seven essential pillars to beat the US

That the power that dominates AI has many roles in dictating the rules of the game at a global level is an open secret. China knows this and has stepped on the accelerator by putting on the table an ambitious plan for 2027 that concerns absolutely all key sectors. Your goal? Being able to securely and reliably provide key AI technologies that are deeply and high-level integrated into a new era of industrialization. Towards the global forefront. The plan is called “Opinions on the implementation of the special action Artificial Intelligence + Manufacturing“, has 2027 as a deadline and a maximum aspiration: that both its artificial intelligence industry and its application at an industrial level are at the global forefront, promoting what they call “new quality productive forces.” To get an idea of ​​its relevance and transversality, it is signed by eight government departments, including the Ministry of Industry and Information Technology, the Cyberspace Administration of China and the National Development and Reform Commission. The seven essential pillars. If there is something that stands out about the program, it is how concrete and detailed it is when it comes to materializing it. Thus, the seven key tasks are: laying the foundation through innovation, AI-driven improvements, product advancements, development of key actors, strengthening the ecosystem, ensuring security and international cooperation. Breaking down how, these are some of the measures to apply: Software and hardware innovation: coordinate the development of AI chips with the necessary software. Integration into production: Introduce AI models into core manufacturing processes, not just administrative tasks. Robotics and machinery: Accelerate the use of AI in industrial robots and machine tools. Open Ecosystem: Build a world-leading open source community. Security: develop technologies to protect algorithms and training data of industrial models. Some dizzying goals in less than two years. And if your measures are concrete, the objectives for the deep application of AI even more so: Large models: Deploy three to five general-purpose AI models for manufacturing, plus specific models for key industries. Data: Creation of 100 high-quality industrial data sets Real use cases: Promote 500 real case application scenarios in factories. Companies: promote two or three leading global companies in the AI ​​ecosystem, seeking strategic concentration of resources and leadership, along OpenAI or DeepSeek. Likewise, it wants to select a thousand model companies among specialized SMEs to support them. Sovereignty and leadership. In conclusion, what China has proposed is a comprehensive roadmap for the Asian giant not only to consume AI, but for its industrial sector to be the basis of technological development to ensure its technical independence in chips and algorithms before the end of the decade. In Xataka | China has an ambitious plan to surpass the West in technology. And it has already chosen its 18 companies to achieve it Cover | Composition with images of idnaklss and Iván Linares with Midjourney

The science behind one of the AI pillars has an origin as unexpected as unknown: pigeons pecking for food

Imagine a missile guided by a dove. It sounds absurd, but it happened in the middle of war: someone proposed to train them to Picute the target from a screen and thus redirect the projectile. The system was never usedbut left something more powerful than the anecdote: A way of learning based on proof, error and reward. The comparison helps to understand logic, but it is not literal: today there are no birds in algorithms; What is maintained is the idea of strengthening behaviors through signals. That logic, simple and direct, is the one that many artificial intelligence models follow. What was previously an answer conditioned by food, is now a score, a preference or human indication that the model learns to pursue. The test and reinforcement mechanism was not lost over time. In the 1940s and 1950s, the American psychologist Burrhus Frederic Skinner formalized that idea with his theory of “operant conditioning”: A behavior increases its probability of repeating itself if its consequences are positive. Although behaviorism was displaced by approaches focused on mental processes, its logic found a new field in computer science. Since the end of the seventies and, above all, in the eighties and ninety, Richard Sutton and Andrew Barto applied it to the design of artificial agents capable of acting, receiving a signal and adjust ‘Reinforcement Learning: An Introduction’. As Mit Technology Review points outthe idea of molding behaviors without resorting to fixed rules became a useful tool to teach machines. From the 1980s, reinforcement learning began to be implemented in algorithms that explore simulated environments, fail, receive feedback and try again. They do not follow human instructions step by step: learn based on the result. This approach proved to be especially effective in tasks with clear objectives, such as games. And it was there that he gave one of his most visible jumps. Alphago’s story marked a before and after in artificial intelligence. In March 2016, he beat South Korean Lee Sedol 4-1 in a series of Go games. He succeeded by combining supervised learning of human games and reinforcement learning. A year later, Deepmind was one step further with Alphago Zero. Instead of training with human data, he started from scratch and learned playing against himself: each victory reinforced his strategy, each defeat the corregía. In 40 days he surpassed not only the human championbut also to all the previous versions of Alphago himself. Today, reinforcement learning is not only used in games; It is also used to refine the models behind services such as Chatgpt. The OpenAI system incorporates a technique known as Reinforcement learning with human feedback (RLHF): people compare model responses and those preferences become a signal that guides their evolution. According to Openai, this phase seeks to align the behavior of the model with the user’s intention. It does not learn explicit rules, but patterns that maximize the reward, that is, what receives better assessments. Reinforcement works, but it doesn’t work for everything. Its effectiveness depends on the signal being well defined and represents the objective well. If it is confused or poorly designed, andThe system can adopt ineffective or even problematic strategies. This has fed a scientific debate. Some biologists have indicated the paradox: Association learning is considered limited to animals, but is celebrated in AI when it produces advanced results. It is no accident that great technology have adopted this approach. More than 80 years after that experiment with pigeons, their pecks are still present in the technology we use every day. Images | Nist Museum | Google | Xataka with Gemini 2.5 Pro In Xataka | The strange case of the diminutive AI: how tiny models are taking the colors to the mastodons of the AI

These two pillars will hold their transformation, according to Reuters

If you have been following the technology for long, you have witnessed two key moments in the golden era of Intel. First, in the 90s, when the Pentium series cemented its domain in desktop processors. Then, in 2006, when, with an already consolidated brand, Intel inaugurated The era ‘core’. At that time, the company not only led the sector: It represented the avant -garde in innovation and quality. He demonstrated it with reference products and a clear brand identity, crowned by its slogan: LEAPS AHEAD (Jumps forward). But something changed. Intel’s domain ceased to be unquestionable. His brightness went out with the emergence of the mobile world, AMD’s resurgence in desktop computers, Apple Silicon’s thrust and his own delays in the development of advanced nodes. Pat Gelsinger tried to straighten the course, But between dismissals and cadastrophic quarterly results, His stage ended in an unprecedented crisis. Now, Intel’s future is in the hands of Lip-bu Tanwhich will assume command this Tuesday. Lip-bu so does not go with rodeos There are few hours left for Lip-Bu to officially become the new Intel CEO, but the veteran executive has already been preparing his strategy to take the reins without delay. It is not a surprise: Intel is going through a delicate moment and tan, ex-care of Cadence and member of the Board of Directors of Intel until 2023, it has been One of the toughest critics of the management of Pat Gelsinger. According to ReuterS, its plan for the company will revolve around two fundamental pillars that will mark the future of the semiconductor giant. Intel Foundry: The chips manufacturing division for third parties, created in 2021 under the IDM 2.0 strategy. In its launch, it was a statement of intentions: Intel wanted to become a key actor in the semiconductor industry and compete directly with TSMC and Samsung. However, the results have been irregular. Although the company has clients such as Microsoft and Amazon, its growth remains below expectations. The priority of such will be to promote Intel Foundry aggressively, attracting new partners and ensuring strategic contracts that reinforce their position in the sector. “Lip-Bu will spend a lot of time listening to customers, partners and employees to position the business for the future,” said an Intel spokesman for Reuters. Artificial intelligence: An area where Intel has been behind. Santa Clara’s company has seen how Nvidia has taken the lead in specialized hardware for AI, while her own strategy in this field has been erratic. So seeks to reorient Intel’s efforts in artificial intelligence, beyond servers chips. Its plan includes an impulse in software, robotics and language models, with the aim of returning to Intel a relevant role in one of the most disruptive technologies of the moment. But this transformation will bring template cuts, mainly in intermediate controls. So it has been pointing out that Intel has lost agility and that its structure has grown disproportionately, making decisions difficult and slowing down innovation. According to sources close to the company, it considers that the key is not only to reduce the size of the workforce, but also to change the corporate culture of Intel, eliminating the risk aversion that its competitiveness has hurt in recent years. The challenge is huge. The question is whether he will do what his predecessors could not: return Intel to the place he occupied for decades. Images | Intel | Rubaitul Azad | Martin Katler In Xataka | Apple has choked artificial intelligence. And the continuous delays of the new Siri are the best example

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