market

After launching the cheapest Mac in history, Apple is preparing three ‘Ultra’ products. Wants to go for both ends of the market

by

A few days after the arrival of MacBook Neothe cheapest Mac in history, we know thanks to Mark Gurman in Bloomberg that Apple is preparing three products for this year. All three aspire to be the most expensive in their category. And that contrast says a lot about Apple’s strategy for the immediate future. The panoramic. Gurman is the journalist with the best history of leaks about Apple. And he has published in his newsletter Power On that Apple plans to launch at least three products with the Ultra surname, or at least with its essence (the most powerful and expensive in its range): A foldable iPhone. We have been listening to it for years and It seems that 2026 is going to be the year. Expected price of around $2,000. It does not replace the Pro Max, but rather points to another form factor and to those who want to have the most advanced device in the line. AirPods with camera sensors. They would be above the AirPods Pro in price. Its differential would not be in the audio but in space capabilities that the cameras would provide. Macbook Ultra. Although it is not confirmed that it will be called that. With OLED touch panel and M5 Ultra chip. It would be the most expensive and powerful laptop ever launched by Apple, aimed at those who already spend similar amounts on a mac studio plus a monitor. All this in the same year that Apple launches the MacBook Neo for $600. He counted. They are complementary movements. The Neo lowers the barrier to entry into the Mac ecosystem, and the Ultra raises it for those who are already inside and can (and want) to go further. Apple has been trying a similar logic for some time. He first Apple Watch Ultra It arrived in 2022 for about double the price of the current Series. Without being a radically different product, it found its buyer: who wanted the best Apple Watch possible without the price being a major obstacle. It worked. Between the lines. The touch screen on a Mac deserves separate attention, because Apple justified not incorporating it a few years ago, when there was some pressure for it to do so, explaining that touching a computer screen is uncomfortable due to the position of the arm. The question. Just because the strategy is coherent on paper does not mean that all products will be able to sustain it. The foldable iPhone will arrive after seven years with other foldables on the market, without anyone being able to turn it into a bestseller. AirPods with cameras are going to have to offer something that justifies the spending premium, not just a gimmicky demo for the first few days. And the MacBook Ultra will have to justify its price with something that only that laptop can deliver. Apple knows better than anyone that a premium line demands that premium products truly deliver. In 2026 we will see if it is up to the task with this new shipment that seeks to raise the ceiling of several lines. In Xataka | Apple has only found one option to make a cheap laptop: make it a mobile Featured image | Tatiana Steve, insung yoon, dlxmedia.hu

Get four months free of one of the best VPNs on the market just for being part of Xataka Xtra

by

At Xataka we are not only passionate about technology: we are obsessed with understanding how it impacts us on a daily basis. That is why we have launched Xataka Xtraour community for readers who want to go one step further. And since we want to make being part of this worthwhile from minute one, we will tell you one of the advantages you get with Xtra: four free months of NordVPN for all subscribers on one- or two-year plans. We don’t want this to be a discount code and that’s it. We want to take the opportunity to explain to you why in 2026 a VPN is no longer a mere addition for people jealous of their privacy, but rather a basic tool for anyone who uses the internet. It’s not just hiding your IP (that’s the least of it) You probably associate using VPN to bypass geoblocks for certain services and applications. NordVPN has more than 9,000 servers in 111 countriesso this does it very well, but it does much more: Malware Protection: NordVPN is not just a VPN. Its function Threat Protection Pro It analyzes the files you download and the websites you visit in real time. Not only does it protect you from viruses, it blocks intrusive trackers and ads before they load. Post-quantum security: We already know that quantum computers will have the ability to break any encryption that exists to date, present and past. NordVPN already implements post-quantum encryption for when that time comes. This is important because it provides protection so that your current data cannot be decrypted even with the technologies that are to come. Extra layer against phishing: Many security breaches occur due to theft of credentials or phishingso having extra protection against these types of attacks comes in handy. Compatible with 10 devices: With a single account you can protect your mobile phone, your laptop, your partner’s and even your Smart TV, as it allows up to 10 devices to be connected simultaneously. NordVPN 76% discount on NordVPN (this offer does not include the 4 months of Xataka Xtra) The price could vary. We earn commission from these links Why we choose NordVPN At Xataka we try to avoid marketing promises and always look for support in data. And in that NordVPN gives us a lot of confidence: they have just overcome your sixth independent “zero records” audit (no-logs) conducted by Deloitte. This implies that one of the world’s largest auditing firms has gone into the kitchen of its systems—interviewing employees and analyzing each server—to confirm that NordVPN does not track, collect or store anything you do online. Whether you choose NordVPN or any other VPN service, we highly recommend making this one of the basic requirements you ask for. It is important because in this sector there are many companies that claim to protect your privacy but then end up selling your data. With this independent audit, NordVPN opens its doors to demonstrate that they deliver what they promise. It is a transparency that gives us a lot of peace of mind. We are waiting for you at Xataka Xtra In Xataka Xtra We want to build something different: more closeness, exclusive content and advantages that really add to your digital life. This collaboration with NordVPN is just the beginning. Yeah You join today with an annual or two-year planyou take those four extra months as a gift to start browsing as you should: quickly, safely and without anyone tracking your steps. In Xataka | What is a VPN connection, what is it for and what advantages does it have?

The MacBook Neo is the biggest existential threat to the Windows laptop market. And the manufacturers have no answer

by

Catacrac. This is how the announcement that Apple made with the MacBook Neo. They are modest in specifications, yes, but they have a surprising price/performance ratio if we take into account that it comes from Apple. The company, which seemed like it would never “humiliate itself” with a “cheap” product, has ended up doing just that. And in the process, it has posed an extraordinary threat to Windows laptops with a product that is a missile to the waterline of many manufacturers. A perfect team for many people. We’re all looking for the best product at the best price, and the MacBook Neo is a fantastic balancing act. It is not by far the best laptop one can find, but it is a device with a very reasonable configuration for many people. And it is because many people use the laptop for tasks that do not need more power or features. Apple has also hit the nail on the head with the price: being an Apple product, those 700 euros almost seem like a bargain. A textbook masterstroke. While Windows laptop manufacturers get tangled up in justifying why a laptop It should cost 1,500 euros to do everything you want (not to mention the AI ​​options), Apple has on its hands a product that overturns the perception of value. The MacBook Neo does not seek to win performance races, but rather to be the equipment that any student, administrator or home user buys without looking at another alternative. In 2026, true innovation is not to include an incredible NPU, but to offer a product that solves a need and do so at a price that previously seemed an insult by Apple’s standards. Remembering netbooks. Almost 20 years ago the industry tried to move in this direction with netbooks. These Windows laptops were (very) modest, crude and cheap and generated a lot of expectation, but realities soon arrived. Its limitations were so obvious that they were not worth it, and the concept of the “modest, cheap and functional laptop” was perhaps ahead of its time. Cupertino has arrived on time. Apple seems to have arrived at the right time, because we have been saying for years that mobile chips were already extraordinarily powerful and were wasted both in our smartphones and (especially) in iPads. The MacBook Neo is what netbooks should always be—well, maybe a little expensive for a netbook—with the difference that here the features promise to be much more adequate. Slap for Windows on ARM. The appearance of this team is also a very hard blow for all those teams that have tried to Windows on ARM it made sense. We have seen several throughout these years and everything seemed to indicate that Microsoft and the manufacturers they had a chancebut they have ended up making computers that were basically clones of their variants with Intel/AMD in almost everything. With more autonomy and many AI functionsYes, but with often high prices and with some software limitations because the Windows ecosystem on ARM architecture is not nearly as prepared as Apple’s with macOS, which completed that transition after the launch of the M1 in 2020. There is hope for Microsoft and its users. Manufacturers of Windows equipment will now have to react and come up with competitive options. And they certainly have the potential to do so. Qualcomm has its Snapdragon Meanwhile, NVIDIA already has its SoCs for laptops almost ready —we saw them at CES— so we may be looking at a “second era of netbooks” in which the MacBook Neo competes with Windows/ARM machines on price and features. Of course, it remains to be seen what the real performance, autonomy and reliability of these future devices, including Apple’s, are. Suddenly Apple has a catalog of “affordable” products that puts its competitors in trouble. Beyond the Chromebook. The MacBook Neo could be seen as a “Chromebook killer”, but Google has stopped promoting them and manufacturers no longer lend them either so much attention. In fact, the future of Google laptops It seems to go through Android, not ChromeOS. While the MacBook Neo can certainly be a very reasonable device for students, it is actually an attack on the conventional “home laptop” with which HP, Dell or ASUS have always triumphed. Apple’s prestige plays a lot in its favor here, and it may win over not only young people, but also many other users who saw Apple as an aspirational brand that was too exclusive for their budgets. Memory makes everything more expensive… except the MacBook Neo. Furthermore, this launch moment could not be more cruel for Windows laptop manufacturers. All of them have already been warning that they will have to raise prices due to the RAM memory crisis, but Apple has done just the opposite: instead of presenting more expensive products—well, has also done it—, the firm has uncovered a functional and affordable bet that does not punish consumers. Sacrifices must be made, yes, but they are reasonable, especially in view of events. Apple has shown that you can be “humble” in price without losing your identity, and now it remains to be seen what the response of Windows equipment manufacturers is. Because what is clear is that that answer will come. And it is likely that after all this launch it will end up being very good news for us, the users. In Xataka | Apple made a splash with its cheapest iPhone. And the iPhone 17e is coming to repeat the play

I have tried all the browsers with AI on the market and the one that works best is the one that started the worst: Dia

by

I started using Arc in the summer of 2024. I was slow to get into it (I had tried it before and found it too capricious, too determined to teach me how to sail when I already knew) but when I arrived, I really arrived. Vertical tabs. The spaces. The way he organized the digital day without me having to think about it too much. Arc to me was not just a browser: it was a work environment. And then The Browser Company Dia announced. I remember it with some annoyance. Josh Miller, the company’s CEO, uploaded a video talking about “something new,” and Arc was in “minimal maintenance,” a euphemism for not saying the word “abandonment.” The Arc community complained, rightly so, and I joined the discontent. They had built something great and threw it overboard at the first opportunity to pursue the AI ​​chimera. Still, I tried Dia as soon as I could and wrote about it: You opened Dia and saw Chrome. Chrome with better typography, Chrome with more careful animations, but Chrome nonetheless. No split tabs, no gaps, no anything that had made Arc great. Just a chatbot in the sidebar. I closed it and went back to Arc, which continued to work despite the abandonment warnings, until I started trying other AI-based browsers. Months passed and Dia was updated, week by week, with a striking cadence. And at some point I started to notice something: the things I missed were coming backsometimes even improved. First the vertical tabs, which Arc had popularized and which Chrome has just announced that it will also adopt, something that says a lot about who sets the pace in browser design. Then the groups of eyelashes, with that aesthetic care that has always been a trademark of the house and now goes further than before. Other browsers already have this feature, but “not like this.” Recently, the split viewwhich I have been using for years in Arc and which is one of those functions that, once you have it, you don’t understand how you navigated without it: Simultaneous view of several tabs in a single window. Split tab view to display multiple tabs in a single window. Image: Xataka. Tab groups have even partly replaced my use of favorites. You can create them by hand or see how they are automatically grouped and renamed when you open multiple tabs from the same place. Its design and user experience are fantastic. Image: Xataka. The set favorites are still there. Tabs in the sidebar also ended up coming to Dia. And between both blocks, the groups of tabs. Image: Xataka. There is a pattern in The Browser Company that you should have already learned with Arc: they release something that seems incomplete, almost “psché”, and then they improve it until you can’t put it down anymore. It took me two tries to fall in love with Arc. Something similar has happened with Dia, only the process has been longer and the reconciliation more gradual. And that boss now has to live with a new owner, because since September This company was bought by Atlassianwhich wants to make Dia the reference for working with AI. Nothing has changed at the moment on a day-to-day basis (pun intended) of the browser. What Dia has done smartly (and differently than Arc) is start almost from scratch and give up all the weirdness. Arc asked you to adapt to it, to learn its logic, to assume its curve. And Dia does exactly the opposite: she is very Chromiumvery familiar, very little foreign to anyone coming from Chrome and not as rigid as Arc. That takes a toll: some of Arc’s more radical ideas have been lost in the transition, but it also means it doesn’t create as much friction for the average user. You open Dia and browse. There is no twenty-minute tutorial on how to think about tabs, which is something that penalized the growth of Arc: those of us who used it loved it, but many people left when they saw that they did not understand the proposal. The weight is what catches my attention the most on the negative side: it’s around gigabyte, which is an outrage for a browser. And there is no mobile version yet. That hurts more, because it means the experience is split between devices, and the consistency Arc was trying to offer across platforms doesn’t yet exist on Dia. I hope they don’t take long. In theory it will arrive this year. Regarding AI, it is not what I use the most. Of course I use Claude or Gemini, I mean Dia’s chatbot sidebar. It’s not something I used on Dia nor have I used much on Neon, Atlas or Comet, the other three that I’ve tested in some depth. The chat in the sidebar is a good complement, I can ask it something about the tab I have open, ask it to summarize several at once, respond with context of what I am reading; but it is not the focus of my browsing experience. All three browsers conveyed at their launch that AI would change everything, and reality is more modest– It’s useful, sometimes very useful, but it doesn’t transform your workflow in the same way that a good tab design does. At least in my experience. I have tested more browsers that leverage AI for their value proposition. And they all have their strong points: Comet It is very fast and efficient searching for information in real time. Atlas is very capable when you need to systematically extract data from multiple pages, but none have the level of care in the experience that Dia has. Opera Neon is a browser built from the ground up for the AI ​​era, with much more than a well-placed chatbot. But it’s not just that they work. Dia feels good. There is something in the design, in the animations, in how the groups of tabs are constructed, that remains … Read more

Japan was the king of semiconductors in the 80s. Rapidus is its only hope to compete in this market again

by

In the 1980s, Japan did not compete in semiconductors and technology. It was devastating. In 1988, Japanese companies controlled more than half of the world semiconductor market, and NEC, Toshiba, Hitachi and Fujitsu were above giants of the time in the US such as Motorola, Texas Instruments or Intel. That golden era ended with the hyperspecialization that emerged both in South Korea and China and (especially) in Taiwan, but now Japan wants to make a splash again. what has happened. A year ago the technology industry was surprised by the birth of Rapidus Corporationa company born from the alliance of several Japanese giants (Sony, Toyota, SoftBank) with the aim of returning to Japan part of its relevance in the field of semiconductors. The initial plan was very ambitious: they wanted to jump directly to 2 nm by 2027. As we will see later, they have had to delay that forecast, but what has also changed (a lot) is the structure of the company. Japan like main investor. The Japanese government has decided to make Rapidus a centerpiece of national security, and is taking unprecedented control of the company. He will become the largest shareholder, although initially he will only exercise 10% of the voting rights to leave management in private hands. Of course: the State reserves the right to raise that participation above 50% if the company is experiencing difficulties. Total capital has skyrocketed to 420 billion yen ($2.7 billion), when in 2022 the investment did not exceed 50 million. The golden action. The Japanese executive has made use of a legal mechanism by acquiring the so-called “golden shares” with which he can exercise his veto in critical decisions such as changes in management or mergers. The objective is to shield Rapidus against foreign capital acquisitions and guarantee the sovereignty of the project. Which is exactly the same thing we are seeing around the world, of course: each country wants to have its own apples in its basket. Investors who are also clients. Financial support comes from the Japanese government, but also from some large Japanese business groups such as the aforementioned Sony and Toyota or Denso. In total, 32 companies have invested 167.6 billion yen (1.075 billion dollars) and will contribute to this commitment by also being customers of the silicon that Rapidus can produce. They remain just as ambitious… or more. Rapidus CEO Atsuyoshi Koike has adjusted the development plans for his chips, and has delayed the arrival of mass production to March 2028. That’s bad news, but not so much when we discover that the company has plans to go beyond 2nm and is preparing to be able to make 1.4nm chips and even 1 nm. Fast as gunpowder. One of the factors that want to differentiate Rapidus is its promise of rapid delivery of semiconductors. The project aims to automate both the manufacturing, packaging and testing of the chips. These last two are processes with great manual intervention, but at Rapidus they believe they have the key to making them much more autonomous. If they succeed, they could reduce the cycle time of semiconductors by 66% and thus beat even giants like TSMC by the way. Japan turns to chips. Japan’s aspiration is striking, and its Prime Minister, Sanae Takaichi, seems to be clear that the commitment to this segment must be notable. In fact, Japan is investing a proportion of its GDP (0.71%) in semiconductors much higher than that of the US (0.21%) or Germany (0.41%). Challenges. The strategy, of course, has its critics. Takero Doi, professor at Keio University, point “There are many cases in which public-private investment has led to systems that lacked accountability. It is important to clarify who will lead the project, the private sector or the government.” Plan B. Although the plan with Rapidus is ambitious, the country is actually playing both sides. While boosting its own business, the government has made commitments with TSMC to upgrade its manufacturing plants in Japan. This makes it have a hybrid ecosystem: it attracts the experience and knowledge of the semiconductor giant while on the other hand trying to create a national alternative. Image | Xataka with Freepik In Xataka | Panasonic was the bastion of 100% Japanese TVs after Sony’s step back. Now it has surrendered to China

All this smelled like singe to the market.

by

Everything indicates that hostilities have ceasedand with a result that at this point few observers expected: Netflix has given up bidding more for Warner Bros., paving the way for Paramount to take over the media giant for about $111 billion. It is the (foreseen) outcome of a bidding war that started in October 2025 and that now gives a new kick and unexpectedly reorders the panorama of the streaming and global entertainment. The war dates back to 2016. That is, to the purchase of Time Warner by AT&T in October 2016 for $85.4 billion, including debt. The intention was to combine the largest telephone company in the United States with the assets of HBO, CNN, Warner Bros. Pictures and DC Comics to build a technological and entertainment giant. There were problems from the beginning (the merger was delayed almost a year due to legal issues) and it deprived the company of the optimal launch window for HBO Max in a market that was already beginning to become saturated with streaming services. streaming. In 2021 AT&T would give WarnerMedia to Discovery. Expenses and more expenses. The new Warner Bros. Discovery had ambition. Its CEO David Zaslav presented a project of 20 billion annual expenses to reach 400 million global subscribers, but none of that was fulfilled: the shares have fallen 60% since 2022, with losses of 35 billion dollars in market capitalization. In June 2025, Warner advertisement which was separated into two companies: one for studios and streaming and another for linear networks (with CNN, TNT Sports, Discovery and Bleacher Report). The aim was to release the burden of the cable channels, which were mainly responsible for a debt of 37,000 million. Back to the ring. This split once again makes Warner Bros. a more attractive target than a conglomerate with dozens of cable television channels and millions in debt. In October, it formally opened a sales process, which boosted its price by more than 10%. Three names stood out from the rest: Netflix, NBCUniversal and Paramount Skydance. The first two only wanted studies and streamingthe third was willing to buy the entire company. According to some analyststhis made the operation very risky for Paramount, but very interesting for Warner. David Ellison, CEO of Paramount, had even made three informal offers before October, which had been rejected. Bidding war. In November the three candidates presented their proposals non-binding: Paramount at $25.50 per share (the first of all, a month earlier, had been $19), Netflix and Universal with non-public offers. In December there was a second round, and Paramount rose to $26.50 per share. Universal pulled out. On December 5, Netflix was considered a winner from the auction with $27.75 per share and without counting the channels. Paramount’s tantrum. Three days later, David Ellison launched a hostile offer directly to WBD shareholders: $30 per share in cash for the entire company. The offer was supported by the Ellison family, the private equity fund RedBird Capital, the sovereign wealth funds of Saudi Arabia, Qatar and the United Arab Emirates. From there, offers followed. backed by the CEO’s fatherLarry Ellison. He continued to raise the price and continued to address shareholders directly, without success. Paramount’s triumph. In February, Netflix granted Warner a seven-day waiver to resume talks with Paramount: after what Sarandos described as “flooding the area with confusion,” Paramount was forced to come up with its best proposal or be ruled out. On February 24, put on the table $31 per share in cash, plus the assumption of debt and several extras: a regulatory penalty fee of $7 billion if regulators blocked the closure, the assumption of payment of the $2.8 billion that WBD would owe to Netflix if it broke its current agreement, and a holding fee for shareholders if regulatory approval was extended beyond fall 2026. The shareholders waited for a counteroffer from Netflix, but it did not arrive: the profitability projections Above $30 per share were very complicated: the share price had grown 63% compared to Paramount’s first offer. Ted Sarandos, co-CEO of Netflix, had traveled to Washington that same day to meet with Trump administration officials, is spoken that looking for more data on the regulatory environment. Before the end of the meeting, Netflix had already spoken: it was not going to raise its offer for purely financial reasons, which made Paramount’s option more than possible a winner, in the absence of formal confirmation from shareholders. And now what? Well, immediate effect: Netflix shares rose about 13%, Paramount gained 5%, Warner fell 2%. That is to say, the market celebrates Netflix’s retreat. On the table, a few issues to resolve: the formal board vote and the regulatory approval phase (which, in the best scenario projected by Paramount, will not conclude before September 30, 2026) that can explode in countless areasalthough the climate is favorable given the political situation (the relationship between Larry Ellison and Trump – one financed the other’s campaign – is more than public). Where are we now. Netflix has many other tentacles to grow with. For example, it has just reached an agreement with Sony whereby the company’s releases (the Spiderverse films, yes, but also the next ‘Zelda’ or the Beatles films by Sam Mendes) will have an exclusive world premiere with the platform. Something similar happens with Universal: Netflix is ​​the streaming premiere platform for franchises like ‘Jurassic World’. Netflix ended 2025 with more than 325 million paying subscribers and projects revenues of between $50.7 billion and $51.7 billion by 2026. It is not doing badly, and will increase its investment in content to approximately $20 billion annually, according to its quarterly letter to shareholders. On the other hand, we will have an entity that combines two of the five active traditional Hollywood studios with a multitude of linear channels and two streaming services. streaming. Of course, it is still early to talk about mergers between HBO Max and Paramount+, sales of Warner’s historical archive to alleviate debts or conflicts between CNN and CBS … Read more

An economic science fiction text has sunk Visa and Mastercard in the stock market. The reason is more disturbing than the story itself

by

Citrini Research, a hedge fund American published this week a text written as if it were a macroeconomic memorandum from June 2028. It is not a prediction, its authors warn. It is a speculative exercise. A feasible scenario. It has achieved 24 million impressions, and counting. It is not an anecdotal tweet. The markets they have responded by sinking. Visa has fallen 4.4%. Mastercard, 6.3%. American Express, almost 8%. And Capital One, 8%. This deserves an explanation. And it’s not what it seems. Between the lines. The market reaction is not explained by the specific content of the Citrini Research report, which includes arguments as debatable as that AI agents will abandon cards to pay with stablecoins in Solana. Antonio Ortiz, technology analysts, has pointed it out precisely: part of the argument “it is from the first of Twitter AI-hype“. The idea that an agent will compare twenty food delivery apps vibecodeadas to find the cheapest one smells like a caricature of the future. But the panic is not irrational. It is precisely the panic of not knowing where the limit is. Why is it importantand. What has moved the market has not been so much the thesis about payments but the thesis about the destruction of value. And that is solid: many billions of dollars of market capitalization have been built on a single foundation: that humans are slow, impatient, forgetful and loyal out of inertia. That we do not compare prices. That we renew subscriptions that we do not use. And that we pay commissions that we do not negotiate. An AI agent has none of those weaknesses. And that changes everything. The backdrop. Citrini’s report comes at a time when the so-called “saaspocalypse“is no longer a metaphor. WSJ states that investors are terrified by the possibility that AI ends up doing the work that large software companies bill for today. ServiceNow, Salesforce, business management platforms… all built on the premise that companies need software for their employees to do their jobs. But… what happens when employees disappear? What if the software itself can be replicated in weeks with agentic coding tools? Citrini’s fiction begins exactly there, in early 2026, when a competent developer can reproduce the core functionality of a mid-market SaaS in a few weeks, and constructs a scenario of systemic collapse. The big question. The report’s most disturbing argument is that in every previous technological cycle, job destruction created new jobs that only humans could do. This time, AI is already occupying those new positions as well. If that’s true—if AI improves faster than workers can reorient themselves—the self-correcting mechanism that has always kept creative destruction from turning into outright destruction wouldn’t work. That is the scenario that the markets have discounted this week, even if only partially and speculatively thanks to a creepypasta financial. Yes, but. The scenario requires assuming a speed of adoption that is not guaranteed, a completely absent political response and a total absence of new economic sectors. None of the three conditions are set in stone. Furthermore, as Antonio points out, there is some collective hysteria in the reaction: each announcement or “scary story catches attention and moves investors.” Markets are trading in panic over the unknown. But there’s an important difference between saying “this scenario won’t happen” and saying “this scenario is impossible.” And that difference is exactly what has the market nervous. The alarm signal. The most striking thing this week is that a speculative text, written in economic science fiction format, has been enough to move billions in market capitalization. That says a lot about the state of certainty in the markets regarding AI: it is practically non-existent. Nobody really knows how much a company whose moat It is human friction in a world where that friction is disappearing. The canary is still alive. But investors have stopped trusting the canary. In Xataka | AI promised to revolutionize all sectors. It has only revolutionized programming while the rest is still waiting Featured image | Avery Evans

Kia needed an electric Sportage on the market. The Kia EV5 is an (almost) perfect bet for the European family

by

Kia has been building one of the most interesting ranges of electric cars on the market for years. The EV family has managed to establish itself as one of the most attractive and risky options. From the Kia EV6 and its particular design to the most rational EV3 and the monstrous EV9. Now, the company has placed the EV5 on the market, one of the most rational proposals and necessary for your current offer. South Koreans needed a car that would perform the functions of the Kia Sportage, one of their best-selling models, with completely electric technology. And his proposal is as solvent as it is rational and attractive. Kia EV5 technical sheet New Kia EV5 Body type five-seater SUV Measurements and weight 4,610 meters long, 1,875 meters wide and 1,680 meters high. Wheelbase of 2,750 meters. 1800 kg weight. Trunk 566 liters with the sum of the front and rear trunk. Maximum power 160 kW (217 HP) and 295 Nm. WLTP consumption 16.9 kWh/100 km DGT environmental distinctive Zero emissions. Driving aids (ADAS) Mandatory by the European Union. Others Triple screen: 12.3-inch instrument panel 12.3-inch central screen 5-inch climate control screen Android Auto and Apple Car Play compatibility. Wireless mobile phone charging. Harman Kardon sound system as option. Electric hybrid. No. Plug-in hybrid. No. Electric Yeah. 81.4 kWh battery with 530 km of WLTP autonomy Versions with double motor (all-wheel drive) and a more powerful GT option will arrive. Price and release Now available With 81.4 kWh battery from 46,070 euros before aid (from 39,490 euros with discounts and aid) Why does an electric car have less autonomy than advertised? Balance is the word We could say explain the Kia EV5 with a football simile. The Kia EV5 is like a sober doorman. If you don’t like football, a goalkeeper sober He is the one who flees from eccentricities, the one who turns spectacular saves into simple saves. And a stop is just the final result of a very in-depth previous exercise, of strenuous training to be strong in the legs and extensive knowledge to position oneself in the right place at the right time. Whether the stop is complicated because it is attached to the lower corner of one of the posts or to give security to the team by taking the ball in a lateral center. Can an eccentric goalkeeper be good? Yes. And very good indeed. There are goalkeepers who earn their fame for stops that seem impossible, for having reflexes typical of the animal world. But it is no less true that many of these saves are only the result of having made a bad previous decision, of reaching the ball in a hurry for the simple fact of being worse positioned under the goal. Something like this happens with the Kia EV5. It is not a spectacular car in any sense. But almost everything is done grating at a very high level. It’s not eccentric, it’s not surprising. But it is a good electric car. A very interesting option if you are looking for a good family car as the only vehicle at home. And the Kia EV5 does not have the imprint and footprint of the EV9. Nor is it committed to that monolithic aspect of the EV3 that makes it so particular and that polarizes opinions about its design so much. This intermediate option seems like a kind of softened version of both cars without losing that muscular appearance, playing with straight and very pronounced edges. Its appearance, in fact, makes it appear larger. Its 4.61 meters seem to be more when you have it in front of you for the first time. We are, however, at figures very much to the taste of the European customer, who in this type of car largely opts for vehicles slightly larger than four and a half meters. With a wheelbase of 2.75 meters, the space for the rear seats is very good and maintains a trunk that, adding a front space in which little more than the charging cables can fit, reaches 566 liters. In the front area, it maintains the aesthetics and layout that has been accompanying the brand’s latest launches. The instrument panel and the central screen are embraced by the same frame, with a third digital space that unites both surfaces. All of this is supported on a kind of very clean horizontal desktop with touch buttons on the surface. On the steering wheel and the central area we have a multitude of physical buttons with some details that we liked. The instrument panel is displayed on a widely configurable 12.3-inch screen in its central area. In it we can find graphics of all kinds, from consumption to navigation or what the infotainment system is playing. Above the view we have a clear Head-Up Display with precise information for driving. The central screen, compatible with Android Auto and Apple CarPlayit is also 12.3 inches. Here, the possibilities are very wide and it has interesting solutions, such as a vertically sliding widget that supports the information displayed by the browser. However, I have two problems. The first is that it has so many shortcuts and so many functions to customize that it forces you to overcome a certain learning curve to be clear where each function is. I, who hadn’t gotten into a Kia for a while, had to spend some time finding, for example, the consumption data. My second problem is in the representation of the icons and shortcuts. The black background is useful to avoid confusing the driver but I think there is a lack of contrast in the icons. I, at least, have had some difficulty reading them clearly. I would have to test the car further to see if this can be fixed by, for example, increasing the screen brightness. Between both screens there is a third space in which the air conditioning is controlled. It seems like a good one to me. We have the basic … Read more

lose the market that matters

by

Anthropic has closed a financing round of 30,000 million dollars that doubles its valuation to 380,000 millionjust four months after being valued at 183,000 million. The operation is led by the Singapore sovereign fund GIC and Coatue, with participation from NVIDIA and Microsoft. Bang. The company has already raised more than $57 billion since its founding in 2021. OpenAI continues to have the leadership in valuation with half a billion after its last round of 40 billion at the end of last year, but now it faces a threat that is growing faster than expected. Between the lines. The numbers explain an uncomfortable paradox for OpenAI: ChatGPT processes 2.5 billion queries daily and takes the consumer market by storm… …but Anthropic controls 32% of the LLM business market according to Menlo Ventures, compared to 25% for OpenAI. And in programming, the distance is even greater: 42% versus 21%. OpenAI has seen its enterprise share fall from 50% in 2023 to 25% todayjust when this segment is emerging as the most profitable and predictable. If the consumer chatbot doesn’t turn out to be the winning horse in this race, Sam Altman has a big problem. The contrast. Sarah Friar, chief financial officer of OpenAI, acknowledged in Davos that they have gone from 70/30 consumer-business to 60/40, with the expectation of reaching 50/50 this year. The transcript of the interview CNBC Bring all the details. Dario Amodei, CEO of Anthropic, boasts of maintaining an 80/20 business-consumer ratio from the beginning. Anthropic reports recurring revenues of more than 14 billion, with growth multiplying tenfold annually for three years. And customers spending more than $100,000 annually have increased sevenfold in 12 months. Yes, but. Neither of them is profitable yet: Anthropic projected gross margins of 40% by 2025, but lowered his expectations by 10 points due to inference costs 23% higher than expected. The servers rented from Google and Amazon weigh more than calculated. OpenAI faces the same problem as both turn to the market every few months to fund the next phase. That is why both are considering IPOs between this year and next. Unexpected twist. The launch of Claude Code in December has accelerated enterprise adoption in a way that perhaps no one anticipated. The tool has not only doubled users in a month, but has consolidated the perception of Claude as “the serious option” for companies compared to ChatGPT. If companies value something, even more than the end consumer, it is stability and predictability. And Anthropic has been able to capitalize on that demand. Missing? Temporal context: By the time Apple reached a valuation of 380 billion, it had already been in existence for almost four decades. He sold Macs, he sold iPods, he sold iPads. It was already going for the iPhone 5s and its annual profit was 50 billion dollars. Anthropic reaches the same figure without being profitable, compressing decades of value creation into just a few quarters. It is not necessarily wrong, especially with the recent good dynamics of Claude’s company, but it remains to be seen if these models can sustain those explosive revenues and convert them into profits before the market loses patience. In Xataka | Featured image | OpenAI, Anthropic

Argentina has achieved something unprecedented since 1974: reforming its labor market

by

After a session of more than 13 hours, the senators of Argentina they have given the go-ahead to the processing of the labor reform proposed by the government of Javier Milei. The call Labor Modernization Law It is Milei’s first major legislative victory in 2026 and rewrites pillars of the current labor system in force since the 1970s. In parallel, the union centers prepare new strikes and judicial actions to try to stop a rule that, in their opinion, makes dismissal cheaper, lengthens the working day and empties the right to strike of any content, while the Executive insists that without this type of reforms Argentina will remain trapped in a rigid labor marketwith a lot of underground economy and little investment. The Senate approves it, the street does not. The project of labor reform in Argentina has overcome its main obstacle by obtaining the necessary majority in the Senate, after more than 13 hours of session that ended with 42 votes in favor and 30 against, with no abstentions. The measure was approved while on the street Tear gas and police charges quelled the discontent of workers and union organizations. The balance of these protests is at least 15 injured and several dozen protesters detained. With the approval of the Senate, the Government is already maneuvering so that the labor regulations pass without major changes their approval by the Deputies, which is considered a mere procedure with supports already closed. Cheaper layoffs. The economic heart of the reform is in the calculation of severance pay. The law modifies what parameters are taken into account to calculate the settlement after dismissal. The bonus is left out of the compensation calculation (Supplementary Annual Salary), vacations and non-monthly bonuses, concepts that today many judges do take into account when calculating compensation. The practical result is that, in the event of an unfair dismissal, the worker will receive compensation lower than with the current scheme, although the norm incorporates a minimum limit of 67% of the usual salary. In addition, large companies can divide the payment of compensation to dismissed employees into up to six monthly installments, and up to 12 installments for SMEs. A common fund for compensation. To cushion the impact of compensation on companies, the new regulations contemplate the creation of the Labor Assistance Fund (FAL), a kind of common “piggy bank” for companies that is filled with mandatory monthly contributions. Large companies will contribute 1% monthly and SMEs 2.5% on the same basis that is used today for Social Security contributions. Therefore, Social Security will no longer have these resources and they will be administered under state supervision. When a worker is fired, a good part of the compensation that corresponds It will not be assumed by the company, but will come largely from that fund. Day up to 12 hours and bank of hours. The reform does not increase the working hours, which continue to be a maximum of 48 hours per week, but it does change how they are distributed. The key is in the “hour bank”. Company and worker may agree that, instead of paying for all hours worked beyond the eight hours per day established by law, they are counted as overtime hours and are later compensated with days off or reductions in working hours. This measure opens the door to some days that the day can be extended up to 12 hours, as long as it is then balanced within the agreed period. For the Executive, this new model gives flexibility to sectors with peaks of activity. For the unions, it gives rise to the continuation of the days without the economic bonus that today protects the worker. Unregulated overtime. Another of the changes approved in the new Argentine labor regulations is that compensation for overtime is no longer regulated almost exclusively by collective agreements, and is now negotiated individually between the employee and the company. Added to this is another relevant novelty in terms of salaries: the salary can be paid both in pesos and in foreign currency, or even in kind, food or accommodation. Salary payment must be made through a bank transaction, thus reducing the underground economy that encourages cash payments, and increasing fiscal control. Medical leave and vacations. Medical leaves due to illness or accidents other than work are limited in some cases. If the cause of the decline is considered a voluntary act or a health risk behavior, the employee will receive 50% of the basic salary for three months, as long as he or she does not have dependents, or six months if he or she does. In other cases, the percentage may reach up to 75% of the salary. The company also gains weight in the medical and control boards, which the unions interpret as a lack of protection for sick workers. Vacations also change logic. The new law allows vacation days to be divided into blocks of no less than seven consecutive days, which may be rotated throughout the year. In this way, it is no longer guaranteed to have all the summer vacationand it is only ensured that the worker will have at least a few days of vacation in the summer coinciding with school vacations once every three years. In practice, companies gain margin to organize the vacation calendar according to productive needs and distribute staff in different batches during the year without the employee having the power to decide on it. Limits on the right to strike. One of the most sensitive points for the labor movement are the restrictions on the right to strike and union organization. The reform significantly expands the list of “essential services“in which, even during a legal strike, at least 75% of the activity must be maintained. For the worker, this means that many stoppages will result in almost normal services and that the pressure capacity of the strikes is significantly reduced. Union meetings during working hours will require prior authorization from the companies and will not … Read more

Log In

Forgot password?

Forgot password?

Enter your account data and we will send you a link to reset your password.

Your password reset link appears to be invalid or expired.

Log in

Privacy Policy

Add to Collection

No Collections

Here you'll find all collections you've created before.