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Leaders at Google are anxious of falling behind in AI race ... - TipRanks
Leaders at Google are anxious about falling behind in the race to offer AI coding tools, Julia Love of Bloomberg reports, citing people familiar with the matter. The company is now working to unite its coding initiatives to speed progress and take advantages of customer interest. Additionally, Google's Gemini model's capabilities are spread across half a dozen different coding products ...
Most companies are doing AI wrong - Chris Skinner's blog
I keep seeing the same pattern emerging in AI conversations right now. Everyone says: we need better tools but, when you dig into what the leading firms are saying – McKinsey, IBM, Bain, Boston Consulting Group, Accenture, Anthropic and OpenAI – they’re all coming to the same conclusion: It’s not the technology that’s broken. It’s the organisational model. We are moving from AI as a feature to AI as an operating system. The challenge isn’t adopting AI. The challenge is reinventing the enterprise for a world where machines don’t just support decisions, but increasingly make them. This is why only a small group of firms are really getting value from AI, and they’re not the ones experimenting faster. They’re the ones redesigning how the organisation actually works. What does that mean in practice? First, AI isn’t a tool anymore. It’s becoming part of the team. That raises awkward questions: who is accountable when an AI agent makes a decision? How do you define roles, incentives and trust boundaries between humans and machines? Second, most firms are still layering AI on top of messy, legacy processes. That’s like putting having a Ferrari pulled by a horse. It looks impressive, but it doesn’t move the business forward. Third, the real work is the boring stuff: data quality, governance, execution discipline, and integration into core workflows. Not demos, pilots or chat interfaces, but building infrastructure for decision-making. It means we are moving from AI as a feature to AI as an operational system. Here is a quick summary of each of the reports and a nice pic, courtesy of Justin R on LinkedIn: IBM: Agentic AI’s Strategic Ascent IBM’s report makes a simple but powerful point: agentic AI isn’t just another tool – it fundamentally changes how organisations operate. Instead of humans managing tasks step by step, AI agents can set goals, make decisions and execute work autonomously, effectively becoming a digital workforce. The real challenge isn’t the technology, but redesigning the operating model – fixing data, governance and workflows – so humans and machines can work together. In short, success with AI isn’t about better pilots; it’s about rebuilding the organisation for a world where machines don’t just support work, they do it. McKinsey – The Agentic Organisation McKinsey’s take on the “agentic organisation” is pretty clear: AI isn’t just changing work, it’s redefining the firm itself. Instead of hierarchical structures and siloed functions, organisa...
AI on Instagram: "DeepMind's CEO has one test for AGI. AlphaZero ...
Dinner: better than the world champion, using moves no human had ever played before. It did not learn from human games. It created its own dataset through self- ...
The Architecture Behind Agents That Actually Collaborate - enhans.ai
The architecture behind agents that actually collaborate is what determines the scope of what is possible. In the next part, we will cover how this system connects to users and how it presents itself, including the Bridge layer and interface design.
