Sun'iy intellekt robotlarning "miyasi"ga kirishni boshladi. Gumanoid robotlar ustida ishlayotgan "Figure" kompaniyasi o'z roboti haqida qisqa video e'lon qildi.
Unda robot odamdek gapiryapti va fikrlayapti. Unga faqat yumushlarni bajarish haqida buyruqlar berilmadi, balki bu ishlarni nega va qanday bajarayotgani haqida ham so'rashdi. Javoblar esa ohang va mazmun jihatidan odamnikidan farq qilmaydi. Qo'l harakatlari ham ancha tekis.
Sun'iy intellekt robotlarning "miyasi"ga kirishni boshladi. Gumanoid robotlar ustida ishlayotgan "Figure" kompaniyasi o'z roboti haqida qisqa video e'lon qildi.
Unda robot odamdek gapiryapti va fikrlayapti. Unga faqat yumushlarni bajarish haqida buyruqlar berilmadi, balki bu ishlarni nega va qanday bajarayotgani haqida ham so'rashdi. Javoblar esa ohang va mazmun jihatidan odamnikidan farq qilmaydi. Qo'l harakatlari ham ancha tekis.
A project of our size needs at least a few hundred million dollars per year to keep going,” Mr. Durov wrote in his public channel on Telegram late last year. “While doing that, we will remain independent and stay true to our values, redefining how a tech company should operate.
That strategy is the acquisition of a value-priced company by a growth company. Using the growth company's higher-priced stock for the acquisition can produce outsized revenue and earnings growth. Even better is the use of cash, particularly in a growth period when financial aggressiveness is accepted and even positively viewed.he key public rationale behind this strategy is synergy - the 1+1=3 view. In many cases, synergy does occur and is valuable. However, in other cases, particularly as the strategy gains popularity, it doesn't. Joining two different organizations, workforces and cultures is a challenge. Simply putting two separate organizations together necessarily creates disruptions and conflicts that can undermine both operations.
