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: 申请日本研究生 首先有必须向大家解释一下日语中这个“研究生”的概念以及日本的大学院的基本设置。 日语中“研究生”用英文来说是research student,在日本的大学是非正规生,也就是说没有学位也不可以修得学分,一般情况下只能在研究生阶段结束以后得到一份“研究生修了证明书”,这个回国是没有用处的。 最初研究生的设立,并不是为了大学院备考者。但是现在外国留学生都利用这个课程来作为进入大学院正规课程的一个途径。说直接一点,就是为了拿到签证,来日本考大学院的一个途径。 研究生又分为两种,一为学部研究生,申请的资格为大学本科毕业及其预定毕业者,或者是满16年学习经历的都有资格申请。第二种为大学院研究生一般是硕士毕业以及其预定毕业者有资格申请。 简单的说,可以把中日的高中到博士的就学阶段和名称对比如下: 日本:高校 学部 学部研究生 修士 大学院研究生 博士 中国:高中 本科 硕士预科 硕士 博士预科 博士 |--------- | ----------| | 统称大学院 研究生的申请基本上为书类选考,也就是只要提交必要的材料和得到指教教官的许可就可以申请。也有个别好的大学需要书面考试,但为数不多。 研究生的申请可以是国内出愿(人在日本),也可以是海外出愿(人在中国)。 日本大学院的基本设置。 一般是##大学大学院###研究科的机构下,分博士前期(相当于国内的硕士)和博士后期(博士),有些大学的有些专业没有博士后期,一般就叫做修士课程。 研究生下又有具体专攻的划分。 申请研究生第一步 是和你想去大学的导师联系,希望他能够当你的指导教官(当然事先搜集有关大学,导师的资料是必备的,要确定这个大学一定招研究生.相关信息。 可以利用小春留学论坛学校版提供的以下信息搜索引擎 也可以利用日文门户网站yahoo等来搜索。) 联系导师的合理时间,一般在你希望入学时间(一般一年有两次,4月和10月,)的6-12个月前.具体时间各个学校,各个专业不同不同。 至少6个月前是一定要联系拉,否则会来不及. 国内本科大4在校生,建议在进入大4后就着手准备联系导师事项. 联系导师的方法,材料及注意事项 1。可以通过电子邮件,书信,传真,电话各种工具。最方便,最便宜的方式推荐用电子邮件。有些导师是不公开电子邮件的,那就只能利用其他工具拉。