The United States leads in AI investment, but its ability to attract global talent is declining.
这一趋势揭示了AI领域的一个关键悖论:尽管美国在资金投入上遥遥领先,但其吸引全球人才的能力却在急剧下降。这可能预示着AI创新中心的地理转移,以及全球AI人才流动模式的根本性变化。
The United States leads in AI investment, but its ability to attract global talent is declining.
这一趋势揭示了AI领域的一个关键悖论:尽管美国在资金投入上遥遥领先,但其吸引全球人才的能力却在急剧下降。这可能预示着AI创新中心的地理转移,以及全球AI人才流动模式的根本性变化。
The first thing you need to do is identify which people are going to be your leaders that help you pull this off. This is going to be a 12 month death march and you need to find out who is willing to go through the pain with you. There's good news, though: somewhere in your org, there are ~five people who are going to deliver you 100x the amount of value you ever thought possible.
令人惊讶的是:文章提出组织中存在极少数(约5人)能带来100倍价值的人才,这一观点颠覆了传统的人才评估理念。作者暗示这些人才可能职位不高,但却是公司转型的关键力量。这一观点挑战了传统组织架构中按层级分配权力的模式,暗示真正的创新可能来自意想不到的角落。
early-career researcher salaries at OpenAI and Anthropic are around twice as high as at DeepSeek, even after accounting for purchasing power.
购买力平价调整后,OpenAI/Anthropic 给初级研究员的薪资仍是 DeepSeek 的两倍——这意味着顶尖人才流向美国不仅是文化和机会问题,还是冷冰冰的经济计算。中国 AI 公司在人才争夺上面临的不只是算力差距,还有薪资结构性劣势。「绝大多数赴美中国 AI 研究员选择留下」这一事实,从这里得到了最朴素的解释。
Talent density : the biggest prizes in capitalism attract the best minds in the field. These are the fastest growing software companies in history.
大多数人认为AI发展主要靠算法突破和计算资源,但作者强调人才密度是推动AI压缩的关键因素,暗示了人才竞争比资本和算法更重要,这与行业普遍重视技术投入的观点相悖。
We prioritize research ability, technical judgment, and execution over specific credentials.
在学术界和科技行业,学历和传统资历通常被视为最重要的筛选标准。作者明确表示优先考虑实际能力而非特定资历,这挑战了行业普遍的人才评估体系,暗示OpenAI正在寻找非传统路径的创新者,而非仅看名校背景的精英。
One advantage for Beijing is that much of the global AI talent is Chinese. We can tell from the CVs of researchers as well as occasional disclosures from top labs (for example from Meta) that a large percentage of AI researchers earned their degrees from Chinese universities. American labs may be able to declare that “our Chinese are better than their Chinese.” But some of these Chinese researchers may decide to repatriate. I know that many of them prefer to stay in the US: their compensation might be higher by an order of magnitude, they have access to compute, and they can work with top peers. 5But they may also tire of the uncertainty created by Trump’s immigration policy. It’s never worth forgetting that at the dawn of the Cold War, the US deported Qian Xuesen, the CalTech professor who then built missile delivery systems for Beijing. Or these Chinese researchers expect life in Shanghai to be safer or more fun than in San Francisco. Or they miss mom. People move for all sorts of reasons, so I’m reluctant to believe that the US has a durable talent advantage.
global talent wrt AI is largely Chinese, even if many of them currently reside in the USA
Tao, Terence. “What Is Good Mathematics?,” February 13, 2007. http://arxiv.org/abs/math/0702396.
Variations of this can also be applied to other fields, like history. What makes good history, good historians, good history teachers, etc.?
This blog from the University’s Careers Service gives helpful examples of how you can evidence your digital capabilities when updating your CV.
Student specific - is there a staff alternative to this blog post?
Résumé de la vidéo [00:00:03][^1^][1] - [01:01:10][^2^][2]:
Samah Karaki explore la notion de talent, déconstruisant le mythe qu'il est inné et soulignant l'importance des facteurs sociaux et environnementaux dans le développement des compétences. Elle discute de l'histoire du concept de talent, de la méritocratie, et de la manière dont les sciences cognitives peuvent promouvoir la justice sociale et environnementale.
Points forts: + [00:01:00][^3^][3] Déconstruction du mythe du talent * Le talent comme fiction et les mythes de la réussite * L'impact des facteurs sociaux sur le développement des compétences * La proposition d'un modèle de société axé sur les réalisations collectives + [00:08:00][^4^][4] Mesure du talent et méritocratie * L'histoire de la mesure du talent depuis la Grèce antique * La méritocratie et son idéal émancipateur * Les outils historiques pour mesurer le talent et leurs limites + [00:20:00][^5^][5] Automatisation et unicité des cerveaux * Le rôle de l'automatisation dans le succès évolutif * Comment l'automatisation rend nos cerveaux uniques * La distinction entre les automatismes bénéfiques et les biais + [00:34:11][^6^][6] Prédispositions génétiques et performance * L'influence des prédispositions génétiques sur la performance * La nécessité de dispositifs d'entraînement appropriés pour exceller * La réfutation de l'idée de groupes humains partageant des prédispositions génétiques communes Résumé de la vidéo [00:35:00][^1^][1] - [00:48:00][^2^][2]:
Dans cette section de la vidéo, Samah Karaki explore la notion de talent à travers l'histoire et la science. Elle déconstruit le mythe du talent inné et souligne l'importance des facteurs sociaux et environnementaux dans le développement des compétences. Karaki critique l'utilisation des tests de QI comme mesure de l'intelligence et encourage une vision plus holistique des capacités humaines.
Points forts: + [00:35:00][^3^][3] Déconstruction du mythe du talent * Examen de l'histoire du concept de talent * Critique de l'idée du talent comme don inné * Importance des facteurs sociaux dans le développement des compétences + [00:38:00][^4^][4] Critique des mesures de l'intelligence * Discussion sur les limites des tests de QI * Mise en évidence de la plasticité du cerveau * Appel à une approche plus nuancée de l'intelligence + [00:41:00][^5^][5] Automatisation et unicité des cerveaux * Explication de l'automatisation des compétences et des préjugés * Illustration de la manière dont nos cerveaux sont uniques * Importance de la prise de conscience de nos automatismes + [00:44:00][^6^][6] Limites des capacités attentionnelles et décisionnelles * Description des capacités limitées du cortex préfrontal * Importance de l'automatisation pour la survie et l'apprentissage * Appel à la prudence face aux promesses de l'optimisation du cerveau Voici les points forts de la vidéo entre [00:45:00][^1^][1] et [01:19:00][^2^][2], avec les timecodes correspondants :
Ces points mettent en lumière l'importance de l'état d'esprit dans l'apprentissage et le rôle des facteurs sociaux dans le développement des compétences. Samah Karaki utilise son expertise en neurosciences pour déconstruire le mythe du talent inné et promouvoir une vision plus équitable de l'intelligence et du mérite.
zusamenfassung: potenzielle revolutionsführer werden vom system rekrutiert als controlled opposition.<br /> der "verrat gegen das eigene volk" liegt darin, dass die großen ziele aufgegeben werden (große ziele wie revolution), und dass nur kleine ziele verfolgt werden (kleine ziele wie musik verkaufen oder drogen verkaufen). "einen vertrag mit blut unterschreiben" heisst: diese bindung gilt für das ganze leben, und fehler werden mit dem tod bestraft (fehler wie verrat, ketzerei, whistleblowing). genau das ist auch mein vorwurf an die ganzen sogenannten "gangster": statt ihr naturtalent zu nutzen und eine blutige revolution zu führen gegen das scheiss system, lassen diese leute sich kaufen und korrumpieren, und verschwenden ihr potenzial als "künstler" oder als drogenticker...
Heidi Rotbart, owner of Heidi Rotbart Management who in the 1980s became Diller’s traveling secretary,
We create product not to show how good we are, but to measure how good we are.
<script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>We create product not to show how good we are, but to measure how good we are.
— Naval (@naval) February 19, 2023
sportswriters used to talk about how Larry Bird could look at a newspaper photograph from any game he’d played as a Boston Celtic and recall where everyone else had been on the court at that moment, knowledge that informed his play every time he brought the ball forward.
But Dr Essai has observed time and again how the finest artists are the ones whose idea of fun is spending hour after hour, day after day doing the same thing over and over and over and over. And then some more.
This seems to fit in with Malcolm Gladwell's observation about Paul Simon see: https://hypothes.is/a/Kd7X4lvPEe250Gvn57Pbdg
I note incidentally thatprofessors of literature still assign these two poets to differentschools. There is only one school: that of talent.
becoming a talent magnet will be challenging for many family businesses. Those that succeed will be rewarded with loyal and highly capable employees who are ready to help the business achieve its aspirations for growth and profitability.
every one is a genius, more or less
Highly amusing take on "talent".
a lack of skilled people and difficulty hiring topped the list of challenges in AI
Globally but in Canada in particular this is exacerbates by poaching from the US.
A Different Theory of Economic Development | Inside Higher Ed. (n.d.). Retrieved September 25, 2020, from https://insidehighered.com/blogs/confessions-community-college-dean/different-theory-economic-development
You are qualified and responsible, but not everyone will see what you bring. Only the people who get you, deserve you. Why waste your time with the rest?
efficiency has come to mean accomplishing a task with the least possible human intervention—a goal that often turns out to be self-defeating, particularly when efficiency becomes almost an end in itself. Recall Thomas Edison’s famous line that genius is one percent inspiration and 99 percent perspiration and contrast it with our contemporary enthusiasm for machine-like efficiency
Interesting connection here between the efficiency mandate and the "talent means no effort required" attitude we see in many school settings.
“In my perfect world, I have a competency profile — you know, on LinkedIn, presumably — that is kept up to date in real time on the competencies that I am exhibiting in my work, as well as competencies that I’ve demonstrated through assessments, through my education, the formal credentials that I’ve accrued,”
It’s a very specific dream, but it sounds like it’s shared by a lot of people.
talent achieves what others cannot achieve, whereas genius achieves what others cannot imagine.
Businesses are not saying "I want someone who went through a programme that promised them a job".
In the Ivory Tower, we hear less about that part of the relationship between Higher Ed. and businesses. Those colleagues of ours who are so against the 100-year push for universities to become more vocational tend to assume that employers are the ones doing the pushing. While it’s quite possible that some managers wish for universities to produce optimised employees, many people on that side of the equation argue that they’re quite able to train employees, as long as they’re able to learn. Now, there’s a whole thing about the “talent pipeline” which might get faculty in a tizzy. But it’s not about moulding learners into employees. Like much of Higher Ed., it’s about identifying (and labeling) people who conform to a certain set of standards. Not less problematic, perhaps, but not so much of a distinction between academia and employability.
Intellectual property is far more egalitarian. Of limited duration and obtainable by anyone, intellectual property can be seen as a reward, an empowering instrument, for the talented upstarts Burke sought to restrain. Intellectual property is often the propertization of what we call "talent." It tends to shift the balance toward the talented newcomers whom Burke mistrusted
intellectual property is often the propertization of what we call talent.
Despite her work ethic, her track record, and the fact that we all really liked her, her skills were no longer adequate. Some of us talked about jury-rigging a new role for her, but we decided that wouldn’t be right. So I sat down with Laura and explained the situation—and said that in light of her spectacular service, we would give her a spectacular severance package. I’d braced myself for tears or histrionics, but Laura reacted well: She was sad to be leaving but recognized that the generous severance would let her regroup, retrain, and find a new career path. This incident helped us create the other vital element of our talent management philosophy: If we wanted only “A” players on our team, we had to be willing to let go of people whose skills no longer fit, no matter how valuable their contributions had once been. Out of fairness to such people—and, frankly, to help us overcome our discomfort with discharging them—we learned to offer rich severance packages.
The drive toward the formation of metaphors is the fundamental human drive, which one cannot for a single instant dispense with in thought, for one would thereby dispense with man himself. This drive is not truly vanquished and scarcely subdued by the fact that a regular and rigid new world is constructed as its prison from its own ephemeral products, the concepts. It seeks a new realm and another channel for its activity, and it finds this in myth and in art generally.
Incredible writing talent and perceptivity.
But only by those who can learn them any one who cannot learn this art quickly can never thoroughly learn it
Natural talent?