The Age of AI:拾象大模型及OpenAI投资思考 https://mp.weixin.qq.com/s/AxX-Q7njegNTAxMkYFwsfA
AI信息密度极高Ente https://github.com/ente-io/ente
Fully open source, End to End Encrypted alternative to Google Photos and Apple Photos跨年对谈:千亿美金豪赌开启 AI 新摩尔时代 https://mp.weixin.qq.com/s/lK1HZZE-szWucRA1l986sw
对话月之暗面杨植麟:向延绵而未知的雪山前进 https://mp.weixin.qq.com/s/qVXcyw96IEPjrvZeA_1VMQ
对话李广密:拿下最大的市场是全球化创业的关键 https://new.qq.com/rain/a/20230112A07KKI00
专访月之暗面杨植麟:lossless long context is everything https://foresightnews.pro/article/detail/53994
https://mp.weixin.qq.com/s/UMY0qZsCGh87KnW4wjfvoAHow Sora Works (and What It Means) https://every.to/chain-of-thought/sora-and-the-future-of-filmmaking
Sora 的工作原理(及其意义) [译] https://baoyu.io/translations/sora/sora-and-the-future-of-filmmaking视频生成模型:构建虚拟世界的模拟器 [译] https://baoyu.io/translations/openai/video-generation-models-as-world-simulators
伟大的巫师经常独自行事,只要空气中的元素依然回应他的咒语和呼唤 https://quail.ink/lyric/p/great-wizards-usually-act-alone
专访VideoPoet作者:LLM能带来真正的视觉智能 https://mp.weixin.qq.com/s/Hamz5XMT1tSZHKdPaCBTKg
非常多的科技洞见,后续值得重新看几遍!!!To Invent the Future, You Must Understand the Past https://medium.com/backchannel/why-silicon-valley-will-continue-to-rule-c0cbb441e22f
“I don’t think my taste in aesthetics is that much different than a lot of other people’s. The difference is that I just get to be really stubborn about making things as good as we all know they can be. That’s the only difference.”
“Be aware of the world’s magical, mystical, and artistic sides. The most important things in life are not the goal-oriented, materialistic things that everyone and everything tries to convince you to strive for.”
“Don’t be a career. The enemy of most dreams and intuitions, and one of the most dangerous and stifling concepts ever invented by humans, is the “Career.” A career is a concept for how one is supposed to progress through stages during the training for and practicing of your working life. There are some big problems here. First and foremost is the notion that your work is different and separate from the rest of your life. If you are passionate about your life and your work, this can’t be so. They will become more or less one. This is a much better way to live one’s life.”
“I’ve always viewed technology from a liberal arts perspective, from a human culture perspective. As such, I’ve always pushed for things that pulled technology in those directions by bringing insights from other fields.”
“Apple’s strategy is really simple. What we want to do is put an incredibly great computer in a book that you carry around with you, that you can learn how to use in twenty minutes. That’s what we want to do. And we want to do it this decade. And we really want to do it with a radio link in it so you don’t have to hook up to anything—you’re in communication with all these larger databases and other computers. We don’t know how to do that now. It’s impossible technically.” — 1983
“We started with nothing. So whenever you start with nothing, you can always shoot for the moon. You have nothing to lose. And the thing that happens is—when you sort of get something, it’s very easy to go into cover-your-ass mode, and then you become conservative and vote for Ronnie. So what we’re trying to do is to realize the very amazing time that we’re in and not go into that mode.” — 1983
On Macintosh: “It’s the first “telephone” of our industry. But the neatest thing about it to me is, the same as the telephone to the telegraph, Macintosh lets you sing. It lets you use special fonts. It lets you make drawings and pictures or incorporate other people’s drawings or pictures into your documents.”
“The problem at Apple was that they stopped innovating. If you look at the Mac that ships today, it’s 25 percent different than the day I left, and that’s not enough for ten years and billions of dollars in R&D. It wasn’t that Microsoft was so brilliant or clever in copying the Mac. It’s that the Mac was a sitting duck for ten years. That’s Apple’s problem, is that their differentiation evaporated.” — 1996
“Today is a good day to remember Apple’s legacy, which is to bridge the gap between sophisticated technology and “the rest of us” who make up most of humanity. It’s our job to make complex technology easy to use and fun to use.”
“Our strategy in the early days of Pixar was: find a way to pay the bills… We were trying to pay the bills and just buy time. That strategy really turned out not to work. Probably if you look back in the rearview mirror, we would have been better off just funding the animation efforts and not trying to pay the bills through these other products, such as the Pixar Image Computer and software, but that was our best attempt to try to keep the company going. In the end, I just ended up writing checks to keep the company going — and that basically went on for ten years.”
“One of the things that we encountered was that the Hollywood culture and the Silicon Valley culture each use different models of employee retention. Hollywood uses the stick, which is the contract. And Silicon Valley uses the carrot, which is the stock option… And we prefer the Silicon Valley model in this case: give people stock in the company so that we all have the same goal, which is to create shareholder value. But [not having contracts] also makes us constantly worry about making Pixar the greatest company we can, so that nobody would ever want to leave.”
“Walt Disney realized many decades ago that animation was so expensive that you couldn’t afford to animate ten times more than what you need. Matter of fact, you don’t want to animate even 10 percent more than what you need. And therefore, the only conclusion you can come to is, you have to edit your film before you make it. Disney pioneered a lot of techniques for doing that, and they’ve refined those over the last sixty years. Working with Disney gave us access to that wisdom that you can’t buy for love or money.”
“Pixar is a company that has one new product a year, at best. That’s the holy grail for us: to have a movie a year… As CEO, you make a few important decisions a quarter—maybe three—but they are very hard to change if you decide you want to change them.”
“Things get more refined as you make mistakes. I’ve had a chance to make a lot of mistakes. Your aesthetics get better as you make mistakes. But the real big thing is: if you’re going to make something, it doesn’t take any more energy — and rarely does it take more money — to make it really great. All it takes is a little more time.”
“Character is built not in good times, but in bad times; not in a time of plenty, but in a time of adversity.”
“It’s not just shopping for goods and services. It’s shopping for information.”
“There are no shortcuts around quality, and quality starts with people. Maybe shortcuts exist, but I’m not smart enough to have ever found any.”
“Ultimately, it’s the work that motivates people. I sometimes wish it were me, but it’s not. It’s the work. My job is to make sure the work is as good as it should be and to get people to stretch beyond their best. But it’s ultimately the work that motivates people. That’s what binds them together.”
“The most important lesson I ever learned was that you have to hire people better than you are… In normal life, the difference in dynamic range from average to best is usually 30, 40, 50 percent. Twice as good: rarely… But I saw that Woz—one guy—having meetings in his head could run circles around two hundred engineers at Hewlett-Packard. That’s what I saw. And I thought, “Wow.” And I didn’t really understand it at first. Then I started to understand it. It took me about ten years to actually try to put it into practice. Because you’d try to hire and find those people. And they’re really hard to find.”
“Nobody in their right mind wants to be a manager. It’s true. It’s a lot of work, and you don’t get to do the fun stuff. But the only good reason to be a manager is so some other bozo doesn’t be the manager—and ruin the group you care about.”
“A really smart guy I met a long time ago who used to teach at Disney University—Walt Disney recruited him to run Disney University, actually—he told me about his point of view, which I’ve remembered to this day. He called it management by values. What that means is you find people that want the same things you want, and then just get the hell out of their way.”
“To me, marketing is about values. This is a very complicated world. It’s a very noisy world, and we’re not gonna get a chance to get people to remember much about us. No company is. And so we have to be really clear on what we want them to know about us.”
“Brands take decades to build.”
原文地址 独家教程 | “真假难辨”的效果图如何打造,以一只笔为例(下)——渲染篇 上期独家教程,康石石带大家用Rhino完成了 COPIC MULTILINER 针管笔建模(复习请戳: 独家教程 | “真假难辨”的效果图如何打造,以一只笔为例(上)——建模篇 ),下面我们把它丢进Keyshot渲染器里,看看究竟Keyshot究竟能不能打造真实照片一般的既视感。 Keyshot虽为各家晚辈,但近年来突飞猛进。有的同学说Keyshot渲染效果不如V-Ray,但我们可以看下本期独家教程内容再作判断。 基础材质赋予 首先我们打开 Keyshot 基本导入参数 导入后 由于我们事先在Rhino中,对各个部件分过色,所以我们可以直接,尽情 把左边各种需要的材质球直接拖到需要的部件上 。 初步赋予材质后效果 特写效果 环境光赋予 Keyshot预设的材质显然不能够完全适合所需情况,且物体上的光线并不是很正确。因此同学们需要 将环境光换成更加接近真实摄影棚的灯光场景 。 选用 3 Panels Tilted 2k 作为的基本环境光,将环境光拖入环境里之后,效果如下: 模型各部材质赋予 由于光影的变化,整个模型已更加真实。 接下来 各部的材质还需根据实际的视觉情况 手工调整 。 以下是这次模型各部材质的参数: 笔身主要的金属材质 黑色塑料件部分以及笔头的黑色 笔夹与笔头所使用的金属材质 Tip:金属材质是将Keyshot预设的钢材质的粗糙度调整为0.01而成。 握柄处的塑料材质 Tip:因为塑料的视觉特点,此处特地选用了 半透明属性的材质 做调整,除了表面颜色的参数之外,剩余的三个颜色区域均使用了 R255,G255,B255的纯白 。 笔身标签渲染 在给各部赋予了材质之后,产品很重要的一个环节就是印刷于产品之上的各种商标与说明,在Keyshot中,这些效果可以很轻松的通过标签功能来实现。 首先对实物上的印刷效果进行观察, 可以看出实物上的印刷效果其实是比较立体的 。 Tip: 细节,往往是产品品质的一种体现。 在效果图的渲染中,也应该...