categorical rejections, including one who was told he could name any price.

In Pennsylvania, a farmer rejected $15m in January for land he'd worked for 50 years. A Wisconsin farmer turned down $80m the same month. Other landowners have declined offers exceeding $120,000 per acre -- prices unimaginable just a few years ago. The rebuffs are a jarring reminder of AI's physical bounds, and limits of the dollars behind the technology. [...] As AI promises to transcend corporeal fallibility, these standoffs reveal its very physical constraints -- and Wall Street's miscalculation of what some people value most. In the rolling hills of Mason county and farmland across America, that gap is measured not in dollars but in something harder to price: identity.

This week Raspberry Pi saw its stock price surge more than 60% above its early-February low (before giving up some gains at the end of the week). Reuters notes the rise started when CEO Eben Upton bought 13,224 pounds worth of shares — but there could be another reason. "The rally in the roughly $800 million company has materialised alongside social-media buzz that demand for its single-board computers could pick up as people buy them to run AI agents such as OpenClaw."

The Register explains: The catalyst appears to have been the sudden realization by one X user, "aleabitoreddit," that the agentic AI hand grenade known as OpenClaw could drive demand for Raspberry Pis the way it had for Apple Mac Minis. The viral AI personal assistant, formerly known as Clawdbot and Moltbot, has dominated the feeds of AI boosters over the past few weeks for its ability to perform everyday tasks like sending emails, managing calendars, booking appointments, and complaining about their meatbag masters on the purportedly all-agent forum known as MoltBook... In case it needs to be said, no one should be running this thing on their personal devices lest the agent accidentally leak your most personal and sensitive secrets to the web... In this context, a cheap low-power device like a Raspberry Pi makes a certain kind of sense as a safer, saner way to poke the robo-lobster...
The Register argues Raspberry Pis aren't as cheap as they used to be "thanks in part to the global memory crunch. Today, a top-specced Raspberry Pi 5 with 16GB of memory will set you back more than $200, up from $120 a year ago."

"You know what's cheaper, easier, and more secure than letting OpenClaw loose on your local area network? A virtual private cloud..."

Xbox chief and Microsoft Gaming CEO Phil Spencer is leaving Microsoft after nearly 40 years at the company. "Meanwhile, Xbox President Sarah Bond, "long thought by many both inside and outside of Microsoft to be Spencer's heir apparent, has resigned," reports IGN. From the report: The new CEO of Microsoft Gaming will be Asha Sharma, currently the President of Microsoft's CoreAI product. Finally, Xbox Game Studios head Matt Booty is being promoted to Chief Content Officer and will work closely with Sharma. "I want to thank Phil for his extraordinary leadership and partnership," Microsoft CEO Satya Nadella said in an email sent to Microsoft staff. "Over 38 years at Microsoft, including 12 years leading Gaming, Phil helped transform what we do and how we do it." [...]

Spencer was named Head of Xbox in March of 2014, when he was tasked with righting a ship that had made a number of product choices and policy decisions that rubbed core gamers the wrong way in the run-up to the launch of the Xbox One in Fall 2013. Long hailed by gamers as being one of their own, Spencer could frequently be found on Xbox Live, playing games regularly with fellow Xbox gamers and racking up a healthy Gamerscore. His first major move when put in charge was decoupling the Kinect 2.0 peripheral from the Xbox One package, thus immediately reducing the new console's price by $100 to $399, matching the day-one price of Sony's PlayStation 4. He spearheaded the much-heralded backwards compatibility movement within Xbox, the Xbox Game Pass service was born under his watch, and accessibility made major advances during his tenure in both hardware and software. Xbox Play Anywhere, which sought to let gamers play their Xbox games on any device, be it a PC, console, or handheld, isn't new but has been a big recent focal point.

Spencer's time running Xbox will perhaps be most remembered for Microsoft's $69 billion acquisition of Activision-Blizzard-King in 2022, which took almost two years to achieve regulatory approval from various agencies around the world. But Spencer began trying to solve for Xbox's dearth of first-party games in 2018, when the first wave of studio acquisitions occurred. Prior to the Activision deal, Spencer's biggest move came with the $7.5 billion acquisition of ZeniMax, parent company of Bethesda, in 2020. The deal gave Xbox total ownership of Bethesda Game Studios and its Fallout and Elder Scrolls franchises along with id Software and its Doom and Quake IPs, among many others. Questions arose from there about whether or not that meant all of Xbox's new studios would produce games exclusively for Xbox consoles, and while some games were kept off of PlayStation platforms temporarily, many weren't and most now seem to come to PS5 eventually, if not on day one.

An anonymous reader quotes a report from the Financial Post: In 2024, the Ethiopian government banned the import of fossil fuel-powered vehicles and slashed tariffs on their electric equivalents. It was a policy driven less by the country's climate ambitions and more by fiscal pressures. For years, subsidizing gasoline for consumers has been a major drag on Ethiopia's budget, costing the state billions of dollars over the past decade. The country defaulted on its sovereign bonds in 2023 after rising interest rates drove up the costs of servicing its debts, and it received a $3.4 billion bailout from the International Monetary Fund the following year.

In the two years since the ban on internal combustion engine vehicles, EV adoption has grown from less than 1% to nearly 6% of all of the vehicles on the road in the country -- according to the government's own figures -- some way above the global average of 4%. "The Ethiopia story is fascinating," said Colin McKerracher, head of clean transport at BloombergNEF. "What you're seeing in places that don't make a lot of vehicles of any type, they're saying: 'Well, look, if I'm going to import the cars anyway, then I'd rather import less oil. We may as well import the one that cleans up local air quality and is cheaper to buy.'"

For decades, Ethiopia's high import tariffs on vehicles put new car ownership out of the reach of most of the country's population. Per capita gross domestic product is only about $1,000, and even by the standards of low-income countries, it has among the lowest car ownership rates. At 13 vehicles per 1,000 people, it's a fraction of the African average of 73. With few cars manufactured in the country, the vast majority are imported, and most are bought used. The government's import policy has upended the market. In parallel, tariffs for EVs were dropped to 15% for completed cars, 5% for parts and semi-assembled vehicles, and zero for "fully knocked down" -- vehicles shipped in parts and assembled locally. That has made new EVs cost-competitive with old gasoline cars.

An open-source AI agent originally called Clawdbot (now renamed Moltbot) is gaining cult popularity among developers for running locally, 24/7, and wiring itself into calendars, messages, and other personal workflows. The hype has gone so far that some users are buying Mac Minis just to host the agent full-time, even as its creator warns that's unnecessary. Business Insider reports: Founded by [creator Peter Steinberger], it's an AI agent that manages "digital life," from emails to home automation. Steinberger previously founded PSPDFKit. In a key distinction from ChatGPT and many other popular AI products, the agent is open source and runs locally on your computer. Users then connect the agent to a messaging app like WhatsApp or Telegram, where they can give it instructions via text.

The AI agent was initially named after the "little monster" that appears when you restart Claude Code, Steinberger said on the "Insecure Agents" podcast. He formed the tool around the question: "Why don't I have an agent that can look over my agents?" [...] It runs locally on your computer 24/7. That's led some people to brush off their old laptops. "Installed it experimentally on my old dusty Intel MacBook Pro," one product designer wrote. "That machine finally has a purpose again."

Others are buying up Mac Minis, Apple's 5"-by-5" computer, to run the AI. Logan Kilpatrick, a product manager for Google DeepMind, posted: "Mac mini ordered." It could give a sales boost to Apple, some X users have pointed out -- and online searches for "Mac Mini" jumped in the last 4 days in the US, per Google Trends. But Steinberger said buying a new computer just to run the AI isn't necessary. "Please don't buy a Mac Mini," he wrote. "You can deploy this on Amazon's Free Tier."

Court documents unsealed last week in a copyright lawsuit against Anthropic reveal that the AI company ran an operation called "Project Panama" to buy millions of physical books, slice off their spines, scan the pages to train its Claude chatbot, and then send the remains to recycling companies.

The company spent tens of millions of dollars on the effort and hired Tom Turvey, a Google executive who had worked on the legally contested Google Books project two decades earlier. Anthropic bought books in batches of tens of thousands from retailers including Better World Books and World of Books. A vendor document noted the company was seeking to scan between 500,000 and two million books.

Before Project Panama, Anthropic co-founder Ben Mann downloaded books from LibGen, a shadow library of pirated material, over 11 days in June 2021. He later shared a link to the Pirate Library Mirror site with colleagues, writing "this is awesome!!!" Meta employees similarly downloaded books from torrent platforms after approval from Mark Zuckerberg, court filings allege, though one engineer wrote that "torrenting from a corporate laptop doesn't feel right." Anthropic settled for $1.5 billion in August without admitting wrongdoing.

An anonymous reader shares a report: Video game developer and distributor Valve must face a 656 million-pound ($897.7 million) lawsuit in Britain, which alleges it charged publishers excessive commissions for its Steam online store, after a tribunal ruled on Monday the case could continue. Valve was sued in 2024 on behalf of up to 14 million people in the United Kingdom who bought games or additional content through Steam or other platforms since 2018.

Lawyers representing children's welfare advocate Vicki Shotbolt, who is bringing the case, allege Valve prevents publishers selling products more cheaply or earlier on rival platforms to Steam by imposing conditions on them. They say Valve requires users to buy all additional content through Steam if they've bought that game through the platform, effectively "locking in" users to make purchases on its platform. This allows Valve to charge "unfair and excessive" commissions of up to 30%, Shotbolt's lawyers said at a hearing in October.

An anonymous reader shared this report from The Verge: In early December, I brought you the news that Google has begun replacing Verge headlines, and those of our competitors, with AI clickbait nonsense in its content feed [which appears on the leftmost homescreen page of many Android phones and the Google app's homepage]. Google appeared to be backing away from the experiment, but now tells The Verge that its AI headlines in Google Discover are a feature, one that "performs well for user satisfaction." I once again see lots of misleading claims every time I check my phone...

For example, Google's AI claimed last week that "US reverses foreign drone ban," citing and linking to this PCMag story for the news. That's not just false — PCMag took pains to explain that it's false in the story that Google links to...! What does the author of that PCMag story think? "It makes me feel icky," Jim Fisher tells me over the phone. "I'd encourage people to click on stories and read them, and not trust what Google is spoon-feeding them." He says Google should be using the headline that humans wrote, and if Google needs a summary, it can use the ones that publications already submit to help search engines parse our work.

Google claims it's not rewriting headlines. It characterizes these new offerings as "trending topics," even though each "trending topic" presents itself as one of our stories, links to our stories, and uses our images, all without competent fact-checking to ensure the AI is getting them right... The AI is also no longer restricted to roughly four words per headline, so I no longer see nonsense headlines like "Microsoft developers using AI" or "AI tag debate heats." (Instead, I occasionally see tripe like "Fares: Need AAA & AA Games" or "Dispatch sold millions; few avoided romance.")

But Google's AI has no clue what parts of these stories are new, relevant, significant, or true, and it can easily confuse one story for another. On December 26th, Google told me that "Steam Machine price & HDMI details emerge." They hadn't. On January 11th, Google proclaimed that "ASUS ROG Ally X arrives." (It arrived in 2024; the new Xbox Ally arrived months ago.) On January 20th, it wrote that "Glasses-free 3D tech wows," introducing readers to "New 3D tech called Immensity from Leia" — but linking to this TechRadar story about an entirely different company called Visual Semiconductor...

Google declined our request for an interview to more fully explain the idea.
The site Android Police spotted more inaccurate headlines in December: A story from 9to5Google, which was actually titled 'Don't buy a Qi2 25W wireless charger hoping for faster speeds — just get the 'slower' one instead' was retitled as 'Qi2 slows older Pixels.' Similarly, Ars Technica's 'Valve's Steam Machine looks like a console, but don't expect it to be priced like one' was changed to 'Steam Machine price revealed.' At the time, we believed that the inaccuracies were due to the feature being unstable and in early testing.... Now, Google has stopped calling Discover replacing human-written headlines as an "experiment."
"Google buries a 'Generated with AI, which can make mistakes' message under the 'See more' button in the summary," reports 9to5Google, "making it look like this is the publisher's intended headline." While it is obvious that Google has refined this feature over the past couple of months, it doesn't take long to still find plenty of misleading headlines throughout Discover... Another article from NotebookCheck about an Anker power bank with a retractable cable was given a headline that's about another product entirely. A pair of headlines from Tom's Hardware and PCMag, meanwhile, show the two sides of using AI for this purpose. The Tom's Hardware headline, "Free GPU & Amazon Scams," isn't representative of the actual article, which is about someone who bought a GPU from Amazon, canceled their order, and the retailer shipped it anyway. There's nothing about "Amazon Scams" in the article.

After spending years pushing digital payments to combat tax evasion and money laundering, European Union ministers decided in December to ban businesses from refusing cash. The reversal comes as 12% of European businesses flatly refused cash in 2024, up from 4% three years earlier.

Over one in three cinemas in the Netherlands no longer accept notes and coins. Cash usage across the euro area dropped from 79% of in-person transactions in 2016 to just 52% in 2024. Sweden leads the digital shift where 90% of purchases now happen digitally and cash represents under 1% of GDP compared to 22% in Japan.

The policy change stems from concerns about financial inclusion for elderly and poor populations who struggle with digital systems. Resilience worries also drove the decision after Spaniards facing nationwide power cuts last spring found themselves unable to buy food. European officials worry about dependence on American payment giants Visa and MasterCard. The EU now recommends citizens store enough cash to survive a week without electricity or internet access.

A 50-inch TV that would have set you back $1,100 at Best Buy during Black Friday 2001 now costs less than $200, and the price per area-pixel -- a metric accounting for both screen size and resolution -- has dropped by more than 90% over the past 25 years. The story behind this decline is largely one of liquid crystal display technology maturing from a niche product to a mass-manufactured commodity.

LCDs represented just 5% of the TV market in 2004; by 2018, they commanded more than 95%. The largest driver of cost reduction has been the scaling up of "mother glass" sheets -- the large panels of extremely clear glass onto which semiconductor materials are deposited before being cut into individual displays. The first generation sheets measured roughly 12 by 16 inches. Today's Generation 10.5 sheets span 116 by 133 inches, nearly 100 times the original area. This scaling delivers substantial savings because equipment costs rise more slowly than glass area increases.

Moving from Gen 4 to Gen 5 mother glass cut the cost per diagonal inch by 50%. Equipment costs per unit of panel area fell 80% between Gen 4 and Gen 8. Process improvements have compounded these gains: masking steps required for thin-film transistors dropped from eight to four, yields climbed from 50% to above 90%, and a "one drop fill" technique reduced liquid crystal filling time from days to minutes.