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Did you know you can customize Google to filter out garbage? Take these steps for better search results, including adding my work at Lifehacker as a preferred source. Amazon's October Prime Day is nearly here. Between Oct. 7 and 8, you’ll find promotions on products from companies both big and small, all vying for your clicks and the contents of your bank account. Many of these offers will claim to be great deals, with the implication that not buying the item during Prime Day will mean you miss out on massive savings. But not all Prime Day deals are really all that great—just because a product is discounted on Prime Day doesn't mean it hasn't been cheaper before, and won't be cheaper later. Fortunately, there are a few strategies you can use to quickly figure out whether that “amazing deal” really is all that. How to tell a good Prime Day price from a bad oneOne of the best things you can do to tell if a Prime Day deal is legit is to employ the use of a price tracker. These sites and tools keep tabs on the prices for any given product across the many different stores and vendors where it is sold, in order to give you the best possible price, as well as show you whether that current “deal” really is that much lower than the original price or other deals that are out there. A common technique to make deals look good is to pump up the price of the product: That way, when the company slashes the price for something like Prime Day, it can claim a large discount, even if the overall price tag isn’t much lower than the original price (if it's lower at all). If something originally costs $60, a company can raise the price to $75, then cut it back down to $60, claiming it took 20% off. It’s accurate, but scummy, so watch out for it. You can use a browser extension like Keepa to watch a product's price history. But other trackers, like Capital One Shopping, can help you find prices and price histories for items across multiple stores. Their browser extensions are especially useful: If there’s another store selling the same product you’re looking at on Amazon for less, you’ll get a pop-up letting you know, with a direct link to that store’s product page. Knowing whether something is a good deal isn’t all about getting the best price, though. You might see that an item isn’t any cheaper elsewhere on the web, but there’s more than just the general price tag to consider. Amazon’s own products will have the best dealsIt’s Amazon Prime Day, after all. The company is here to sell as much inventory as it can, but it’s happiest if you’re buying Amazon products from Amazon. As such, the best tech deals are likely going to be with Amazon’s own line of gadgets. Of course, just because an Amazon product is massively on sale doesn't make it a "good deal." If you would rather buy a different brand over Amazon's, or if you just want to make sure you're getting the best version of a product, make sure to compare offerings from different companies, too. Make sure you’re not unknowingly buying an outdated piece of techI’m a big believer in old tech: I think we should be holding onto our devices for longer than many of us do. However, I don’t think companies should sell you old tech as if it were new, especially when new tech is right around the corner. Amazon is actually sometimes helpful here: If you’re looking at an outdated version of a product, Amazon lets you know, and gives you a link to the current version of that device. However, that’s only true if Amazon carries that new version of the device or if there’s a direct successor to that product. Lines are blurred these days: Last year’s device isn’t necessarily obsolete just because there’s a new version out, so Amazon doesn’t always try to sell you on the newer product. And that can be fine! Last-generation laptops, tablets, smartwatches, and phones are often great choices: Tech is advancing so rapidly that it can be frugal and practical to buy older tech that still works well. That said, Amazon telling you to buy something that won’t be able to update to the latest software later this year isn’t right. If you’re looking to buy a piece of tech on Prime Day, research is your friend. It’s more than okay to buy something that came out last year or the year before; what matters more is making sure the product will still work as it should in 2025, and if it’ll last as long as you’d reasonably expect it to. If the reason a device is such a good price is because it’s obsolete, that’s not a good deal. Not everything that's “cheap” is good On a similar note, be wary of cheap tech that simply isn’t very good. It might be affordable, but if it doesn’t work well, it’s not worth the cost. Often, this issue arises with the many brands you’ve never heard of selling items for pennies compared to other companies. Sure, you could save some money and go with these brands, but what about the long-term investment? After Amazon’s 30-day return policy is up, you’re sunk without a customer support channel, something many of these tiny companies lack themselves. On the other hand, you might have heard of the brand, but the product itself just isn’t very good. It might seem like a steal to get a giant 65-inch 4K TV for less than $300, but if the picture quality is really poor, was that really worth it? (No.) Read the reviews (not on Amazon, if you can help it)One way to make sure that TV is worth its steep price cut, or whether those cheap headphones are going to pass the listen test, is to read reviews for the products you’re considering buying. I’m not talking about Amazon reviews, either: Amazon’s ratings can be helpful, but they can also be compromised. Sometimes the reviews don’t even match the product they’re supposed to be talking about, which doesn’t bode well for the integrity of the review. And in the age of AI, you can never be too sure who's writing that customer review in the first place. When it comes to tech, the best approach is to listen to the reviewers with technical experience, who put these products through their paces before issuing an opinion. An outlet like our sister site PCMag will help you figure out pretty quickly whether that TV is really worth the hype, and they show their work so you can understand how they came to their conclusions. At the end of the day, it’s all about taking your time and doing your research—the opposite of Amazon’s “BUY IT NOW” strategy. Fight the urge to buy something on impulse, and make sure your money is going toward the best possible product for your needs. View the full article

A reader writes: I worked with an incredibly talented team of colleagues, and I feel like my own work isn’t anywhere near their level. I regularly complete far fewer projects than anyone else on the team, and I still need help on things they all seem to do independently. This isn’t the job I started in at this company. I was originally in a different role, but after a major corporate restructure two years ago I was moved into this position. I’m very sure I couldn’t have passed the hiring process for this job otherwise because I’m clearly not qualified; I just landed here because they needed somewhere to put me. Two years in, I’ve gotten better at the work than I was when I first started in the role, but … I’m still not good at it. I frequently don’t fully understand how to succeed at my assignments, and I often have to seek advice and guidance from my manager and other coworkers. I honestly don’t think I’m smart enough to be on this team. I know that probably sounds like I’m being excessively self-deprecating, but all of our metrics are public and so I can see that I complete far less work than anyone else does. I can also see that my work needs the most corrections, even though I’m usually given the easiest tasks. It’s to the point that recently a brand new hire was assigned to redo a project I thought I’d done okay with. We don’t really have formal training available, and we’re supposed to rely on asking each other questions when we need help. I do ask questions — lots of them — but it’s also humiliating to admit how much help I really need, and I can’t really ask for the amount of time it would take to give me the full amount of guidance I’d need each day. Despite all of this, my manager praises my work and notes where I’ve improved since I started. And, fortunately, the other people on my team are lovely and kind, and no one has ever been impatient with me. But I hate feeling like a dead weight and seeing constant reminders that I’m the least useful person here. All that said, there are good things about the job. It pays well and it’s fully remote, and I’ve learned a ton from being around my colleagues. So I’d like to keep trying and doing the best job I can, but it’s so hard to cope emotionally with being the weakest link on the team. Can you think of anything to make this better? You can read my answer to this letter at New York Magazine today. Head over there to read it. The post I can’t keep up at work appeared first on Ask a Manager. View the full article

Federal Reserve Vice Chair Philip Jefferson said despite the near term cloudiness to economic projections, he does expect inflation to resume its downward trajectory next year and reach the Fed's 2% inflation target in the coming years. View the full article

US Republicans and Democrats trade blame for funding impasse hours before midnight deadlineView the full article

The hurried diplomacy and backroom arm-twisting that shaped the White House planView the full article

Electricity generation in the Midwest is beginning to show a significant distinction, particularly for small business owners who may be wondering how energy sourcing will impact their operations and costs. The latest findings from the U.S. Energy Information Administration reveal that the Southwest Power Pool (SPP) and the Midcontinent Independent System Operator (MISO) continue to produce more electricity from coal than from natural gas during winter months. This trend has implications that small business owners should consider as they navigate their energy needs. While national trends indicate a shift away from coal towards natural gas—especially since coal-generated electricity fell below natural gas since January 2018 in the broader U.S. context—SPP and MISO markets are bucking this trend. The upcoming winter months are forecasted to see coal generation outpace natural gas from December 2025 through February 2026. “Coal remains competitive, especially when natural gas prices are relatively high,” notes Jonathan Church, one of the principal contributors to the report. For small businesses, these findings bring both opportunities and challenges. Understanding the dynamics of energy generation sources can help owners make informed decisions about their electricity providers and long-term contracts. Businesses reliant on seasonal heating may find themselves benefiting from stable coal prices, particularly when natural gas supply faces constraints during colder months. Factors like production freeze-offs can impact the availability of natural gas, potentially leading to fluctuations in costs for gas-fired electricity. The increased coal reliance in SPP and MISO markets could represent a cost-effective energy source for businesses during winter. Owners in these regions might want to examine their power contracts and consider whether a reliance on coal could result in more predictable and potentially lower electricity bills, especially when they anticipate doing more business during peak heating months. However, small business owners should also keep a close eye on the long-term market shift. Natural gas is poised to gain market share as older, less efficient coal-fired generators retire. The infrastructure for natural gas is often newer and more efficient, making it a more sustainable choice in the long run. “Much of the natural gas capacity in SPP and MISO is from the newer and relatively efficient combined-cycle units that have come online since 2000,” says Owen Comstock, a co-contributor. Nevertheless, as companies consider transitioning to natural gas, they should also consider the potential for increased costs if natural gas prices rise. Given the past volatility in natural gas pricing, small business owners need to incorporate flexible strategies in their financial planning. Locking in energy contracts during stable periods—or seeking out service providers that offer competitive rates year-round—could mitigate the risk of skyrocketing costs during peak demand periods. Additionally, it’s essential to be aware that the location-specific dynamics of energy generation are becoming more pronounced. While regions like California and New England have shifted almost entirely away from coal since at least 2010, SPP and MISO are clearly operating under different market conditions. This may necessitate a tailored approach for small businesses looking to harness energy solutions that best fit their operational needs. As the landscape of energy generation becomes increasingly fragmented, the onus falls on small business owners to stay informed and adaptable. By actively monitoring trends in their specific electricity markets, business leaders can seize opportunities brought by coal’s temporary uptick while also preparing for the inevitable shift towards more modern and efficient energy sources. For those interested in digging deeper into this data and its implications, the original report can be found here. This article, "Coal Still Dominates Winter Power Generation in Midwest Markets" was first published on Small Business Trends View the full article

Electricity generation in the Midwest is beginning to show a significant distinction, particularly for small business owners who may be wondering how energy sourcing will impact their operations and costs. The latest findings from the U.S. Energy Information Administration reveal that the Southwest Power Pool (SPP) and the Midcontinent Independent System Operator (MISO) continue to produce more electricity from coal than from natural gas during winter months. This trend has implications that small business owners should consider as they navigate their energy needs. While national trends indicate a shift away from coal towards natural gas—especially since coal-generated electricity fell below natural gas since January 2018 in the broader U.S. context—SPP and MISO markets are bucking this trend. The upcoming winter months are forecasted to see coal generation outpace natural gas from December 2025 through February 2026. “Coal remains competitive, especially when natural gas prices are relatively high,” notes Jonathan Church, one of the principal contributors to the report. For small businesses, these findings bring both opportunities and challenges. Understanding the dynamics of energy generation sources can help owners make informed decisions about their electricity providers and long-term contracts. Businesses reliant on seasonal heating may find themselves benefiting from stable coal prices, particularly when natural gas supply faces constraints during colder months. Factors like production freeze-offs can impact the availability of natural gas, potentially leading to fluctuations in costs for gas-fired electricity. The increased coal reliance in SPP and MISO markets could represent a cost-effective energy source for businesses during winter. Owners in these regions might want to examine their power contracts and consider whether a reliance on coal could result in more predictable and potentially lower electricity bills, especially when they anticipate doing more business during peak heating months. However, small business owners should also keep a close eye on the long-term market shift. Natural gas is poised to gain market share as older, less efficient coal-fired generators retire. The infrastructure for natural gas is often newer and more efficient, making it a more sustainable choice in the long run. “Much of the natural gas capacity in SPP and MISO is from the newer and relatively efficient combined-cycle units that have come online since 2000,” says Owen Comstock, a co-contributor. Nevertheless, as companies consider transitioning to natural gas, they should also consider the potential for increased costs if natural gas prices rise. Given the past volatility in natural gas pricing, small business owners need to incorporate flexible strategies in their financial planning. Locking in energy contracts during stable periods—or seeking out service providers that offer competitive rates year-round—could mitigate the risk of skyrocketing costs during peak demand periods. Additionally, it’s essential to be aware that the location-specific dynamics of energy generation are becoming more pronounced. While regions like California and New England have shifted almost entirely away from coal since at least 2010, SPP and MISO are clearly operating under different market conditions. This may necessitate a tailored approach for small businesses looking to harness energy solutions that best fit their operational needs. As the landscape of energy generation becomes increasingly fragmented, the onus falls on small business owners to stay informed and adaptable. By actively monitoring trends in their specific electricity markets, business leaders can seize opportunities brought by coal’s temporary uptick while also preparing for the inevitable shift towards more modern and efficient energy sources. For those interested in digging deeper into this data and its implications, the original report can be found here. This article, "Coal Still Dominates Winter Power Generation in Midwest Markets" was first published on Small Business Trends View the full article

BONUS: A sample letter to send. By Marc Rosenberg CPA Firm Mergers: Your Complete Guide Go PRO for members-only access to more Marc Rosenberg. View the full article

BONUS: A sample letter to send. By Marc Rosenberg CPA Firm Mergers: Your Complete Guide Go PRO for members-only access to more Marc Rosenberg. View the full article

Google is enhancing Meridian, its open-source Marketing Mix Model (MMM), to help marketers make smarter, more precise budget decisions. Why we care. Understanding ROI across channels is increasingly critical. These new Meridian updates allow for a more precise understanding of what drives sales, factoring in both media spend and non-media variables like pricing and promotions. The big picture. Here’s what’s new: Non-media variables: Marketers can now include pricing, promotions, and other business levers to measure their impact on sales more accurately. Channel-level contribution priors: New features let you guide the MMM with your own business knowledge, improving the relevance of insights. Longer-term effects: Enhanced binomial adstock decay functions track how upper-funnel media influences purchases weeks later. Optimized spending: Marginal ROI (mROI) priors help pinpoint where the next dollar delivers the highest return, using past campaign performance. Support and community. Meridian now has 30 certified global partners and an active Discord community, offering guidance to deploy the tool effectively and translate insights into business growth. The bottom line: These updates aim to transform Meridian from a measurement tool to a strategic partner for budget allocation. This means Meridian can help marketers optimize spend across immediate conversions and longer-term brand impact. View the full article

Did you know you can customize Google to filter out garbage? Take these steps for better search results, including adding my work at Lifehacker as a preferred source. You once needed a decent computer and expensive software in order to seriously edit video. No longer. These days, you can download a free app on any smartphone, and instantly have the tools necessary to put together a legitimate video, especially for social media platforms like TikTok, Instagram, and YouTube. It would have been difficult to imagine something like Adobe Premiere working properly on a smartphone in the heyday of desktop video editing, but these days, it's a reality. Perhaps that's why Adobe is changing with the times. Following its Photoshop mobile app rollout earlier this year, Adobe released an official version of Premiere for iPhone on Tuesday. The company had announced the news at the beginning of the month, and confirmed an Android version is in the works. Premiere for iPhone According to Adobe, if you're familiar with Premiere, you'll be familiar with its mobile adaptation. There's the same multi-track timeline, with "vibrant colors and dynamic audio waveforms," that supports frame-by-frame trimming, layering, and tuning. There are automatic captions, subtitles, layers for video, audio, text, and 4K HDR support. Unlike the current desktop version of Premiere, which requires a subscription, the mobile version of Premiere is free to download and use. Adobe says that only users who need extra storage or want to use the app's AI features need to pay—though it doesn't appear that Adobe has released pricing information yet. To that point, Adobe is pushing some of its AI features here, including Generative Sound Effects, which combines your voice with text prompts to produce a stylized voice over. There's also Enhance Speech, which uses AI in an attempt to improve the quality of your voice recordings. You can also use Adobe Firefly, the company's AI content generator, to generate video, image, and audio assets. Adobe says Firefly content is safe for commercial use, so you should have no issue including generations in your content. In addition, you can tap into any of the assets in the Adobe Stock library, which includes music, sound effects, photos, graphics, and videos. While it seems like the major editing tools you'd expect from the full Premiere app are here, there's no doubt this experience was designed for mobile—and the platforms that mobile video editors tend to produce for. Adobe says you can export your projects instantly to platforms like TikTok, YouTube Shorts, or Instagram—as well as Premiere Pro, if you have it—in case you'd like to finish the video in these apps. If you complete the video in Premiere, you can publish the finished product directly to TikTok, YouTube Shorts, and Instagram. Videos can also automatically resize depending on the platform you're sending it to. Will Premiere on mobile be worth it?There are a lot of video editing apps out there specifically designed for mobile use. That's not to say Premiere won't be a good editing option: Adobe's editor is popular for a reason, and if they've properly designed it to work on an iPhone or Android, it could be a serious threat to existing options like CapCut and LumaFusion. In fact, the company has already dipped its toe into mobile editors before, with Adobe Premiere Rush. That app is much more basic than the version of Premiere Adobe is announcing today. Many users will likely enjoy trying out the app free of charge, and I know most (if not all) will have no problem shirking Adobe's expensive subscriptions. However, as the saying goes, if a product is free, you are the product. According to Premiere's App Privacy report in the App Store, there's a lot of data Adobe collects from you when using this app, including: Purchases Contact Info User Content Identifiers Usage Data Location (not linked to you) Diagnostics (not linked to you) This is actually an improvement from the initial announcement. Back then, Search History and "Other Data" were part of the data collection list, as they are with Adobe Premiere Rush. More concerningly, these data points, along with Location data, were linked to your identity. If Adobe had kept the privacy policies the same, the company would know where you were when editing your videos. At some point in the past month, that changed. But there's no denying there are some privacy trade-offs here. Sure, it's great to have a full-fledged video editor on your iPhone, but will it be worth the privacy invasion? It's not the only one of Adobe's apps to collect this much data, nor does Adobe have the best track record when it comes to user privacy, but still, it's worth a consideration before you use it. LumaFusion, for example, does not collect any data that is linked to your identity. The data it does collect—identifiers, diagnostics, and usage data—is anonymized, so it can't be traced back to you, though the app does cost $30. While Premiere is not alone in its data collection policies, understand that any purchases, contacts, content, or data generated by your usage can be collected by Adobe and tied to you. If Premiere for mobile is as capable an editor as Premiere Pro, I imagine this could make for a great experience, especially for those already in the Adobe ecosystem. For others, there may be some compromises to weigh. View the full article

Prime minister calls Nigel Farage a ‘snake oil salesman’ in speech aimed at party’s working-class baseView the full article

You only get one chance at that first impression. By Martin Bissett Business Development on a Budget Go PRO for members-only access to more Martin Bissett. View the full article

You only get one chance at that first impression. By Martin Bissett Business Development on a Budget Go PRO for members-only access to more Martin Bissett. View the full article

Adventure travel used to mean strapping on a backpack and vigorously sweating your way up a steep mountain with a can of bear spray swinging from your belt—a niche pursuit for the hardcore. But the page has turned: The once extreme is now mainstream. Marriott Bonvoy, the rewards program from hotel giant Marriott International, is riding this momentum with the launch of Marriott Bonvoy Outdoors, a hub showcasing more than 450 outdoor-focused hotels and 50,000 homes and villas, along with curated tours and activities. The launch, announced Tuesday, includes a real-world treasure hunt across 20 outdoor destinations in North America led by Dylan Efron, actor Zac Efron’s brother and self-proclaimed outdoorsman. ‘Adventure-first’ travel is on the rise It’s no surprise Marriott is doubling down now. The “adventure-first” traveler base has climbed from 30% to 40%, and two-thirds of international travelers now fall under the “Open to Adventure” banner, as reported by the Adventure Travel Trade Association (ATTA). The market has soared to become a $1.16 trillion global movement. And it’s not just about cliff faces and kayaks anymore. Seventy percent of travelers say they now prioritize cultural exchange and physical activity in their trips, ATTA says. The pandemic swiftly propelled this shift. While business plummeted, Airbnb dropped 40% and Expedia 58%, nature-based travel was in full bloom, the Boston Globe reported at the time. Pitchup.com, which books lodges, cabins, and campsites, reported advance reservations for 2021 were six times higher than the year before, the Globe reported. Getaway, which rents tiny cabins in the woods, saw bookings spike 148%. Travelers voted with their wallets for fewer crowds and more campfires. And as we all know, demand sparks supply. Destinations that once offered a handful of local activities now tempt travelers with dozens, if not hundreds, of ways to hike, paddle, surf, or stargaze. And Marriott is hardly alone. Its fellow hotel giants are racing into the woods as well. Last July, Hyatt Hotels teamed up with glamping brand Under Canvas, pulling its safari-style tents into the loyalty fold. And earlier last year, Hilton Hotels linked with AutoCamp, making Airstream suites and luxury tents bookable through its platform. All of this comes as the broader travel business is facing potential headwinds from a rapidly shifting political climate. The U.S. economy is projected to lose $12.5 billion in international traveler spending this year, according to the London-based World Travel & Tourism Council. In April, Oxford Economics had warned that intensifying “America first” policies from the The President administration were breeding a negative sentiment toward the U.S. among potential international travelers. Julia Simpson, president and CEO of the council, spoke bluntly in a statement. “This is a wake-up call for the U.S. government,” she said. “The world’s biggest travel economy is heading in the wrong direction, not because of a lack of demand, but because of a failure to act. While other nations are rolling out the welcome mat, the U.S. government is putting up the ‘closed’ sign.” View the full article

Today’s workforce often spans four—sometimes five—generations. Gen Z, millennials, and baby boomers bring distinct experiences and expectations that enrich organizations yet complicate workplace design. The core challenge is building physical and cultural environments that serve these different—and sometimes conflicting—needs. The stakes are high. Gallup’s 2024 State of the Global Workplace shows global engagement falling to 21%, the second decline in 12 years. Engagement drops fastest when generational needs go unmet. Nearly 60% of employers say their workforce spans four or five generations, and in a recent AARP study, 83% said “creating a more multigenerational workforce would drive their success and growth.” Addressing this divide demands more than new policies. It requires intentional design, empathetic leadership, and norms that respect every age group. Flexibility is a universal demand—but for different reasons If one expectation transcends generational lines today, it’s the desire for flexibility. But the why behind that desire differs. Boomers and Gen X often see flexibility as a tool for managing work-life balance or caregiving responsibilities. Millennials view it as a non-negotiable element of trust and autonomy, while Gen Z perceives it as a reflection of an employer’s adaptability and tech-savviness. Offering hybrid or remote options alone isn’t enough for workplace designers and change managers. Organizations must clearly define flexibility across roles and levels and be prepared to support it through policies, digital infrastructure, and space planning. PDR collaborated with one client to develop a “living lab” that tested various workplace design solutions to enhance collaboration, flexibility, and employee wellness. This pilot provided valuable data and feedback that informed the design of that firm’s future workplaces. Design implication: Create dynamic office environments with zones that accommodate focused work, collaboration, and social interaction, allowing people to work where they’re most productive. Technology adoption isn’t about age—it’s about mindset Gen Z quickly embraces chat-based apps but abandons clunky software, while Gen X and boomers master enterprise systems, once trained. Blanket assumptions of digital fluency miss these key facts: 75% of knowledge workers already use generative AI at work, 46% adopted it in the past six months, and even boomers (73%) bring their own AI tools—almost as many as Gen Z (85%). Relying on outdated platforms frustrates younger staff who expect real-time collaboration, yet rolling out new tools without support sidelines those who learn differently. True adoption comes from aligning technology with workflows and giving every generation training—and a voice—in the process. Leadership implication: Invest in tech that meets a real need, then train, support, and listen to feedback from all generational perspectives to drive adoption and equity. Career growth means different things The way each generation defines career success has changed over time. For baby boomers, upward mobility and long-term job security were often measured as success. Gen X shifted the focus toward autonomy and work-life balance, shaped by layoffs, economic uncertainty, and institutional skepticism. Millennials redefined success around purpose, growth, and social impact—values that Gen Z amplifies, viewing each career move as part of a broader personal brand strategy. Traditional annual reviews and fixed career ladders no longer fit a multigenerational workforce. Provide clear growth paths, mentorship, and real-time feedback that align with diverse definitions of success. According to PWC, “more than half of workers feel there’s too much change at work happening at once, and 44% don’t understand why things need to change at all.” HR implications: Offer multiple development tracks—not everyone aspires to management. Emphasize mentorship, skills development, and lateral mobility. Values matter—and not just for Gen Z Much has been said about Gen Z’s insistence on social responsibility, sustainability, and inclusion. However, research increasingly shows that employees of all ages are asking their employers to take principled stands. What differs is how those values are communicated and operationalized. Boomers may appreciate top-down statements of ethics. Millennials and Gen Z want visible, measurable action through diverse leadership, mental health support, or environmental policies. The credibility gap between rhetoric and reality is especially noticeable to younger staff, who grew up in an era of brand transparency and accountability. Cultural implication: Values must be lived, not just listed. Leaders must model behaviors and allow employee-led initiatives. Toward a multigenerational mindset Gen X was raised to “push through” so many still see mental health support as optional, even though 76% of C-suite leaders say the pandemic harmed their well-being. Companies need to reframe self-care as a productivity strategy: When Gen Z employees request a mental health day, it signals resilience, not fragility. That matters because nearly half of Gen Z reports feeling stressed most of the time, and only 57% of workers worldwide rate their holistic health as good. Workplace expectations also diverge by age. Younger employees value remote work yet still want mentorship, networking, and a sense of belonging. Many boomers and Gen Xers appreciate the structure of an office but reject a strict 9-to-5 schedule. Reflecting this tension, CBRE’s 2023 survey shows 65% of occupiers require some office attendance, while 30% leave it entirely up to employees. The question is no longer “Should we return to the office?” but “What purpose should the office serve now?” Space must earn its keep by fostering collaboration, connection, and creativity. When a Houston-based Fortune 500 energy company faced a renovation-versus-relocation decision, it engaged PDR to create a modular, home-like headquarters. The adaptable design cut costs and heightened both teamwork and employee satisfaction. Design strategy implications: Involve employees across generations in co-creating the space. The more they see their needs reflected in the outcome, the more likely they will embrace it. PDR sees the future of work shaped by design, not policy. Through design, strategy, and change management, we help organizations transcend compliance to create spaces that spark conversation, preserve knowledge, and elevate diverse voices. Resilient workplaces mirror their people’s adaptability. Lauri Goodman Lampson is principal emeritus at PDR. View the full article

The resurgence of high-profile IPOs in 2025 shows no sign of abating—especially in the fintech space. This week, Wealthfront Corporation announced its intention to go public. Here’s what you need to know: What is Wealthfront? Wealthfront Corporation was founded 17 years ago, in 2008. It is headquartered in Palo Alto, California, and is led by CEO David Fortunato. The company is one of a number of fintech firms that operate in the robo-advisor space. It offers a financial platform and dedicated smartphone app that allow users to invest in various assets, including stocks and bonds. The company also offers cash accounts and automated index investing. Wealthfront specifically targets digital natives, which it defines as those born after 1980. These are consumers “who use digital platforms for the vast majority of their everyday services ranging from entertainment and commerce to food delivery and ride sharing,” the company stated in its Form S-1 registration statement filed with the U.S. Securities and Exchange Commission (SEC). The demographic includes millennials, Gen Z, and later, and Wealthfront describes them as typically having “large liquid savings with long time horizons ahead,” and being “undeterred by corrections and bear markets.” The company’s registration statement also noted that these individuals “lost trust in traditional financial institutions which they blamed for high unemployment and an economic downturn.” A study by Oxford Economics, commissioned by Wealthfront, found that the total wealth of digital natives is expected to grow from $12 trillion in 2022 to $140 trillion in 2045. Wealthfront by the numbers According to Wealthfront’s SEC filing, the company’s key metrics include (as of the company’s Q2 2026): Platform assets of $88 billion Year-over-year (YOY) platform asset growth of 24% Revenue of $339 million over the last 12 months (LTM) LTM YOY revenue growth of 26% LTM net income of $123 million Around 1.3 million “funded” users When is Wealthfront’s IPO? At this time, the exact date of Wealthfront’s public offering is unknown. On September 29, the company issued a statement announcing its intention to go public, but it has not specified a date. What’s interesting about its IPO filing is that Wealthfront actually filed for an IPO with the SEC in June, but the filing was confidential until now. As for when the company might actually debut on public markets, CNBC notes that most companies typically have their IPO within weeks of the S-1 filing being made public. If Wealthfront adheres to the typical schedule, the company’s shares could debut sometime in October. What is Wealthfront’s stock ticker? Wealthfront’s shares will trade under the stock ticker “WLTH.” What market will Wealthfront’s shares trade on? Wealthfront shares will trade on the Nasdaq Global Select Market. What is the IPO share price of WLTH? In this week’s announcement, Wealthfront declined to specify an IPO share price or expected price range. The company stated that the “number of shares to be offered and the price range for the proposed offering have not yet been determined.” It’s likely Wealthfront and its book-running managers, which include Goldman Sachs and J.P. Morgan, are waiting to price WLTH shares until they can better gauge investor interest via its “roadshow”—which is when a company markets it shares to potential investors. How many WLTH shares are available in its IPO? As with its share price, Wealthfront has also declined to say just how many shares of WLTH will be available in its IPO. The company said the number of shares on offer is yet to be determined. How much will Wealthfront raise in its IPO? Until Wealthfront announces the number of shares on offer and the price of those shares, it is impossible to say how much Wealthfront will raise in its IPO. It’s also worth noting that Wealthfront has cautioned that, despite announcing its IPO, there’s always the chance that the public offering may not come to pass. “The offering is subject to market conditions, and there can be no assurance as to whether or when the offering may be completed, or as to the actual size or other terms of the offering,” the company stated. How much is Wealthfront worth? It’s currently unknown what Wealthfront’s current valuation is. However, as noted by CNBC, in 2022, Swiss banking giant UBS announced its intent to purchase Wealthfront for $1.4 billion in cash. The bank later abandoned that deal. High-profile fintechs IPOs are a thing in 2025 If Wealthfront does indeed go through with its proposed public offering, the company will be far from the only fintech firm to make its public debut this year. Numerous other high-profile fintech companies have already gone public in 2025, including Klarna, Chime, Circle, eToro, and Bullish. As Reuters notes, several years ago, fintech firms began falling out of favor with investors due to the challenges associated with rising interest rates, leading ot a dearth of related IPOs. However, in 2025, the fintech industry has gained increasing favor with investors, resulting in numerous IPOs this year. View the full article

Journalists who cover the Pentagon and the The President administration are in a standoff about new rules that limit the access of the media to most areas within the Pentagon and appear to condition overall entry to the building on an agreement to restrictions in reporting. Defense Secretary Pete Hegseth’s team characterizes the changes as an effort to protect national security and the safety of those who work at the Pentagon, while many in the press see it as an effort to exert control and avoid embarrassing stories. Journalists who want to hold on to badges that permit access to the Pentagon were told on Sept. 19 they must sign a letter acknowledging the new rules by this Tuesday or the badge “will be revoked.” The new policy says that Defense Department information “must be approved for public release by an appropriate authorizing official before it is released, even if unclassified.” Classified material faces even tighter restrictions. That level of control immediately alarmed journalists and their advocates. “Asking independent journalists to submit to these kinds of restrictions is at stark odds with the constitutional protections of a free press in a democracy, and a continued attempt to throttle the public’s right to understand what their government is doing,” said Charles Stadtlander, spokesman for The New York Times. Dispute over what the new rules actually mean In a subsequent letter to the Reporters Committee for Freedom of the Press, Hegseth aide Sean Parnell suggested that journalists misunderstood some of the new rules. He said, for example, that the restriction against releasing unclassified information is the policy that Pentagon officials must follow — not something the journalists must abide by. “It should come as no surprise that the mainstream media is once again misrepresenting the Pentagon’s press procedures,” Parnell said in a post on X. “Let’s be absolutely clear: Journalists are not required to clear their stories with us. That claim is a lie.” However, the new policy says that journalists who encourage Pentagon officials to break the rules — in other words, ask sources for information — could be subject to losing their building access. While it appeared that Parnell sought to soften some of the hard edges of his policy in response to questions raised by the reporters’ committee, there’s still enough confusion to merit a meeting to clear things up, said Grayson Clary, a lawyer for RCFP. There’s some wariness among news organizations about what they would be agreeing to if they sign the letter, and it’s not clear how many people — if any — have done so. The new rules continue a tense relationship between the press and the Hegseth team, which had already evicted some news outlets from their regular workspaces in favor of friendlier outlets and limited the ability of reporters to roam around the Pentagon. Hegseth and Parnell seldom hold press briefings. Parnell did not respond to a request for comment by The Associated Press. To one editor, it’s all about control “It’s control, just 100% control,” said Jeffrey Goldberg, editor-in-chief of The Atlantic magazine. Goldberg, who is not stationed at the Pentagon, wrote the most embarrassing story of Hegseth’s tenure so far when he was inadvertently included in a Signal group chat where Hegseth and other national officials discussed an imminent attack on Houthis in Yemen. The brouhaha became widely known as “Signalgate.” Pentagon leadership was also reportedly unhappy over a story that said Elon Musk was to get a briefing on military strategy for China, leading President Donald The President to stop it, and other stories about initial assessments of damage in the military strike against Iran. No American reporter accredited to the Pentagon that he knows is interested in subverting national security or putting anyone in the military in harm’s way, Goldberg said. In his own case, Goldberg did not report on what he learned until after the attack was over. He said he contacted officials in the group chat to ask if there was anything he learned that was harmful to the country in any way. He did not include in his story the name of a CIA official mentioned in the messages who was technically still undercover, he said. “The only people in Signalgate who were putting American troops in harm’s way were the national leadership of the United States by discussing on a commercial messaging app the launch times of strikes on a hostile country,” he said. Access to officials in the Pentagon has been invaluable in helping reporters understand what is going on, said Dana Priest, a longtime national security reporter at The Washington Post who is now a journalism professor at the University of Maryland. With the exception of a few areas, reporters are not permitted under the new rules to walk through the Pentagon without an official escort. Priest said the corridors of the Pentagon were like areas around Congress where reporters buttonhole politicians. Priest recalled staking out military officials waiting for them to come out of a bathroom. “They know the goal of the media is to get around the official gobbledygook and get out the truth,” Priest said. “They may not help you. But some of them want to help Americans know what is going on.” Experienced national security reporters know there are many ways to get information, including through other channels of government and people in the private sector. “The Pentagon is always very well versed in the advantages of controlling the story, so they always try to do that,” she said. “The reporters know that. They’ve known that for decades.” Is there any room for common ground between the Pentagon and reporters? Reporters who don’t follow the new rules won’t necessarily be expelled immediately, Parnell told the reporter’s committee. But access will be determined by Hegseth’s team. While reporters already stationed in the Pentagon were given until Sept. 30 to sign, they were allowed to request an additional five days for legal review. Although the Times, Washington Post and Atlantic all put out statements against the Pentagon’s plan, none of the publications would say what they have recommended that their reporters do — perhaps an indication that they consider negotiations potentially fruitful. President Donald The President hasn’t hesitated to fight the media when he thinks he’s been wronged, launching lawsuits against CBS News, ABC News, The Wall Street Journal and the Times. Yet he’s also frequently accessible to the press, more so than many of his predecessors, and there has been some uncertainty in the White House about the Pentagon’s policy. When a reporter asked, “should the Pentagon be in charge of deciding what reporters can report on?” the president replied, “No, I don’t think so. Listen, nothing stops reporters. You know that.” Goldberg noted that it’s more than just an issue for reporters. “The American people have a right to know what the world’s most powerful military does in their name and with their money,” he said. “That seems fairly obvious to me.” David Bauder writes about the intersection of media and entertainment for the AP. Follow him at http://x.com/dbauder and https://bsky.app/profile/dbauder.bsky.social —David Bauder, AP Media Writer View the full article

So-called The PresidentRx will allow people to buy prescriptions at discounted price negotiated by governmentView the full article

The Consumer Financial Protection Bureau's union is appealing an appellate panel's ruling that allows acting CFPB Director Russell Vought to fire 90% of the bureau's staff. View the full article

Amazon’s new Echo Dot Max is a $99 ball. Its Echo Studio is a $199 ball. Its Echo Show is a tablet (starting at $179), attached to a ball. For its grand refresh of its Alexa-powered line of speakers and tablets, Amazon spent three years rethinking the foundations of its audio engineering to conquer the home theater market in the most spherical manner possible. “Legitimately—they sound really good,” says our senior editor Liz Stinson, after a listening test. But from my own discussions with the design team, it’s clear that what Amazon has created are not just new voice assistants, or even mix-and-matachable speakers capable of creating a 3D soundscape for movies and music in your home. What these new Echo products are supposed to do is enable a more intuitive (and intimate, and surveillant) AI for home tomorrow—one that doesn’t just hear what you say, but senses what you do. The industrial design behind Amazon Echo This is not the first time that Amazon has snuck Alexa into a little speaker ball. Its existing Echo Dot is already exactly that. But the Dot’s sound quality is middling at best. If you wanted something that sounded better from Amazon, you had to buy a larger Echo Studio: a big cylinder. When Amazon talked to its own customers, people often said it was just too large for them to buy. And that’s because our entire culture has been wooed by tiny Bluetooth speakers with good enough audio quality. “If I can get acceptable sound out of a small device, that’s what I expect now,” says Phil Hilmes, Director, Audio Technology at Amazon Lab126. Amazon’s goal was to make a more competitive wave of smaller Echos that still sounded superb—even if that meant they cost more. So they doubled down on space efficient spherical designs across the new Echo line. To a casual observer, nothing looks all that new. But once you actually remove the original Dot’s candy shell, it’s clear just how differently the new Echos are built compared to the old ones. The old Dot was basically a single driver (a sound emitter), wrapped in a block of plastic housing that kept it positioned inside the ball. The new Echo speakers get rid of this housing entirely. A single driver has been replaced with multiple that specialize in different frequency ranges. These drivers connect directly to the outer shell, which doubles as an exoskeleton. This design leaves lots of empty space inside the sphere for tweeters and subwoofers to float, blowing air out of the speaker to make sound. “At the end of the day, when we want to get more sound, it’s all about how much air can we push out of this thing?” says Hilmes. The Echo Dot Max has two drivers—one tweeter for the highs, and a larger woofer for mids and lows. They aim right at you for maximum clarity. Amazon telegraphs what “right at you” looks like by placing a new, flat control panel on the front of each speaker. Amazon says the Dot Max is one of the smallest two-way speakers ever created. The larger Echo Studio—promising Dolby Atmos sound—has three drivers that handle highs and mids. It also features a 4-inch subwoofer for the bass. Subwoofers are large by nature; they push more air and have bigger diaphragms to make those low sounds. When Richard Little, senior manager of audio technology at Amazon, holds up the Studio’s subwoofer—a cone the size of a coffee mug complete with saucer—I cannot imagine how it fits inside. In fact, it barely fits. It fires straight down into the base, and the entire bottom of the Studio has been perforated to allow air out. Meanwhile, those three other drivers can only squeeze in by being integrated right into the subwoofer’s own structure. It’s basically a wad of sound structures. Clever geometry and some small plastic caps are all that keep this pile of drivers sounding clear rather than buzzy and cacophonous. Amazon is wrapping the Echos in a new, 3D-knit fabric that offers a more luxe texture but doesn’t dampen sound. I actually think that’s a missed opportunity. The black cannonball design is still jarring, even when wrapped in domestic-friendly textiles. So why not lean into the unique shape? The internal components are so interesting that Amazon could have created a clear speaker celebrating high-end audio with throwback vibes like Nothing has been capitalizing upon. “We want to work our way [there],” says Pete Kyriacou, VP of product at Amazon, who admits Amazon has considered the more head-on audiophile approach. “And we want to earn that credibility through people listening to our devices.” Everything else the Echos can do The new Dot Max and Studio configure themselves automatically to project sound inside any room, and the more you add, the more the speakers can position 3D audio in space. This is particularly exciting for the team as it’s planning that the Echo can be part of a come-as-you are home theater setup. One in front of your TV acts something like a soundbar. Another stuck on a shelf to the side widens the soundscape—with each speaker compensating the right frequencies to sound balanced. Stick one behind your couch, and audio flies in from behind your head for full surround sound with three speakers. The system supports up to five, and the better 3D audio positioning is only available with the Studio, as the Dot Max doesn’t have Dolby Atmos support. Optimization is automatic and constant. In fact, one of the most important parts of the audio is an AI that analyzes frequencies every moment, and tunes the power draw up and down across each individual driver dynamically to milk the most possible sound at any given moment. (The team tells me that this AI system doubles bass output through software optimization alone.) But of course, while Amazon is focusing on audio quality, its vision for Alexa+ goes much deeper. The speakers will glow with a blue ring when you activate them, and as the conversation goes on, it dulls to something more akin to a smile than a circle—a nod to the Amazon logo that glows less brightly in your face. “We’re finding what’s the right way to keep that light ring on without being intrusive,” says Kyriacou, noting that the smile gives “this human aspect of what you’re talking to.” Beyond music Inside all of the new Echo devices live various sensors, including Wi-Fi for mapping devices in space, ultrasonic proximity detection that knows where you are, vibration-reading accelerometers that feel the tremors of your touch (or perhaps footfalls?), microphones for your voice, and cameras inside the two Echo Show tabletop tablets that can see who you are. For the first time, Amazon is assembling all of these sensors into an AI platform it calls Omnisense. AI is incredibly powerful at discovering insights hiding in sensor data. And with Omnisense, Amazon will likely be able to detect subtleties in our habits that we can’t even imagine. But in the immediate, Kyriacou says it will allow Amazon to “start getting more proactive with Alexa.” That means these devices will know who is in the room, learn their routines (are they cooking or winding down with a book), and offer the right response (turn up the music? dim the lights?) for these moments. The Echo Show will see you coming, and change its own UI—perhaps from family photos to smart home notifications—as you move closer. This sort of specific, contextually aware understanding has been a holy grail of the quite flawed promise of the smart home, and Amazon is redoubling its efforts to own the space through its latest wave of meticulously developed Echos. No doubt, Amazon’s storefront and services will move ever closer to our daily routines through speakers that are capable of harvesting new troves of largely invisible data. And while it’s a crafty enough plan, I can’t help but wonder if there’s one significant flaw. To use the Echo Dot Max or Studio to watch movies, in particular, you need to be using a Fire TV. Amazon has a grand vision for taking over the smart home through your home theater, but it’s limiting its reach to the most ardent Amazon loyalists. Sure, Amazon has shipped more than 200 million Fire TV devices to date. But that’s a drop in the bucket compared to the billions of TVs in use worldwide. View the full article

Defence secretary tells top brass that they should resign if they disagree with his policies View the full article

The history of search offers clues about where we’re headed in the AI era – but there’s more to learn and more to do to move forward with practical steps. AI changes the way people search. Instead of short queries that once required digging through blended results, users can now ask complex questions and get direct answers. Much of the work to optimize for AI, though, overlaps with what SEO professionals have been doing for years. Our community is already adapting and well-positioned to take on this shift. This article outlines practical steps to navigate the evolving landscape. SEO, AEO, GEO: Defining the new terms Before diving in, it’s worth addressing the terminology. It’s still new, and no single label has fully crystallized for this AI layer on top of SEO. Two terms have gained traction: AEO (answer engine optimization), which focuses on optimizing content so it’s chosen as the answer in AI-driven results like Google’s AI Overviews. GEO (generative engine optimization), which describes a broader approach across generative AI platforms. Neither feels perfect. AEO is a bit clunky, and GEO risks confusion with geography and local search. Still, these are the terms currently in use. For simplicity, I’ll use GEO in this article. Dig deeper: The origins of SEO and what they mean for GEO and AIO How GEO extends SEO While tools like ChatGPT are undoubtedly cool – and early adopters, myself included, are spending a lot of time tinkering – the broader story is different. For most people, AI will matter less as a standalone tool and more through its integration into phones, web browsers, and search engines. GEO is a new layer that sits above SEO. Often, tools like ChatGPT will search and compile information. These tools provide a layer of abstraction and do much of the grunt work. They still scan the digital world and then collate that information to simplify things for the user, while search engines like Google continue to provide the best overall digital map of the world. If traditional SEO was about matching keywords, AEO is about being the best answer – and the easiest to integrate into an AI response. GEO: Strategic foundations There’s no firm consensus on GEO tactics, but most of what’s recommended is simply good SEO. That said, tactics that lost ground in the zero-click landscape may regain utility in AI Mode, where the AI does the deep dive and collates information for users. Here are some basic strategic foundations to put in place to set yourself up for visibility in AI tools. 1. Focus on your customers I’ve long championed bringing traditional marketing thinking into SEO, and GEO is the natural evolution of that approach. Know your audience. Create personas, gather feedback, and define their goals, pain points, and the jobs they rely on your product or service to support. Customer insight is key to building a customer-first strategy that helps you stand out in the age of AI. 2. Real expertise wins The web is full of derivative content that does little to stand out. This creates a problem for AI. Model collapse happens when AI keeps training on AI-generated content without new signals, leading to increasingly stale and inaccurate results. The solution is what humans are still best at – fresh insights from: Interviews. Original research. Proprietary data These provide AI with something new – and worth citing. That’s an opportunity. Have a voice, and bring something original to the table. Frameworks like the Value Proposition Framework and SCAMPER can also support your SEO content marketing process here. 3. Branding is key Homepage traffic is up as a result of mentions in AI tools. Recent studies show engagement from AI-driven traffic may even surpass organic, long the gold standard for user engagement. Make sure your branding is strong. Create unique names for your products and services so they’re easy to reference in AI tools and simple for users to search. Get the newsletter search marketers rely on. See terms. 4. Your website is important Your website remains critical in the age of AI. Anything you publish will likely drive brand searches and send people to your site. Structure it so visitors landing on your homepage can quickly explore and find more detail. Dive into your customers’ wants, needs, and pain points – and answer the questions that matter most to them. The ALCHEMY website planning framework can help guide this work. 5. Conversational content works Think beyond static blog posts. Consider: FAQs that are detailed and rooted in customer insight. Step-by-step explainers. Long-form guides that anticipate follow-up questions. Structure your content to cover all your customers’ questions and concerns. Remember, many will turn to AI to learn more about you. 6. Beyond Google Gen Z already uses TikTok and Instagram as search engines. YouTube remains the second-biggest search platform globally. AI-powered tools are simply the next step in the ongoing fragmentation of upper-funnel discovery. Your approach should be to diversify your content so it surfaces wherever people look: Your own website. Third-party sites and industry publications. Social platforms like TikTok and Instagram. Search engines such as Google and Perplexity. Video and professional platforms like YouTube and LinkedIn. Think of modern AI SEO as search everywhere optimization. Dig deeper: What’s next for SEO in the generative AI era What to do next: Practical steps for marketers AI is helping people research and make purchase decisions. Your role is to be part of the discussion. Modern SEOs are in good shape – much of what AI requires builds on the strategic SEO work we already do. Add in some PR, social media, and content creation (which often sit under the SEO umbrella), and you’re well on your way to a functional GEO strategy. Getting started is crucial. To stay ahead: Create content worth quoting: Write the piece an AI (or a human journalist) would want to reference. That means clear answers, evidence, original insights, and a point of view – not filler. Anticipate the full conversation: Don’t just answer the first question – answer the follow-ups, too. If someone asks, “How does AI change SEO?” they’ll also want to know, “What should I do about it?” Build that into your content. Structure for machines and humans: Use headings, lists, FAQs, and concise summaries to help AI parse your work. But don’t forget the narrative depth that keeps people reading. Diversify your discovery footprint: Don’t rely on Google alone. Research your audience, understand their hangouts, and publish in the formats and places where they ask questions today: LinkedIn, YouTube, podcasts,and industry forums. AI tools crawl all of it. Focus on authority signals: Show the human behind the content. Add author bios, cite sources, and link to your work elsewhere. AI engines, like search engines before them, lean on trust and authority. Experiment, measure, refine: Try different formats, test and measure how your content shows up in AI summaries, track brand mentions, and adapt. SEO has always been iterative – this new era is no different. The opportunity in the chaos As SEO evolves into GEO – or whatever it may end up being called – this really is the best approach. There’s no doubt a lot of change is happening. But much of it is part of the same gradual evolution we’ve seen before, where clicks declined and Google started answering questions directly. AI now makes it even easier for customers to find the information they’re looking for. They may not read it on your site – at least not initially – but the AI will, and that’s the point. Another strength we have as SEOs is that change is constant. If you’ve been in SEO for any length of time, you’ve lived through Panda, Penguin, Mobilegeddon, BERT, helpful content updates – the list is long (and may cause PTSD for many of us). The key is to treat this as the next evolution. AI is being integrated into search, and it will likely become the way the masses adopt the technology. Don’t see this as the death of SEO. Instead, view SEO and AI (or GEO/AEO, etc.) as close, contributing partners, and evolve your plan to match the changing landscape. Your job as a marketer is to feed these tools the information they need to point customers to you and your clients. This shift will likely mean fewer short-term manipulations and tactical opportunities – but better results for businesses that do the basics well. At its core, good SEO/GEO is just good marketing: understanding your customers, meeting their needs, and communicating clearly. Amid the chaos lies opportunity. For those willing to embrace the challenge, experiment with new tools, and keep going. That’s what we’ve always done as SEOs, which is why we’re best positioned to embrace this new world. Dig deeper: SEO at a crossroads: 9 experts on how AI is changing everything View the full article

We may earn a commission from links on this page. Deal pricing and availability subject to change after time of publication. As far as tablets go, the Amazon Fire Max 11 is a well-designed crowd-pleaser with a large, vibrant display. Right now, you can get it for 38% off as part of the Amazon Fire Max 11 Productivity Bundle, which includes a keyboard case and stylus pen that transforms it into a fully functional laptop complete with essential accessories for design, studying, and everyday use. Amazon Fire Max 11 Productivity Bundle $221.49 at Amazon $356.97 Save $135.48 Get Deal Get Deal $221.49 at Amazon $356.97 Save $135.48 The tablet features an 11-inch display certified for low blue light with a 2000 × 1200 pixel resolution and 410 nits of brightness, making it bright enough to use in sunny conditions. It has 4 GB of memory, dual-band Wi-Fi 6 (but not 6E), and 64 GB of storage. The octa-core processor is improved and more efficient than that of previous Fire tablets. The 7,500mAh battery lasts around 14 hours, but according to this PCMag review, it takes close to four hours to charge and lasts around eight hours with constant video streaming at maximum brightness. According to the listing, the aluminum body is three times as durable as the iPad 10.9-inch (10th generation) as measured in tumble tests, and the design with slim, rounded corners makes it both sleek and ergonomic to hold. The Fire Max 11 can capture 1080p video, and the PCMag reviews mention that the 8 MP cameras (one on the front, and another on the back, which has auto-focus) are suitable for video calls and basic snapshots, but they can’t compete with smartphones. While tablets like the iPad and Samsung Galaxy Tab might have stronger hardware and more mature app ecosystems (you don’t get Google Play), with the included keyboard and stylus, the Amazon Fire Max 11 Productivity Bundle delivers a total package at a comparatively low price point. Beyond included accessories, its strengths lie in the large LCD display, decent hardware for the price, respectable performance, and overall value—especially for those who are already in the Amazon ecosystem. Our Best Editor-Vetted Tech Deals Right Now Apple AirPods Pro 2 Noise Cancelling Wireless Earbuds — $199.00 (List Price $249.00) Samsung Galaxy S25 Edge 256GB Unlocked AI Phone (Titanium JetBlack) — $819.99 (List Price $1,099.99) Apple iPad 11" 128GB A16 WiFi Tablet (Blue, 2025) — $319.00 (List Price $349.00) Blink Mini 2 1080p Indoor Security Camera (2-Pack, White) — $34.99 (List Price $69.99) Ring Battery Doorbell Plus — $79.99 (List Price $149.99) Blink Video Doorbell Wireless (Newest Model) + Sync Module Core — $34.99 (List Price $69.99) Ring Indoor Cam (2nd Gen, 2-pack, White) — $49.98 (List Price $79.99) Amazon Fire TV Stick 4K (2nd Gen, 2023) — $24.99 (List Price $49.99) Shark AV2501S AI Ultra Robot Vacuum with HEPA Self-Empty Base — $229.99 (List Price $549.99) Amazon Fire HD 10 (2023) — $69.99 (List Price $139.99) Deals are selected by our commerce team View the full article

A reader writes: My workplace has drinking heavily interwoven into the culture. You doubtless know the kind of place — never had a work social event without copious amounts of booze, boss bringing around beers on Friday afternoons, work parties with an open bar being relocated to another bar where the limitless company tab covers five shots for everyone at the table in five minutes, that kind of vibe. I didn’t know that was the culture when I was applying, and I’ve had a lot of issues with alcohol and drugs in the past. Over the past year and a half, I’ve had some life stuff going on that meant I got to the point where I felt it would be good for me to cut out drinking, and oh my god I did not foresee “the receptionist is having a Pepsi with no rum in it” to be the apparently catastrophic event it seems to be. Apparently I’m fun when I’m drinking (yeah, I am, until I’m stumbling home throwing up and sobbing at 3 am) and I have a unique ability to keep the party going (not a good thing in my case!) so whenever I’m at any work social event, the pressure is constant, especially from a few of my bosses. No thanks? Oh, come on! I’ve been trying to cut back? It’s just one, on a special occasion! I have to work tomorrow? Oh, it’ll be fine, we’ll be okay if you’re a few hours late tomorrow if you go too hard! And so on and so forth, to the point where once my boss at a party, after being told I wasn’t drinking this time, handed me a glass of what I thought was ginger ale but turned out to be a dark and stormy, because “I know you like them!” Another has told me after a few drinks, probably joking but still, that they hired me for my personality, so I have to go to the bar after with everyone and if I don’t, it’ll come up at my performance review. Even if I drove, they don’t reliably accept when other people say they can’t drink because they’re driving — or, on one occasion I can remember, pregnant. We don’t have HR — after they abruptly fired the HR guy, they decided to split up his duties between four of my bosses, most of whom are on the drink-pushing side of the equation. I would really like to have my “no thanks” respected, but I’m hesitant to go into my issues with my bosses because from what I’ve seen so far, it probably won’t help. Any suggestions, besides doubling down on the old job hunt? In an ideal world, you’d talk to your bosses and point out that the drinking-heavy culture is really problematic for a whole range of people — people in recovery, people who are pregnant or on medications where they can’t drink, people who don’t drink for religious reasons, and people who just plain don’t drink or don’t feeling like drinking at the moment. And in that ideal world, your bosses would then address it on two fronts: (1) having a zero-tolerance policy for pressuring anyone to drink and (2) reconsidering how heavily alcohol features in their work events in the first place. But it doesn’t sound like you’re in that ideal world. Any chance, though, that it’s worth a conversation anyway? Is there a manager who you’d be comfortable pointing out the above to, possibly (although not necessarily) paired with an explanation that you’ve stopped drinking and the pressure has become a problem? (You don’t need to disclose that about yourself, but if you’re comfortable doing it, it might help them take the conversation more seriously.) You could also point out the legal liability for the company when ““I’m driving” isn’t immediately understood as a reason not to drink. If not, or if that doesn’t work, then — short of finding a new job — all you can really do is limit your exposure to these events (hard to do when they’re in the office during work hours) and tell people to stop when they’re trying to get you to drink. Feel free to say, “No, and it’s weird to push people to drink; you don’t know what their reasons for not drinking might be.” If you find that easy to do, then great; that might be all you need. But if you find that hard to do, and as a result you’re making decisions you don’t want to make (like drinking when you’re trying not to), that’s a sign that this is really not a culture you should stay in. It’s easier said than done to find a new job, especially if you’re otherwise happy with this one, but at that point that would be the right move. The post my office loves to drink, and I’m trying to stop drinking appeared first on Ask a Manager. View the full article