This Former Google Engineer Wants To Finally Make Search Work—For Work | How You Define the Problem Determines Whether You Solve It | What to read to understand modern warfare | Some OpenAI customers are thinking about switching to rivals amid chaos

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This Former Google Engineer Wants To Finally Make Search Work—For Work - Forbes

Arvind Jain, CEO of Glean, during Web Summit 2022 at the Altice Arena in Lisbon, Portugal. (Photo By Harry Murphy/Sportsfile for Web Summit via Getty Images)

For all the hoopla over the past year around artificial intelligence, its impact on the workplace largely remains to be determined. AI-powered features, such as the autocomplete functions in Outlook or Gmail, have made only subtle inroads into work tools. And while there have been a few successesâperhaps most notable being GitHub Copilot, a code-writing assistant distributed by Microsoftâgenerative AI hasn't radically transformed the way people work. At least not yet.

"This is the year of experimentation," said Arvind Jain, cofounder and CEO of Glean, a Palo Alto, California startup which sells software that lets users input Google-style searches for their company's proprietary information, such as internal documents. "2024 is when you're going to see the CFOs demanding: show me the value from all the money that you spent."

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How You Define the Problem Determines Whether You Solve It - Harvard Business Review

New innovations can seem like they come out of nowhere. How could so many people have missed the solution to the problem for so long? And how in the world did the first person come up with that solution at all? In fact, most people who come up with creative solutions rely on a relatively straightforward method: finding a solution inside the collective memory of the people working on the problem. That is, someone working to solve the problem knows something that will help them find a solution — they just haven’t realized yet that they know it. When doing creative problem solving, the statement of the problem is the cue to memory. That is what reaches in to memory and draws out related information. In order to generate a variety of possible solutions to a problem, the problem solver (or group) can change the description of the problem in ways that lead new information to be drawn from memory. The most consistently creative people and groups are ones that find many different ways to describe the problem being solved.

Typical stories of creativity and invention focus on finding novel ways to solve problems. James Dyson found a way to adapt the industrial cyclone to eliminate the bag in a vacuum cleaner. Pablo Picasso and Georges Braque developed cubism as a technique for including several views of a scene in the same painting. The desktop operating system developed at Xerox PARC replaced computer commands with a spatial user interface.

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What to read to understand modern warfare - The Economist

THE WAR in Ukraine is a curious mix of old and new. Soldiers crouch in trenches that would not be out of place in Verdun, were it not for the glimpse of a reconnaissance drone above. Some Ukrainian gunners receive orders via Elon Musk’s Starlink constellation of satellites. Others fire artillery pieces that pre-date the Cuban missile crisis. Chinese-made quadcopters drop 1940s-vintage grenades on unsuspecting Russian tanks. It has the feel of a steampunk novel by Tom Clancy. Making sense of all this can be tricky. Conscription has ebbed away in America and most big European countries, so military matters seem rarefied. The Western wars of the past 30 years have been waged largely against assorted insurgents and guerrillas; the sound of big guns once more pounding out duels within Europe is disorienting. How to understand it all? This selection of five books should help you brush up on modern warfare.

A lot of military history is a snoozefest: hagiographies of generals and bloodless accounts of obscure engagements. So when John Keegan, a lecturer at Sandhurst, Britain’s military academy, published “The Face of Battle” in 1976, it was an instant classic. The book examines three seminal battles—Agincourt, Waterloo and the Somme—at the level of the individuals who fought them. “Inside every army is a crowd struggling to get out,” writes Keegan, “a human assembly animated not by discipline but by mood”. The line is sometimes barely discernible. In the first world war, entire battalions came into being “when a train load of a thousand volunteers was tipped out on to a rural railway platform in front of a single officer”. In Ukraine, conscripts have been thrown into the meat-grinder with little training. Keegan vividly describes how booze, religion, fatigue, honour, the promise of loot and raw coercion keep soldiers from fleeing. Men in close combat will eventually break, though, in little under a year in the case of the second world war. Modern battles have drones, artificial intelligence and hypersonic missiles. But their aim is the same—“for it is towards the disintegration of human groups that battle is directed”. (We reviewed another of Mr Keegan’s books, on the American civil war, in 2009.)

Military Power: Explaining Victory and Defeat in Modern Battle. By Stephen Biddle. Princeton University Press; 352 pages; $39.95 and £30

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Some OpenAI customers are thinking about switching to rivals amid chaos - CNBC

When there was a companywide protest at OpenAI after its CEO Sam Altman was ousted, software startup CEO Arjun Bansal began fielding increased calls from customers asking for help to lessen their use of OpenAI's GPT large language models.

At his startup Log10, Bansal oversees the production of tools that third-party developers can use to build LLM-powered applications. Since the OpenAI drama unfolded, Bansal told CNBC the startup's instability was a reason customers cited.

"People have been reaching out on how they would go through that process of being able to fine-tune different models or try out different providers with minimal disruption to how their code is set up," Bansal told CNBC. "It is a very unprecedented situation, that a company of this size with this very unusual governance structure has gone through so much change in just over a weekend."

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