Month: September 2024

Apple embraced Meta’s vision (and Meta embraced Apple’s)

During an earnings call in the summer of 2021, Facebook CEO Mark Zuckerberg first publicly used the M-word. “In the coming years,” Zuck told investors, “I expect people will transition from seeing us primarily as a social media company to seeing us as a metaverse company.”

“Um, what?” said every cyberpunk sci-fi fan on Earth in unison. 

Until that moment, Neal Stephenson (who coined the word) described the “metaverse” in his 1992 science fiction novel “Snow Crash” this way: as a virtual reality (VR) platform controlled by wealthy leaders of powerful corporations that exacerbated social inequality and was so addictive that people spent all their time there, neglecting their real lives in the real world. 

The “metaverse” was a warning, not a business plan. 

Still, in October 2021, Zuckerberg announced that Meta would replace Facebook as the company’s name, and the “metaverse” would be its main focus henceforth.

His essential vision back then was a new internet anchored in VR. Just as today we shop, learn, and find entertainment on the internet, the “metaverse” version would do all those things in 3D environments, in which we would move around as avatars. Sure, elements of this VR world would be accessible via augmented reality (AR) and even phones, tablets, and PCs. But Meta’s essential belief was that the future is VR. 

Not so fast, said Apple

“AR is going to become really big,” Apple CEO Tim Cook said in 2016. “VR, I think, is not going to be that big compared to AR… and we will wonder… how we lived without it.” 

Back then, Apple was hard at work in its labs creating what it hoped would be the future of consumer technology — AR. And Meta was working on what it hoped would be the future of consumer technology — VR.

Apple envisioned business meetings, random social interactions, professional conferences, and family get-togethers as happening in person in the real world. Everyone would wear Apple glasses that displayed digital information based on the context of the interaction.

Meta envisioned business meetings, random social interactions, professional conferences, and family get-togethers happening in virtual spaces in the “metaverse,” with everyone wearing Meta goggles that immersed them in a believable 3D world.

Apple envisioned ordinary-looking eyeglasses. Meta envisioned big, bulky headsets. 

Based on these respective inclinations, something unpredictable happened. Meta released ordinary-looking eyeglasses, and Apple released big, bulky headsets. 

Specifically, a year ago, Meta replaced its lackluster and uninteresting Ray-Ban Stories glasses with Ray-Ban Meta glasses, which took off in popularity. They looked like regular Ray-Ban glasses, but contained high-quality microphones, speakers, and a camera. Best of all, they accessed AI via the camera, including (later) multimodal AI.

It’s likely that Meta was surprised by the success of Ray-Ban Meta glasses as a product and thrilled that Meta alone provided a compelling daily mobile use case for its AI. 

Then, in January, Apple shipped Apple Vision Pro. Let’s be very clear about what Apple Vision Pro hardware is — it’s VR hardware. It’s a big, heavy, bulky headset that delivers incredible visuals and features unique to Apple Vision Pro. But it’s VR delivering an AR experience. 

Apple has made a big point of emphasizing the categorization of Apple Vision Pro as spatial computing, not AR or VR. The spatial features are among the best things about Apple Vision Pro. The augmented reality feel of Apple Vision Pro is achieved through pass-through video. You don’t actually see the room you’re in; you see a video of the room. Others don’t actually see your eyes. They see an avatar of your eyes.

Apple required a lot of VR hardware to create AR and eventually wants to sell spatial computing AR glasses that look like ordinary eyeglasses. But that technology is a few years in the future, which is why Apple’s AR vision requires VR hardware. 

Meta, meanwhile, also seems super excited about augmented reality glasses — something like Ray-Ban Meta glasses, but with spatial-computing visuals. It seems less excited about VR, as evidenced by losses and cutbacks. Meta’s Reality Labs division has lost tens of billions of dollars and laid off thousands of employees in the past few years.

Enter Project Nazare

Instead of going big on the “metaverse,” Meta focuses more on AR and AI. 

Project Nazare is its first big hope in that space. Zuckerberg described this project as the company’s first attempt at creating true AR glasses. The device they’re working on sounds like Ray-Ban Meta glasses, plus holographic displays and sensors for mapping the physical environment for spatial computing (the placement of virtual objects in relation to the physical environment).

As with Apple Vision Pro, Nazare glasses would facilitate interaction with holographic avatars mapped to real people in real time, showing facial expressions, mouth movements, and hand gestures. 

Meta is focusing on a problem critics have drawn attention to with Apple Vision Pro, Microsoft Hololens, and Magic Leap: the narrow visual field. Nazare is reportedly working on a 200- to 220-degree field of holographic visuals. 

The company is also working on using multimodal AI through the camera to enable AI image recognition.

And that maps with Apple’s glasses

Meanwhile, Apple is reportedly focused on something similar. Bloomberg’s Mark Gurman reported that Apple is working on lightweight AR glasses that could be worn all day and could be launched as early as 2027 (but are more likely to arrive in 2028 or 2029). 

Both Apple and Meta face immense hurdles in reducing the size and cost of these glasses. Battery size and weight are an enormous issue, and the miniaturization of all components remains a major focus. 

But both companies are moving in the same direction. The disparate visions of the future each once had appear to no longer exist. 

Even though Apple’s current face computer is essentially VR hardware and Meta’s is essentially AR hardware (minus the light engine for holographic imagery), both companies appear to be well on their way to realizing what used to be Apple’s vision — everyday, all-day AR glasses that will one day replace the smartphone as our main device.

IBM has reportedly laid off thousands

IBM has apparently begun layoffs of as many as 8,000 people — layoffs that were announced back in January. But those layoffs are avoiding the age-related criticisms of IBM’s past and are also too early to reflect the IBM-promised generative artificial intelligence (genAI) layoffs, according to Jason Andersen, a former IBM manager who today serves as VP/principal analyst at Moor Insights & Strategy.

Andersen said his overall take on the layoffs is that “it was a bit of a yawn,” given IBM’s January announcement and Big Blue’s recent workforce reduction efforts. “IBM has used this tactic of kind of quietly laying people off for many, many years,” said Andersen, who spent more than eight years as a senior product manager at IBM, leaving in 2008. He works with IBM today as an analyst.

The initial report of the layoffs came from a story in The Register and was reinforced in various discussion forums.

IBM spokesperson Sarah Minkel emailed a rather vague statement to Computerworld that seemed to confirm the layoffs: “Early this year, IBM disclosed a workforce rebalancing charge that would represent a very low single digit percentage of IBM’s global workforce, and we still expect to exit 2024 at roughly the same level of employment as we entered with.”

The Register did some quick math, based on IBM’s global employment numbers. “With about 288,000 employees worldwide at the end of 2023, the ‘very low single digit percentage’ possibilities for 2024 might be 1 percent (2,880 layoffs), 2 percent (5,760 layoffs), 3 percent (8,640 layoffs), or more,” the Register story noted. 

It also noted, “last year, CEO Arvind Krishna said IBM expected to replace around 7,800 jobs with AI, though no specific time frame was provided.”

Andersen said that the AI reference was to generative AI, and that it was far too early to have IBM layoffs due to that. “Is it genAI? I don’t buy it. it’s a little too far ahead now. Maybe two years from now,” he said. He estimated that such IBM genAI layoffs wouldn’t happen until late 2026.

Andersen couldn’t directly confirm that these are the layoffs that IBM talked about in January, but he has seen anecdotal evidence that the layoffs have happened. 

Over the last few months, he said, “I have seen twice as many people leaving IBM for whatever reason than the previous six months. And IBM is not the only one doing this.”

Andersen stressed that he seriously doubts that IBM is doing anything that will get them into trouble with age- or gender-related issues. 

“IBM doesn’t necessarily look at it demographically. They look at it functionally in terms of individual contributors in a group versus managers — explicitly, because IBM has been called out on this this so many times, there are a number of reviews to prevent any type of -ism,” Andersen said. Sometimes he has seen the company go in the opposite direction. “Maybe this person is a poor performer, but they may get a second chance because it might possibly be seen as ageism or sexism.”

He sees many of the layoffs as related to cloud cutbacks, as enterprises rebalance their on-prem versus cloud environments. Many enterprises, he said, went too far into the cloud at the beginning of the pandemic in 2020.

That’s where the definition of ‘AI’ comes into play. Today, most AI workforce reduction references involve genAI. But he does see some of the cloud reductions being driven by greater efficiencies due to IT automation and automated IT operations. Given that much of the sophisticated automation at IBM is leveraging other forms of AI, most likely machine learning, one could say that AI is a little bit involved in these layoffs — just not genAI.

Symbol Zero CEO Rafael Brown said that IBM was one of many companies that over hired during the start of the pandemic, and this is a correction. Back in 2020, IBM “anticipated, they made some guesses, and they were wrong. If they hired slower, as Apple did, they wouldn’t be cutting back as much as they are,” Brown said.

Brown said that another factor that is playing into this situation is the return to offices movement, and the move away from remote sites including home offices. 

“Large tech companies are boiling the frog on return to work,” Brown said, “and creating a culture of fear that if you don’t come back in, you’re going to get laid off.”

Some of this may also be manipulative, he said, suggesting that CEOs are hoping that a demand for five days in the office will encourage people to quit, which is a lot cheaper than having to lay them off. 

“My kudos for Nvidia that they haven’t pushed people back into offices,” Brown said, adding that Nvidia is hiring away a lot of the people who were pushed into return to the office at other high tech companies. But, ironically, he said, Nvidia is finding that a lot of the managers they are hiring are themselves insisting on workers returning to the office.

IBM has reportedly laid off thousands

IBM has apparently begun layoffs of as many as 8,000 people — layoffs that were announced back in January. But those layoffs are avoiding the age-related criticisms of IBM’s past and are also too early to reflect the IBM-promised generative artificial intelligence (genAI) layoffs, according to Jason Andersen, a former IBM manager who today serves as VP/principal analyst at Moor Insights & Strategy.

Andersen said his overall take on the layoffs is that “it was a bit of a yawn,” given IBM’s January announcement and Big Blue’s recent workforce reduction efforts. “IBM has used this tactic of kind of quietly laying people off for many, many years,” said Andersen, who spent more than eight years as a senior product manager at IBM, leaving in 2008. He works with IBM today as an analyst.

The initial report of the layoffs came from a story in The Register and was reinforced in various discussion forums.

IBM spokesperson Sarah Minkel emailed a rather vague statement to Computerworld that seemed to confirm the layoffs: “Early this year, IBM disclosed a workforce rebalancing charge that would represent a very low single digit percentage of IBM’s global workforce, and we still expect to exit 2024 at roughly the same level of employment as we entered with.”

The Register did some quick math, based on IBM’s global employment numbers. “With about 288,000 employees worldwide at the end of 2023, the ‘very low single digit percentage’ possibilities for 2024 might be 1 percent (2,880 layoffs), 2 percent (5,760 layoffs), 3 percent (8,640 layoffs), or more,” the Register story noted. 

It also noted, “last year, CEO Arvind Krishna said IBM expected to replace around 7,800 jobs with AI, though no specific time frame was provided.”

Andersen said that the AI reference was to generative AI, and that it was far too early to have IBM layoffs due to that. “Is it genAI? I don’t buy it. it’s a little too far ahead now. Maybe two years from now,” he said. He estimated that such IBM genAI layoffs wouldn’t happen until late 2026.

Andersen couldn’t directly confirm that these are the layoffs that IBM talked about in January, but he has seen anecdotal evidence that the layoffs have happened. 

Over the last few months, he said, “I have seen twice as many people leaving IBM for whatever reason than the previous six months. And IBM is not the only one doing this.”

Andersen stressed that he seriously doubts that IBM is doing anything that will get them into trouble with age- or gender-related issues. 

“IBM doesn’t necessarily look at it demographically. They look at it functionally in terms of individual contributors in a group versus managers — explicitly, because IBM has been called out on this this so many times, there are a number of reviews to prevent any type of -ism,” Andersen said. Sometimes he has seen the company go in the opposite direction. “Maybe this person is a poor performer, but they may get a second chance because it might possibly be seen as ageism or sexism.”

He sees many of the layoffs as related to cloud cutbacks, as enterprises rebalance their on-prem versus cloud environments. Many enterprises, he said, went too far into the cloud at the beginning of the pandemic in 2020.

That’s where the definition of ‘AI’ comes into play. Today, most AI workforce reduction references involve genAI. But he does see some of the cloud reductions being driven by greater efficiencies due to IT automation and automated IT operations. Given that much of the sophisticated automation at IBM is leveraging other forms of AI, most likely machine learning, one could say that AI is a little bit involved in these layoffs — just not genAI.

Symbol Zero CEO Rafael Brown said that IBM was one of many companies that over hired during the start of the pandemic, and this is a correction. Back in 2020, IBM “anticipated, they made some guesses, and they were wrong. If they hired slower, as Apple did, they wouldn’t be cutting back as much as they are,” Brown said.

Brown said that another factor that is playing into this situation is the return to offices movement, and the move away from remote sites including home offices. 

“Large tech companies are boiling the frog on return to work,” Brown said, “and creating a culture of fear that if you don’t come back in, you’re going to get laid off.”

Some of this may also be manipulative, he said, suggesting that CEOs are hoping that a demand for five days in the office will encourage people to quit, which is a lot cheaper than having to lay them off. 

“My kudos for Nvidia that they haven’t pushed people back into offices,” Brown said, adding that Nvidia is hiring away a lot of the people who were pushed into return to the office at other high tech companies. But, ironically, he said, Nvidia is finding that a lot of the managers they are hiring are themselves insisting on workers returning to the office.

UN lays out plans for how AI can best serve humanity

The UN Secretary-General’s Advisory Body on Artificial Intelligence has released its final report — “Governing AI for Humanity” — detailing how AI can best serve humanity, especially people who are often underrepresented and left out of such discussions.

The report builds on months of extensive global consultation with more than 2,000 participants and the publication of a provisional report last December. The group behind the report is described as the world’s first and most representative collection of experts capable of reflecting humanity’s aspirations for AI.

The final report sets out a plan to manage AI-related risks and share the technology’s potential globally. Among other things, it calls for the foundation to be laid for the first globally inclusive and distributed architecture for AI governance based on international cooperation. It also proposes seven recommendations to address shortcomings in current AI governance and calls on all governments and stakeholders to cooperate in overseeing AI to promote the development and protection of all human rights.

Amazon’s RTO mandate likely to boomerang, other companies ‘should not follow suit’

Beginning with the new year, Amazon CEO Andy Jassy wants his employees back in the office five days a week, returning to an office routine that was common before the COVID-19 pandemic upended the workplace.

The backlash from employees was nearly instantaneous, as they berated Jassy — and the return-to-work policy — and vowed to quit. Others demanded raises in exchange for in-office work requirements.

Industry analysts were not surprised by the reaction, and said back-to-office mandates more often than not have the exact opposite effect as intended.

According to the employee memo released this week, Jassy believes being back in the office will help boost employee training, bolster collaboration, and strengthen culture.

“If anything, the last 15 months we’ve been back in the office at least three days a week has strengthened our conviction about the benefits,” Jassy wrote. “We understand that some of our teammates may have set up their personal lives in such a way that returning to the office consistently five days per week will require some adjustments. To help ensure a smooth transition, we’re going to make this new expectation active on January 2, 2025.”

In fact, a study performed in May indicated mandatory return-to-office (RTO) policies could lead to higher quit rates compared with companies that allow remote or hybrid work. The study by the University of Michigan and University of Chicago found that three large US tech companies — Microsoft, Apple and SpaceX — saw substantially increased attrition, particularly among more senior personnel, when they implemented strict return-to-work policies in the wake of the COVID-19 pandemic.

Forcing employees to quit, however, might be exactly what Amazon wants, according to J. P. Gownder, a vice president analyst with Forrester Research. “There is a chance that Amazon is hoping to induce a level of voluntary attrition with this move in lieu of layoffs. Unfortunately, the best talent often has choices, and most don’t want to work in an office five days a week,” Gownder said.

In his memo, Jassy also outlined a plan to reduce managers, saying that “will remove layers and flatten organizations more than they are today. If we do this work well, it will increase our teammates’ ability to move fast, clarify and invigorate their sense of ownership,” he wrote.

Amazon’s mandate puts the company in the minority, according to recent research. Among employees with jobs that can be done remotely, 43% work hybrid, 22% work fully remote, and 35% work in the office full time.

“Amazon’s decision may just compromise its promise to be ‘Earth’s best employer,’” said Gownder. “The macro data shows that pre-pandemic nostalgia is not a post-pandemic reality. Other companies should not follow suit.”

Abandoning hybrid work policies will negatively affect employee experience — particularly recruiting, retention, and diversity — impacting productivity and, potentially, the bottom line, according to Gownder.

Flexible hybrid work policies are the gold standard, research has shown. According to a Stanford University study, only 17.6% of employees who can work from home say they want to work in an office five days a week.

A June study by McKinsey & Co. showed organizations where employees work in multiple locations (at home, in the office, or at client sites) are more likely to see 10% or greater revenue growth than companies where employees work from a single location.

Another McKinsey study revealed that employees consistently point to greater productivity and reduced burnout as primary benefits of flexible work policies. Flexibility is especially important to women, who report having more focused time to work when working remotely, the study showed.

Across industries, employees are also doing the bare minimum to meet in-office mandates. For example, some are simply showing up long enough to get credit for being there before returning home to work — a practice known as “coffee badging.”

To determine what stops people from coming into the office, workplace management software maker Robin Powered surveyed nearly 600 full-time employees at companies that had flexible work policies. The survey revealed that while RTO mandates are everywhere, they aren’t sticking. Forty-five percent of those surveyed said their company’s mandates required them to be in the office at least four days a week, yet only 24% adhered to the policy.

In fact, 46% of respondents said that the reason they don’t come into the office is because they believe they are more productive with their at-home work setup. They frequently cited feeling more productive at home (71%) and not having the right resources at their desk (76%).

Amazon’s planned move to five days a week flies in the face of a positive employee experience, according to Gownder. “Consistently, studies show that hybrid [work] drives higher levels of employee productivity,” Gownder said. “Offices have their own distractions, plus onerous commutes. Employees do best at individual level work when they can customize their environments and schedules.

Employee experience, Gownder pointed out, is a central driver of productivity, employee retention, and business results. “And when employees feel valued, have purpose, possess a degree of autonomy, and feel trusted, they perform better,” he said.

“Offices, by comparison, are great for collaborative exercises that involve brainstorming, team bonding, and certain types of decision-making,” he said. “However, these collaborations can usually be accomplished in a couple of days per week.”

Europe slams Apple with yet another iPhone demand

Europe’s bureaucrats continue to do their best to ensure Apple is forced to sell the world’s worst operating system, announcing plans to force Apple to open up its systems even more than it already has.

In a triumph of bureaucratic doublespeak, the European Union doesn’t argue that it’s attempting to force the issue. Instead, it says it wants to “assist” Apple. “Today, the European Commission has started two specification proceedings to assist Apple in complying with its interoperability obligations under the Digital Markets Act (‘DMA’),” the group says. Then it goes on to insist: “Under the DMA, Apple must provide free and effective interoperability to third party developers and businesses with hardware and software features controlled by Apple’s operating systems iOS and iPadOS, designated under the DMA.”

Bureaucrats versus innovators

To some extent, this might not represent too big a change. The EU has been actively pursuing its edicts against the company; now, the DMA gives regulators new power in the form of specification proceedings. Under the DMA, these proceedings are prescriptive. 

What that means is Europe might, “adopt a decision specifying the measures a gatekeeper has to implement to ensure effective compliance with substantive DMA obligations, such as the interoperability obligation.” 

In other words, the rules effectively give regulators the power to tell Apple what it must do to comply with the DMA or face huge fines. 

What the Commission is looking at

The latest news is that the European Commission has launched two proceedings against Apple:

  • The first proceeding focuses on “iOS connectivity features and functionalities, predominantly used for and by connected devices.” (That is everything from watches to headsets.) These devices depend on being interoperable with smartphones and their operating systems. “The Commission intends to specify how Apple will provide effective interoperability with functionalities such as notifications, device pairing and connectivity.”
  • The second proceeding focuses on the process Apple has set up to address interoperability requests submitted by developers and third parties. Europe wants that process to be “transparent, timely, and fair.” It wants this so all developers have an “effective and predictable path to interoperability and are enabled to innovate.”

(Critics like me may think this means non tech-savvy bureaucrats have suddenly been elevated to the status product designers, with all the lack of nuance that almost certainly entails. Will future operating systems sold in Europe all suffer from the fate of being designed by committee?)

There may be more clarity

If there is anything good in Europe’s latest wheeze, it is clarity. In a sense, it formalizes ongoing dialog between Europe and Apple regarding DMA compliance. 

Margrethe Vestager, executive vice president in charge of competition policy, said: “This process will provide clarity for developers, third parties and Apple. We will continue our dialogue with Apple and consult third parties to ensure that the proposed measures work in practice and meet the needs of businesses.”

While that may sound a little like escaping gas, it hopefully means Apple and Europe will be able to clarify the rules around the DMA enough to ensure new products and services launch in Europe in ways that comply with the law

This clarity might also enable Apple Intelligence to launch in Europe, hopefully without that launch becoming a green light to attack on personal privacy. (In this regard, the DMA may conflict fatally with GDPR.)

What does Europe want?

What Europe wants we will learn in a few months’ time, when the Commission tells Apple what it must do to comply. Meanwhile, of course, Europe reserves the right to levy fines against the company. 

These fresh demands come in the context of Apple’s continued attempts to tweak its operating systems and business models to meet Europe’s existing demands. While that effort remains a work in progress, as illustrated by the company’s recent changes in how it handles browser choice in Europe, it is ongoing. As I understand it, Apple is working as closely as it can with European regulators to find some way toward compliance that still leaves customer privacy and security intact — while still giving it a viable business in the EU.

Is Europe a worthwhile iPhones market?

The need to ensure Apple’s business is viable might turn out to be a very big deal. Europe has already fined Apple billions to protect the interests of European firm Spotify. It has clawed back (as Apple sees it) $14 billion in tax money. And yet, at least according to John Gruber, the EU contributes perhaps 7% of Apple’s global revenue. 

This opens up new questions. 

  • At what point will it make sense for Apple to cease sales of iPhones and iPads in the region, rather than risk more of these eye-watering fines? 
  • If Apple does that, how is the Commission representing European consumer rights by making the cost of Apple doing business there higher than the consequences of withdrawing from the region? 
  • What impact would such an exit have on the multi-billion dollar app economy across the region, particularly as Apple continues to invest in fast-emerging markets elsewhere on Terra Ferma. 
  • In 2020, Apple supported more than 1.8 million jobs in Europe and in the five years prior to that it spent over 65 billion Euros with suppliers and partners across the region. What would be the economic consequences of Apple focusing outside the bloc? 

With all this in mind, I can’t help but think that perhaps the real gatekeeper harming consumer interests in this case is actually Vestager. 

Please follow me on Mastodon, or join me in the AppleHolic’s bar & grill and Apple Discussions groups on MeWe.

AI could be taken over by a few multinationals, warns UN

The United Nations’ High-Level Advisory Body on Artificial Intelligence, created last year to address AI governance issues, has made seven recommendations to address the risks with this technology in its first report, just published.

The document, entitled Governing AI for humanity, highlights the importance of creating a global dialogue — the European Union is one of the few to have acted with its EU AI Act — by building a global fund that addresses differences in capacity and collaboration and exchange standards.

And it warns of the dangers that AI can pose if it can be controlled in the market by only a few multinationals. “There is a risk that technology could be imposed on people without them having a say in how it is used,” it says.

Google wins landmark EU antitrust battle, easing legal pressures

Google landed a major antitrust victory on Wednesday as the EU’s Court of Justice annulled a $1.7 billion (€1.49 billion) antitrust fine against the search giant.

The EU court stated that the European Commission failed to fully consider all relevant factors regarding the duration of the abusive contract clauses. The court, however, upheld most of the Commission’s findings.

“By today’s judgment, the General Court, after having upheld the majority of the Commission’s findings, concludes that that institution committed errors in its assessment of the duration of the clauses at issue, as well as of the market covered by them in 2016,” the court said in a statement.

The European Commission, in its 2019 ruling, had accused Google of exploiting its market dominance by restricting websites from using ad brokers other than its AdSense service for search ads.

This would come as a relief for Google, which is facing other legal challenges. Just last week, the European Data Protection Commission (DPC) opened an inquiry into its use of personal data.

In August, a US District Court ruled that the tech giant is a monopoly, accusing it of leveraging its dominance in the online search market to hinder competition. A separate trial centered on its advertising business also commenced this month.

Meanwhile, in a separate ruling, Qualcomm failed to get the EU penalty imposed on it overturned, highlighting contrasting outcomes for the two major players in their ongoing regulatory battles with European authorities.

Implications for Big Tech

The Google ruling could influence future antitrust investigations and enforcement in the region, potentially leading to a more balanced and competitive environment, though the long-term impact remains uncertain.

“In this instance, the ruling is favorable for Big Tech as it signals a shift toward a more balanced approach to antitrust enforcement, taking into account both market impact and consumer welfare,” said Thomas George, president of Cybermedia Research. “This victory could foster a competitive environment where the constant threat of sanctions does not stifle growth and innovation.”

However, the court’s citation of errors in the Commission’s investigation, including issues with its definitions, suggests that a likely outcome is the Commission adopting a more cautious approach moving forward.

 “While this is a significant win for Google, it is worth noting that the court largely agreed with the arguments against the company, and the annulment was largely driven by the commission’s failure to build a strong case,” said Mayank Maria, vice president of Everest Group.

Maria added that this suggests there may not be a significant shift in the bloc’s approach toward Big Tech in the near future, even as new leaders take charge of two key roles — the antitrust chief and the digital chief — responsible for regulating Big Tech practices in the EU. Earlier this week, the European Commission appointed a new team to lead the institution for the next five years.

Qualcomm ruling in contrast


In Qualcomm’s case, the company secured a slight reduction of its EU antitrust fine, lowering the penalty to $266 million (€238.7 million) from the original $270 million (€242 million), but the court dismissed its other claims.

The fine, handed down by the European Commission in 2019, was based on claims that Qualcomm engaged in predatory pricing from 2009 to 2011, selling chipsets below cost to undercut British software firm Icera, now owned by Nvidia.

Compared to the Google ruling, Qualcomm’s failure to successfully appeal its fine highlights a different set of challenges, underscoring the varied regulatory issues impacting different areas of the technology sector, according to George. “As for its relevance to the semiconductor and chip markets, this ruling reinforces the substantial restrictions these markets will continue to face, particularly concerning competitive practices,” George said. “Competition within the semiconductor space could drive businesses to address issues like predatory pricing and stricter antitrust enforcement.” 

With genAI models, size matters (and smaller may be better)

As organizations continue to adopt generative AI (genAI) tools and platforms and explore how they can create efficiencies and boost worker productivity, they’re also grappling with the high costs and complexity of the technology.

The foundation of genAI and AI in general are language models, the algorithms and neural networks that power chatbots like OpenAI’s ChatGPT and Google’s Bard. The most popular and widely used models today are known as large language models (LLMs).

LLMs can be massive. The technology is tied to large, diverse troves of information and the models contain billionssometimes even trillions — of parameters (or variables) that can make them both inaccurate and non-specific for domain tasks or vertical industry use.

Enter small language models (SLMs), which have gained traction quickly and some even believe are already becoming mainstream enterprise technology. SLMs are designed to perform well for simpler tasks; they’re more accessible and easier to use for organizations with limited resources; they’re more natively secure because they exist in a fully self-manageable environment; they can be fine-tuned for particular domains and data security; and they’re cheaper to run than LLMs.

According to Ritu Jyoti, a group vice president of IDC’s AI research group, SLMs are well suited for organizations looking to build applications that can run locally on a device (as opposed to in the cloud) and “where a task doesn’t require extensive reasoning or when a quick response is needed,” Jyoti said.

Conversely, LLMs are better suited for applications that need orchestration of complex tasks involving advanced reasoning, data analysis and a better understanding of context.

SLMs can be built from scratch using open-source AI frameworks, which means an organization can create a highly customizable AI tool for any purpose without having to ask for permission, it can study how the system works and inspect its components, and it can modify the system for any purpose, including to change its output.

Open-source affords more freedom, customization

Dhiraj Nambiar, CEO of AI prototype developer Newtuple Technologies, said SLM adoption is growing because they can be fine-tuned or custom trained and have demonstrated “great performance for a narrow range of tasks, sometimes comparable to much larger LLMs.”

For example, he said, there are SLMs today that do “a great job” at optical character recognition (OCR) type tasks, and text-to-SQL tasks. “Some of the open-source ones are showing comparable performance to the LLMs,” Nambiar said.

In fact, the most popular SLMs today are open-source, IDC’s Jyoti said. They include:

The most popular non-open-source SLMs (which are proprietary and not freely available for public use) include:

“These models are typically used within specific organizations or offered as part of commercial services, providing advanced capabilities while maintaining control over their distribution and use,” Jyoti said.

An AI model infers from inputs the outputs it will generate, such as predictions, content, recommendations, or decisions that can influence physical or virtual environments. Different AI systems vary in their levels of autonomy and adaptiveness after deployment.

In the simplest of terms, a small language model (SLM) is a lightweight genAI model. The “small” in this context refers to the size of the model’s neural network, the number of parameters and the volume of data on which it is trained, according to Rosemary Thomas, a senior technical researcher in the AI lab at Version 1, a management consulting and software development firm. She said while some SLM implementations can require substantial compute and memory resources, several can run on a single GPU and have more than 5 billion parameters.

Those include Google Gemini Nano, Microsoft’s Orca-2–7b and Orca-2–13b, Meta’s Llama-2–13b, and others, Thomas noted in a recent article.

Adoption of SLMs is growing, driven by the need for more efficient models and the speed at which they can be trained and set up, according to Thomas. “SLMs have gained popularity due to practical considerations such as computational resources, training time, and specific application requirements,” she said. “Over the past couple of years, SLMs have become increasingly relevant, especially in scenarios where sustainability and efficiency are crucial.”

When compared with LLMs, the key difference lies in scale. Larger models are trained on vast amounts of data from diverse sources, making them capable of capturing a broad range of language patterns, where SLMs are more compact and trained on smaller, often proprietary. datasets. That allows for quicker training and inference times.

LLMs also require more computational resources and longer training times. “This makes SLMs a more practical choice for applications with limited resources or where quick implementation is needed,” Thomas said.

Though LLMs shine in tasks like content generation, language translation, and understanding complex queries small models can achieve comparable performance when correctly fine-tuned, according to Thomas.

“SLMs are particularly efficient for domain-specific tasks due to their smaller size and faster inference times,” she said.

Build or buy?

Organizations considering the use of an open-source framework to build their own AI models from scratch should understand that it’s both exorbitantly expensive and time consuming to fine-tune an existing model, according to Nambiar.

“There are a number of approaches in building your own AI model, from building it from scratch to fine-tuning an existing open-source model; the former requires an elaborate setup of GPUs, TPUs, access to lots of data, and a tremendous amount of expertise,” Nambiar said. “The software and hardware stack required for this is available, however, the main blocker is going to be the remaining components.

“..I highly recommend that for domain specific use cases, it’s best to ‘fine tune’ an existing SLM or LLM rather than building one from scratch,” he said. “There are many open-source SLMs available today, and many of them have very permissible licenses. This is the way to go about building your own model as of today. This broadly applies to all transformer models.” 

It shouldn’t be an all-or-nothing SLM strategy, said Andrew Brown, senior vice president and chief revenue officer at Red Hat. For one, training a single, general purpose AI model requires a lot of resources.

“Some of the largest models can require some 10,000 GPUs, and those models may already be out of date. In fact, research shows that by 2026, the cost of training AI will be equivalent to the US GDP, which is $22 trillion,” Brown said. “The average CIO doesn’t have a US GDP-level IT budget, nor do they have thousands of spare GPUs lying around. So, what’s the answer? Specialized, smaller AI models driven by open-source innovation.”

One of the big challenges in comparing costs across AI providers is the use of different terms for pricing — OpenAI uses tokens, Google uses characters, Cohere uses a mix of “generations,” “classifications,” and “summarization units,” according to Nambiar, whose company builds AI for business automation.

Nambiar settled on “price per 1,000 tokens” to evaluate varying prices.

Fine tuning an LLM for business purposes means organizations rely on AI providers to host the infrastructure. Nambiar said businesses should plan for a two-to-four month project based on both infrastructure and manpower. Costs typically start at $50,000 or more, Nambiar said.

Fine tuning SLMs will typically be more expensive, because if an organization hosts the opensource model, it will need to spin up the infrastructure – the GPU and/or TPU serves — as well as spend effort on fine-tuning and the labor costs. “Assume it will be more expensive than LLMs,” he said.

Clean data brings reliable results

Whether building your own or using a cloud-based SLM, data quality is critical when it comes to the accuracy. As with LLMs, small models can still fall victim to hallucinations; these occur when an AI model generates erroneous or misleading information, often due to flawed training data or algorithm. They can, however, more easily be fined tuned and have a better chance of being more grounded in an organization’s proprietary data.

As with LLMs, retrieval-augmented generation (RAG) techniques can reduce the possibility of hallucinations by customizing a model so responses become more accurate.

At the same time, due to their smaller size and datasets, SLMs are less likely to capture a broader range of language patterns compared to LLMs — and that can reduce their effectiveness. And though SLMs can be fine-tuned for specific tasks, LLMs tend to excel in more complex, less-well-defined queries because of the massive data troves from which they can pull.

“In short, SLMs offer a more efficient and cost-effective alternative for specific domains and tasks, especially when fine-tuned to use their full potential, while LLMs continue to be powerful models for a wide range of applications,” Thomas said.

Adam Kentosh, Digital.ai’s field CTO for North America, said it is extremely important with SLMs to clean up data and fine tune data stores for better performance, sustainability, and lower business risk and bias.  

AI initiatives have been sliding into the “trough of disillusionment,” something that could be avoided by addressing data quality issues, according to Kentosh.

By 2028, more than 50% of enterprises that have built LLMs from scratch will abandon their efforts due to costs, complexity and technical debt in their deployments.

“One of the biggest challenges we continue to face with existing customers is diverse data sources, even across common areas in software development,” Kentosh said. “For instance, most companies own two or more agile planning solutions. Additionally, there is almost zero consistency as it pertains to releasing software. This makes data preprocessing incredibly important, something that many companies have not been historically good at.”

Getting well curated, domain-specific data that works for fine tuning models is not a trivial task, according to Nambiar. “Transformer models require a specific kind of prompt response pair data that is difficult to procure,” he said.

And, once an organization decides to fine-tune its own SLM, it will have to invest in consistently keeping up with benchmarks that come from the state-of-the-art models, Nambiar said. “With every new LLM model release, the standards of inference capabilities go up, and, thus, if you’re creating your own fine-tuned SLM, you have to also raise the inference capabilities of this model, or else there’s no use case for your model anymore,” he said.

Brown said open-source AI models are not uncommon now, with industry giants such as Meta earlier this year championing the importance of its Llama model being open source. “That’s great news for organizations as these open-source models offer a lot of benefits, such as preventing vendor lock-in, allowing for a broad ecosystem of partners, affordability for the performance and more,” he said. “But unfortunately, none of that really matters if you don’t have the data scientists needed to work with the model.”

Brown described data scientists as unicorns right now — rare and often demanding the pay of a mythical creature, as well. “And rightly so,” he said.

Most organizations can only employ a handful of data scientists at best, whether due to a scarcity of qualified talent or the cost of employing them, “which creates bottlenecks when it comes to effectively training and tuning the model,” he said.

A move to hybrid?

CIOs, Brown noted, have long been moving away from monolithic technologies — starting with the shift from UNIX to Linux in the early 2000s. He believes AI is at a similar turning point and argues that a hybrid strategy, similar to that of hybrid cloud, is most advantageous for deploying AI models. While the large, somewhat amorphous LLMs are in the spotlight today, the future IT environment is 50% applications and 50% SLMs.

“Data lives everywhere, whether it’s on-premises, in the cloud or at the edge. Therefore, data by nature is hybrid, and because AI needs to run where your data lives, it must also be hybrid,” Brown said. “In fact, we often tell customers and partners: AI is the ultimate hybrid workload.

“Essentially, a CIO will have as many AI models as applications. This means that training needs to be faster, tuning needs to speed up and costs need to be kept down. The key to this challenge lies in open source,” he continued. “Just as it democratized computing, open source will do so for AI; it already is.”

Encryption is coming to RCS, protecting Android and iPhone

Now that Apple supports Rich Communication Services (RCS) messages on iPhones running iOS 18, the GSM Association (GSMA) has promised end-to-end encryption (E2EE) is coming to the standard, a move that should better protect communications between iPhone and Android devices.

The GSMA, which maintains the standard, is working to implement E2EE but hasn’t committed to a time scale. It announced the plans as it marked the launch of RCS support on the iPhone.

E2EE will be ‘next major milestone’ for RCS

“While this is a major milestone, it is just the beginning,” the GSMA said in a statement. “The next major milestone is for the RCS Universal Profile to add important user protections such as interoperable end-to-end encryption. This will be the first deployment of standardized, interoperable messaging encryption between different computing platforms, addressing significant technical challenges such as key federation and cryptographically-enforced group membership. Additionally, users will benefit from stronger protections from scam, fraud, and other security threats.”

RCS Universal Profile is an industry-agreed set of features and technologies the GSMA has standardized so RCS can be widely deployed in products and services. The most recent version, RCS Universal Profile 2.7, introduced support for more advanced messaging features, such as reactions, editing of sent messages, and improved message indicators.

Apple now supports RCS on iPhone

Apple has now adopted RCS within iOS 18, replacing the long-in-the-tooth SMS system for texts to Android devices. Messages between the platforms are much improved as a result — many users were annoyed that they couldn’t share high-resolution images, for example. 

However, the lack of E2EE is a glaring hole in messaging security; it means enterprise users will likely employ other messaging services for critical information. Apple’s own message system does support E2EE, but not when sharing with an Android device — hence, the colored bubbles to show you when a message is secure. You will know when you’re in an RCS chat with an Android user because you’ll see a small grey label that says RCS Message in the text field.

Other significant benefits

The GSMA promise of encryption in RCS is a welcome one. It will prevent carriers, messaging services, or other third parties with access to these communications from viewing the content of the texts you share or sharing that information for any reason.

Encryption on messages between platforms also promises other benefits, as noted last year by Caitlin Seeley George at Fight for the Future: “This move makes it possible for cross-platform messages to be end-to-end encrypted — a security feature that would protect a whole host of vulnerable groups, including pregnant people, LBGTQ+ people, activists, immigrants, and journalists.”

It is possible that Apple’s decision to introduce support for RCS might have helped it avoid its messaging service being declared a ‘Gatekeeper’ service under the EU’s DMA

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