Reuters reports that Meta explored shrinking some teams by as much as 60% as part of an "AI native" restructuring plan that would shift much of employees' day-to-day work to AI agents and smaller teams of human "builders." But the effort quickly ran into employee revolt and disappointing productivity gains, leading Zuckerberg to scrap a planned second wave of cuts after Meta laid off 10% of its workforce in May. From the report: In January, Meta CEO Mark Zuckerberg and his top lieutenants gathered for their annual leadership retreat at his Hawaii compound. There they hatched a radical plan to reimagine work at the social-media giant in the age of artificial intelligence. Code-named Project OT -- short for Organization Transformation -- the plan envisioned an "AI native" future for the owner of Facebook and Instagram. AI would take over much of the daily work performed by thousands of human employees. Virtual workers would be overseen inside Meta by smaller, "talent-dense" cadres of human staffers, according to one internal planning document reviewed by Reuters and three people familiar with the project. In scenario-planning exercises, two of these people said, executives explored slashing the size of many teams across Meta by as much as 60%. Some employees would be offered roles in new units, while others would be laid off as part of a culling that one human-resources executive projected would be as big as or bigger than the company's cuts of around 25% three years ago, according to another internal document. The restructuring would be carried out in two "waves," beginning with a first purge in May and followed by another shake-up in November, internal planning documents seen by Reuters showed. Layoffs would be supplemented with the closing of open positions and pushing people out who Meta believed were poor performers. These and other details of the plan, including the scale of the restructuring, haven't been previously reported. AI would take over much of the daily work performed by thousands of human employees. Virtual workers would be overseen inside Meta by smaller, "talent-dense" cadres of human staffers. But on the night of May 19, just hours before the first layoff wave, Zuckerberg blinked. Meta laid off 10% of its employees the next day, but it called off planning for the November cuts, according to one internal document reviewed by Reuters. By then, Meta employees were in open revolt, convinced that the company's AI transformation initiatives were partly aimed at replacing them. Internal data was also suggesting that autonomous AI "agent" technology at the heart of the strategy was failing to deliver hoped-for productivity gains. Some investors were questioning what Meta had to show for its gargantuan spending on AI. This article reveals for the first time the rapid pace of the cuts Meta was considering, the thinking behind the plans and how they quickly unraveled. Based on scores of internal documents, posts and recordings reviewed by Reuters, as well as conversations with more than 20 people with knowledge of Meta's inner workings, the reporting shows how the social-media giant attempted to position itself at the forefront of an AI-driven workplace overhaul, only to stumble in the execution.

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Meta a conclu un accord financier colossal avec plusieurs dizaines d’États américains. Pour mettre fin à des poursuites sur les effets de ses plateformes sur les jeunes, le groupe pourrait payer jusqu’à 16,7 milliards de dollars et devra fortement encadrer l’utilisation d’Instagram et Facebook par les adolescents.

An anonymous reader quotes a report from NPR: Meta was infused with a culture in which employees obsessed over user numbers and consistently pushed safety to the side, according to Arturo Bejar, a former employee turned whistleblower, who testified today in the landmark child safety trial against the social media company. Only one man had the ability to change that, Bejar said: CEO Mark Zuckerberg. But he didn't. "At the end of the day, it was the company culture that Mark had created that made it so that it was practically impossible to deliver features that addressed the wellbeing and safety issues that we've been talking about," he said. Bejar is a linchpin witness for a consortium of states led by California, Colorado, Kentucky and New Jersey that sued Meta, alleging violations of consumer and child data protection laws, and that the company lied to the public about risks its platforms posed. The attorneys for the states say Meta designed Facebook and Instagram to hook young users and to keep them on site longer thanks to features such as infinite scrolling and the "like" button. Meta has denied the allegations. In his opening statement on Tuesday, attorney Paul Schmidt argued that the company was sensitive to the risks to teens, sought to address them and did not deceive the public about them. The state attorneys have not yet said if they will call Zuckerberg as a witness. Testifying in federal court in Oakland, California, for a second day on Wednesday, Bejar, who worked on safety issues at Meta for eight years, said he interacted with Zuckerberg dozens of times, and charged that Zuckerberg was not telling the truth when he made public denials that the company put profits over safety. In particular, Bejar addressed a widely-shared Facebook post Zuckerberg made in 2021 after another whistleblower, Frances Haugen, shared internal documents with The Wall Street Journal that highlighted risks to the mental health of teens. In the post, Zuckerberg said it's "just not true" that Meta prioritizes profit over safety and wellbeing. "Based on my experience at Meta, that is not an accurate statement," Bejar said. [...] Bejar testified, at almost every turn the company chose policies that boosted usership and revenue over safety. Safety was "not a meaningful priority," he said.

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