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Tim Berners-Lee is credited with inventing the World Wide Web in 1989. But he has been dissatisfied with the way his original vision for the web has panned out.

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Personal artificial intelligence assistants that know our health status and legal history inside out. The ability to transfer your data from one place to another seamlessly without any roadblocks.  

These are just some of the predictions for the future of the web from the inventor of the World Wide Web, Tim Berners-Lee, on the 35th anniversary of its invention.

Berners-Lee is credited with inventing the world-changing technology in 1989 while working at CERN, the Swiss particle physics research center. 

The London-born computer scientist submitted a proposal for an information management system to help his colleagues share information among themselves. 

When it started, I couldn’t have predicted that it was going to be like this, this change.

Tim Berners-Lee

Inventor, World Wide Web

Berners-Lee got to continue working on his idea for this information sharing system, and by 1991, the World Wide Web was up and running.

When Tim Berners-Lee started work on the World Wide Web 35 years ago, he had no idea it was about to become the ubiquitous force it is today. “I couldn’t have predicted that it was going to be like this, this change,” he told CNBC.

Fabrice Coffrini | AFP via Getty Images

In 1993, Berners-Lee convinced CERN to release the Web protocol and source code into the public domain without any patents or fees. Berners-Lee has attributed the runaway success of the web to this decision.

Berners-Lee remembers what things were like when the web got started 35 years ago. “When it started, I couldn’t have predicted that it was going to be like this, this change,” he told CNBC.

He could tell there were signs the web was going to grow in a big way early on, though. Traffic to the very first website, info.cern.ch, “was going up by a factor of 10 every year, so doubling every four months.” 

“We lost track of the logs because they cut off,” Berners-Lee recalls. “Now this is going to be a serious thing. We need to make sure it doesn’t collapse.”

In the decades that have passed since the web’s creation, Berners-Lee sees some of the downsides that have come about. For one, social media feeds tailored by AI algorithms have meant people “feeling angry and upset, or hateful,” he says.

Meanwhile, the ease of producing content on social media platforms and spinning up new websites and blogs has led to a “disempowerment” for people and businesses — and a loss of ownership over our data, he adds.

But Berners-Lee still has some optimism for the future. Here are some of his top predictions for what the web will look like in the next 35 years.

Prediction 1: Everyone will have a personal AI assistant 

One of Berners-Lee’s big predictions is that AI will transform the way we interact with the web.  

With the arrival of generative AI tools like Microsoft-backed OpenAI’s ChatGPT, tech firms are betting consumers will become much more engaged with digital chatbots to get information they need and help them produce written materials and even code. 

There are already firms trying to reimagine what our interaction with the web will look like using AI-powered devices, including Samsung with its Galaxy S24 smartphone, and U.S. startup Humane AI with its wearable Pin device. 

You will have an AI assistant that works for you, like a doctor.

Tim Berners-Lee

Inventor, World Wide Web

Berners-Lee thinks that one day we’ll have AI assistants that work for us — similar to our doctors, lawyers, and bankers.

“Some people worry about whether, in 35 years, AI will be more powerful than us,” Berners-Lee told CNBC via a Zoom video call last week. 

“One of the things I predict — but it’s something we may have to fight for — is you will have an AI assistant, which you can trust, and it works for you, like a doctor,” Berners-Lee said.  

Robert Blumofe, global chief technology officer of Akamai, said he thinks the web will cease being something that humans use — and that AI agents will take the reins on our behalf. 

“You can imagine a world years from now where the web is a realm of AI agents and humans no longer effectively use the web,” Blumofe told CNBC in an interview last week. 

“It would all be done through AI agents; you would never go directly to your bank account online, or your health provider online, or any e-commerce sites.”

Akamai was founded in response to a challenge Berners-Lee posed at the Massachusetts Institute of Technology in early 1995 to create a new way of delivering web content to end users faster.

Three decades after inventing the web, Tim Berners-Lee has some ideas on how to fix it

Blumofe still thinks we’ll go online for entertainment TV shows, movies, and video games. But he thinks a lot of the daily functions of our online lives will in future be managed by AI. 

“Human beings can go back to our lives in the physical world greeting each other face to face as a physical experience, rather than a virtual experience,” he said. 

Prediction 2: We’ll take true ownership of our data across all platforms — including VR 

Another thing Berners-Lee is forecasting is a web in which we’ll all have full control of our data. 

So, rather than handing away ownership of our data to Google, Meta, Amazon, Apple, Microsoft and other tech giants, we’ll instead be able to own our data through a data store, or “pod.” 

“You’ll think of your data pod as your digital space, you’ll think of it as being one thing you’re very comfortable with,” Berners-Lee explains. 

Pods are a technology Berners-Lee is working on with his startup Inrupt.  

Tim Berners-Lee is forecasting is a web in which we’ll all have full control of our data. So, rather than handing away ownership of our data to Google, Meta, Amazon, Apple, Microsoft and other tech giants, we’ll instead be able to own our data through a data store, or “pod.”

Sebastian Derungs | Afp via Getty Images

Inrupt is behind something called the Solid protocol, which “aims to radically change the way Web applications work today, resulting in true data ownership as well as improved privacy.”

In 2022, the firm raised $30 million from venture capital firms including Forte Ventures, Akamai, and Glasswing Ventures. 

You can go do things with a VR headset, and then when you take the VR headset off, you could do it with a huge screen. And whenever you move, you can grab your phone and the experience will be as one. It should very smoothly go between different devices. 

Tim Berners-Lee

Inventor, World Wide Web

In Berners-Lee’s vision for a future web, you’ll be able to use your digital pod to access all your essential applications for instance, email across your phone, but also your laptop, desktop computer, and bigger screens like TVs.

Berners-Lee added that his idea is for us to have a set of “trust apps” that we can allow to communicate with each other to share information and do important tasks much faster.  

Take, for example, buying flights. Berners-Lee predicts that the future experience for the web will be one where you can use your wallet to purchase flights off a flight aggregator, and then give it access to data you entrust it with to come up with plans for what to do at your destination. 

“All of your to do lists, calendar events and so on, and all the different parts of your data, will come together, so the ability to live your life becomes much more powerful.” 

Chintan Patel, chief technology officer for software firm Cisco in the U.K., said he thinks the web is ultimately moving to place that’s open and where information can be shared more easily.

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“Even though we have seen increasingly the web becoming a little fragmented with more siloed platforms — more information is collected, sold, even misused in many cases,” Patel said.

However, he noted that OpenAI’s ChatGPT — and several other popular generative AI tools — are powered by data sourced from the open web.

“For all its faults, the web has brought way more benefits to society and made many more things possible,” Patel said.  

Berners-Lee predicts his vision for the web will also go a step further with virtual and mixed reality, where the physical and digital world both interact through powerful headsets, according to Berners-Lee. 

“You can go do things with a VR headset, and then when you take the VR headset off, you could do it with a huge screen,” he said. “And whenever you move, you can grab your phone and the experience will be as one. It should very smoothly go between different devices.”

Mixed reality is a new dimension for accessing the web experts expect we’ll get more used to over time.

“There’s going to be some great shifts happening in terms of some serious digital connectivity,” Patel told CNBC in an interview. 

“It will be called by then some form of spatial computing and spatial environment which won’t be something we are looking for, but an immersive experience delivered to us.” 

Prediction 3: A Big Tech company could get broken up 

Another thing Berners-Lee says might happen in the future is a big tech company being forced to break up. 

Last week, the European Union’s landmark Digital Markets Act (DMA), which forces tech giants to change their platforms to allow for competitor products to flourish, officially came into force, in a major step that advocates hope will lead to a healthier tech competition landscape. 

If a tech firm breaches its obligations under the DMA, the European Commission can enforce some meaty legal measures. That includes fines worth up to 10% of a company’s global annual revenues, or 20% for repeat offenders. 

Things are changing so quickly. AI is changing very, very quickly. There are monopolies in AI. Monopolies changed pretty quickly back in the web.

Tim Berners-Lee

Inventor, World Wide Web

In some extreme cases, the Commission can demand the breakup of companies — although most antitrust lawyers think such an outcome is unlikely, given the legal hurdles Brussels may face. 

Berners-Lee said he always prefers it when tech companies “do the right thing by themselves” before regulators step in. “That’s always been the spirit of the internet.” 

He uses the example of the Data Transfer Initiative, a private initiative that launched in 2018 and is now backed by the likes of Google, Apple, and Meta, to encourage portability of photos, videos and other data between their platforms. 

“Maybe the companies were prompted a bit by the possibility of regulation,” Berners-Lee said. “But this was an independent thing.” 

However, he added: “Things are changing so quickly. AI is changing very, very quickly. There are monopolies in AI. Monopolies changed pretty quickly back in the web.” 

“Maybe at some point in the future, agencies will have to work to break up big companies, but we don’t know which company that will be,” Berners-Lee said. 

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OpenAI dissolves team focused on long-term AI risks, less than one year after announcing it

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OpenAI dissolves team focused on long-term AI risks, less than one year after announcing it

OpenAI has disbanded its team focused on the long-term risks of artificial intelligence just one year after the company announced the group, a source familiar with the situation confirmed to CNBC on Friday.

The person, who spoke on condition of anonymity, said that some of the team members are being re-assigned to multiple other teams within the company.

The news comes days after both team leaders, OpenAI co-founder Ilya Sutskever and Jan Leike, announced their departures from the Microsoft-backed startup. Leike on Friday wrote that OpenAI’s “safety culture and processes have taken a backseat to shiny products.”

The news was first reported by Wired.

OpenAI’s Superalignment team, announced last year, has focused on “scientific and technical breakthroughs to steer and control AI systems much smarter than us.” At the time, OpenAI said it would commit 20% of its computing power to the initiative over four years.

Sutskever and Leike on Tuesday announced their departures on X, hours apart, but on Friday, Leike shared more details about why he left the startup.

“I joined because I thought OpenAI would be the best place in the world to do this research,” Leike wrote on X. “However, I have been disagreeing with OpenAI leadership about the company’s core priorities for quite some time, until we finally reached a breaking point.”

Leike wrote that he believes much more of the company’s bandwidth should be focused on security, monitoring, preparedness, safety and societal impact.

“These problems are quite hard to get right, and I am concerned we aren’t on a trajectory to get there,” he wrote. “Over the past few months my team has been sailing against the wind. Sometimes we were struggling for compute and it was getting harder and harder to get this crucial research done.”

Leike added that OpenAI must become a “safety-first AGI company.”

“Building smarter-than-human machines is an inherently dangerous endeavor,” he wrote. “OpenAI is shouldering an enormous responsibility on behalf of all of humanity. But over the past years, safety culture and processes have taken a backseat to shiny products.”

Leike did not immediately respond to a request for comment, and OpenAI did not immediately provide a comment.

The high-profile departures come months after OpenAI went through a leadership crisis involving co-founder and CEO Sam Altman.

In November, OpenAI’s board ousted Altman, claiming in a statement that Altman had not been “consistently candid in his communications with the board.”

The issue seemed to grow more complex each following day, with The Wall Street Journal and other media outlets reporting that Sutskever trained his focus on ensuring that artificial intelligence would not harm humans, while others, including Altman, were instead more eager to push ahead with delivering new technology.

Altman’s ouster prompted resignations – or threats of resignations – including an open letter signed by virtually all of OpenAI’s employees, and uproar from investors, including Microsoft. Within a week, Altman was back at the company, and board members Helen Toner, Tasha McCauley and Ilya Sutskever, who had voted to oust Altman, were out. Sutskever stayed on staff at the time but no longer in his capacity as a board member. Adam D’Angelo, who had also voted to oust Altman, remained on the board.

When Altman was asked about Sutskever’s status on a Zoom call with reporters in March, he said there were no updates to share. “I love Ilya… I hope we work together for the rest of our careers, my career, whatever,” Altman said. “Nothing to announce today.”

On Tuesday, Altman shared his thoughts on Sutskever’s departure.

“This is very sad to me; Ilya is easily one of the greatest minds of our generation, a guiding light of our field, and a dear friend,” Altman wrote on X. “His brilliance and vision are well known; his warmth and compassion are less well known but no less important.” Altman said research director Jakub Pachocki, who has been at OpenAI since 2017, will replace Sutskever as chief scientist.

News of Sutskever’s and Leike’s departures, and the dissolution of the superalignment team, come days after OpenAI launched a new AI model and desktop version of ChatGPT, along with an updated user interface, the company’s latest effort to expand the use of its popular chatbot.

The update brings the GPT-4 model to everyone, including OpenAI’s free users, technology chief Mira Murati said Monday in a livestreamed event. She added that the new model, GPT-4o, is “much faster,” with improved capabilities in text, video and audio.

OpenAI said it eventually plans to allow users to video chat with ChatGPT. “This is the first time that we are really making a huge step forward when it comes to the ease of use,” Murati said.

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BlackRock funds are ‘crushing shareholder rights,’ says activist Boaz Weinstein

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BlackRock funds are ‘crushing shareholder rights,' says activist Boaz Weinstein

Boaz Weinstein, founder and chief investment officer of Saba Capital Management, during the Bloomberg Invest event in New York, US, on Wednesday, June 7, 2023. 

Jeenah Moon | Bloomberg | Getty Images

Boaz Weinstein, the hedge fund investor on the winning side of JPMorgan Chase’s $6.2 billion, “London Whale” trading loss in 2011, is now taking on index fund giant BlackRock

On Friday, Weinstein‘s Saba Capital detailed in a presentation seen by CNBC its plans to push for change at 10 closed-end BlackRock funds that trade at a significant discount to the value of their underlying assets compared to their peers. Saba says the underperformance is a direct result of BlackRock’s management.

The hedge fund wants board control at three BlackRock funds and a minority slate at seven others. It also seeks to oust BlackRock as the manager of six of those ten funds.

“In the last three years, nine of the ten funds that we’re even talking about have lost money for investors,” Weinstein said on CNBC’s “Squawk Box” earlier this week.

At the heart of Saba’s “Hey BlackRock” campaign is an argument around governance. Saba says in its presentation that BlackRock runs those closed-end funds the “exact opposite” way it expects companies to run themselves.

BlackRock “is talking out of both sides of its mouth” by doing this, Saba says. That’s cost retail investors $1.4 billion in discounts, by Saba’s math, on top of the management fees it charges.

BlackRock, Saba says in the deck, “considers itself a leader in governance, but is crushing shareholder rights.” At certain BlackRock funds, for example, if an investor doesn’t submit their vote in a shareholder meeting, their shares will automatically go to support BlackRock. Saba is suing to change that.

A BlackRock spokesperson called that assertion “very misleading” and said those funds “simply require that most shareholders vote affirmatively in favor.”

The index fund manager’s rebuttal, “Defend Your Fund,” describes Saba as an activist hedge fund seeking to “enrich itself.”

The problem and the solution

Closed-end funds have a finite number of shares. Investors who want to sell their positions have to find an interested buyer, which means they may not be able to sell at a price that reflects the value of a fund’s holdings.

In open-ended funds, by contrast, an investor can redeem its shares with the manager in exchange for cash. That’s how many index funds are structured, like those that track the S&P 500.

Saba says it has a solution. BlackRock should buy back shares from investors at the price they’re worth, not where they currently trade.

“Investors who want to come out come out, and those who want to stay will stay for a hundred years, if they want,” Weinstein told CNBC earlier this week.

Weinstein, who founded Saba in 2009, made a fortune two years later, when he noticed that a relatively obscure credit derivatives index was behaving abnormally. Saba began buying up the underlying derivatives that, unbeknownst to him, were being sold by JPMorgan’s Bruno Iksil. For a time, Saba took tremendous losses on the position, until Iksil’s bet turned sour on him, costing JPMorgan billions and netting Saba huge profits.

Saba said in its investor deck that the changes at BlackRock could take the form of a tender offer or a restructuring. The presentation noted that BlackRock previously cast its shares in support of a tender at another closed-end fund where an activist was pushing for similar change.

At the worst-performing funds relative to their peer group, Saba is seeking shareholder approval to fire the manager. In total, BlackRock wants new management at six funds, including the BlackRock California Municipal Income Trust (BFZ), the BlackRock Innovation and Growth Term Trust (BIGZ) and the BlackRock Health Sciences Term Trust (BMEZ).

“BlackRock is failing as a manager by delivering subpar performance compared to relevant benchmarks and worst-in-class corporate governance,” the deck says.

If Saba were to win shareholder approval to fire BlackRock as manager at the six funds, the newly constituted boards would then run a review process over at least six months. Saba says that in addition to offering liquidity to investors, its board nominees would push for reduced fees and for other unspecified governance fixes.

A BlackRock spokesperson told CNBC that the firm has historically taken steps to improve returns at closed-end funds when necessary.

“BlackRock’s closed-end funds welcome constructive engagement with thoughtful shareholders who act in good faith with the shared goal of enhancing long-term value for all,” the spokesperson said.

Weinstein said Saba has run similar campaigns at roughly 60 closed-end funds in the past decade but has only taken over a fund’s management twice. The hedge fund sued BlackRock last year to remove that so-called “vote-stripping provision” at certain funds and filed another lawsuit earlier this year.

BlackRock has pitched shareholders via mailings and advertisements. “Your dependable, income-paying investment,” BlackRock has told investors, is under threat from Saba.

Saba plans to host a webinar for shareholders on Monday but says BlackRock has refused to provide the shareholder list for several of the funds. The BlackRock spokesperson said that it has “always acted in accordance with all applicable laws” when providing shareholder information, and that it “never blocked Saba’s access to shareholders.”

“What we want is for shareholders, which we are the largest of but not in any way the majority, to make that $1.4 billion, which can be done at the press of a button,” Weinstein told CNBC earlier this week.

WATCH: CNBC’s full interview with Saba Capital’s Boaz Weinstein

Watch CNBC's full interview with Saba Capital's Boaz Weinstein

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As Tesla layoffs continue, here are 600 jobs the company cut in California

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As Tesla layoffs continue, here are 600 jobs the company cut in California

As part of Tesla’s massive restructuring, the electric-vehicle maker notified the California Employment Development Department this week that it’s cutting approximately 600 more employees at its manufacturing facilities and engineering offices between Fremont and Palo Alto.

The latest round of layoffs eliminated roles across the board — from entry-level positions to directors — and hit an array of departments, impacting factory workers, software developers and robotics engineers.

The cuts were reported in a Worker Adjustment and Retraining Notification, or WARN, Act filing that CNBC obtained through a public records request.

Facing both weakening demand for Tesla electric vehicles and increased competition, the company has been slashing its headcount since at least January. CEO Elon Musk told employees in a memo in April that the company would cut more than 10% of its global workforce, which totaled 140,473 employees at the end of 2023.

Previous filings revealed that Tesla would cut more than 6,300 jobs across California; Austin, Texas; and Buffalo, New York.

Musk said on Tesla’s quarterly earnings call on April 23 that the company had built up a 25% to 30% “inefficiency” over the past several years, implying the layoffs underway could impact tens of thousands more employees than the 10% number would suggest.

According to the WARN filing, the 378 job cuts in Fremont, home to Tesla’s first U.S. manufacturing plant, included people involved in staffing and running vehicle assembly. There were 65 cuts at the company’s Kato Rd. battery development center.

Tesla didn’t respond to a request for comment.

Among the highest-level roles eliminated in Fremont were an environmental health and safety director and a user experience design director.

In Palo Alto, home to the company’s engineering headquarters, 233 more employees, including two directors of technical programs, lost their jobs.

Tesla has also terminated a majority of employees involved in designing and improving apps made for customers and employees, according to two former employees directly familiar with the matter. The WARN filing shows that to be the case, with many cut from the team at Tesla’s Hanover Street location in Palo Alto.

Tesla faces reduced demand for cars it makes in Fremont, including its older Model S and X vehicles and Model 3 sedan. Total deliveries dropped in the first quarter from a year earlier, and Tesla reported its steepest year-over-year revenue decline since 2012.

An onslaught of competition, especially in China, has continued to pressure Tesla’s sales in the second quarter. Xiaomi and Nio have each launched new EV models, which undercut the price of Tesla’s most popular vehicles.

Tesla’s stock price has tumbled about 30% so far this year, while the S&P 500 is up 11%.

Musk has been trying to convince investors not to focus on vehicle sales and instead to back Tesla’s potential to finally deliver self-driving software, a robotaxi, and a “sentient” humanoid robot. Musk and Tesla have long promised customers self-driving software that would turn their existing EVs into robotaxis, but the company’s systems still require constant human supervision.

Other recent job cuts at Tesla included the team responsible for building out the Supercharger, or electric-vehicle fast-charging network, in the U.S.

Tesla disclosed plans in its annual filing for 2023 to grow and optimize its charging infrastructure “to ensure cost effectiveness and customer satisfaction.” Tesla said in the filing that it needed to expand its “network in order to ensure adequate availability to meet customer demands,” after other auto companies announced plans to adopt the North American Charging Standard.

Since cutting most of its Supercharger team, Tesla has reportedly started to rehire at least some members, a move reminiscent of the job cuts Musk made at Twitter after he bought the company and later rebranded it as X. Musk told CNBC’s David Faber last year that he wanted to rehire some of those he let go.

Read the latest WARN filing in California here:

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