#generativeai

Does any of you perceive AI as bubble like SDN or is it going to stay for ever. I am not sure if cognitive alogrithms break AI patterns create more confusion for the future to adapt. If not, AI is not real AI.

Affirm's CEO is -

Naive.

Automation.

RPA - Robotic Process Automation (will continue) to replace entry-level white-collar jobs

RPA has (always) been a (Large) part of (Global) manufacturing.

AI robots (will continue) to replace employees in manufacturing as it grows.

The Unemployment rate (will rise) over time because of it, it should show even more so; over the next several years.

The Trump thesis is (Totally Wrong) for bringing back manufacturing to the U.S. (employee-wise).

Remember, AI does (not) pay Tax revenue; employees do.

Reference the exponentially rising U.S. National debt of $38.2 Trillion a year (current) in which U.S. taxpayers pay $969 Billion in Interest (almost a Trillion a year) to outside Investors (U.S. based, Japan, China; etc.) per usdebtclock.

The impending layoffs are about the same thing as it's always been about. Prioritizing PROFITS over people! This company is by no means struggling. Free cash flow for the nine months ended September 30, 2025 was $15.8 BILLION, an increase from $14.5 BILLION during the same period in 2024. This company is still making BILLIONS in profit. Where did the increase in revenue come from? Through price hikes and rising fees; and they wonder why churn is high?

There's a WSJ article where Dan is saying 'We'll hit AGI (human level intelligence) in the next 2-4 years'. He's a big proponent of pushing AI. Why?
Bc he is an investor in the AI field primarily as a Managing Partner at Valor Capital Group, which invests in various technology companies. Wall St and Silicon valley are obsessed with AI and they pushing it down our throats even though regular consumers are not asking for it. The demand for AI comes from the top down, not bottoms up.

Where is the HUMANITY in AI? What will happen to the PEOPLE after our jobs are replaced by AI? Seems like the Board has let the fox in to guard the hen house.

Rumors of Verizon's Store Closures and
Layoffs Have Employees Worried
Rumors of Verizon store closures and layoffs are making the rounds. The Verizon layoffs this month could continue to heighten tech industry woes, leaving many to fend for themselves in an unstable job market. So
far, Verizon hasn’t confirmed major job cuts for the rest of 2025, butemployees continue to speculate about the possibilities.
Verizon’s rumored store closures and layoffs may take shape by Nov. 20,but the uncertainty among employees continues to mount as they clamor for updates.
Verizon Store Closures and Layoffs Expected: RumorsHave Employees on the Edge of Their SeatsVerizon is reportedly planning store closures around November 20, cutting
down on the number of its operations. Less profitable outlets are expected to be affected, indicating a direct effect on its employees, but.workers could also be laid off at the remaining open locations. The details
remain unconfirmed, with no updates on just how many stores and.employees could be affected by the change.The rumors suggest that, in addition to Verizon’s store closures and layoffs, the company may expand its AI automation services to address.gaps in its business resulting from the planned store closures. Rumors of.Verizon’s cost-cutting store closures and reorganizations of jobs have primarily emerged from platforms like Reddit and TheLayoffs, where employees have begun to consider the potential impact on their roles..Reports from platforms like The Street and Phone Arena have also begun
discussing the strategy..An email from the new CEO, Dan Schulman, last month also hinted at the possibility of change, speaking of “bold actions to make the company
leaner.” Such changes often include staff cuts, as we’ve seen from companies across the board this year.
Is AI to Blame for the Verizon Job Cuts Rumored in 2025?
Like most businesses, Verizon has also invested heavily in AI over the last
two years; however, it hasn’t yet made explicit changes to its headcount
as a result of this investment. A Verizon spokesperson reportedly told

TheStreet that its AI efforts were not part of a plan to reduce its workforce
numbers or linked to any layoff plans, but the rumors continue to mount.
Many suggest that the company could use AI to bridge any gaps in its
workforce following the Verizon store closures and layoffs, and this could
specifically affect customer service roles. There has been considerable
back-and-forth between businesses attempting to automate customer service with the technology,.and customers biting back, restating their preference for human
interactions over unempathetic AI services.
Verizon’s AI initiatives already include a business AI assistant and a similar AI shopping assistant, with its Project 624 services promising an improvement in quality across services. These innocuous uses of AI
showcase the myriad ways in which the technology has been employed across businesses, but most have come at the cost of some human labor.
The Lack of Information Has Employees Turning to Leaks onVerizon’s Workforce ReductionsOver the last few days, internal concerns and reports suggesting a
November 20 announcement date have employees looking online for information on what’s to come. Unfortunately for them, most of the chatter online is mere speculation, leaving them with very little concrete
information to go on. From questions about who is likely to get laid off first to others about the validity of employee benefits once employees are laid off, the stress and concern among workers are apparent.
While layoffs are difficult to conduct regardless of how well they are planned, such uncertainty is rarely healthy for an organization to allow. All.business decisions are rarely made after consulting and informing each employee, but the lack of any communication or intimation leaves workers
stressed, anxious, and unable to perform. Resentment towards supposed
DEI hires and anger about overseas operationshave escalated, and this rise of negative feelings is hard to undo, even
months after the layoffs are well and truly done.Verizon’s store closures and layoffs appear to be a.certainty as the company hasn’t explicitly denied the rumors, but matters might be more complex than these initial reports will have us believe.
The delays have left workers critical of everything from the company’s business model to the new.CEO’s ability to lead, and such chaos is rarely ideal for operations.
Whether Verizon confirms the major job cuts for 2025 or denies the.strategy remains to be seen, but for a business to be productive,
communication and transparency remain paramount.

The next days are going to be bad. I cannot wait to see the forward looking projections lies about AI revenue

Intel's CTO and AI chief leaves for OpenAI after just seven months in role — follows another AI data center exec out the door, Lip Bu-Tan to take up the slack | Tom's Hardware https://share.google/N8vbWxNr8o0YGrv59

https://substack.com/inbox/post/178568795

But business leaders are still pretending (lying) AI is taking peoples jobs.

https://arxiv.org/html/2510.26787v1

The best-performing current AI agents achieve an automation rate of 2.5%, failing to complete most projects at a level that would be accepted as commissioned work in a realistic freelancing environment. This demonstrates that despite rapid progress on knowledge and reasoning benchmarks, contemporary AI systems are far from capable of autonomously performing the diverse demands of remote labor.

Layoffs hit Amazon, UPS, Target, and more — but it has little to do with AI

Even perceived winners in the AI-fueled economy, like Meta, have recently announced workforce reductions.

https://finance.yahoo.com/news/layoffs-hit-amazon-ups-target-and-more--but-it-has-little-to-do-with-ai-165130022.html

I'm actually pretty shocked at how pervasive AI has become in every aspect of the company. From engineering to design to mail to people making their own agents, etc. It seems like we're just throwing money at the bubble and it hasn't yet resulted in any savings, just expenditure (Cursor, for one)
I use Cursor daily in my role and the amount of times I have to fix code or re-prompt something because it over-engineered something it got it entirely wrong is way too high.

Segment 2: Broadcom x OpenAI and the AI capacity race

JIM CRAMER: We are here with Hock Tan, CEO of Broadcom. Stock is up nearly 10 percent on a big OpenAI partnership. Hock, you are not a cheerleader. What is the hard business case?

HOCK TAN: Customers building large language models need compute capacity, at scale. We invest to enable a small set of those builders, and we do it with purchase orders, not hopes.

JIM CRAMER: Power is the scare word. People are throwing around 18 Hoover Dams. Where does the juice come from?

HOCK TAN: The power exists. The challenge is making it usable. Do not chase one giant gigawatt site. Distribute 50 to 100 to 200 megawatt sites across the grid. Oracle, Google, Meta, Microsoft are securing capacity. With time, those locations become usable power.

JIM CRAMER: Custom silicon at scale without wrecking margins. How many partners can actually do this with you?

HOCK TAN: Very few. We learned a lot over eight years with Google on AI accelerators. Today we focus on about seven players pushing foundation models. Four are already real customers, meaning production purchase orders at scale.

JIM CRAMER: OpenAI is private, but you would not sign up unless the economics worked.

HOCK TAN: Correct. They are real, fast growing, and we look three to five years out. Generative AI is not a fad. It is how intelligence gets created in software.

JIM CRAMER: Competition. I am not starting a cage match with Jensen. Is there room for everyone?

HOCK TAN: Jensen is a friend. Demand for compute is more than doubling year over year. No single vendor can satisfy it. The race is performance per watt and performance per dollar, plus networking and software stack to run the models at scale.

JIM CRAMER: Everyone talks AI, but VMware and the rest of Broadcom matter. How are they doing?

HOCK TAN: VMware is growing and throwing off large free cash flow. One of our best assets.

JIM CRAMER: You have called this a secular wave. How big can it be?

HOCK TAN: Think railroads and the internet. Global GDP is roughly 110 trillion. About 30 percent is tech and knowledge driven. Generative AI can push that toward 40 percent. That is on the order of 10 trillion in added value annually over time. Spend a trillion a year and the returns can still be compelling.

JIM CRAMER: Translation for investors. You are meeting demand that already exists.

HOCK TAN: Yes. Our job is to deliver capacity and keep optimizing.

JIM CRAMER: Hock Tan, Broadcom CEO. Big day. Thanks for being here.

HOCK TAN: Thank you, Jim.

"When compared to Intel-based systems, it delivers up to 86x faster AI performance"…

I'm imagining the engineers responsible for running the tests finely tuning the test suite for days and days so they could get that number into the press release, lol. There's no way that's a coincidence and someone definitely advocated for that line being the way it is.

AI bubble is forming, Hyperscalers will reduce Capital Expenditure once it pops. Will Nokia be able to ride the waves as it has for the past decade?

The stock will probably be around $50 by the end of the year. We’re clearly in an AI bubble, and the AI-driven stocks are telling a very different story from reality. Our team isn’t ready to handle what’s coming.

We’re stuck in an economic trap. If we raise prices to protect margins from tariffs, we risk losing customers. If we don’t, margins get crushed. Discretionary spending is tightening, so fewer people will be buying high-end gear this holiday season. Retail looks soft, companies are hiring less and most aren’t looking to add traditional holiday staff at prior year levels.

Not everything is leadership’s fault. Some of this is just macroeconomic turbulence. But the bigger issue is that our current leadership is a throwback. They’re just not equipped to deal with today’s high-volatility environment. And unfortunately, many of the same people who created these problems are still running the show, some of them even promoted.

We might see slightly better earnings in December, but I expect it to come with a warning about a tough year ahead. That message won’t help the stock.

Buckle up.

https://www.aspistrategist.org.au/microsoft-outlines-ambitious-post-quantum-plans-but-challenges-remain/

But the whole industry is turning upside down due to tech and ai and some new sofware, so less work is required. It's not good that we are losing good jobs because of tech and this affects all companies in this space regardless of size and location, not only Higginbotham.

Goldman Sachs has informed employees of potential job cuts and a hiring slowdown through the end of the year, according to an internal memo seen by Reuters, as the Wall Street giant aims to use artificial intelligence to enhance productivity.

Calling the initiative "OneGS 3.0", the memo said some of the priorities for its AI initiative are sales and client on-boarding process, as well as other critical areas such as lending processes, regulatory reporting, and vendor management.

https://money.usnews.com/investing/news/articles/2025-10-14/goldman-sachs-eyes-job-cuts-and-hiring-slowdown-amid-ai-push-memo-shows

What do you think what will happen with AI? Are tens of billions of dollars (we invested in it) ever going to produce any value for us? What about all other AI related companies and products? Do you see this as some kind of a Scam?

And we all know what this means at BNY

https://nypost.com/2025/10/14/business/goldman-sachs-warns-of-looming-layoffs-as-ai-reshapes-operations/

Presentation by MS backed by LE.
Supported by JL and TKA
SM is no longer in picture in recent discussions.
Any gossips or anything cooking ?

On reddit one user asked if they had implemented an AI Agent in production in a Fusion application and in comments the responses are that this is still in a testing phase on a customer site when they submit SRs and „it’s anything but a success”, they don’t have AI yet and enterprise AI is over promise. If these comments reflect the real state, it’s really hard to understand how can they do the employees huge layoffs at this phase?

Fortune
‘Our chapters will work for any enterprise’: Honeywell’s AI chiefs share the strategies that helped the firm mature its AI efforts

“Every function and every strategic business unit is now using gen AI,” Sheila Jordan, the company’s chief digital technology officer, told Fortune. · Fortune · Illustration by Simon Landrein
Sage Lazzaro
Tue, October 7, 2025 at 4:45 AM EDT 5 min read

In this article:
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At technology and manufacturing company Honeywell, generative AI is everywhere.

“Every function and every strategic business unit is now using gen AI,” Sheila Jordan, the company’s chief digital technology officer, who oversees AI integration internally within the organization, told Fortune. “And the other thing I’m super proud of is that we have it available to all 100,000 employees,”

The company built its own “Honeywell GPT,” which helps employees draft and edit emails, summarize technical documents, translate content, and brainstorm ideas. Employees also use Red, a virtual assistant that serves as a central resource for accessing company information around IT, finance, HR, and the firm’s policy library. Engineers are coding with AI, and the company is reimagining its varied products and services with new generative AI–powered offerings. Overall, the company has 24 generative AI initiatives in production and 12 more on the way, compared with 16 a year ago.

As companies across different business sectors incorporate AI into their operations, an emerging set of best practices reveals a variety of approaches, from decentralized, experimentation-driven cultures to tightly choreographed strategies that can scale across an organization. Honeywell, which ranked at No. 17 in the Fortune AIQ 50 list of Fortune 500 companies with the most “mature” AI capabilities, is a case study in how to excel by taking the latter approach.

Jordan and CTO Suresh Venkatarayalu, who oversees AI product efforts, believe the company’s success in maturing its AI capabilities directly stems from its “six-chapter AI framework.” Along with the organization’s top-down approach to AI, adhering to the framework has allowed them to focus on efforts with immediate impact in order to kick off the flywheel effect.

“What are the use cases? And can I measure and track them?” said Venkatarayalu, describing how the company zeroes in on impact. “In fact, tomorrow we have a meeting with Sheila and the CFO looking at the 2026 road map and to ask me the real question: ‘Could we track it to the P&L?’ And we should track it to the P&L. That’s the way it’s set up.”

The six-point strategy

In the fast-moving world of AI, it can be difficult to prioritize, stay on track, and resist trying to do everything at once. That’s why Honeywell’s leadership created a six-chapter framework in early 2024 to guide the organization’s AI efforts and keep it focused strictly on use cases it believes will truly move the needle.

“We could get distracted by the long, long, long tail and all the noise and all the things people might want to do, but we have a whole program to prioritize those things that are going to move the needle in business value, both on productivity and growth and innovation,” said Jordan, adding that the organization “would have been confused and lost” without the framework and clarity from her and Venkatarayalu about which generative AI capabilities were fit for implementation.

The first chapter of the framework is about the tools—such as Red and Honeywell GPT—designed to assist employees in their everyday workflows. Then there’s chapter two, focused on the use of generative AI for engineering. Chapter three is how the firm “thinks about cognitive automation,” Jordan said, specifically how it’s using different LLMs (large language models) from Azure, Google, AWS, and others for specific use cases. Next, chapter four is all about generative AI in the commercial applications they purchase and use, like Salesforce and other platforms. Chapter five centers on the company’s own products and services. And lastly, chapter six focuses on sales effectiveness.

“I think our chapters will work for any enterprise,” said Venkatarayalu. “It’s productivity, it’s growth, and it’s margins.”

Chasing the flywheel effect

Jordan said the fact that the technology can be applied to so many use cases is one of the biggest challenges to overcome, so it helps to start with ones that have the biggest immediate impact. That way, those early successes can drive the effort forward.

For example, she said early work with GitHub and Copilot were the “first movers” and delivered the value they thought it would, which started the AI efforts off on a strong note.

“If it works, the flywheel takes off. If it doesn’t work, it dies its death, right? So I wanted the flywheel effect where we could do something and show the organization the value of gen AI,” she said.

This means going in with a business case and value proposition in mind, but being open to value coming through in a different way than assumed, she said.

“We could say [the value] was going to be productivity, but in reality, it was a sales effectiveness play. We got a higher conversion from something. So I would just say to stay super open to the business benefits, because they can morph based upon your customer and partner interactions,” Jordan added.

The top-down approach

Another key element to keeping the organization on target and adhering to its AI framework is its top-down approach.

The company has 65 business units, and Venkatarayalu pointed to how other companies start with a lot of proof of concepts, letting business units pursue their own strategies and democratizing the AI efforts. But not Honeywell, which he said is “predominantly top-down-driven” when it comes to AI.

“I think this company looks at use cases first, value second,” he said. “And once we believe—along with our CEO and chairman and the business unit leaders—[that a use case will deliver value], we drive that. I think that’s a very different [mindset] than many of my peers.”

This story was originally featured on Fortune.com

Massive layoffs and the utter mess are unfolding. It's a proverbial sh-tshow.

Paycom has laid off more than 500 employees in Oklahoma City as part of a restructuring effort driven by automation and artificial intelligence. The cuts affect non-client-facing, back-office roles, while client-facing jobs remain unaffected.

The company said the move is due to efficiencies created by AI-driven technologies. A WARN notice was filed, and employees were notified on Wednesday morning.

Paycom is offering severance packages, outplacement services, and access to internal job opportunities. Despite the layoffs, the company says it will continue hiring for open positions in client-facing areas and remains financially strong.

https://www.news9.com/story/68dd487999d76e9f790c57d1/paycom-layoff-500-okc-employees

No can keepup/stay ahead of AI - trick is to quit the tech job track en masse - who will they sell to in job loss growth scenarios.
The moment you do something AI could not do till that point of time, your employer's AI learns it as you do and you dont get next chance to do and become dispensible , AI does it for your employer next time. So skills will have extremely short market demand.

What is next ?
How to combine your s-xual life with AI ?
Cooking with AI ?

The obedience and mindless attempts to align themselves with the latest buzzwords, "putting some Windex" in just anything that comes their way is amazing and it requires some "creativity" that deservers a better target.

OMG what a joke we are becoming

Here are topics that would be much better:
How to cope with id--ts at work?
How to deal with incompetent managers ?
How to preserve your mental health while going through endless LRs rounds?

This pattern (deal-oriented CEO + deep RIFs + company-wide voluntary buyout) is the classic pre-transaction playbook to “dress the bride”:

Stabilize cash & boost EBITDA: cut headcount/opex so the business looks cleaner to buyers.

Simplify the story: trim products/regions so what’s left is easier to value and integrate.

Create options: VSPs + targeted RIFs let leadership reshape quickly for a sale/merger or targeted asset divestitures.

That does not automatically equal “shutting down.” In practice, this pattern most often ends in one of these outcomes:

Sale or merger of the whole company (most common in this setup)

Selective asset sales with a smaller company continuing

Debt/ownership recap (less visible publicly, but still an “exit” from the status quo)

Orderly wind-down/liquidation (least common—usually only if sale options fail)

If I had to assign rough, generic odds given only those signals:

Sale/Merger: 50–60%

Smaller, ongoing company after divestitures: 25–35%

Court-supervised redo or liquidation: 10–15% total (liquidation alone usually the lowest slice)

Tell-tale signs that push it toward liquidation (vs. sale)

Missed payroll or vendor holds, acute liquidity crises

Auditors’ going-concern warnings, covenant breaches without waivers

Abrupt cessation of customer renewals/support

What this means for you (practically)

Assume exit of some kind is coming; plan for continuity under a new owner or platform.

Lock down backups, licenses, configs, and carrier details; verify support coverage.

Prepare a phased migration option so you’re not negotiating under pressure if the transaction accelerates.

So, yes: this playbook is overwhelmingly used when a company is moving toward an exit—usually a sale/merger or carve-out—not just “business as usual.”

Accenture CEO Julie Sweet told analysts that the company is “exiting people on a compressed timeline where reskilling is not a viable path for the skills we need.” She further added that the company will quickly align its workforce with client demand for AI-driven solutions. This means that Accenture may will have let go off some more employees who cannot be retained at that time. https://timesofindia.indiatimes.com/technology/tech-news/accenture-fired-11000-employees-ceo-julie-sweet-warns-exit-or-/amp_articleshow/124160673.cms

If AI cannot replace FLMs and even SLMs then how is it used to detect early cancer ?

https://thefinancestory.com/oracle-fires-3000-employees-after-144bn-cloud-revenue-projection

And then this is saying that for example in Zurich it was mostly managers https://www.linkedin.com/posts/robin-wiethuchter_oracle-fired-most-of-its-managers-and-some-activity-7376369071761752064-npyv

Not sure about other teams but we were recently presented some Digital Delivery s..it that required us to update our own task lists and workload At the same time we were all asked to fill up a skills matrix that AI will use to automatically find people that could work on projects. In his naivity our managers told us that this will, in a first stage go through manual approval. What he missed was that it will require probably 10% of the current number of managers for the same job. This will also curb nepotism, we have people in our team who are favored by managers, they clearly get work above their skills to help them progress and then othe rear licking employees are asked to watch o er and to save their managers' protégé when they can't handle the work assigned to them.

with the hype of ai/ml, do you think they will reduce headcount there (both in Ansys and synopsys) or they will layoff revenue making R&D teams at the cost of promise of big returns from their ai/ml offerings in the future?

Check out this article where CFO said Illumina India will hire Bioinformatics and AI jobs in India!
https://www-moneycontrol-com.cdn.ampproject.org/c/s/www.moneycontrol.com/news/india/genomics-major-llumina-bets-on-india-to-power-affordable-innovation-amid-global-headwinds-13542445.html/amp

https://www.businessinsider.com/sap-cfo-ai-make-more-software-fewer-people-2025-9

https://futurism.com/microsoft-ceo-concerned-ai-destroy-company

I’m at OMNISSA one and the feedback has been terrible. First hand feedback customers have said it’s not worth the trip. Nothing new, and the AI strategy is trash. A couple customers that have met Kevin norlin asked how he had a job. It’s embarrassing to be here representing this company.

So far, Intel has not implemented any AI system that can reduce HC. Is LBT going to lead the company in that direction ?

Cisco ELT is essentially forcing you to document your workflows, your decision-making processes and your institutional knowledge into their internal AI systems.

But Why?

They will eventually replicate your work. Every query, every correction, every refined prompt is training data that makes the AI more capable of doing your job. The strategic goal is what economists call "capital labor substitution" which is a gradual replacement of expensive human labor with cheaper AI capabilities while keeping output the same. By mandating internal AI use, Cisco ELT extracts maximum value from you now while capturing your expertise and figuring out which roles can be automated or eliminated. forcing you is necessary because voluntary adoption has been too slow. Cisco needs comprehensive data on how your work actually gets done and you need to train the AI systems.

When Cisco mandates internal AI use, they're forcing you to externalize your expertise and decision-making processes into their corporate-controlled system.
This creates a systematic deskilling effect that also causes you to gradually lose the deep domain knowledge you have. (your brain literally atrophies). You are becoming dependent on AI prompts rather than developing independent problem-solving abilities.

It doesn't matter to them because your tacit knowledge and institutional wisdom is getting captured by the AI system. The end result is a commoditized workforce where new hires need minimal training (the AI contains all the institutional knowledge) and minimal pay (race to the bottom). You can't take critical expertise with you.

Finally, the remaining workers (their friends and family) can easily manage the "you" trained AI

When you get the pink slip, you lose access to the corporate AI systems and your collective knowledge remains permanently owned by the company.

COP AI looks at your writing style in these posts and compared it to your historical company email writing styles. Yes, you will be fired based on your negative views toward the company and leadership.