Reborn in 2010, the AI ​​in my mind is too powerful.

Google had always maintained that Chen Yiran would not enter the consumer market. Despite various constraints between the two sides, Chen Yiran had been rant and rave online every day and had even bought a search engine.

However, they still believe that both sides will eventually return to the negotiating table.

They don't have as much cash as Apple, but they can still come up with 10 billion US dollars, which they hope to use to buy out DeepFlow.

This price is somewhat outlandish, but that's just how Google is. They claim they never do evil, but in reality, their ethical bottom line is quite flexible.

They believe that DeepFlow should belong to the whole world, and that Chen Yiran's patent registration was incredibly irresponsible. Even if Chen Yiran did create the patent, he should obediently share it.

But none of them expected that Jobs would pull something like this on his deathbed, using a very story-driven approach to bring Chen Yiran into Apple.

There's a chorus of praise online, as if Steve Jobs did something incredibly good, giving up his personal assets to help his company.

The masses are like this; they basically only speak based on their emotions. They don't care that Apple's stock rose by 30% on the day Chen Yiran announced his joining.

This story is just too perfect now; Apple could sell an extra ten million phones just from this story alone.

Google had no choice but to contact major mobile phone manufacturers and forcefully initiate negotiations on the Google suite in order to ensure the stability of the Android camp first.

Other manufacturers didn't say anything and signed contracts one after another. In their view, Chen Yiran joining Apple meant that Doubao and Android were out of the question.

Samsung, the leader of the Android camp, has not responded at all.

Larry Page had no choice but to send a letter requesting a direct meeting with Lee Jae-yong to discuss the future of the Android camp.

Apple acted swiftly, first by acquiring DuckDuckGo, which Chen Yiran had just bought, with stock worth $125 million.

This contract was signed after Stanford confirmed Chen Yiran's membership in the board of directors, which slightly increased Chen Yiran's shareholding.

Then, four project groups were launched internally: search, maps, email, and video website.

Everything reports directly to Chen Yiran. DeepFlow is the underlying computing framework for all services. Search indexing, video transcoding, email anti-spam, map path algorithms, and so on—all algorithms use DeepFlow without exception.

In reality, this is somewhat redundant for an email service, but it makes it easier for Chen Yiran to collect money. Chen Yiran has negotiated a five-year contract with Apple, and he will receive a licensing fee from each user.

Chen Yiran even directly rejected the Apple naming convention, forcibly prohibiting the use of names like Apple Maps, and instead created the Duck series, naming various tools after ducks.

Although these things are not easy to develop in a short period of time, Chen Yiran embedded Doubao into the Apple system within a week and then began a large-scale Google promotion.

Since the previous agreement between Google and Apple did not mention search via voice assistants, Doubao's search can be directly linked to DuckDuckGo.

From every angle, Apple appears to be thriving, and this is also the view of various tech commentators and Wall Street.

However, after Chen Yiran obtained a technical consultant title at Apple and spent a week getting familiar with the internal operations, he started to have a headache because Apple's map project team was really a mess.

Apple had always had the idea of ​​making maps, and Scott Forstall, as the creator of the Apple system, naturally took on this task.

In recent years, under his leadership, Apple has also acquired several companies, including Placebase (which renders map layers), Poly9 (which creates 3D globes), and C3 (which creates military-grade 3D models).

Leveraging the design experience of these companies, Apple Maps performed exceptionally well in internal testing, with all the visuals being exquisite and elegant, and all the layers being designed very reasonably.

But there's a core issue: they're making maps!

Scott Forstoll, that idiot, seems to have no idea how complicated global road information is; he has absolutely no knowledge of it.

He originally intended to acquire the Dutch mapping company TomTom and the Israeli company Waze.

But in the end, Scott Forstoll felt the price was too high and unnecessary for just a little bit of road information. He decided to choose between the two companies, requesting a license for the underlying road data and then adding some of his own map information.

This incredibly absurd idea naturally drew a lot of opposition, but this brings us to Steve Jobs's powerful influence; he personally handed the project over to Scott Forstall.

Even though Cook and others expressed some concerns, none of them dared to truly contradict Scott Forstall.

Later, Apple Maps performed disastrously; Chen Yiran even remembered seeing related outrageous news in her past life.

Not only does it frequently provide incorrect driving routes, but its landmark markings are also often misattributed, making map data for many regions around the world unusable.

This has led to countless hilarious news stories; for example, when searching for London, UK, Apple Maps will directly locate London, Ontario, Canada.

Navigation in Alaska, USA, doesn't avoid airports at all; it directly includes airport runways in the route.

Visitors wanting to visit the Washington Monument will be navigated to the river a kilometer away.

Even more outrageous is that its own Apple Store frequently has location issues.

This incident greatly dampened Apple's enthusiasm for its internet services business, and could almost be said to have ruined Apple's attempts in this area.

This was unacceptable to Chen Yiran, who was determined to go head-to-head with Google. Ignoring the issue of internal unity, he directly convened a high-level internal meeting and launched an attack on the brain-dead Scott Forstall.

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Scott Forstoll was clearly unprepared for Chen Yiran's sudden attack, and only started to retort after being ridiculed by Chen Yiran for almost five minutes: "You don't know anything! Do you think mapping is as easy as coding? That requires real money!"

Even without deploying street scanning vehicles globally like Google, the cost of basic image theft investigation is astronomical! What's wrong with buying something cheaper?

"So Apple's brand value is worthless to you? The brand value that Steve Jobs built after returning to Apple isn't worth money? You're making garbage and you still think you're right?"

Scott Forstoll angrily opened his notebook and began his demonstration: "How is this garbage? Look at our UI, look at our layer design, is it garbage?"

Chen Yiran was also furious: "You've made a beautiful pile of shit, are you feeling smug?"

The two then began oral gymnastics, and Scott Forstoll was no match for Chen Yiran, who had been exposed to the Chinese internet.

After losing by five points, he looked at Cook with a grim expression and said, "You're the CEO, so say something. This project was given to me by Jobs, and now you want to change people to manage it?"

Cook was actually leaning towards Chen Yiran, since Scott Forstoll's idea didn't seem like making a map at all, but rather like making an oil painting that looked very much like a map.

He asked Chen Yiran, "Do you mean we have to do street exploration like Google? This is a big decision, and there's a core issue: we're not as deeply involved in Google's business as Google is, so doing this might cost us a lot more."

Chen Yiran was prepared and sent out several documents: "Take a look at this. UberCab is an online car-hailing company that operates in cities such as San Francisco, New York, Chicago, and Seattle, providing services for extended Lincoln limousines and Cadillac Escalades."

However, I think they've gone astray. They could have integrated themselves more deeply with taxis, allowing people to book taxis online.

They are currently in the Series B funding round, and I've inquired about it. Their valuation is approximately $3 million. We could invest and then be deeply involved in operations, directly embedding Uber into Apple Maps.

Uber pays Apple based on the number of orders or the amount of map data it uses, so even if we don't sell Google Maps like Google does, our costs won't be much higher.

There's a lot of potential in this area; we could even help Uber go public as soon as possible to raise funds to support Apple Maps.

Cook paused for a few seconds, then turned to Scott Forstoll and said, "I heard you've been really into opera lately. Why don't you take a vacation?"