刘江/LIU Jiang

Exploring AGI. Co-Founder of Turing Company. ex Meituan, BAAI, CSDN. 图灵联合创始人。曾任：北京智源人工智能研究院副院长，CSDN&《程序员》杂志总编，美团技术学院院长。

[刘江/LIU Jiang @turingbook]

我在图灵（工作地点：北京）要招一个AI岗（技术与产品混合），直接和我配合，把图灵转变成AI原生的知识服务平台。年龄专业学历工作经验都不限，画像是：爱学习，爱折腾各种AI工具（比如Claude Code、小龙虾）来解决实际问题，也想把技术变现，帮助更多人拥抱AI新时代。有兴趣的DM。

[刘江/LIU Jiang @turingbook]

@vikingmute @elonmusk This phenomenon is very serious and severely affects the user experience. We hope it can be resolved as soon as possible.

[刘江/LIU Jiang @turingbook]

纠正这个常见误解：这种现象只能说明Claude训练数据里有一些DeepSeek的回答，而不能作为蒸馏的证据。其实类似问题各模型应该都会出现。
真要蒸馏的话，不会搞这种没有技术含量的数据，毫无意义，会花很大精力问高难问题（比如复杂的编程问题），看较好模型的回答、思考轨迹。另外蒸馏一般都是去蒸更强的模型，没必要蒸不比自己强的。😀

[𝙋𝙖𝙨𝙨𝙡𝙪𝙤 @passluo]

A\ 蒸馏国产是啥新鲜事吗😅

从 4.5 开始，没有 system prompt 的 Claude API 都在说自己是 Deepseek 啊😅

甚至你现在去 Vertex 用中文问 sonnet-4.6 他也说自己是 Deepseek v3

这是正版的标识

AI 这一行就是蒸蒸日上

唯有某个婊子天天打舆论战立牌坊

[刘江/LIU Jiang @turingbook]

“AMD 和 NVIDIA 的大多数顶尖 10 倍工程师都在上海。”

[SemiAnalysis @SemiAnalysis_]

Most of AMD and NVIDIA’s best 10x engineers are in Shanghai. AMD’s MoRI collective team, AMD’s disaggregated applications engineering team, and other AMD teams that understand how to do first-principles-based engineering are all mostly based in Shanghai.

[刘江/LIU Jiang @turingbook]

@dyw1968316 这位老师不懂技术营销，却写这么多字批评营销工作，主要内容就没什么可看了。其中这句话是有价值的：“客观公允地讲，韬定律对应的技术方案，是一次成熟且优质的工程创新。”😀

[刘江/LIU Jiang @turingbook]

@CatChen 按原来的岗位分工可能有价值的前提是，各个岗位都已经沉淀了靠谱流程和最佳实践的文档。

[刘江/LIU Jiang @turingbook]

@fankaishuoai 费曼学习法嘛

[刘江/LIU Jiang @turingbook]

@zephyr_z9 "Improvements in lithography tooling – a critical bottleneck in China’s semiconductor manufacturing – will no longer be indispensable under Huawei’s new path, He said in a press briefing on Monday." https://t.co/biiBDqZXLP

[刘江/LIU Jiang @turingbook]

华为这次这么高调，想传达什么信息？

[刘江/LIU Jiang @turingbook]

哈是RoR之父，笔误笔误。

[刘江/LIU Jiang @turingbook]

DHH之父被GPT 5.5征服了

[DHH @dhh]

I've had more "I can't believe it's this good" moments with GPT5.5 than any other model since Opus 4.5. It's shockingly, scarily capable. Days and days of amazing progress. All steering, no handwriting. Yet utterly delightful to conduct its coding. So, so good.

[刘江/LIU Jiang @turingbook]

@abskoop 你这数据也太老了吧，那么多已经上市而且市值几千亿的……

[刘江/LIU Jiang @turingbook]

@wadezone 《资治通鉴》是帝王之书，��白政治上那么幼稚，不写是对的嘛。关于李白有意思的冷知识其实是：唐朝人当年并不觉得他很牛，证据就是当时编选的选集李白作品入选很少（杜甫更惨），远不如王维、元稹、王昌龄这些人。宋元开始升温，直到明代李杜才获得了远超其他诗人的地位。参见 https://t.co/rG7O8fZrEb

[刘江/LIU Jiang @turingbook]

@subygan @yacinelearning @grok Could you help me find/check the source link?

[刘江/LIU Jiang @turingbook]

@caozlog 你居然一直在Twitter潜水啊

[刘江/LIU Jiang @turingbook]

有意思的问题：如果真的能时间旅行了，你想去哪一年，并带上什么科技？

[Physics In History @PhysInHistory]

If time travel becomes possible, what year would you visit first and what tech would you take with you? ✍️

[刘江/LIU Jiang @turingbook]

AI��代一个重要能���凸显出来了：敢想。

[qishiya @qizhong_hu]

我的思维还是有问题，不敢给 AI 提需求，也许是惯性思维影响，因为以前一提开发需求，就是要对应的资源，但是自从用 codex 后，大的需求也是非常谨慎，其实这是错的，应该大胆的给 codex 提需求。

[刘江/LIU Jiang @turingbook]

“我所在的组织（Facebook广告）90%是中国人，整个领导链一直到VP级别都是中国人。普���话是办公室的主要语言”……

[Jeremy Bernier @jeremybernier]

Meta was easily the most toxic company I've worked for. There's a reason the Chinese call it "Squid Game". Others refer to it as "Hunger Games" or "Lord of the Flies". I think they're all accurate.

The company culture is basically every man/woman for themselves. The performance review process (PSC) not only doesn't incentivize helping others, if anything it actually discourages it since everyone is stack ranked against each other. Imagine working on a team where every 6 months, one of you is going to get axed. Of course it's going to become toxic.

"Bottoms up" culture is a complete farce - it's just a way for leadership to offload accountability. The Tech Leads (TLs) have all the power - owning the relationships and tribal knowledge to gatekeep projects to their buddies. Managers are "people managers" with limited technical understanding, who basically aggregate TL feedback and create performance review packets to calibrate with other managers and IC7+. The takeaway is that your destiny is in the hands of the TLs, and TLs unlike managers have no responsibility for your career. There are no repercussions for unethical behavior. I've seen managers and TLs throw others under the bus and get away with it.

The only mission bonding the company together is individual self-preservation. Save your own ass to survive for another stock vesting, and throw someone else under the bus if you need to. That's why layoffs rarely impact directors/VPs or tenured IC7+ despite the fact that they're paid by far the most. Even this recent mass layoff that was supposed to "flatten" managers layers barely affected directors/VPs/IC7+, and fell predominantly on M1s - the lowest rung of the management chain.

The culture is extremely performative and focused on box ticking and optics. Everything is about PSC (the performance review system) and perception. This means tons of meetings, useless AI slop posts, and top-down initiatives that don't benefit anyone but maybe help tick off the impact box of some go-getter at the top. Impact is not enough - it has to have sufficient complexity. So complexity is added for complexity's sake.

The org I was in (Facebook ads) is 90% Chinese, and the entire leadership chain up to the VP level is Chinese. Mandarin is the primary language at the office, except in official meetings with non-speakers. Chinese work culture is very different from American work culture, with 996 (9am-9pm, 6 days/week), top-down nature, emphasis on saving face (eg. don't question your superiors), and toxicity being quite common. Naturally when an org is completely dominated by a single ethnicity that's notorious for not integrating, elements from their work culture seep in. Of the layoffs I witnessed in this org, 3/4 were not Chinese (just to be clear, most Chinese are very kind so don't take this as an attack. But it is a reality that I think most people outside this company are completely unaware of, and I question if leadership is even aware despite the fact that we're talking about the company HQ)

I had the most toxic manager of my life here. I watched him deliberately set up a new hire to fail, driving them to needing to see a psychiatrist for anxiety + depression, and getting them fired. Then he suddenly disappeared for 8 months, before leaving the company.

I could go on and on, but this is already pretty long and I think you get the point.

Yes there are a lot of great, kind people here. I managed to transfer out of my first team into a new team with a great manager where everyone was very smart, supportive, and hardworking.

But the company has its Squid Game reputation for a reason. Company culture comes from the top. It seems leadership is either too removed to notice, or maybe don't really care anymore because I guess they already made their billions and us plebs are expendable these days.

[刘江/LIU Jiang @turingbook]

@GergelyOrosz TPU and Anthropic

[刘江/LIU Jiang @turingbook]

现在Scaling Law有好几个方向（预训练、推理、后训练、多智能���……）都适用，所以发展更快了。我从2020年开始研究大模型的发展趋势，这几年总体上发展的速度远超我的预期。

[范凯说 AI | Kai on AI @fankaishuoai]

很多人在说 AI 到瓶颈了。Scaling Law 不行了，模型能力到头了，接下来就是做应用了。

Karpathy 今天加入 Anthropic 做预训练，直接打了这个判断的脸。

他是全球最有资格判断"模型还能不能继续进化"的人之一。他的结论不是"差不多了"，而是"不回实验室我就要落伍了"。

你现在觉得 AI 做不到的事情，半年后可能就能做到了。你现在觉得不够好用的地方，一年后可能完全不是问题了。

千万不要用��天的能力边界，去画明天的天花板。模型还在快速进化，这条路远远没有走到头。

[刘江/LIU Jiang @turingbook]

@A0LUxySUrldn9w0 你说的人里，只有张涛是那时候光年团队的，杨攀、魏小康和光年都没有直接关系，谢青池应该是光年并入美团之后才去的