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My most anticipated iOS 27 feature is not a new feature at all: If the rumors are true, Apple will use its next major iPhone update as an opportunity to squash bugs and improve stability across iOS. The company has already started work on this front ahead of iOS 27—with iOS 26.4, Apple fixed some key issues with the iPhone's keyboard, which users have complained about since the company initially rolled out iOS 26., and launched new settings to tone down the look of Liquid Glass in response to negative feedback from some users. But while I hope that iOS 27 is mostly a stability update, I know it won't be totally absent any new features. In fact, the rumors suggest Apple will finally unveil its big AI Siri overhaul with this update, which has been a long time coming. But in addition to AI Siri, Apple has a small handful of other Apple Intelligence features in the works. It's possible iOS 27 could be both a stability update, and Apple's biggest investment in AI thus far. New Apple Intelligence features are hinted at in Apple's codingAs reported by MacRumors, backend code suggests that Apple is working on four new Apple Intelligence features for iOS 27. Nicolás Alvarez made the discovery, and MacRumors says it was able to verify the findings. The first two of these features concern Visual Intelligence, Apple's AI powered tool for exploring the world around you (or the contents of your iPhone's display). Based on the backend code, it seems Apple is working on a feature that lets you scan a nutrition label on a food item to learn more about it. MacRumors guesses that this feature could work with the Health app—perhaps to log new food and include all of its nutritional stats. in addition to this nutrition scanner, Visual Intelligence may be able to add phone numbers and addresses in print to your Contacts app. This could be especially useful when taking someone's business card: Rather than hold onto the card and punch in the details by hand, you could simply scan the card with your iPhone, and iOS could add their details to a new entry in Contacts. Apple Intelligence may also soon ship with the ability to create digital passes for the Wallet app based on physical items. The idea is, you use your iPhone's camera to scan a concert ticket or a rewards card, and iOS automatically generates the pass to store in Wallet. A similar feature exists on Google Wallet over on Android. Finally, Safari could be getting a new AI feature, too: When you create a Tab Group, iOS may automatically name it for you, based on the contents of the tabs. Maybe if you collect a bunch of tabs of different recipes, iOS will name your tab group "Dinner Ideas," or if you move a collection of places you'd like to visit on your trip to New York, iOS will call the group "NYC Vacation Plans." While MacRumors confirmed these are the features alluded to in the code, there are no guarantees these features will arrive in iOS 27 or be exactly as described here. We won't know what iOS 27 really looks like until Apple takes the stage in June for WWDC. View the full article

Microsoft Advertising is rolling out a slate of updates aimed at making Performance Max campaigns easier to manage, measure, and migrate — especially for advertisers already using Google Ads. Driving the news. Microsoft now lets advertisers import Google PMax campaigns that use new customer acquisition (NCA) goals, a feature that has been generally available in Microsoft since early this year. The update is now live for all advertisers. That means marketers can more easily port over campaigns designed to prioritize first-time buyers without rebuilding them from scratch. What’s new. Microsoft says imported Google PMax campaigns with NCA goals will carry over if they don’t already exist in the advertiser’s account. Existing Microsoft NCA settings won’t be overwritten. For audience lists: Google website visitor segments will convert into Microsoft remarketing lists. Google’s “all visitors” and “all converters” lists will map to Microsoft equivalents. Unsupported lists, like Customer Match, will prompt advertisers to use fallback options. Microsoft also says it takes a more conservative approach to “unknown” customers, classifying them as existing customers to avoid overcounting new customer conversions. Why we care. This could make cross-platform campaign expansion faster and lower the friction of testing Microsoft’s PMax inventory removing the need of rebuilding campaigns from scratch. The added landing page reporting and search term visibility also give marketers better insight into what’s driving performance, which can help improve optimization and budget decisions. More visbility for PMax. Microsoft is also adding landing page (Final URL) reporting for PMax campaigns. Advertisers can now see spend, clicks, impressions, conversion value, and ROAS by landing page. They can also segment by campaign, asset group, and other dimensions. Microsoft also said search term reporting is becoming more visible by default, with more transparency updates — including auction insights and added publisher URL metrics — planned later. Other key updates: Seasonality adjustments now support portfolio bid strategies, expanding a tool advertisers use for short-term events like promotions. Campaign name limits are increasing from 128 to 400 characters, helping agencies and enterprise teams manage naming conventions at scale. Autogenerated assets are expanding to underbuilt Responsive Search Ads to improve ad relevance and performance. Merchant Center users can now update store names and domains directly without contacting support. The bottom line. These updates make it easier to scale across platforms, save time on campaign setup, and get better visibility into what’s actually driving performance — giving advertisers more control over both efficiency and results. View the full article

As tech’s titans sprint to build a sprawling web of data centers to power the AI boom, some cities and states are racing to stop them. Maine just became the first state to pass a ban on large data centers, sending a strong signal that many communities aren’t on board with an AI-powered future arriving quite so suddenly. Lawmakers in Maine passed a bill this week to block the construction of large data centers in the state until November 2027. In the meantime, the state plans to use the breathing room to evaluate how the massive, power-guzzling tech complexes might impact the environment and energy in the state. The measure, which will only limit new builds temporarily, applies to large data centers that draw more than 20 megawatts of power – like the ones tech CEOs insist are key to unlocking AI’s full potential. “This bill positions Maine to respond deliberately and responsibly to a rapidly evolving industry,” said Maine Rep. Melanie Sachs, who sponsored the legislation. “Since I brought this bill forward, people and communities across the state have been asking the Legislature to take action and temporarily pause these projects, which could have significant impacts on ratepayers, our electric grid and our environment.” If it becomes law, the bill will create a state council to coordinate input and planning for data center projects. While Maine doesn’t yet host any large-scale data centers, a handful of proposals were in the works. The bill passed the state’s legislature, controlled by Democrats, but picked up some Republican support along the way. After clearing the state’s House and Senate, the legislation will head to the desk of Maine Governor Janet Mills, who has yet to confirm if she will sign it. Mills is currently running for the Senate in a bid to oust Republican Senator Susan Collins, who has held onto her seat for the last five terms. Sachs said she is hopeful that Mills will sign the precautionary measure against tech’s AI expansion into law. Fast Company has reached out to the governor’s office but has not yet received a response. AI boom, AI backlash Companies benefitting from the rise of AI are currently enjoying a growth phase mostly untethered by laws and regulations, which have yet to catch up to the latest technology reshaping the world. Because the tech industry can move so quickly – and burn so much cash – without any red tape to slow it down, new technologies like AI can take root well before voters and regulators get to have a say in the matter. The flood the zone approach has plenty of precedent in the industry: Just look at Uber rushing into cities before its ridesharing platform was legal. Rather than waiting for a green light, the company threw cash at the fines and forged ahead. Maine is just one of the many places around the country currently wrestling with how to handle artificial intelligence’s many impacts on society. Last week, voters in a Milwaukee suburb overwhelmingly passed a measure to limit the construction of future data centers without community input. The city council in Bangor, Maine just passed its own ban, designed to put any data center construction projects on ice for six months. A patchwork of cities and states around the country are in the process of enacting their own bans, many of which seek to buy communities enough time to determine the potential impacts of the power hungry, large-scale facilities. “AI data centers are increasingly drawn to locations with available land and strong connectivity, qualities that Maine is well positioned to provide,” Sachs said. “But if these centers aren’t thoughtfully planned and coordinated, they can place extraordinary demands on electric infrastructure, the surrounding environment and host communities.” View the full article

Three-quarters of buyers assume AI has already been embedded in the housing ecosystem, but 55% would prefer to work with a human to secure a mortgage. View the full article

Conflict resolution is vital in guiding disputes that arise from differing interests, values, or beliefs. You’ll find that addressing the underlying issues rather than just surface disagreements is fundamental for effective resolution. Developing emotional intelligence, practicing active listening, and nurturing clear communication can greatly improve your ability to resolve conflicts. As you explore this guide, you’ll uncover strategies that not just address existing disputes but likewise prevent future conflicts in various settings. Key Takeaways Conflict resolution involves navigating disputes to achieve peaceful outcomes, focusing on underlying issues rather than just surface problems. Understanding conflict requires recognizing the emotional and cognitive dimensions that influence beliefs and behaviors during disagreements. Key strategies for resolution include active listening, emotional intelligence, and proactive prevention to address issues before they escalate. Mediation facilitates structured dialogue between conflicting parties to help uncover underlying issues and promote mutual solutions. Cultivating a culture of trust and clear communication can significantly reduce misunderstandings and prevent conflicts in the workplace. Definition of Conflict Resolution Conflict resolution is an important process that helps parties navigate disputes and disagreements, aiming to achieve peaceful outcomes. When you think about conflict, what does it mean? At its core, conflict arises from differing interests, values, or beliefs. Comprehending conflict information meaning is vital, as it encompasses the various dimensions of disagreement, including emotional and cognitive aspects. Conflict resolution meaning refers to the methods employed to address these disputes, which can range from informal discussions to formal mediation or arbitration. Effective conflict resolution involves recognizing the underlying issues rather than just addressing surface-level problems. This process requires skills like active listening and empathy, enabling you to cultivate a better comprehension among the parties involved. In the end, successful resolution promotes cooperation and can lead to stronger relationships, making it an invaluable skill in both personal and professional settings. Importance of Addressing Deeply Held Values When addressing conflicts, it’s essential to recognize how deeply held values influence your beliefs and behaviors. Utilizing value-based communication techniques can help you express your core beliefs during respecting others, which is important for resolving value-driven disputes. Core Beliefs Influence Conflict Grasping how core beliefs influence conflict is vital for effective resolution. Deeply held values form the foundation of your beliefs and actions, directly impacting your motivations in disputes. When conflicts arise that challenge these personal identities or core values, they often become intense and difficult to resolve. Addressing these values during conflict resolution is important, as it reveals the underlying interests of everyone involved. Value-Based Communication Techniques Addressing deeply held values during conflicts is vital for effective communication and resolution. These values often shape your beliefs and motivations, driving emotional responses. When conflicts arise over significant issues, like cultural or religious beliefs, the intensity can complicate resolution efforts. By comprehending and acknowledging these values, you can navigate conflicts more effectively. Techniques such as active listening and perspective-taking are imperative; they help uncover underlying values and promote empathy. This approach nurtures respect among conflicting parties, enabling you to find common ground. In the end, employing value-based communication leads to a deeper grasp of issues, paving the way for sustainable and satisfactory resolutions in conflicts. Engaging with these values directly helps create a collaborative atmosphere for resolution. Resolving Value-Driven Disputes Comprehending the importance of addressing deeply held values in conflict resolution can greatly influence the outcome of disputes. Conflicts driven by values often involve personal beliefs and identities, which makes them challenging to navigate. If not handled carefully, these disputes can escalate because of defensiveness. Techniques like perspective-taking and empathy are essential; they help you understand the underlying motivations of others, nurturing a collaborative atmosphere. Acknowledging these values guarantees everyone feels heard and respected, which is fundamental for rebuilding trust and relationships. Successful resolution often requires ongoing dialogue and negotiation, as entrenched beliefs may take time and patience to understand fully and agree upon. Addressing values leads to more sustainable and effective solutions. Key Strategies for Effective Resolution To resolve conflicts effectively, you can implement conflict coaching techniques and proactive prevention strategies. Conflict coaching improves your management and communication skills, as well as proactive strategies help address issues before they escalate. Conflict Coaching Techniques Effective conflict coaching techniques play a crucial role in enhancing your ability to manage disputes and improve communication skills. These techniques typically involve one-on-one sessions focused on your personal growth, helping you develop customized conflict resolution strategies. Core components, such as active listening and emotional intelligence, enable you to better understand and empathize with differing perspectives. Furthermore, practicing role-playing scenarios during coaching sessions prepares you for real-life conflicts, allowing you to explore potential outcomes and responses. Ongoing support and follow-up sessions guarantee your continuous improvement, reinforcing the skills you’ve developed. By engaging in conflict coaching, you equip yourself with practical tools and insights necessary for effective conflict management in various settings. Proactive Conflict Prevention Strategies Conflict resolution isn’t just about handling disputes after they arise; it also involves taking proactive steps to prevent them from happening in the first place. Establishing clear expectations promotes transparency, as cultivating a culture of trust encourages open dialogue. Training in effective communication can reduce misunderstandings, and regular team-building activities improve collaboration. Viewing conflicts as growth opportunities rather than threats can transform team dynamics. Strategy Description Benefits Clear Expectations Set norms to prevent misunderstandings Reduces potential conflicts Culture of Trust Encourage open dialogue and feedback Promotes accountability Conflict Resolution Training Equip employees with skills to handle disputes Creates a positive work atmosphere The Role of Mediation and Training Mediation plays an vital role in resolving disputes by facilitating discussions between conflicting parties, guiding them toward a mutually agreeable solution through structured dialogue. This process helps address underlying issues that contribute to conflicts, allowing for a more thorough resolution. Training programs in conflict resolution improve these mediation efforts by promoting comprehension, effective communication, and teamwork within organizations. By participating in structured training, individuals enhance their conflict management capabilities, encouraging a culture of respect and collaboration. Ongoing training, including one-on-one coaching sessions and facilitated dialogues, builds mutual trust among participants. This environment is fundamental for maintaining a positive workplace atmosphere and improving overall teamwork. As you engage in these mediation processes and training programs, you contribute to long-term relationship building and a harmonious work environment, eventually leading to more effective conflict resolution. Navigating Workplace Dynamics Maneuvering workplace dynamics requires a grasp of the various factors that contribute to interpersonal relationships among colleagues. Conflicts often arise from differing opinions, goals, or values, which can hinder productivity and morale if not addressed swiftly. To navigate these situations effectively, you must develop emotional intelligence, allowing you to acknowledge and manage emotions during disagreements. Recognizing underlying causes, such as miscommunication or unmet expectations, is essential for resolving conflicts. Clear communication and active listening are critical skills; they guarantee that all parties feel heard and respected during discussions. Furthermore, cultivating a culture of trust and respect within your team can prevent conflicts from escalating. When colleagues feel comfortable sharing their thoughts, it promotes open dialogue and collaboration. By focusing on these principles, you can create a supportive workplace environment that minimizes conflicts and improves teamwork. Proactive Measures for Conflict Prevention To effectively prevent conflicts in the workplace, it’s crucial to establish clear expectations and norms from the outset. Defined roles and communication protocols minimize misunderstandings that can lead to disputes. Nurturing a culture of trust and respect encourages open dialogue, allowing employees to share concerns early on. This proactive approach prevents issues from escalating into significant conflicts. Training in self-serving fairness interpretations and effective communication equips your team with the skills needed to recognize and address potential conflicts. Regular team check-ins and feedback sessions help maintain a positive work atmosphere and facilitate early identification of tensions. Focusing on collaboration and mutual problem-solving creates a supportive environment where conflicts are less likely to arise. When they do occur, addressing them swiftly becomes more manageable. Frequently Asked Questions What Are the 5 C’s of Conflict Resolution? The 5 C’s of conflict resolution are Communication, Collaboration, Compromise, Creativity, and Commitment. Communication involves expressing thoughts clearly during actively listening to others. Collaboration promotes teamwork to find solutions that benefit everyone. Compromise requires parties to make concessions to reach a satisfactory agreement. Creativity nurtures innovative problem-solving beyond traditional methods, and Commitment guarantees that all parties remain dedicated to the resolution process, working together toward a successful outcome. What Is the Understanding of Conflict Resolution? Conflict resolution refers to the process of resolving disputes by promoting collaboration and comprehension between parties. You’ll often encounter methods like mediation, negotiation, and arbitration, each varying in formality. Key elements include active listening, emotional intelligence, and clear communication, which help address underlying issues. Successful conflict resolution isn’t just a one-time effort; it requires ongoing commitment and adjustment to guarantee lasting solutions that respect deeply held values and interests of all involved. What Are the 4 C’s of Conflict Resolution? The 4 C’s of conflict resolution are Communication, Cooperation, Compromise, and Consensus. First, you need effective Communication to guarantee everyone feels heard. Next, Cooperation helps you work together in the direction of a shared goal, nurturing teamwork. Compromise involves making concessions, allowing all parties to find a middle ground. Finally, the aim is Consensus, where all parties agree on a solution that everyone can support, even though it’s not their first choice. What Are the 5 Steps of Conflict Resolution? The five steps of conflict resolution are crucial for addressing disputes effectively. First, you need to acknowledge the conflict exists. Next, create a safe space for discussion, allowing for a resolution-focused conversation. Then, let each party express their perspective fully to promote comprehension. After that, brainstorm potential solutions together. Finally, agree on the best solution, outlining clear responsibilities for implementation. Following these steps can lead to a constructive resolution for everyone involved. Conclusion In conclusion, conflict resolution is crucial for maintaining healthy relationships and effective communication. By recognizing the underlying values that fuel disputes and employing key strategies such as active listening and emotional intelligence, you can address conflicts more effectively. Mediation and training can further improve your skills, making it easier to navigate workplace dynamics. Taking proactive measures to prevent conflicts guarantees a collaborative environment, eventually leading to better problem-solving and stronger connections among individuals. Image via Google Gemini and ArtSmart This article, "Understanding Conflict Resolution: a How-To Guide †’ Understanding the Meaning of Conflict Resolution" was first published on Small Business Trends View the full article

We may earn a commission from links on this page. The Xteink X4 is a wallet-sized e-reader from China that has attracted a cult following of tinkerers online for its no-frills charm and crisp 4.3-inch display. When I reviewed it last year, I had a few minor complaints, but "too big" definitely wasn't one of them—not surprising, given I was already an adherent of the phone-sized Boox Palma 2. But now that I have tested out the Xteink X3, the X4's even tinier brother, I can't help but wonder if there exists an e-reader so small I won't prefer it. Xteink X3 E-reader $79.03 at Xteink Shop Now Shop Now $79.03 at Xteink Xteink X4 $69.00 at Amazon Shop Now Shop Now $69.00 at Amazon SEE -1 MORE The X3 has a 3.7-inch screen measured diagonally, which makes it about 14% smaller than the X4; including the bezels, it has an overall footprint that's roughly 20% smaller. When we're already talking about a device so small my wife rolled her eyes when I showed it to her, you'd think that downsizing would make it unusable—but after spending a few weeks using it to read one of the longest novels on my TBR (the 900-page 1985 western Lonesome Dove, by Larry McMurtry), not only did I find myself preferring the X3 for being even less obtrusive to carry around with me, I didn't think the loss of screen space affected the reading experience at all. (Here's where I note that if the idea of reading on such a cramped device makes you anxious, consider the possibility that this device is just not for you, or that the people who like it are nuts, or both.) Credit: Joel Cunningham Sizing differences between the Xteink X3 and Xteink X4The X4 measures 114 x 69 x 5.98 mm and weighs 74g, while the X3 is 98 x 64 x 4.98 mm and 55g. Both are small and light to be sure, but at about the size of a credit card, the X3 is so tiny, you might forget you're carrying it around. It's worth noting that while early images of the X4 advertised it could magnetically attach to the back of your phone (ostensibly so you'd flip your phone over to read instead of doomscrolling), it was too big to do so securely on my iPhone 14. The X3, on the other hand, is sized just right, though I still don't think I'd ever actually do this, as the connection is loose enough that the e-reader slides off the back of the phone when I take it out of my pocket.) Credit: Joel Cunningham Readability differences between the Xteink X3 and Xteink X4Compared to a Kindle Paperwhite's 6.8-inch screen, both the X3 and the X4 look pretty tiny, but I find both to be equally readable. Both offer 480x800 resolution, but because the screen on the X3 is smaller, the resolution is actually better, at 250ppi versus 220ppi for the X4. Unless you're about an inch from the screen, you probably won't be able to spot this difference with the naked eye, however—text on both is nice and crisp. I prefer to read in portrait mode, and find both devices show enough text that I don't feel like I'm turning pages too often. If you instead read in landscape mode, here's a comparison showing how much text fits on a page (with a large-print trade paperback for scale): Credit: Joel Cunningham Battery and charging differences between the Xteink X3 and Xteink X4Both devices have the same 650 mAh battery, which will give you at least two weeks of regular use on one charge, but how you charge them is different: While the X4 uses a standard USB-C cable, to save on space, the X3 has pgo pins on the back that require a special charging cable. I charge it rarely enough that this doesn't bother me, but I don't love needing to remember where I put yet another proprietary cable. (Members of the Xteink Reddit suggest a fix for this—a USB-C-to-pogo adapter—but that kinda just seems like something else I'd lose.) Differences in buttons between the Xteink X3 and Xteink X4While both have physical buttons, the X3 has one extra, adding discreet up/down (or is that left/right?) buttons on either side of the device, rather than the X4's single dual-function rocker on the right-hand side. This improves usability somewhat, as every once in a while I would put pressure on the wrong side of the X4's page-turn button, and move back a page instead of forward a page. (Both devices have the same dual-purpose buttons on the bottom front bezel, however, and they will still take a little while to get used to.) I also like that the power/sleep button has been moved to the top, where I'm less likely to press it accidentally. Gyroscope and NFC on the Xteink X3 and Xteink X4The X3 also adds a gyroscope that will ostensibly allow you to turn pages by tilting the device, but in practice, it isn't very useful, as I found the amount of movement necessary to trigger a page turn inconsistent (you can toggle in the settings between more and less movement, but neither option worked well for me). The X3 also supports near-field communication (NFC) to support wireless connection with your phone for file transfers, but I found it just as easy to use Bluetooth or wifi, which are supported on both. Storage differences between the Xteink X3 and Xteink X4Neither device has internal storage, opting instead for a card slot that accepts flash cards up to 512GB, which is enough to hold all of your books unless you are a major league digital hoarder. Price differences between the Xteink X3 and Xteink X4While both e-readers are fairly inexpensive, at $69, the X4 is weirdly cheaper than the X3, which costs $10 more (likely due to the added tech and inclusion of the pogo cable). Installing the CrossPoint firmware is a must, whichever you chooseThe big caveat for both of these e-readers is that the native software kind of sucks. Though the developers keep updating it, as of this writing it only offers two font choices, it can't display images, and text styling like bold and italics are a no-go. Luckily, a huge online community has sprung up around the device, and there are multiple crowdsourced options for replacing the firmware—and the process is so easy, anyone who can plug in a USB cable into their computer can do it. The best known of these alternate operating systems is called CrossPoint, and once installed, these Xteink devices will do basically everything a reader could ask for. You can switch fonts, install new ones, change your lock screen wallpaper (or use the cover of the book you're reading), tweak your margins, remap the buttons, set a sleep timer, automate page turns, sync with the KOreader reading app, and more. There are currently a bunch of CrossPoint variations ("forks") that offer slightly different features, so poke around to find one that suits you—whether it's CrossPet, which adds a Tamagotchi-like virtual chicken game to your reader; or this one, which is loaded with options to track your reading stats. Flashing your Xteink device with CrossPoint couldn't be simpler. You just plug it into your computer, and point your browser at this website (https://xteink.dve.al/). Scroll down the page until you see the "Flash CrossPoint firmware" button. Click it, and your device will automatically load the new operating system and reset itself. Where to buy the Xteink X3While the Xteink X4 has been available on Amazon for a few weeks, if you want the X3, you'll need to order directly from Xteink. If you want to save some cash, you can also pick up both devices from AliExpress, which is sort of like China's answer to Amazon Marketplace; you'll likely pay a bit less for the device, and it's likely to ship with the Chinese version of the firmware installed—but that's fine, because you're going to flash CrossPoint anyway, right? View the full article

The challenges with AI adoption have little to do with the technology itself. In the work environment, the hardest part is bringing together a new orchestration model that fully integrates AI tools while ensuring teams both adopt and master new behaviors to deliver tangible results. As Steve Lucas recently wrote in Fast Company, we have entered the era of the “AI natives and the AI nots.” This delta will become vividly apparent this year. At the center of the AI revolution: a fundamental reevaluation of organizational design. Roles are evolving because the skills, intelligence, and processes we have relied on are being upended and redefined. OLD PROCESSES AND NEW ONES What we see broadly in knowledge work is two kinds of behavioral ecosystems operating in tandem. The first is our old processes and systems. At the administrative level, individual job descriptions and responsibilities require certain tasks to go through certain people. However, setting up an AI agent can replace some of this administrative work. The blocker is the transition from the old to the new and how to get there without disrupting the business. Most of us are not pulling off the Band-Aid and replacing people with AI agents because there are not enough people in organizations that can reliably vet, learn, set up, train, and adopt AI platforms and agents without disruption and also while guaranteeing a better outcome. This means that for many organizations, a fundamentally new way of running a business and doing certain kinds of knowledge work means leveraging AI along with human roles and activities. The challenge is that it can be hard for businesses to quickly and easily integrate AI. The short-term disruption is too great and the ROI is unclear from the start. MANUAL VERSUS MACHINE I like to think of this as the John Henry stage of AI. As folklore has it, John Henry used his human might to manually hammer a hole into the rock faster than a steam drill, only to die victorious with a hammer in his hand as his heart and body gave out. Similarly, we see AI outpace humans in certain work while some people continue using old methods. Ironically, transitioning to a new method requires individuals to meet and discuss how to do it. So the largest hurdle to surmount is the process to get from strategy to adoption and behavior change, so that execution preserves both speed and craft. PEOPLE ARE THE PROBLEM What is the problem at the center of all orchestration redesign problems? People. There is a common adage born from Price’s Law that about 10% of the people in an organization (technically, the square root of the total number of participants) do 50% of the work. When you layer AI tools into the mix, the few AI superusers become increasingly indispensable while the rest of your knowledge workers become less valuable and more inclined to hold onto their old methods. In Dan Davies’ 2024 book, The Unaccountability Machine, he coins the term accountability sinks and argues that since World War II, modern businesses have over-indexed on process, resulting in diffused decision-making. This obscures and deflects responsibility and consequences. The result is a difficulty in identifying mistakes and fixing them. AI orchestration promises to reorient the accountability sink paradigm. When you incrementally interrogate most business processes, no individual aspect appears inherently confusing or unclear. But when layering in human delegation without articulating the skills and steps to achieve a goal, things go awry. ACCOUNTABILITY OBFUSCATION I would argue that to some degree, all administrative knowledge work has built-in accountability obfuscation. If a job requires delegation as a primary job function, you open the door to deflect accountability. If you replace administrative functions that rely on delegation with AI agents, these functions hypothetically become more bilateral. They either work or they don’t. To move beyond the problem with AI adoption, I’d place my bets on an internal innovator over a John Henry in your organization. A full stack worker that has a success- and outcome-focused mindset may fumble and make mistakes. But they will be driven because their “if you’re not first, you’re last” outlook will spark real progress to break free of accountability sinks. Find the individuals inside and outside your organization with the passion, curiosity, and talent to build new methods of AI orchestration. It will be messy and imperfect, but the alternative is to die with a proverbial hammer in your hand. For me, the choice is clear. Matt Owens is chief design and innovation officer at Athletics. View the full article

The same ChatGPT chatbot that gave OpenAI’s chief financial officer Sarah Friar a tilapia recipe for a recent Sunday night dinner at home is also now doing her most mundane tasks at work like summarizing her emails and Slack messages. Friar and other company executives are banking OpenAI’s future on more of the latter as it shifts its focus to business-oriented products while shedding some of its consumer offerings as a pathway to profitability. OpenAI says it will introduce a new artificial intelligence model for “high-value professional work” as the company faces heightened competition with rival Anthropic in attracting corporate customers to adopt AI assistants in their workplaces. “You’ll see a new model coming from us in short order. We feel very excited about it,” Friar said in an interview with The Associated Press. OpenAI boasts of more than 900 million weekly users of its core ChatGPT product, and Friar said about 95% of them “don’t pay anything” for the popular chatbot. But while all those interactions build habits and reliance, they also strain the costly computing resources needed to power the company’s AI systems and highlight the need for big business customers to help pay the bills. OpenAI, valued at $852 billion, and Anthropic, valued at $380 billion, both lose more money than they make, putting the privately-owned San Francisco-based AI research laboratories in a fierce competition to generate more revenue as they race toward becoming publicly traded on Wall Street. A push to improve performance and sales of OpenAI’s business-oriented products — already Anthropic’s bread and butter — has driven OpenAI to abandon some consumer initiatives, like the AI video generator app Sora. “I think it was a little heartbreaking, but we’re like, OK, it’s not the main event right now,” Friar said. “We need to make sure that our new model that’s coming has enough compute.” Codenamed Spud, OpenAI says its “smartest model yet” offers “stronger reasoning, better understanding of intent and dependencies, better follow-through and more reliable output in production.” It will be part of OpenAI’s answer to Anthropic’s new Claude Mythos, which Anthropic claims is so “strikingly capable” that it is limiting its use to select customers because of its apparent ability to surpass human cybersecurity experts in finding or exploiting computer vulnerabilities. While most people can’t use Mythos, Anthropic also on Thursday released Opus 4.7, describing it as its most powerful “generally available” model. Friar, the former CEO of neighborhood social platform Nextdoor, said business customers accounted for about 20% of OpenAI’s revenue when she was hired in 2024 as chief financial officer. She said it’s now 40% and expected to account for half of OpenAI’s sales by the end of the year. It’s a sharp turnaround from late last year, when OpenAI co-founder and CEO Sam Altman was promoting a now-shuttered Sora partnership with Disney, launching a plan to sell ads on ChatGPT and floating the idea of letting ChatGPT engage in erotica with paid adult users. Altman said on the “Mostly Human” podcast earlier this month that a sharper focus was needed — and Friar agrees. “Tech companies, when they’re growing, it’s just this natural thing that happens. There’s so many cool things you could do,” she said, adding that companies can end up doing “really badly” if they do too many things, while “great companies are very good at, in a reasonable period of time, kind of doing that winnowing down and refocusing and it’s super painful.” Signaling that shift was the hiring three months ago of Slack CEO Denise Dresser to be OpenAI’s first chief revenue officer. Dresser said in a recent AP interview that she has been laser-focused on meeting with corporate leaders and positioning OpenAI as the go-to platform for workplaces employing AI agents to automate a variety of computer-based job tasks. “It’s really clear to me that companies are past the experimentation phase and they’re into using AI to do real work,” Dresser said. “Leaders at companies are recognizing that AI is probably the most consequential shift of their lifetime.” But those leaders also have a choice, namely Anthropic’s Claude that has become widely used by software professionals. Founded in 2021 by a group of ex-OpenAI leaders who said they wanted to prioritize AI safety, Anthropic has positioned itself as the more responsible AI vendor. The distinction drew attention when President Donald The President’s administration punished the startup after a contract dispute over AI use in the military, and Altman used the opportunity to cement OpenAI’s own deal with the Pentagon. Consumer interest in Anthropic surged and the company said its annualized revenues hit $30 billion, a higher number than what OpenAI has reported, though they measure it differently. Friar and Dresser declined to reveal OpenAI’s latest sales but both have suggested that Anthropic’s number is inflated because it doesn’t account for revenue it must share with cloud computing providers Amazon and Google. Even so, it remains a tight competition that’s also tied to the health of the stock market and the future of the economy. “They’re likely quite close,” said Luke Emberson, a researcher at nonprofit institute Epoch AI. “Certainly the trends show Anthropic is growing much faster than OpenAI. If that continues, they’re likely to cross soon.” The urgency led Dresser to send a memo to OpenAI employees on Sunday, first reported by The Verge, that asserted that Anthropic’s coding focus “gave them an early wedge” but expressing confidence that OpenAI has the “real structural advantage” as AI usage expands beyond software developers and OpenAI builds enough computing capacity to operate its AI systems. “Their story is built on fear, restriction, and the idea that a small group of elites should control AI,” Dresser’s memo said of Anthropic. “Our positive message will win over time: build powerful systems, put in the right safeguards, expand access, and help people do more.” But for skeptics of the financial viability of the AI industry, the trajectory of both money-losing companies is alarming as smaller startups increasingly become dependent on their AI tools. Anthropic has imposed rate limits on heavy users, forcing some to wait for hours to use Claude, and both companies have set up service tiers that reward premium payers, said author and AI critic Ed Zitron. “It’s what I call the subprime AI crisis,” Zitron said. “People built their lives and they built their businesses on top of these companies that, as they try and save money, will start turning the screws.” One thing that both AI leaders and critics agree on is that it is an expensive technology, though whether it is worth the cost in electricity-hungry AI computers remains to be seen. “People will say, well, ‘Once they go public, they’re safe.’ That’s not true,” Zitron said. “Public companies can and will die, especially ones that are dependent on $100 billion to $200 billion every year or so, just to keep breathing.” —Matt O’Brien, AP technology writer View the full article

Agreement could increase the chance of securing a permanent end to the war between the US and IranView the full article

If you've ever started a new workout routine with the best intentions only to find yourself skipping sessions by week two, you're not alone. I'm the type to get trapped in the same cycle of burnout, where I go hard for a couple of weeks, feel exhausted, feel guilty, and repeat. For me, what finally broke that cycle wasn't a new gym membership or a fancy fitness app, but a simple scheduling hack: the "3-3-3 rule." I'd seen this rule applied it to general productivity, and all the same principles can apply to your fitness habits, too. Here's how you can use the 3-3-3 rules to structure your workouts and create a habit that sticks. What is the 3-3-3 rule?The 3-3-3 "rule" (or "method," or "gentle suggestion") is essentially a weekly workout framework built around three types of movement, each done three times per week: Three strength training sessions. This includes lifting weights, bodyweight circuits, resistance bands, whatever builds muscle and challenges your body. Three cardio sessions. This includes running, cycling, swimming, jump rope, a dance class—what counts as "cardio" is up for debate, but here, I think of it as anything that gets your heart pumping. Three active recovery days. This includes light walking, yoga, stretching, foam rolling, and so on. And yes, I realize this math adds up to nine intentional days of movement across a seven-day week. Here's the thing: You do double duty some days, or skip workouts here and there, or adjust to a nine-day cycle, because the point isn't rigid scheduling. The point is rhythm over a strict structure. For me, the 3-3-3 rule provides a sense of momentum that's flexible enough to fit into real life, but consistent enough to actually stick to. Why the 3-3-3 rule works for meBefore I get into how the 3-3-3 rule helped me specifically, let's talk about why so many workout plans fall apart in the first place. I believe most of them make two classic mistakes. The first is doing too much, too soon. You go from zero to six days a week at the gym, you get burnt out, and the whole thing unravels. The second mistake is having no real structure at all—just vague intentions, like "I'll work out when I can," which never materializes into anything real for a lot of people. For me, the 3-3-3 rule solves both of those problems. It gives me enough structure to build habit and momentum, but not so much intensity that my body and brain feel overwhelmed. I personally adore running, but I struggle to motivate myself to lift weights; the 3-3-3 rhythm here helped me find a middle ground between those two workouts. When I know I have three strength sessions to hit in a week (or nine-ish day cycle), I can look at my calendar and find three slots without too much drama or dread. There's also plenty of breathing room built into the plan, which was the biggest game changer for me. I used to have the (toxic) thought that my rest days were wasted days, which is a mentality that led to either overtraining or complete inactivity with pretty much no middle ground. Plus, there's something psychologically satisfying about the number three. I know and love the rule of threes in photography, comedy, survival tips, and all over the place. How to make a 3-3-3 workout schedule work for youThe 3-3-3 rule has a ton of wiggle room for customization. Here are some ideas for how you can approach it: For strength days, pick a format you actually enjoy. That might be a full-body circuit, a push/pull/legs split, or a class at your gym. (Boxing, anyone?) Your focus on these days should be a progressive challenge—push yourself, yes, but don't obliterate yourself. For cardio days, variety helps. Mix a longer, easier effort with a shorter, more intense session (like a 20-minute interval run). I know I'm biased, but cardio really shouldn't feel like punishment. For recovery days, resist the urge to "make them count" by sneaking in extra work. The whole point is to let your body consolidate the gains from your harder days. Walk, stretch, breathe, and trust the process. Another practical tip: Pick a night to map out your 3-3-3 week ahead of time. You'll probably find that the week arranges itself pretty naturally once you're looking for those nine windows. The bottom lineAs always, consistency should always be your priority in fitness. If you've been struggling to find a rhythm, if your past workout plans have always fizzled out around week three, give the 3-3-3 rule an honest four-week try. Maybe start with a 1-1-1 month! After all, the 3-3-3 rule isn't a hack to totally transform your physique, but I do think it can provide something way more valuable. Finding a routine that works for you—like the 3-3-3 rule works for me—is the first step to make exercise a reliable, sustainable part of your life. View the full article

A tariff refund program will open next week over The President’s now invalidated tariffs. But consumers shouldn’t get too excited — the program is only aimed at companies, not individuals. On Friday, the program was introduced by U.S. Customers and Border Protection (CBP), which said the tool, Consolidated Administration and Processing of Entries (CAPE) will open in phases, with the first phase beginning on April 20. “CAPE will simplify International Emergency Economic Powers Act (IEEPA) duty refund requests made pursuant to court order and in accordance with appropriate statutory authority by providing an electronic pathway to submit valid IEEPA duty refund claims,” CBP explains on its website. The tariff refund system’s introduction comes after the Supreme Court struck down tariffs President The President imposed under the International Emergency Economic Powers Act (IEEPA). In his ruling, Chief Justice John Roberts said the president lacked the authority to impose such tariffs, given Congress did not grant him that power. He said, “In light of the breadth, history, and constitutional context of that asserted authority, he must identify clear congressional authorization to exercise it,” asserting that the president had not done so. After the Supreme Court’s ruling, Judge Richard Eaton then ordered CBP to calculate what importers would have paid without The President’s tariffs and to begin processing refunds. Eaton said that up to 82% of IEEPA duty payments, amounting to $127 billion, may be eligible for refunds. More than 3,000 companies have filed lawsuits over the impact of The President’s tariffs, according to research from Manufacturing Dive. Who should apply? Only businesses impacted by The President’s tariffs can apply for tariff refunds through CAPE. According to CBP, the first phase of CAPE’s launch will only be for “certain unliquidated entries and certain entries within 80 days of liquidation.” Applicants need to have an ACE Secure Data Portal account, provide CBP with their bank account information, and submit their declaration through the CAPE portal. CBP says, “Once a CAPE Declaration is validated and accepted, ACE will update the appropriate entry summary lines by removing the IEEPA Harmonized Tariff Schedule Chapter 99 provision and the corresponding IEEPA duties, resulting in an updated version of the entry.” Only businesses that paid IEEPA tariffs and customs brokers that paid duties on an importer’s behalf are eligible. CBP also noted that it will not accept applications from attorneys filing on behalf of importers. How long will refunds take? Refunds will take anywhere from 60 to 90 days following an acceptance from CAPE, “unless a compliance concern requires further CBP review,” CBP says. Questions about refunds can be sent to: traderelations@cbp.dhs.gov. What about consumers? CAPE is only designed to issue refunds to businesses, not consumers. Regardless, recent polling from Groundwork Collaborative and Data for Progress found that 42% of voters think “refunds should go directly to American households”, given businesses passed price hikes onto customers. According to a Joint Economic Committee fact sheet, American consumers paid more than $231 billion from February 2025 through January 2026 due to The President’s tariffs. On average, that comes out to around $1,745 per family. View the full article

A reader writes: About a year ago, I got prescribed a CPAP machine. Very important for, you know, supplying oxygen to my brain while I sleep, but one doozy of an adjustment period. It took me about a month to adjust to wearing it at night, and during that month I lowkey felt like I was dying. I was getting very little sleep, and that in small bursts. I was exhausted all the time, and exhaustion made me stupid and slow. I work in a compliance-related role. My job involves assessing regulatory liability for my employer and potential misconduct by licensed employees. If I find against an employee, it’s the kind of thing that could follow them for the rest of their career, whether at my firm or any other they move to. If I find in favor of my firm where I should have found fault, that can open us up to regulatory complaints and investigations. Operating on broken and insufficient sleep for a month while facing those potential consequences for bad calls scared the dickens out of me. I had productivity numbers to meet, but I simply could not stay focused enough to work at the normal speed, and awareness of the potential stakes of an error of judgment made me extra cautious. I was operating at about 40% of our expected performance, and even after I adjusted it took me some more time to fully get back up to speed as I paid off the sleep debt. But a month-plus of turning out a fraction of the work I’m expected to do had a predictably terrible effect on my career. I wound up on a performance improvement plan and lost a lot of credibility with my boss. And unfortunately for me, my boss is the kind of guy who doesn’t really understand exhaustion as an excuse. As he sees it, either you’re so badly off you should take PTO or you’re fine and coming in to work and doing what needs doing. But I couldn’t exactly take an entire month of PTO, that’s far more than my allotment! And I don’t think short-term disability can be applied here. I had a similar situation early in my career, too, when I was prescribed a strong bronchitis medication that interfered with my judgment and focus during the two weeks I was taking it. I only had five days’ sick time and had used half of it, so the only option I saw was to go to work high, which even at entry-level stakes is a bad idea. So, how does one navigate these situations? My understanding is that accommodations for health are meant to offer you support to maintain the expected productivity, not to make it okay to underperform. Are there ways to approach an “I know I’m underperforming but I can’t do better until my body stops doing a stupid thing, which is some indefinite number of weeks away” conversation that could actually sound credible? How do people navigate this? The wording you want is, “I’m dealing with a medical situation that is making it hard to be at 100% right now. I’m working with my doctor to resolve it and we’re hopeful I’ll be back to normal soon, but I wanted to mention it in case you notice me seeming off my usual game.” Or, “I want to let you know that I’m dealing with a medical condition that has been wearing me out lately. I’m working with my doctor on a treatment plan and I don’t expect it to continue long-term, but I wanted to mention it in case you notice me seeming off.” You don’t need to disclose details — just you might notice this, I’m working on it, and I’m hoping it will be resolved soon. It’s ideal to say it before your boss talks to you about changes in your work, but if you didn’t, you can still say it once they do. The idea is to give your manager context for what’s happening so they don’t have to wonder if you’re just being careless or aren’t invested in your job anymore, or otherwise draw the wrong conclusions about what’s going on. Most managers will give you a lot more slack if you explain that yes, you’ve flagged it too, there’s a reason for it, and you’re working to resolve it. The post how do I handle being off my game at work because of a medical situation? appeared first on Ask a Manager. View the full article

As Jennifer Harris, director of the Economy and Society Initiative at the William and Flora Hewlett Foundation, has recently pointed out, we are at a particularly fraught moment. Rising inequality means that fewer people have spending power, creating incentives that sharpen the affordability crisis for everybody else. But there are remedies that don’t require draconian taxes and are proven to work—at their core is ownership. Since 1984, worker productivity in the United States has risen by 80%. Real wages have risen by 20%. The stock market, in the same period, has risen by roughly 9,000%. Now comes artificial intelligence—poised, in BlackRock CEO Larry Fink’s words, to “repeat that pattern at an even larger scale.” The wealth from the next great technological wave—like the ones before it—is on track to flow to the people who own things, not the people who do things. We are right in the extraordinarily messy middle of what economic historian Carlota Pérez calls the installation phase of a technological revolution. During such periods, finance operates in a casino-like economy, financiers and high-tech barons capture most of the gains, inequality spikes, and populism rises. The Gilded Age looked like this. The Roaring Twenties looked like this. So does 2026. But Perez’s framework contains an underappreciated ray of hope. Every installation phase has eventually given way to a “golden age”—a deployment phase in which the new technologies spread widely, productivity and wages finally move together, and prosperity broadens. The age of steel, electricity and heavy engineering had its Belle Époque. The age of petroleum mass production had the postwar boom. With all the talk of AI widening income inequality, we should be spending at least as much energy and intellect on what conditions are necessary for a golden age to follow. Chief among those conditions, historically, is getting money out of the casino and into productive enterprise that benefits the workers who create the value. I believe there is a policy mechanism hiding in plain sight that could accelerate this shift. It won’t require taxing the rich into submission or building a new federal bureaucracy. It involves changing the incentives so that more companies convert to worker ownership—through Employee Stock Ownership Plans, worker cooperatives, or other broad-based equity structures. The idea is not new, but it is newly urgent, and the evidence for its benefits have never been stronger. The Evergreen Inspiration I had a revealing conversation recently with Dave Whorton, the founder of the Tugboat Institute and co-author (with Bo Burlingham) of Another Way: Building Companies That Last and Last and Last. Whorton spent years in Silicon Valley venture capital before becoming disillusioned with the grow-fast-and-exit model. He set out to find companies built on a different logic, and discovered what he calls “evergreen” companies. Examples include high-performing companies such as the SAS Institute, Springfield Remanufacturing, Enterprise Rental Car, and Radio Flyer. They share a set of practices that look countercultural from a Wall Street vantage point: little or no debt, open-book management, and people development practices favoring long-term skill development and growth. The fact that there are so many financially successful companies that people love to work at and that are regarded as exceptional employers raises a question: why aren’t more companies built this way? Whorton’s answer is simple and structural. “There’s a powerful ecosystem that financially benefits from the current model.” This includes the investment banks, private equity players, venture funds, and wealth managers who need the IPO-or-exit conveyor belt to continue running. The incentives tell you all you need to know. A Hard-Nosed Reason for a Golden Age approach But, we may well be on the brink of an era in which the smart money realizes the sheer destructiveness of the current model. Compelling recent evidence for the benefits of worker ownership comes from none other than KKR, one of the world’s largest private equity firms. Pete Stavros, KKR’s co-head of global private equity, has spent fifteen years proving a model. Starting in 2011, he began giving equity stakes to all employees in KKR’s investments, not just to senior management. The results have been remarkable by any measure. At C.H.I. Overhead Doors, an Illinois garage door manufacturer KKR acquired in 2015, only 18 employees were shareholders at the time of purchase. KKR extended ownership to all 800 workers. When the company was sold to Nucor in 2022, hourly employees averaging $50,000 a year received payouts averaging $175,000—plus $9,000 in dividends paid out earlier. More recently, at CoolIT Systems in Calgary, workers received average payouts of roughly $240,000 when KKR exited—Wall Street bonus territory. At Ingersoll Rand, 16,000 employees across 80 countries shared $800 million in wealth creation. KKR now oversees ownership plans at 84 portfolio companies covering nearly 200,000 non-management workers, and has already distributed $1.8 billion across 13 exits. Total projected payouts when remaining companies are sold or listed: as much as $14 billion. But here’s the thing Stavros wants the business world to understand: this is not philanthropy. Employee turnover at these companies has fallen dramatically. At some portfolio companies, KKR was “hiring three thousand fewer people every year” after implementing ownership—a direct cost saving. Engagement scores moved from the twentieth percentile to the ninetieth. Employee-owned companies attract better talent and keep it longer. KKR has won competitive auctions—including the $1.6 billion acquisition of Simon & Schuster in 2023—partly because sellers and employees value its commitment to broad ownership. Stavros is blunt about the underlying problem he’s trying to solve: “It’s hard to get rich on your labor alone. People build wealth in this country by owning things. But that hasn’t been the case for frontline workers.” What the Policy Landscape Is Missing Current ESOP law, created in the 1970s, was intended to formalize and incentivize broad ownership. But even today, only about 15 million workers are part-owners of their employers. The technical requirements are burdensome, the lawsuit exposure is high, and for large companies, converting to an ESOP structure is complex. Stavros’s nonprofit Ownership Works and its coalition Expanding ESOPs are pushing for federal legislative changes to simplify the rules, expand tax incentives, and provide better legal protections for ESOP transactions. This is the right direction. Here are several specific interventions that could further accelerate the conversion of firms to worker ownership: Expand seller-side tax incentives. Under current law, owners who sell their company to an ESOP can defer—and in some cases eliminate—capital gains taxes. This is a powerful incentive for business owners approaching retirement to sell to employees rather than to private equity or a strategic buyer or to simply shut the business. Pennsylvania recently extended this benefit at the state level. More could be done along these lines. Simplify the ESOP formation process. The legal and fiduciary requirements for forming an ESOP remain complex. A streamlined, standardized formation process—akin to the B Corp certification framework—would lower the barrier dramatically. Create a “cooperative conversion” loan facility. Just as the invention of the 30-year mortgage made the previously-unheard-of idea of average workers becoming homeowners, a similar innovation could help average workers become owners. The New Economy Coalition supports a version of such a facility. Reform stock buyback taxation to favor ownership investment. Since the SEC’s 1982 ruling legalizing open-market buybacks, public companies have funneled trillions of dollars into share repurchases rather than wages, training, or capital investment. The Inflation Reduction Act imposed a 1 percent excise tax on buybacks—a start, but too small to meaningfully alter behavior. Raising that tax while providing benefits for companies that implement broad employee ownership plans could shift the calculus. Require ownership disclosures in government contracting. The federal government spends over $700 billion a year on contracts. Requiring bidders to disclose their employee ownership structure and giving preference to firms with broad-based ownership or ESOP status could create powerful market incentives without mandates. The Challenge of the Turning Point Golden ages don’t just happen. They need governments to provide directionality. They need long-term corporate decisions, in which capital is directed productively, not, as Warren Buffett argues, “wasted” on a casino-like environment. They need fresh ideas, such as those coming out of the Committee on Economic Development, which shaped much of the Post WWII Golden Age. The gilded age of the current digital revolution has lasted longer than it should. Financialization has meant, as Whorton observed, that “you can make more money jiggling around with financial assets than you can investing in real companies.” Worker ownership is one of the most direct ways to break this loop. When employees are shareholders, the productivity gains from AI and other technologies accrue—at least in part—to the people doing the work. The incentive to underinvest in workers reverses. The “quit rate” falls because employees have a financial stake in the outcome. Open-book management, which Whorton’s evergreen companies practice almost universally, becomes natural because employees with equity have reason to understand and care about the numbers. Jack Stack rebuilt Springfield Remanufacturing on exactly this insight: “Give them the numbers, show them how to play the game and win—and they’ll help you do that.” The Moment We’re In A wave of baby boomer business owners is approaching retirement over the next decade. Something like $10 trillion in privately held business assets will change hands in the next twenty years. The default outcome, if nothing changes, is that most of those businesses will close, be sold to private equity or strategic acquirers, or broken up. The employees who built them will receive nothing beyond their wages. This is the window. With the right incentives, a meaningful fraction of those transfers could flow to workers, creating the kind of broad-based prosperity that Perez’s framework says is necessary for a golden age to take root. The Stavros model shows that this doesn’t require sacrificing returns. The evergreen companies show that it doesn’t require selling out to capital markets. What it requires is changing the defaults—the legal structures, the tax incentives, the financing tools—so that employee ownership becomes the default rather than an arduous exception. An even wilder idea is to imagine shifting away from the corporate forms suitable to the mass production era to those that fit an age of digitally enabled, smart offerings, such as LLC’s or even Decentralized Autonomous Organizations, governed by smart contracts. Imagine that—no formal Boards, no IPO’s, just owners, making the best decisions they can for the long-term health of themselves, their companies, and their communities. View the full article

Prime minister says ‘things can’t go on like this’ in meeting with tech groups View the full article

As founder, chair, and CEO of the Exceptional Women Alliance, I am privileged to engage with extraordinary female leaders across industries. This month, I spoke with Shari Hofer about a workforce issue hiding in plain sight: eldercare. For many organizations, caregiving is still viewed as something employees manage quietly outside of work. According to the 2025 Caregiving in the US report, released by AARP and the National Alliance for Caregiving, approximately 63 million Americans provide family care, with almost 48 million providing unpaid care to adults. The 2021 AARP report estimated that the economic value of care was over $600 billion annually. Today, these professionals are simultaneously leading teams, raising families, and caring for aging parents. The result is an invisible workforce dynamic that is already impacting performance, retention, and leadership effectiveness. Hofer wrote With Love: A Practical Guide for Caregiving for Aging Parents Through End of Life with coauthor Shabnam Kazmi. Both built demanding global careers while raising families and caring for aging parents through dementia, Parkinson’s, and end-of-life decisions. Their new book reframes caregiving not as a private hardship, but as a leadership and organizational imperative. Q: How did your caregiving journey begin, and when did it significantly intensify—both personally and professionally? Hofer: It began when my siblings and I learned our father had macular degeneration and dementia. We had already lost our mother, and we were all living in different states. We knew the road ahead would be long and complex, and that we would need to step in, because our father wouldn’t make any changes or be able to care for himself without assistance. The intensity escalated when we moved him closer to us. That was the turning point—when caregiving shifted from something we managed at a distance to an integral part of our daily lives. Q: What was the moment caregiving shifted from a private responsibility to something that affected your work identity? Hofer: In the final years, I relied heavily on my team and my manager. I shared just enough to get support, but kept most of it private. The reality was too painful. And there was always a risk that sharing more broadly could change how I was perceived—a sad but very real part of corporate culture. When my father passed, everything surfaced. The physical effects of burnout and grief became impossible to ignore. I had powered through for years, but the cost showed up in my body and my ability to stay engaged. That’s when I realized: The effects of caregiving last long after the role ends. Q: Did caregiving change how you lead? Hofer: Absolutely. It deepened my understanding of trust, delegation, and succession planning—I had to rely on others in ways I hadn’t before. And it made me realize that our existing leadership structures need to be rebuilt because they did not factor in the reality of caregiving. More importantly, it changed how I view performance. High-performing employees are often carrying invisible weight. Leadership isn’t just about driving results—it’s about understanding context and creating systems that allow people to perform sustainably and consistently. Q: How did you handle burnout, and what workplace lessons did you take from it? Hofer: Burnout is not something you can outwork. Staying busy doesn’t fix it. When it surfaces, you have to listen and act. It’s a signal, not a weakness. From a workplace perspective, leaders must normalize conversations around capacity. Ignoring burnout doesn’t protect performance—it erodes it over time. Q: What do employers still misunderstand about employees who are caregivers? Hofer: They’re only seeing part of the story. If someone’s performance or engagement shifts, there’s often more beneath the surface. Caregiving is unpredictable and rarely linear. Leaders need to ask questions—with empathy—and create space for honest answers. Q: How can companies move beyond talking about work-life balance to actually supporting eldercare challenges? Hofer: It comes down to lived values. If organizations say they prioritize people, leaders have to model that. Flexibility cannot exist only in policy—it has to show up in daily behavior. Employees notice the gap between what’s said and what’s rewarded. Q: What should leaders do now? Hofer: Eldercare is not a future issue—it is a present reality. For organizations to effectively support a workforce increasingly shaped by caregiving responsibilities, leaders must move beyond awareness and into action. Three shifts are critical: 1. Normalize transparency around capacity 2. Redefine performance through context, not just output 3. Align culture with practice, not just policy. Organizations that continue to treat caregiving as an unspoken issue will face rising burnout, disengagement, and talent loss. Those that acknowledge it as a shared reality—and design cultures, expectations, and systems accordingly—will build stronger, more resilient, and more human organizations. Caregiving does not just change individuals. It is reshaping the workforce. The leaders who understand and act on that will define the next era of leadership. Larraine Segil is founder, chair, and CEO of The Exceptional Women Alliance. View the full article

Kanishka Narayan says Britain needs to ‘make most of opportunities’ as government launches £500mn unit View the full article

Over the past few years, words that once had no place in workplace conversations have slowly entered HR agendas: menstruation, endometriosis, perimenopause, menopause, breast cancer and—more slowly—male andropause or prostate cancer. These are not passing trends. They signal a deeper shift in how we understand work and the people who do it. For decades, work was designed around a fiction, that of the “neutral” worker, an abstract individual assumed to be fully available, consistent, rational, and unaffected by bodily constraints. But this neutrality was never real. As Caroline Criado Perez has shown in her brilliant book Invisible Women, many systems and environments have been designed around a male body treated as the default. And that includes workplaces. Hence, the implicit expectation is that women adapt to a model never designed for them, to organizational structures, as well as tools and equipment. Yet people do not leave their bodies at the door when they enter the workplace. Hormonal cycles, pregnancy, postpartum recovery, menopause, and andropause are not “private” issues without professional consequences. They affect energy levels, cognitive load, availability, and sometimes long-term career trajectories. Their historical invisibility has come at a huge cost (albeit largely ignored) both for individuals and for organizations. It is essential to note that gendered health is not only about biological differences. It also reveals how work itself is structured. Women, for example, experience higher rates of musculoskeletal disorders, partly because they are overrepresented in repetitive jobs and are more likely to carry a disproportionate share of unpaid caregiving and domestic labor. Work is never experienced in isolation. It is embedded in real lives, with cumulative fatigue, constraints, and vulnerabilities. Gendered health, in that sense, sits at the intersection of biology and the sociology of work. Persistent taboos Taboos are slowly shifting. Menstruation, endometriosis, and menopause are more visible in public debate than they were a decade ago. Yet in many organizations, silence remains the norm. Many women remain cautious about speaking openly, all too aware of the risk of being reduced to sexist stereotypes. Male themes are as invisible if not more. Andropause, i.e. the gradual testosterone decline associated with aging, is less socially recognized than menopause. Its invisibility reinforces the myth that only women’s bodies are a “problem”. In reality, aging affects everyone. As workforces age and careers extend, organizations are increasingly confronted with more diverse, uneven, and non-linear health trajectories. There is a structural tension here. Acknowledging gendered health can trigger unintended consequences. It can reinforce bias by framing women as less stable. In some cases, even well-designed policies—such as leave for endometriosis or pregnancy loss—are underused because employees fear stigma. In cultures that remain implicitly sexist, formal rights do not automatically translate into real usage. A more universal approach is required This is why a purely category-based approach has its limitations. A more effective lens may be a more universal approach to vulnerability. Rather than segmenting workers into fixed groups (“women,” “seniors,” “caregivers”), it may be more accurate to focus on life “moments”. Work lives are punctuated by predictable and unpredictable disruptions: disease, grief, separation, caregiving responsibilities, burnout, recovery periods. These situations are widespread and recurrent. Today, a majority of workers are caregivers in one way or another. And there will be more and more of them with population aging. At the same time, careers lengthen and transitions multiply. Therefore the stable, continuous and homogeneous industrial model of work no longer reflects reality. This is where the idea of universal design comes in handy. Originally developed in disability studies, it proposes designing systems starting from the most constrained users. In practice, what improves accessibility for people with disabilities often improves usability for everyone. Applied to work, this logic invites us to rethink schedules, career paths, flexibility, and recovery periods—not as exceptions, but as structural features. The goal is robustness through inclusivity. And we need to think differently about age All this also requires revisiting how we think about age. Behind gendered health lies another blind spot: ageism. We still tend to treat chronological age as a proxy for capability. Yet age is a weak indicator of health, energy, or engagement. With longer life expectancy, variation within age groups is widening. A 60-year-old worker may be fully capable—or significantly constrained. The average says increasingly little. Long term the model of the “ideal worker” is unsustainable. This fully available, always-healthy, unencumbered employee has never been representative of reality. But demographic change is making this fiction even less viable. Organizations should now be managing diversity of conditions as a structural norm. That’s why gendered health is not a niche topic. It is an entry point into a broader question: how durable is work as currently designed? Recognizing bodies, ages, and life moments is the very condition for organizational resilience. View the full article

Federal Reserve Gov. Stephen Miran Thursday said that the Iran war and tariffs will not have long-term impacts on inflation, but did say he is reconsidering his rate cut outlook for the year. View the full article

Visa is stepping into the future of commerce with its latest offering, Intelligent Commerce Connect, aimed at revolutionizing how small businesses engage with consumers in an increasingly AI-driven marketplace. This innovative solution promises to streamline payment processes and provide small business owners with a competitive edge in a rapidly changing retail landscape. As consumers become more reliant on AI agents to handle their purchases, the need for businesses to adapt their payment systems has never been more urgent. Intelligent Commerce Connect acts as a seamless bridge, allowing businesses to connect with and leverage AI-powered commerce without the complexities typically associated with establishing new payment systems. Andrew Torre, President of Value-Added Services at Visa, emphasized the significance of this change: “From small businesses to the world’s biggest retailers, Visa powers how people pay every day, millions of times over. Intelligent Commerce Connect brings that same, trusted payment acceptance infrastructure into the emerging world of AI-driven commerce, so businesses can let AI agents buy on behalf of consumers, securely and at scale.” Key benefits for small business owners include: Integration with Major Token Vault Providers: This feature allows businesses to use existing credential infrastructure, providing flexibility and preventing vendor lock-in. Seamless Acceptance of Agent-Initiated Payments: Merchant adoption of payments initiated through established agent protocols, including Trusted Agent Protocol and Machine Payments Protocol, becomes straightforward and accessible. Discoverability of Merchant Catalogs: This allows small businesses to make their products easily discoverable within AI platforms, enhancing visibility and potential sales without extensive marketing efforts. Support for Transaction Processing: For businesses that may feel overwhelmed by the technical requirements of AI-driven commerce, Visa offers support for the orchestration and compliance aspects of agentic transactions. Single Integration via Visa Acceptance Platform: This modular suite makes it simpler for businesses to integrate various payment tools without needing multiple systems. Small businesses, particularly those still adapting to e-commerce, may find the idea of integrating AI payment systems daunting. The digital landscape is littered with complex systems and high entry barriers—Intelligent Commerce Connect aims to dismantle these obstacles. However, while this technology presents numerous advantages, small business owners may face challenges that require consideration. Integrating new systems often brings risks, particularly about training staff and ensuring cybersecurity. As AI technology rapidly evolves, staying informed about potential vulnerabilities becomes crucial. Additionally, there is the underlying requirement for small businesses to evaluate whether their target market adopts AI payment methods. Those primarily serving customers who prefer traditional purchasing methods may need to think critically about the timing of this integration. The pilot phase for Intelligent Commerce Connect is currently ongoing with select partners, including companies like AWS and Mesh, with broader rollout anticipated throughout the year. As more small businesses are encouraged to explore this technology, they must weigh its advantages against practical challenges in their operations. In an era where digital adaptation often determines success, Visa’s Intelligent Commerce Connect offers a promising pathway for small businesses. With powerful tools designed to enhance transaction efficiency and consumer engagement, small business owners are urged to consider this evolution in commerce seriously. For more insights on Intelligent Commerce Connect, you can visit the original Visa press release here. Image via Google Gemini This article, "Visa Launches AI-Driven Commerce Solution to Simplify Business Payments" was first published on Small Business Trends View the full article

Visa is stepping into the future of commerce with its latest offering, Intelligent Commerce Connect, aimed at revolutionizing how small businesses engage with consumers in an increasingly AI-driven marketplace. This innovative solution promises to streamline payment processes and provide small business owners with a competitive edge in a rapidly changing retail landscape. As consumers become more reliant on AI agents to handle their purchases, the need for businesses to adapt their payment systems has never been more urgent. Intelligent Commerce Connect acts as a seamless bridge, allowing businesses to connect with and leverage AI-powered commerce without the complexities typically associated with establishing new payment systems. Andrew Torre, President of Value-Added Services at Visa, emphasized the significance of this change: “From small businesses to the world’s biggest retailers, Visa powers how people pay every day, millions of times over. Intelligent Commerce Connect brings that same, trusted payment acceptance infrastructure into the emerging world of AI-driven commerce, so businesses can let AI agents buy on behalf of consumers, securely and at scale.” Key benefits for small business owners include: Integration with Major Token Vault Providers: This feature allows businesses to use existing credential infrastructure, providing flexibility and preventing vendor lock-in. Seamless Acceptance of Agent-Initiated Payments: Merchant adoption of payments initiated through established agent protocols, including Trusted Agent Protocol and Machine Payments Protocol, becomes straightforward and accessible. Discoverability of Merchant Catalogs: This allows small businesses to make their products easily discoverable within AI platforms, enhancing visibility and potential sales without extensive marketing efforts. Support for Transaction Processing: For businesses that may feel overwhelmed by the technical requirements of AI-driven commerce, Visa offers support for the orchestration and compliance aspects of agentic transactions. Single Integration via Visa Acceptance Platform: This modular suite makes it simpler for businesses to integrate various payment tools without needing multiple systems. Small businesses, particularly those still adapting to e-commerce, may find the idea of integrating AI payment systems daunting. The digital landscape is littered with complex systems and high entry barriers—Intelligent Commerce Connect aims to dismantle these obstacles. However, while this technology presents numerous advantages, small business owners may face challenges that require consideration. Integrating new systems often brings risks, particularly about training staff and ensuring cybersecurity. As AI technology rapidly evolves, staying informed about potential vulnerabilities becomes crucial. Additionally, there is the underlying requirement for small businesses to evaluate whether their target market adopts AI payment methods. Those primarily serving customers who prefer traditional purchasing methods may need to think critically about the timing of this integration. The pilot phase for Intelligent Commerce Connect is currently ongoing with select partners, including companies like AWS and Mesh, with broader rollout anticipated throughout the year. As more small businesses are encouraged to explore this technology, they must weigh its advantages against practical challenges in their operations. In an era where digital adaptation often determines success, Visa’s Intelligent Commerce Connect offers a promising pathway for small businesses. With powerful tools designed to enhance transaction efficiency and consumer engagement, small business owners are urged to consider this evolution in commerce seriously. For more insights on Intelligent Commerce Connect, you can visit the original Visa press release here. Image via Google Gemini This article, "Visa Launches AI-Driven Commerce Solution to Simplify Business Payments" was first published on Small Business Trends View the full article

As the capabilities of frontier models advance, gaining access to the technology could become critically importantView the full article

Have you noticed that in the current discourse around artificial intelligence, the narrative often slips into one of two extremes? There is either a techno-utopian dream of total automation or a dystopian nightmare where human agency is erased. But there are other options! As we navigate this inflection point in civilization, I invite you to consider a third path: pragmatic optimism. And that’s because we are currently in the midst of a human revolution, not a tech revolution. The most successful organizations of 2026 and beyond will not be those that simply use AI to do more things faster. Instead, they will be the ones that use AI as a creativity accelerator, freeing up human capacity for the work that only we can do: imagining, connecting, and creating meaning. Optimistic macroeconomic forecasts, such as those from Citrini Research, suggest that AI could trigger a global intelligence boom, driving sustained productivity growth and real wage gains, provided that we treat machine intelligence as complementary to human judgment and truth. To ensure this virtuous cycle benefits everyone, leaders must move beyond managing compliance and begin cultivating the conditions and structures where creativity and psychological safety can flourish. By integrating the principles of Move, Think, and Rest (or MTR, pronounced “motor”) into the core of organizational culture, we can build creative resilience and work with AI rather than be displaced by it. Here are three calls to action to help us remain the architects of our own future. 1. Design in Friction In a world obsessed with seamless automation, friction is often viewed as a bug. But friction is where learning happens. To Move within this principle, become a “clumsy student” of something physical. Embodied learning, the kind that comes from using your hands or your body, is irreplaceable and builds what I call sentient intelligence. To Think, resist the urge to automate everything immediately. Instead, struggle with ambiguity: read fiction, ask “But… why?” Follow the question past the obvious answer. And to Rest, pause before automating any workflow. Rather than simply making an old process faster, use that pause to reimagine the workflow entirely- much like the shift from steam to electrification required a total redesign of factory floors, not just faster steam engines. The leaders who will thrive are not those who eliminate friction. They are those who learn to distinguish productive friction, the kind that generates insight, from the kind that merely generates frustration. Remember, at the end of the day, friction yields energy! Nissan’s former head of design, Jerry Hirshberg, called this “creative abrasion”. 2. Protect Serendipity As digital experiences accelerate, high-touch, analog encounters will become the new premium. To Move toward serendipity, prioritize in-person interactions that allow for the “creative abrasion” necessary for innovation. Ideas that change industries rarely emerge from a Slack thread. To Think, lean into fun ambiguity. Seek out conversations and encounters that don’t have a predetermined outcome. That’s where the most original thinking is born. To Rest, I recommend the Dutch practice of Niksen: the deliberate art of doing nothing, together. It is in the quiet space between people that human connection deepens and unexpected insights surface. Serendipity is not accidental. It is a design choice. Organizations that schedule unstructured time, invest in physical space for collision, and resist the urge to fill every moment with an agenda are making a bet on human creativity that no algorithm can replicate. 3. Pay Attention The speed of AI should buy us time, not just fill it with more tasks. To Move, lean into what is real: touch, taste, nature, smell. These are not indulgences; they are vital inputs of sentient intelligence that no large language model can access. To Think, be rigorous in daily self-assessment. Ask yourself: “Is this tool sharpening my thinking, or is it replacing it?” The answer should make you uncomfortable at least occasionally. That discomfort is useful data. To Rest, be intentional about the time you reclaim. If AI returns hours to your day, the question is not what to fill them with, but what deserves that space. Attention is the scarcest resource in the Imagination Era. The leaders and organizations that protect it structurally, culturally, and personally- will have a durable advantage over those who simply automate their way to busyness. The Architects of Our Own Future Ultimately, AI should be our co-pilot, amplifying what makes us uniquely human. By being intentional about how we design friction, protect serendipity, and pay attention, we can ensure that the “intelligence boom” leads to true human flourishing rather than the mere acceleration of the status quo. The Imagination Era is not something that will happen to us. We must call upon our own agency to ensure that we are building a human-centric future, one decision at a time. The question is whether those decisions will be made by default or by design. View the full article

ChatGPT citations favor pages that rank well, match the query in their headings, and stay tightly focused, according to an AirOps study of 16,851 queries. The top retrieval result was cited 58% of the time, and pages that answered the main query more narrowly outperformed broader, more comprehensive guides. Why we care. This study clarifies how to earn ChatGPT citations: win retrieval, mirror the query in your headings, and answer one question extremely well. In this study, that mattered more than breadth. The findings. Retrieval rank was the strongest signal. Pages in the top search position were cited 58.4% of the time, versus 14.2% for pages in position 10. Heading relevance was the strongest on-page factor. Pages with the strongest heading-query match were cited 41.0% of the time, compared with roughly 30% for weaker matches. Focused pages also beat comprehensive ones. Pages that answered the main query more narrowly outperformed broader, more comprehensive guides, undercutting the usual “ultimate guide” approach. What drove ChatGPT citations. In this study, pages that won citations usually ranked well, used headings that closely matched the query, and stayed focused on answering it. Structure helped, but only slightly: Pages with JSON-LD markup posted a 38.5% citation rate versus 32.0% for pages without it, and articles with 4 to 10 subheadings performed best. Beyond a certain point, length hurt performance: Pages between 500 and 2,000 words performed best, but pages longer than 5,000 words were cited less often than pages under 500 words. Freshness helps, up to a point. Pages published 30 to 89 days earlier performed best, while pages newer than 30 days performed worse. This suggests new content may need time to build retrieval signals. Pages more than 2 years old were cited less often, which suggests that content refreshes could help if you’re already ranking for the right queries. About the data. AirOps said it scraped ChatGPT’s interface, not the API, and analyzed 50,553 responses generated from 16,851 unique queries run three times each. The dataset included 353,799 pages and more than 1.5 million fan-out detail rows across 10 verticals and four query types. The study. The Fan-Out Effect: What Happens Between a Query and a Citation View the full article

We may earn a commission from links on this page. As HBO's Industry begins, the recent grads working at prestigious investment bank Pierpoint & Co. are given their marching orders: There are a lot of them and only a few full-time job openings, so they'll need to prove themselves if they hope to stick around. They respond to this challenge by doing whatever it takes—whatever it takes. Renewed for a fifth and final season, Industry has been the streaming era's most cogent take on the world of finance bros (of any gender), and modern white collar workers in a more upscale Glengarry Glen Ross mode. While you wait for this story of disaster capitalism to return, dive into these 10 other shows that make work look even more stressful than it is. Sweetbitter (2018 – 2019) Taking on restaurant culture in place of finance, Sweetbitter finds much of the same stress, intensity, and competitiveness non display—probably no surprise if you watch The Bear. The show is adapted from the Stephanie Danler novel of the same name; she based it on her experiences as an NYC waitress (she also created the series and wrote the pilot), so we can assume a certain level of verisimilitude. Yellowjackets' Ella Purnell plays Tess, 21 at the series' opening and arriving in the city with big dreams. She gets a job at a prestigious restaurant where, as we (and she) quickly learn, there's at least as much drama (including drugs, booze, and sex) on the service side of the industry as there is in the kitchen. Stream Sweetbitter on Prime Video. Sweetbitter (2018 – 2019) at Prime Video Learn More Learn More at Prime Video Misaeng: Incomplete Life (2014) A critically-acclaimed sensation on its initial release, there's a really impressive, stressful, universal sense of realism in this show about white-collar work in South Korea. Im Si-wan is Jang Geu-rae, a young man who has done nothing but work toward his goal of becoming a professional Baduk (a game which you might know better as Go) player since childhood. By his 20s, though, it's clear that it's not to be, and all he can do is take an office job as a provisional contractor with a shipping company. A complete outsider, he's even less prepared than the other interns for a high-stress world in which a work-life balance is all but impossible. Its intensity is very much in the mode of Industry, but there's hopefulness in Geu-rae's determination not to lose himself. Stream Misaeng: Incomplete Life on Netflix and Tubi. Misaeng: Incomplete Life (2014) at Netflix Learn More Learn More at Netflix Billions (2016 – 2023) Less young-Brit oriented and more of a cat-and-mouse game, this one is a (darkly) satirical dive into the shady world of high finance. Paul Giamatti is rather ruthless as U.S. attorney Chuck Rhoades (based in part on the real-life Preet Bharara), who is working to bring down shady hedge fund manager Bobby Axelrod (Damian Lewis). The tone is that of a darkly comic soap opera, and it stays fresh over seven seasons by playing off the contrast between Axelrod's willingness to use all the money and power at his disposal to stay on top and out of jail, and Rhoades' willingness to resort to shady, not-entirely-legal tactics to reel in his big fish. Stream Billions on Paramount+ and Prime Video. Billions (2016 – 2023) at Paramount+ Learn More Learn More at Paramount+ How to Make It in America (2010 – 2011) A bit of counter-programming, perhaps, in this dramedy about a couple of scrappy New York City outsiders who would never fit in with the Industry crew. And yet! There's a sense here that getting ahead requires tremendous hustle, and that drive for big success carries with it the potential for an even bigger fall. Bryan Greenberg is Ben Epstein, a quiet guy with any number of big ideas, while Victor Rasuk is outgoing, often shameless, Cam Calderon—together they manage a startup clothing business with the benefits of neither money nor experience, amiably hustling their ways to success, maybe. It's like Industry if that show were about nicer, goofier guys who are at their best when talking themselves out of trouble. Stream How to Make It in America on HBO Max and Netflix. How to Make It in America (2010 – 2011) at HBO Max Learn More Learn More at HBO Max The Dropout (2022) The passage of time has made the story of Theranos founder and fraudster Elizabeth Holmes feel positively quaint, not least because a few of her high-profile backers are serving in the current White House. Amanda Seyfried plays the "entrepreneur" whose rise and precipitous fall has already been the subject of a handful of documentaries. It starts at age 18, when she dropped out of Stanford to build a startup around an at-home blood testing machine that didn't work even a little bit. Years of charming big-name investors with big promises, lies agreed upon, and cleverly faked results lead to big money for Theranos and a lot of bad diagnoses for patients. Stream The Dropout on Hulu. The Dropout (March 3) at Hulu Learn More Learn More at Hulu WeCrashed (2022) Another true-life story of big business and a big fall, this one stars Jared Leto, Anne Hathaway, and Kyle Marvin as the co-founders of WeWork, the (eventually) billion-dollar company that leases co-working spaces. The focus is on Leto and Hathaway's Adam and Rebekah Neumann, portrayed as simultaneously delusional and calculating, operating as almost toxically nice cult leaders while firing people for stepping into their eyelines at the wrong time. The title's crash comes when the company files an now-infamous S-1 form to go public, confidently documenting big losses, extremely precarious financial arrangements, and the weird relationship between the Neumanns and the larger company. Don't worry, though, this one has a happy ending: WeWork lost billions but the Neumanns remain very, very rich. Stream WeCrashed on Apple TV. WeCrashed (2022) at Apple TV Learn More Learn More at Apple TV Mad Men (2007 – 2015) One of the deservedly big names in prestige TV, Mad Men feels, in many ways, like the blueprint for Industry; each creates characters with novelistic depth in wildly cynical and intense environments. The mid-century modern stylings of a New York City ad agency make for a contrast with that of a modern London finance house, but the pressure-cooker environments and excesses feel very much in line. Stream Mad Men on HBO Max. Mad Men (2007 – 2015) at HBO Max Learn More Learn More at HBO Max Boiling Point (2023) Back to the restaurant industry: BBC One's Boiling Point serves as a direct sequel to the 2021 film, though it doesn't really require you to have seen the original—all you really need to know is that the movie's main character, Andy Jones (Stephen Graham) is recovering from a stress and substance abuse-fueled heart attack, while series lead and Andy's former sous chef Carly (Vinette Robinson) has poached much of the old staff to start a new operation called Point North. The show navigates between the high-pressure environment of a restaurant start-up and the personal lives of its staff, while Andy's fall from grace smartly offers a glimpse of a possible future for the driven staff. Stream Boiling Point on Prime Video. Boiling Point (2023) at Prime Video Learn More Learn More at Prime Video Skins (2007 – 2013) I'm calling this one a prequel to Industry (it absolutely is not), in that it deals with similar themes in a (largely) high school environment. Skins makes clear that adolescence is an absolute pressure-cooker, and it feels as though any number of these intense, competitive, often hard-partying characters could graduate into Industry—and, in fact, the final season of Skins sees one-time Kaya Scodelario's Effy Stonem take a job in finance (and dabble in insider trading) as part of an arc that feels very much like Industry in miniature. The popular and controversial British series launched names like Nicholas Hoult, Daniel Kaluuya, and Dev Patel while dealing with hot-button issues like mental illness, substance abuse, and bullying. Look for Freya Mavor (Industry's Daria Greenock) in both shows. Stream Skins on Hulu. Skins (2007 – 2013) at Hulu Learn More Learn More at Hulu Halt and Catch Fire (2014 – 2017) A show that largely flew under the radar during its four seasons, this one offers up a (heavily) fictionalized portrait of the rise of personal computers in the 1980s, into the early days of broad adoption of the internet in the '90s. Lee Pace plays Joe MacMillan, the antihero lead who leaves IBM in 1983 to join the fictional Cardiff Electric. He's charismatic, manipulative, and not terribly tech-proficient, but nonetheless has dreams of building the next big tech innovation—starting by reverse-engineering the IBM PC. It's a show that comes up on any number of critical best-of lists and has a sick opening sequence. And did I mention Lee Pace? Stream Halt and Catch Fire on Prime Video. Halt and Catch Fire (2014 – 2017) at Prime Video Learn More Learn More at Prime Video View the full article

Google announced updates to Chrome that let searchers use AI Mode in a more “engaging” and “deeper” way. Chrome lets you do all of this without switching tabs and potentially losing your place. What is new. Chrome added these new features: (1) Search side-by-side: When you’re using AI Mode in Chrome desktop, clicking a link will open the webpage side-by-side with AI Mode. This makes it easier to visit relevant websites, compare details, and ask follow-up questions while maintaining the context of your search. Here is what it looks like: (2) Search across your tabs: On Chrome desktop or mobile, you can tap the new “plus” menu on the New Tab page (or the existing plus menu in AI Mode) to select recent tabs and add them to your search, allowing AI Mode to provide tailored responses and suggest more sites to explore. (3) Multi-input and easy tool access: You can also mix and match multiple tabs, images, or files like PDFs and bring that context into AI Mode. Additionally, tools like Canvas or image creation, are accessible wherever you see the new plus menu in Chrome. Why we care. These are some new Chrome specific features for users in the U.S. English language that help you unlock more AI Mode features. Again, it is specific to Chrome users right now but it does show you the direction Google is taking AI Mode. View the full article