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The story that had taken many twists and turns since March finally came to an end as Ippei Mizuhara, Shohei Ohtani's former interpreter, pleaded guilty to bank and tax fraud. He admitted that he stole nearly $17 million from the baseball star to cover illegal gambling debts.

Mizuhara also confessed that he evaded tax of more than $1million in 2022. He is yet to be sentenced, but it's said that he is likely to spend about 30 years in prison for bank fraud, and additional time for tax fraud​.

Imagine the possibility of running across the whole continent of Africa! Well, Russell Cook, known as "Hardest Geezer," proved that this is very possible by running the entire length of Africa. Even though he completed his race, he faced many challenges which include an armed robbery, visa issues and injuries.

He was determined to complete this run because he had struggled with mental health, gambling, and drinking. By taking on this challenge, he was able to make a positive impact by raising almost $1 million for charity.

Cook started his journey in South Africa's southernmost point on April 22, 2023 and completed it in Tunisia on April 7, 2024. The journey took 352 days, it was 9,940 miles (16,000km) long and he ran through 16 countries. When he completed his race, all he really wanted was a strawberry daiquiri​ to celebrate his huge accomplishment!

A "boomerang employee" is someone who leaves a company, often at a high level like a CEO, only to return to the same company later on in a similar leadership position. It's like throwing a boomerang: they leave, but they come back.

Some examples of boomerang CEOs include:

• Steve Jobs: He co-founded Apple, left in 1985, and returned in 1997 to lead the company to unprecedented success.
• Howard Schultz: The former CEO of Starbucks left in 2000 but returned in 2008 to help revitalize the company during a challenging time.
• Louis Gerstner Jr.: He left IBM in 1993 but returned in 1997 as CEO, leading a significant turnaround of the company.
• Michael Dell: He stepped down as CEO of Dell in 2004 but returned in 2007 to lead the company's transformation efforts.

The article discusses how the production of AI chips could have significant geopolitical implications. These chips, which serve as the backbone of AI technology, are primarily manufactured in a few key countries like the United States and China. However, as AI becomes increasingly integral to various industries, other nations may seek to establish their own chip-making capabilities.

This shift could potentially reshape global power dynamics, as control over AI chip production becomes a crucial factor in determining influence and competitiveness on the world stage. In essence, the article highlights how the future of AI is closely intertwined with the geopolitics of chip manufacturing.

The article "Developing AI: Like Raising Kids?" draws parallels between nurturing artificial intelligence (AI) systems and raising children. It emphasizes the importance of early experiences, feedback, and the interplay between nature and nurture in both processes. Just as children learn from their environment, AI algorithms require diverse and representative data for robust development.

Feedback and reinforcement shape behavior in both children and AI, highlighting the need for careful guidance. Lastly, the article underscores the significance of ethical considerations in AI development, advocating for responsible stewardship to ensure positive societal outcomes. Through these comparisons, it illuminates the complexities of AI development and the need for thoughtful engagement with ethical and social implications.

Japanese people often apologize to maintain harmony, regardless of fault. This is seen as a way of improving the atmosphere and maintaining relationships, not an admission of guilt. In contrast, Westerners often seek to identify the cause of a problem first. This can be seen as making excuses in Japanese culture.

When working with the Japanese it's advised to apologize first, then propose a solution or workaround, and finally, discuss who was at fault. The person in the wrong also has to explain what steps they have taken to prevent a recurrence. 

OpenAI’s chatbot offers paraphrases, whereas Google offers quotes. Which do we prefer?

The article explores the capabilities and limitations of ChatGPT, an AI language model developed by OpenAI, particularly in its ability to understand and generate human-like text. It discusses how ChatGPT is trained on vast amounts of text data from the internet, enabling it to mimic human conversation and provide contextually relevant responses.

However, the article also highlights the model's shortcomings, such as occasional inaccuracies, lack of understanding nuanced contexts, and potential biases inherited from the data it was trained on. Additionally, it delves into the ethical considerations surrounding AI language models like ChatGPT, including concerns about misinformation, manipulation, and privacy. Overall, the article provides a nuanced examination of ChatGPT's capabilities and the broader implications of AI language models for society.

Artificial intelligence (AI) consumes a significant amount of energy, especially deep learning models, and in a few years it is expected that energy use will double. This energy consumption is due to the increasing demand for AI across various industries, which contributes to carbon emissions.

Efforts are being made to improve energy efficiency in AI, such as developing smaller models and optimizing algorithms. However, addressing the environmental impact of AI requires collaboration between tech companies, policymakers, and researchers to prioritize sustainability while advancing AI innovation.

Itochu and BCG are collaborating on AI-powered consulting in Japan. They aim to combine BCG's consulting expertise with Itochu's data and AI capabilities to offer innovative solutions to Japanese businesses.

The partnership reflects a growing trend of integrating AI into traditional consulting services, leveraging data analytics for strategic insights. This collaboration seeks to enhance efficiency and effectiveness in business decision-making processes, potentially transforming the consulting landscape in Japan.