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Rare earths monopoly. Unrivaled manufacturing supply chains. Free AI models that rival, or surpass, its American counterparts. More research papers and more STEM doctorates than anyone else. If you are reading a lot about these topics lately, you know how Chinas decades-long strategy to become the top global superpowerand the greatest threat to U.S. world dominationis coming to fruition. What you may not be aware of is the other crucial part of Beijings plans; its industrial ramp up to dominate the most crucial resource on the planet: the oceans. Chinas pursuit of maritime dominance has shifted from a regional ambition to a global reality, driven by a breakneck speed naval expansion that rivals that of the U.S. during World War II. The Asian country has already produced the worlds largest military fleet by ship count (although Washington still dominates in tonnage thanks to its large aircraft carrier groups). Yet Beijings strategy for controlling the Indo-Pacificand beyondrelies on more than just warships; it increasingly depends on gray zone tactics that blur the line between scientific research and military projection. China is systematically deploying dual-use “civilian” assetsfrom oceanographic survey ships to militarized fishing fleetsto map key strategic waterways and assert sovereignty without firing a shot. This “advancing without attacking” doctrine is now escalating with a new class of megastructures designed to solidify China’s permanent presence in contested waters. While the People’s Liberation Army Navy (PLAN) challenges U.S. supremacy with advanced carriers like the Fujian and new nuclear carriers in preparation, Beijing is simultaneously rolling out a parallel infrastructure of floating islands and underwater bases. [Image: China State Shipbuilding Corporation] China says that it is built for the blue economythe idea that the oceans are a huge resource still waiting to be untappedwhich is true. But, oh the wonders! These facilities are engineered with military-grade survivability, effectively functioning as forward-operating bases that extend China’s reach far beyond its shores while maintaining a veneer of civilian legitimacy. The latest entries in this network of assets are deep-sea bases, underwater server farms, and, now, a floating research platform engineered to withstand nuclear blasts. Together, these projects form a connected infrastructure designed for long-term operations, resource extraction, and data processing at sea designed not only to gain scientific and industrial advantages but to expand Beijings footprint in the world’s oceans. First of its kind Lets look at these one by one, starting with the most impressive: Detailed in a research paper published earlier this month in the Chinese Journal of Ship Research, the new Deep-Sea All-Weather Resident Floating Research Facility is a 86,000-ton semi-submersible platform described by its developers as a mobile, self-sustaining artificial island. Contracts with the shipyard that will build itthe China State Shipbuilding Corporationspecify a twin-hull vessel 453 feet long and 279 feet wide, with a main deck rising 148 feet above the waterline, according to the South China Morning Post. It is designed to house 238 people for up to four months without resupply. Its an incredible project with no rival anywhere in the world. According to Yang Deqing and his team at Shanghai Jiao Tong University, the facility is built for “all-weather, long-term residency.” Its superstructure contains critical compartments for emergency power, communications, and navigation that are hardened to remain operational after a nuclear explosion. [Image: China State Shipbuilding Corporation] The platform is rated to operate in Sea State 7rough seas with waves between 20 feet and 30 feetand to survive typhoons up to Category 17, the highest rating on the Chinese scale. Project leader Lin Zhongqin stated that his team is “racing to complete the design and construction, aiming for operational status by 2028.” The vessel will cruise at approximately 17 miles per hour to conduct deep-sea observations and test mining technologies in areas including the South China Sea. But perhaps the most impressive thing after its absurdly large size and its towering dual-hull design is the material they invented to make it capable of withstand a nuclear shock wave without the weight of traditional heavy armor. The engineers designed a “sandwich bulkhead” using a lattice of corrugated metal tubes. These tubes, folded at a precise 21.25-degree angle with walls just 0.02 inches thick, utilize something technically called a “negative Poissons ratio which means that, unlikestandard materials that bulge outward when compressed, this structure contracts inward and densifies, distributing the impact. They claim their simulations showed a 2.4-inch thick panelroughly the width of a smartphoneoutperforming thicker steel plates. Under a simulated nuclear blast pressure of 25.8 psi (177.83 kilopascals), the design reduced maximum structural displacement by 58.53% compared to conventional armor. An underwater space station China is also deploying a James Bond-like underwater base located at a depth of roughly 6,560 feet in the South China Sea, which appears to be the first out of many. According to project leader Yin Jianping, of the South China Sea Institute of Oceanology, the project is a “space station in the sea.” Connected to a fiber-optic network, its pressurized modules are designed to host six scientists for up to a month. The base will investigate how to extract methane hydrateto help satisfy the countrys ever-growing energy needsand survey deposits of rare earth elements, cobalt, and nickel. It will be supported by the drilling ship Meng Xiang and a network of uncrewed submersibles that will double as a surveillance system for the country. In parallel, China has deployed its first commercial underwater data center off the coast of Hainan. A 1,433-ton structure submerged 115 feet deep that houses 24 server racks. Project manager Pu Ding points out that they put the entire data cabin in the deep sea because seawater can help cool down the temperature.” The developers claim this passive cooling can save around 90% of the energy typically used for climate control in land-based centers. A similar test unit near Shanghai will draw power from offshore wind farms, and the company that is building this data center estimates that over 95% of its energy will come from renewable sources. The idea is not new. Microsoft tested it and found out that, indeed, it works great. Surprisingly, the Redmond, Washington company is not working on it anymore and will not scale the idea up. Which is both sadbecause of the huge energy waste that current server farms represent, which could be greatly reduced by natural coolingand shocking because the U.S. is in the middle of a worldwide war for AI domination with China. The latter is not leaving a stone unturned to win that war, which is precisely what this new floating megastructure is all about. Beijing is not going to stop at making your iPhones, your rare earth magnets, and building the best AIs using the largest army of STEM doctors in the world. China wants to become the biggest maritime superpower toojust like Spain, Britain, and the U.S. in past centuries. And we are witnessing its overture in real time.
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OpenAI appeared to be closer to pulling the trigger on advertising in ChatGPT in recent days, but a growing threat from Google has forced the company to pause those plans as it gears up for a quickly escalating chatbot fight. OpenAI CEO Sam Altman sent a memo to staff on December 1 declaring a “code red” and ordering the company’s primary focus to be on improving ChatGPT. As part of that directive, Altman reportedly said the company would be pushing back work on other projects, including the introduction of advertising to its chatbot. The about-face came just days after Tibor Blaho, an engineer working on a Chrome extension that offers pre-written prompts for ChatGPT, posted on social media that he had discovered lines of code which heavily referenced ads in a beta version of ChatGPT’s Android app, including mentions of “ads feature,” “search ad,” and “bazaar content.” (That beta has not yet been released to the public.) Altman has hedged when the topic of ads in ChatGPT has come up previously. While saying he “hates ads” personally, he added at a 2024 Harvard University fireside chat that he was “not totally against them” and stressed, “I’m not saying OpenAI would never consider ads.” He cushioned those comments, though, by saying “ads plus AI is uniquely unsettling to me. When I think of GPT writing me a response, if I had to go figure out exactly how much was [a sponsor] paying . . . to influence what I’m being shown, I don’t think I would like that very much.” The discovery of ad code is not conclusive proof that ChatGPT will incorporate advertisements into its chatbot. It’s possible OpenAI is planning to work with other companies to let them personalize ad content on other sites based on ChatGPT usage. OpenAI did not immediately reply to a request for comment about the ad code. ChatGPT has become a Goliath in the AI space. In October, Altman disclosed that the chatbot sees 800 million weekly active users, a big jump from the 500 million WAUs it reported at the end of March. It has amassed that sizable user base in just three years. But as it has grown, so too have competitors. Googles Gemini AI has emerged recently as perhaps the most serious threat to OpenAI’s dominance, outpacing ChatGPT in industry benchmarks. Gemini 3, released last month, also has a huge built-in user base, as the technology was inserted into Google Search as well as a full suite of developer tools. Altman’s memo indicates the company is feeling the pressure from Gemini and other AI firms, which (like OpenAI) are spending heavily in the race for leadership in the AI space. Altman told his team that work needed to be done on improving personalization for users, increasing speed and reliability, and widening the range of questions that ChatGPT can answer. Right now, OpenAI generates much of its revenue from partnerships with businesses that use its API model and via paid subscriptions to its most advanced technology. (A free version that is less advanced is available to users who prefer not to pay.) The company is on track to hit $20 billion in revenue this year. Altman has said he expects that figure to grow to hundreds of billions by 2030. Even so, the company says it cannot guarantee it will turn a profit within the next five years, given the high cost of computing. In the meantime, it expects to post massive losses, including a projected $74 billion shortfall in 2028.
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Businesses still spend billions each year on management training programs, but here we are in 2025with a growing leadership gap and executives scrambling for answers. And if I can get honest for a moment: Were still approaching the problem backward. Senior leaders keep promoting high-performing individual contributors into leadership roles and expecting them to figure it out on the fly. Many dont have the time, support, or temperament to lead people well. Then were surprised when the results are uneven or the team burns out. Before companies invest in another round of training, they need to start with a more fundamental question: Are we choosing the right people to lead? And more important, are we modeling the leadership behaviors we want them to learn? Start with what actually works: Model servant leadership Leadership boils down to people, trust, and relationships. And the simple truth is still the same today: Great leaders lead by serving. They focus on what their people need to succeedclarity, coaching, safety, and supportnot on protecting their own ego or authority. For readers familiar with my coaching work and the book I authored earlier this year, you know Ive been beating this drum for years: Servant leadership has moved from a niche, values-driven concept to the core operating philosophy of many of the worlds most admired and profitable companies. After over two decades of developing leaders, Ive seen a consistent pattern: The best leaders genuinely want their people to thrive. Theyre willing to put the teams needs first, share credit freely, and take responsibility when things go sideways. They grow people rather than simply manage tasks. And that kind of growthpersonal, professional, relationalis what builds resilient teams. Whether you lead 3 people or 3,000, these behaviors will elevate your impact and build trust faster than any leadership playbook. 1. Build trust through real, intentional caring Strong leaders show interest in peoples work, their goals, and their long-term direction. Theyre curious about what motivates each person and intentional about creating opportunities that stretch their skills. This isnt soft. Its emotional engagementand its one of the biggest drivers of performance and retention. Think about it: When leaders support their people through promotions and pay raises (first and foremost), internal moves, stretch assignments, or removing obstacles from their path, it sends a powerful messageyou matter. As the (often-attributed) John C. Maxwell quote goes, People dont care how much you know until they know how much you care. When employees feel their leaders genuinely care, confidence rises, performance follows, and career paths become healthier and more aligned with their strengths. 2. Use empathy to connect with others and drive results In 2018, Global training powerhouse Development Dimensions International (DDI) assessed 15,000-plus leaders across 20 industries and found empathy to be the strongest predictor of overall performanceespecially the ability to listen and respond with empathy. That hasnt changed. If anything, the modern workplacewith hybrid teams, rising burnout, AI, and constant changehas made empathy even more essential. But empathy isnt a strategy you perform and it doesnt come from a to-do list. It shows up in how you listen, how you check in, and how you respond to someones realityeven when their experience is different from your own. Empathic leaders dont just hear what people say; they understand the context, emotions, and challenges behind it. That perspective creates psychological safety, and safety unlocks creativity, problem-solving, and collaboration. 3. Be radically transparent A transparent culture builds trust and fosters collaboration. When people feel safe voicing their thoughts, it deepens engagement and creates a more resilient, trustworthy team dynamic. Tip: Encourage employees to ask any questionyes, even the hard ones. People also dont stress around transparent leaders and teamwork isnt undermined, because information is shared openly to let everyone know whats going on at all times. Going a step further, studies prove that organizations that share privileged information with their employeestypically reserved for the ivory tower in command-and-control power structuresreduce uncertainty and alleviate stress about where they are headed and why. One example of openness, perhaps a bit extreme for most companies, is social media optimization company Buffer. It goes so far as to post its formula for salaries online for everyone to see, including the compensation of CEO Joel Gascoigne. Bringing it home No leadership framewor works without spending real time with your people. Learn who they are, what energizes them, and what blocks them. Understand their strengths, their motivations, their values, and their blind spots. So heres a question worth asking yourself today:How well do you really know the people you lead? If you want to advance your leadership impact, start by serving. Learn what matters to your team. Shape roles that offer meaning and purpose. Use their strengths wisely. And champion their growtheven if that growth eventually takes them to a new team or a new company. When you invest in people this way, you dont just build stronger teams. You build a healthier culture, a deeper bench of future leaders, and long-term success for everyone involved. Like this article? Subscribe here for more related content and exclusive insights from executive coach and speaker Marcel Schwantes. Marcel Schwantes This article originally appeared on Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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