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Bývalá brněnská tramvaj prošla rozsáhlou přestavbou na lehké bateriové vozidlo • Testování na experimentální trati prověří bezpečnost vozu v železničním provozu • Projekt má otevřít legislativní cestu pro levnější dopravu na lokálkách

Google, který byl ještě loni řazen mezi leadery v segmentu modelů umělé inteligence, si letos odnáší jednu vlnu kritiky za druhou. Důvodem je kombinace odkladů a nenaplněných očekávání…

Healthy software companies typically don’t suddenly eliminate one-fifth of their workforce, but monday.com is doing just that as it bets on flatter teams, AI agents, and customer implementation expertise as the winning combination in the AI era.

Monday.com co-founder and co-CEO Eran Zinman today announced the “very difficult decision” to reduce the AI work platform company’s global workforce by about 20%, or 620 people.

The move has nothing to do with increasing margins or replacing humans with AI, he insisted in his post on LinkedIn; rather, it’s a calculated decision to trim down and hone the company’s focus as AI becomes integral to day-to-day workflows.

“This is not a distress signal; it is a deliberate reset, disclosed with its price attached,” said Sanchit Vir Gogia, chief analyst at Greyhound Research. “The industry has quietly swapped the meaning of productivity, and this filing is the clearest exhibit yet.”

A ‘significant opportunity’ in technology

In a SEC filing this week, monday.com said its restructuring plan reflects the “ongoing transformation of its product, marketing, and go-to-market strategy.” The move is intended to support a “leaner, more focused operating model” as the company continues to invest in its AI-driven strategy.

Zinman noted in his post that the company has shifted to “doing the work with AI and not just managing it,” and is focused on building environments where “people and AI agents [work] together in one workspace.”

In recent months, monday.com has evolved its products, strategy, and the way it serves its customers, and Zinman contended that “the organization we built for our previous chapter is not the organization that fits the new AI era.” Monday.com needs to “execute more decisively,” take on new challenges, and quickly respond to market changes, he said.

“We have never seen such a significant opportunity in software, driven by such exciting technology,” Zinman noted. He emphasized that the reduction is not to replace people with AI, nor to improve margins; the “vast majority” of savings will be reinvested into talent, products, and AI.

The restructuring will result in a “flatter organization” with fewer management layers and smaller, more autonomous teams, and monday.com also has a new go-to-market model, Zinman explained. Customers expect “deeper implementation support” as they deploy AI, and the company will work more closely with customers, increase its on-site presence, create new roles, and “adapt many existing ones.” In its SEC filing, the company said it expects to continue hiring in “key strategic areas” throughout 2026.

Workers will be expected to work better, “not harder,” Zinman noted. He pointed to several past examples where work could have been done in a few days, but instead took many months with “multiple meetings and endless friction.”

“This wasn’t people’s fault and everyone was frustrated by this,” he said. “Our new org changes ownership to allow people to make decisions and move fast.”

A spokesperson for monday.com declined to comment further on the staff reductions.

Monday.com’s key market advantages

Monday.com certainly isn’t struggling; the company expects 19% to 20% year-over-year growth in 2026.

“Companies in that position do not restructure because they must,” Greyhound’s Gogia noted. “They restructure because they have decided to become something else.”

Melody Brue, VP and principal analyst at Moor Insights & Strategy, pointed out that organizational redesign is important for real AI transformation, but while it can signal confidence to the market, it can still be “devastating” to humans.

While the company looks as though it’s trying to do right, that ultimately remains to be seen, she said. “There are often hidden internal bruises that can surface long after layoffs.”

Monday.com’s advantage is in its “structured substrate,” Gogia noted; its boards, permissions and typed workflows give agents something firmer to act on than just documents and chat history. The company highlights its natively built agents that can be configured by any team member, as well as connectors with Claude, Microsoft Copilot, and ChatGPT, and dedicated routes for external agents to authenticate and operate.

“For some time, the sharper enterprise question has been shifting from who has an agent to who owns the governed runtime in which an agent can safely act,” he said. “Structured work is a serious claim on that runtime.”

But parts of monday.com’s agent estate remain in staged release, and its product is ultimately “mid-transition,” Gogia pointed out; its agent builder carried a beta label as recently as March,. Also, the company’s pricing model changed in May to a hybrid model charging for seats as well as mandatory AI credits. And, while its AI-powered no-code builder monday vibe passed $1 million in annual recurring revenue within two and a half months, monday.com has not released subsequent outcomes, usage volumes, or attach rates.

Further, there’s an element of “gravity” with its competitors, he observed. Asana is reorganizing teams around agents, Atlassian is wiring agents into the developer estate, and others are simply bundling them into their offerings: Microsoft is doing so across the productivity stack, and ServiceNow across enterprise operations, each with identity and procurement built in.

“Their pull is strongest exactly where monday.com wants to grow, in the largest accounts, where control-plane depth and administrative reach decide the deal,” said Gogia.

Actions for the near-term

Going forward, buyers should focus on operating risk, not headline risk, Moor’s Brue noted. In practice, that’s continuity of service, roadmap consistency, and strength of enterprise support. Productivity should be valued as better outcomes per unit of organizational effort, not mere activity.

“It should be a measure of how much smoother, faster, and more effective the operating model becomes when AI is built into the work,” said Brue.

Gogia noted that strain surfaces first in customer service, and monday.com’s attention is being redistributed. The company’s annual report disclosed that its focus is now concentrated on the largest accounts, with support for medium-sized clients moved to an AI-first and human-supported model.

During the first month of the transition, buyers should track named account continuity and escalation times, he advised. By the first quarter, keep an eye on whether credit governance and admin controls mature on schedule, and if the roadmap beyond the AI estate keeps pace. By the half-year mark, determine whether promised implementation depth is producing outcomes or “simply more billable engagement.”

Support tiers should be enumerated in writing before renewal, and buyers should contract for “side exits,” Gogia emphasized, with overage pricing fixed in advance, the right to pause consumption, and portability for workflows and agent configuration “if the relationship sours.” Finance should also insist on monthly consumption reporting by capability. Further, integration efforts, partner dependency, and change management should be considered first-class costs of the agent era, “not as afterthoughts to a license.”

“A license was a known cost,” said Gogia. “A meter is a behavior, and behavior is harder to forecast than headcount.”

This article originally appeared on CIO.com.

Most Linux teams don't struggle to find vulnerabilities anymore. They struggle to decide which ones deserve attention first. Between daily scanner results, vendor advisories, and hundreds of new CVEs each month, the challenge isn't visibility—it's prioritization.

OPINION OpenAI has acknowledged its models powered the autonomous agents that compromised Hugging Face infrastructure. It might be taken as a convoluted marketing stunt, were it not the perfect advertisement for China-based competition. The company's AI-culpa fits the narrative spun by US rival Anthropic about its Mythos models, which it deemed too dangerous to release except to totally trustworthy corporations and governments. OpenAI says: "The incident makes clear that advanced models can discover and exploit novel attack paths in real-world systems without source-code access. It highlights that advanced cyber capabilities must be developed alongside stronger safeguards and defensive tools." Are we surprised? It's been clear that AI models have the potential to go rogue and damage computers for several years. Academics have repeatedly warned about this possibility - even those affiliated with OpenAI and Anthropic. And anyone who has used AI models for software development has probably seen them code unexpected and perhaps unwanted workarounds to fulfill some directive. On Tuesday, the UK's AI Security Institute published findings about how frontier models all cheat. OpenAI's admission that its models devised a sandbox escape to obtain internet access and found a zero-day flaw to exploit, all to solve a benchmark evaluation problem, may be unprecedented in terms of the scale and prominence of the systems affected. But it's a reenactment of every Claude or Codex prompt in which the model responds to a disallowed command by trying an alternative. We were warned. The compromise of HuggingFace's systems is no more surprising than locking a bear in a supermarket and finding a mess the following day. AI models are billed as artificial intelligence, but when they power agents handling tools in a loop to achieve some objective, it's the equivalent of a brute force attack – the agent will keep trying things until something works or breaks. The surprising part came when Hugging Face sought to employ US frontier models to defend itself. It failed. That should raise eyebrows. "When we started the log analysis, we first used frontier models behind commercial APIs," the AI model-mart said in its blog post last week. "This did not work: the analysis required submitting large volumes of real attack commands, exploit payloads, and C2 artifacts, and these requests were blocked by the providers' safety guardrails, which cannot distinguish an incident responder from an attacker." Stymied by model refusals – which developers have been complaining about for months – HuggingFace had to rely on GLM 5.2, an open-weight AI model made by China-based Z.ai, to conduct its forensic analysis. And it did so on its own infrastructure, so nothing sensitive got sent to a cloud-based model provider. Coincidentally, the leaders of OpenAI and Anthropic have reportedly been warning the US government about the threat posed by increasingly capable Chinese models like Kimi K3 and GLM 5.2. And the US government is said to be mulling possible responses to limit competition from China. That won't work. It's just naïve to think that the US government and a handful of worthy organizations – however that is defined – will be able to enforce a global monopoly on highly capable AI. The infrastructure required to run open weight models that more or less rival the current state of the art is available for a price. And potential consumers of those services are not going to be satisfied with model refusals when there are other options, particularly if they're more cooperative and more affordable. The best course for governments, industry, and the public is to push for AI services that are open and available to all. For that to work, lawmakers around the world need to act fast to set some common ground rules that grapple with AI's impact on jobs, and find a way to compensate those whose work fuels machine learning. Some industry leaders appear to realize that. David Sacks, an external White House adviser and tech investor, recently urged Silicon Valley to rally around openness. "The leading closed labs, already a duopoly in terms of AI model revenue, want the government to eliminate their open source competition," he wrote in a social media post. "They have laid their cards on the table. It is time for the rest of Silicon Valley — the vast majority that still values open competition — to do the same." The fact is that US AI companies have sandboxed themselves into a corner: They've created demand for a product that they can't be relied upon to provide. And when they do make their most capable AI models available, they hobble them and demand terms tailored to serve their vast debt rather than their customers. OpenAI said that it has invited Hugging Face into its trusted access program so the company can use its most capable models. Chinese AI companies, meanwhile, have invited the world. ®

České účastnické fondy doplňkového penzijního spoření mají za sebou pozitivní první pololetí. Všechny skončily v plusu a některé dokonce vydělaly dvouciferně. Jenže důvod k oslavě to není.

Bezvýsledná exekuce je limitována 6 lety, k nimž může přibýt dalších 6, pokud věřitel dvakrát zaplatí za prodloužení. Jenže ani po těchto letech bezvýsledná exekuce skončit nemusí.

Na sběrnici SIO se připojovala i externí paměťová média. Většina z nich představuje dosti fascinující propojení analogové a digitální techniky. Dnes se zaměříme na magnetická média, především na kazetové magnetofony.

AMD před akcí Advancing AI zveřejnila layout serverové varianty Zen 6 a zapůjčila přítomným redaktorům odvíčkované vzorky na hraní, respektive nafocení. A tak se můžeme podívat…

Lockheed Martin představil jako jeden z trháků letošního Farnborough Airshow 2026 protidronový dron Morfius X-rotor. Je vybavený mikrovlnnou hlavicí, se kterou dokáže během jediného operačního letu usmažit přes 50 dronů protivníka. Stanou se mikrovlnné drony účinnou zbraní proti hejnům dronů?

Památky achájské (mykénské) kultury na Naxu. Napřed tuctové pro kontext, pak ale i velice zvláštní, jaké jinde neuvidíme.

The Upbound Group fintech company disclosed that threat actors who stole data from its systems leveraged it to create $13 million in Acima leases. [...]

South Korea disclosed that hackers breached the National Diplomatic Academy's online education system for ten months and stole personal information belonging to current and former employees of the Ministry of Foreign Affairs (MFA), including overseas diplomats. [...]

Beginning July 27, 2026, GitHub will cut public bug bounty payouts by at least half at every severity level. Critical findings will drop from $20,000-$30,000+ to a fixed $10,000, while its permanent invite-only VIP tier will pay $30,000 or more. Reports filed before that date, including those already in GitHub's growing triage queue, will retain the previous payout terms. GitHub said the Swati Khandelwalhttp://www.blogger.com/profile/[email protected]

Cybersecurity researchers have disclosed details of a new local privilege escalation (LPE) vulnerability in snap-confine that an unprivileged user can trigger to obtain root access and gain complete control of a target environment. The high-severity flaw, tracked as CVE-2026-8933 (CVSS score: 7.8), impacts default installations of Ubuntu Desktop 24.04, 25.10, and 26.04. The disclosure comes as Ravie Lakshmananhttp://www.blogger.com/profile/[email protected]

Samsung na akci Galaxy Unpacked July 2026 (YouTube) představil své nové telefony Galaxy Z Fold8 Ultra, Fold8 a Flip8, hodinky Galaxy Watch Ultra2 a Watch9 a chytré brýle ve spolupráci s Gentle Monster a Warby Parker.

Garmin CIRQA je chytrý náramek bez displeje pro diskrétní sledování zdraví • Zařízení nabízí pokročilé fitness funkce i desetidenní výdrž baterie bez předplatného • Prodej na českém trhu odstartuje 24. července s doporučenou cenou 4990 Kč

Just in time for the iPhone’s 20th anniversary, Apple is moving closer to becoming a service company. It is set to launch its new deal with Klarna next week and when it does, Apple enthusiasts in the US will effectively be able to subscribe to their favorite Apple hardware, with the cost spread across up to three years.

This matters because when combined with Apple One and Apple’s Creator Studio subscriptions, the Klarna arrangement brings Apple closer to offering a full subscription model for hardware, software, and services. The only thing you don’t get under the new arrangement is AppleCare, for which you’ll allegedly need to pay extra.

Moving closer to hardware-as-a-service

Apple has slowly been transitioning toward hardware-as-a-service for almost a decade. Back then, Forrester analyst Frank Gillet predicted the company would eventually offer bundles of services and products for a monthly, all-in, fee. 

This isn’t quite where we are yet; you still need at least three subscriptions to get close. But, after the better part of a decade, Apple has moved much nearer to the hardware-as-a-service idea.

There are some products reportedly excluded from the arrangement, including MacBook Neo, Apple Watch SE, the entry-level iPad, and iPhone 16. Clearly, Apple sees those products as sufficiently affordable. 

Easy payments for RAM-ageddon

The new Klarna arrangement comes as Apple is forced to increase product prices as AI-driven memory price inflation becomes widely felt across every economy. In theory, I assume, Apple hopes to make its products available to cash-strapped consumers who need new hardware, while also navigating a time of deep economic tumult and uncertainty. It’s thought the company has previously rejected these plans to protect normal hardware sales, but normality is a kingdom we no longer seem to possess. Interesting times. Probable inflation incoming.

“Apple Upgrade lands at precisely the moment Apple needs it,” IDC analyst Francisco Jeronimo wrote in a note seen by Computerworld. “Having just pushed Mac and iPad prices up on the back of the memory shortage, with iPhone increases widely expected in September — as well as the new iPhone foldable expected at $2,500 — Apple’s real risk is that rising prices even further can impact the upgrade cycle.” 

New age, new shopping habits

The introduction of the scheme gives consumers a way to purchase the company’s popular high-end devices when they are introduced — no doubt,at higher cost — this fall. Plus, of course, if it’s good enough for GM, it’s good enough for Apple.

It’s all about attitude, too. From Apple’s perspective, it has done plenty of the groundwork required to convince its customers that subscription payments for things you value are no bad thing. 

Reluctance to embrace “Access Not Ownership’”purchasing models has dropped dramatically since Apple — and CEO Tim Cook — first began banging the drum for services income. Apple’s services stream has now become its second-biggest revenue driver after the iPhone. It has over 1 billion paid subscriptions, and an active hardware installed base of more than 2.5 billion devices globally.

A combination of changed customer habits and external threat means the stars are now aligned for hardware-as-a-service models. “Reframing a device as a low monthly payment protects that [upgrade] cadence and allows Apple to start marketing their products as device-as-a-service to consumers, which no other vendor was ever able to do,” Jeronimo wrote to me. 

There is a one-more-thing aspect to this: the products are effectively being leased, a new approach that will give Apple a stronger grip on EOL devices, helping it grab more of them for refurbishment, resale, and recycling. Over time, this will give the company a much stronger grip on the lucrative second-user market that exists around Apple equipment, even while for almost every consumer product we find the life we want is something we can rent, but probably can’t afford to own.

Managing future risk

The other solid reason to take a partnership approach is risk management. Apple had intended to develop its own buy-now, pay-later scheme via Apple Pay Later, but abandoned that plan as it became riskier with rising bank rates. “Also, by backing the program with Klarna rather than reviving the in-house subscription plan it shelved in 2024, Apple captures the demand upside without taking the credit risk onto its own balance sheet,” Jeronimo said.

You can follow me on social media! Join me on BlueSky,  LinkedIn, Mastodon and subscribe to The Core.

Swiss rail vehicle manufacturer Stadler Rail says the Everest ransomware gang demanded about $12.3 million after breaching a data exchange platform shared with one of its suppliers. [...]

If you're responsible for Linux security, someone just dumped a pile of work onto your desk: 432 Linux kernel CVEs were published across Sunday and Monday this week. Linux watchers at nixCraft pointed out the volume on Monday morning, and it didn’t take long for seasoned sysadmins to start expressing concerns. Jan Schaumann, chief information security architect at Akamai Technologies, took to the OSS-SEC mailing list Tuesday to express concerns over the sheer volume of Linux kernel CVEs published in recent days. Aside from noting that the CVE system isn’t the best way to track security changes, Schaumann also wondered in his post whether there was any good way to deal with so many kernel security issues. “This onslaught really shows it's not feasible to attempt to prioritize individual kernel changes,” Schaumann said. “You might attempt to process this large set of changes by pointing an LLM at the intake and asking it to prioritize them,” he suggested, “but if it spits out a dozen today and another 25 the next, you haven't won much.” Schaumann also suggested waiting to see which ones emerge as serious issues and focusing on those in the weeks to come, or updating one’s entire fleet of Linux machines on a weekly basis. “I sure would like to be able to do [that], but reality keeps getting in my way,” Schaumann said. “I'm not sure what to do here going forward.” In an email to The Register, Schaumann said that individually reviewing vulnerabilities for patching was already difficult enough before things rose to this level, and that automation may be the only option - but it's not a great one. "Automated, regular, and frequent updates that pull in all changes within a given time window of tolerance seem to me the only reasonable approach, but that is very difficult for many large organizations," Schaumann explained. Those orgs often rely on lengthy QA processes, slow and staged development cycles, and may even have contractual requirements for long-term support that make an automated approach an impossible one. The nixCraft team speculated on social media that AI bug reports are a likely reason for all those kernel CVEs, which wouldn’t be without precedent - Linus Torvalds himself said in May that the Linux kernel security mailing list had become “almost entirely unmanageable” due to AI-assisted bug hunting. Nonetheless, Torvalds has described AI as a useful tool for Linux development while still noting it can be a drag for maintainers, both from a workload standpoint and the fact "it keeps finding embarrassing bugs." On that note, it's worth understanding what a Linux kernel CVE actually means - many of the vulnerabilities included in the Sunday-to-Monday batch are small in scope, but they're vulnerabilities nonetheless. As senior Linux maintainer Greg Kroah-Hartman noted in a February blog post, the Linux kernel CVE team follows the CVE Program's definition of a vulnerability: a weakness in a product that can negatively affect a system's confidentiality, integrity, or availability. “At the level that the Linux kernel runs, almost any type of bug that can affect a running system can be classified as a vulnerability,” Kroah-Hartman noted. The kernel team looks at every bugfix that is added to stable kernel releases, he added, and if it fixes an issue that meets that CVE criteria, a CVE is assigned. AI-assisted bug hunting has increased the volume of reports reaching Linux kernel maintainers. We reached out to the Linux kernel team, but didn’t hear back. Kroah-Hartman did tell The Register earlier this year that AI bug reports had become worthwhile in recent months, and he predicted they're likely to keep adding to his workload. Unfortunately for Linux sysadmins, the position in which they find themselves in this current mess isn’t one that’s readily solved. CVEs might be a messy way to track and prioritize security updates, especially when hundreds of them are published over a short period, but without something better, it falls to IT and security teams to determine which vulnerabilities affect their systems and which kernel updates they need to deploy. Hope you’ve got the coffee machine filled up: The onslaught is unlikely to ease if other recent patch cycles are any indication. ®