Over the last century of glorious, tragic, turbulent, and innovative human endeavour, the cover of the New Yorker magazine has used only the illustrated image to communicate talking points of Americanand specifically New York Citylife and culture.
Beyond the masthead and issue date, no set typography has ever been allowed, maintaining a unique wordless space in magazine publishing where only an image connotes the idea. The absence of copy is arresting, the silent core of what the solely visual can communicate. Though notably, the majority of weekly sales are by subscription, not impulse buys.
There are few of the New Yorkers 1925 newsstand contemporaries left. Meanwhile, publications like Time, Newsweek, and Fortune have not resisted the dominant orthodoxy of photography with multiple cover lines to gain sales.
While photography delivers celebrity and the spectacle of modern life, the New Yorker has maintained a belief in visualizing without written explanation to reach those readers who seek something more. But how can a magazine whose survival depends on sales maintain appeal with such apparently humble graphic means?
The New Yorker, February 21st, 1925. [Image: Rea Irvin]
The magazines strategy for success has been to employ a succession of brilliant art editors (just four in 100 yearssomewhat unique in magazine publishing) who understand how illustration, in the right hands, can offer appeal, surprise, entertainment and imaginative freedom to invent what French poster artist Cassandre called a visual incident.
Posters and magazine covers have a similar task: both vie to grab the attention of a public subjected to evermore intrusive image assault. From simple street hoardings and news vendors in 1925, to broadcast then digital media today, the changes over the last 100 years have been immense and profound.
This audio-visual bombardment of words, images, sound and movement simply did not exist back then. This golden age of the printed poster and magazine cover appears now to belong another worldso how can preservation of these ideals be viable in a 21st century weekly magazine?
Illustration and its reinvention as an agile alternative to the over-saturation of audio-visual and written media is one key. The choice of illustration as communication remains underrepresented. Other than courtroom reporting, there have been few front pages that have used a drawing, but its popular appeal evidences a relevance to complex modern lives.
As a discipline, illustration is closely related to the cartoon and its sequential form, the comic strip. Many New Yorker cover artists operate across these practices, demonstrating the common ground of drawing.
Illustrations are used for associative valuethey conjure up an expressive or reflective mood, provide a seasoned commentary, or capture concisely a cultural moment. In the context of fake news, illustrations dont purport to be objectivethey best work through a coherent convincing visual language that offers more than words.
For the majority of the New Yorkers audience, illustration has an affectionate, unsophisticated association with successive stages of development, starting in childhood. From early picture books to comics, graphic novels, music and lifestyle, illustrated communication allows interpretation and relatability.
Illustration can be successful in performing the elusive act of being inclusive and appealingly anonymous. The New Yorker recognizes that diversity in content is reliant on the real-life experience of its artists. Since the 1930s when most journalists and illustrators were male and white, the magazine has sought to make a weekly visual statement of the contemporary by prioritising images that represent the diversity of New York.
There is a disposable deal in buying a magazineit is not designed to be a keeper. Certain images of a moment can later become the visual signature of an age, though it may not always be apparent at the time.
The early consistency of New Yorker art deco covers expressed both wonderful visual ideas and a graphic language for modernity. The skyscrapers, bridges and lights of the quintessential modern metropolis are beautifully shown in Adolph Kronengolds cover from March 1938.
The New Yorker, July 21, 2008. [Image: The Politics of Fear, by Barry Blitt]
Barry Blitts 2008 politics of fear cover, showing Barack Obama in Muslim clothing and Michelle Obama in combats with a gun slung over her back, expressed much more than portraits in an American presidential campaign. It provocatively articulated media exaggeration and control, forces that dominate today.
And then there are the images that transcend a stylistic era and which are elevated above beyond specific facts in a way that helps us see the world in a new way, like Saul Steinbergs view of the world from 9th Avenue cover from 1976.
The viewpoint is literally floating above the street, not so high that local details are unrecognisable, yet just beyond the Hudson are diminishing deserts and prairies and over the Pacific ocean you can see Japan.
A wonderful satire on the attitude of global centrality and specifically a New Yorkers idea of their own importance, the image has been copied and referenced ever since its publication.
The completely black cover by Art Spiegelman and New Yorker art director Françoise Mouly for September 24 2001 achieved the impossible task of visualising the feeling of loss following the world trade centre attacks. Mouly has been the art director since 1993 and possesses a supreme visual intelligence that has driven the success of the pictorial cover for more than three decades.
She maintains that artists are able to say new things about the same themes year after yearsomething AI cannot do as it refers only to the past. The present, however, is elusive and the province of the artist gathering energy like a lightning conductor. Plus, crucially, AI doesnt doodle.
New Yorker artists are people who can present a dilemma, an issue, a moment or a spectacle visually, not abstracted, but through emotional empathy. The covers are non-linear but require reading. The multiple layers of meaning are often open to interpretion.
The beauty of the New Yorker cover lies in not equating it with a written description, but rather in prompting an emotional response to what it is to be alive in that moment, whether good times or bad. Thats a pretty wonderful objective and guiding principle for a weekly publication.
Geoff Grandfield is an associate professor at the Illustration Animation Department at Kingston University.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Picture this: A teenager stares at their phone, paralyzed by headline after headline about the climate crisis, political dysfunction, and societal division. They want to act but feel overwhelmed by the sheer scale of the problem. This scene plays out millions of times daily, and it represents a critical challenge for brands: 80% of Gen Z globally report being personally affected by climate change, yet their engagement with sustainable solutions is declining. Looking to the future, many young people are asking, Whats the point?
Instead of feeling empowered to act, young people are becoming paralyzed by anxiety, overwhelmed by complexity, disillusioned by a lack of leadership, and increasingly disconnected from the very solutions they seek. This isn’t just anecdotal. It’s a pattern we’re seeing globally, and it challenges everything we thought we knew about young consumers and sustainability.
The Aspirational Paradox
In 2015, we identified the rise of the Aspirational Consumera youthful, values-driven segment hungry for brands that unite performance, purpose, and new possibilities for the role of business in society. A decade later, many of these Aspirationals are now parents and remain the most committed to sustainable living. In fact, our latest research of over 30,000 consumers across 31 markets shows that they’re significantly more likely to engage in sustainable purchasing behaviors across categories.
But something has shifted with the next generation. Despite feeling the most impacted by climate change and expressing the highest levels of environmental concern, young people today are becoming increasingly disengaged. Around the world, Gen Z is significantly more likely than baby boomers and older to say they’ve been greatly affected by climate change (49% versus 38%, respectively), yet their engagement with sustainable behaviors is declining. The number of Gen Z globally who feel indifferent about sustainability has increased from 22% to 31% since 2021, while enthusiasts have dropped from 30% to 21%.
This isn’t because they don’t care. If anything, they care too much. Consider this: 38% of Gen Z globally say they feel stressed or anxious all or most of the timea full 21 points higher than baby boomers+ (which encompasses baby boomers and everyone older than them). American youth are also more stressed than their global peers (44% versus 38%, respectively). We’re witnessing what happens when awareness meets overwhelm. The generation with the most at stake in a sustainable future is feeling a real lack of agency to shape it.
[Image: courtesy of the authors]
The Hidden Opportunity
Without visible leadership or meaningful opportunities to act, young people are losing faith in the commitment of business and brands to deliver a sustainable future.
But here’s where it gets interesting: While a whopping 77% of Gen Z in the USA currently falls into inactive and indifferent segments, two-thirds of those who didn’t buy sustainable products in the last month say they would have done so if they could have. The desire for better choices exists, but barrierslike price, knowledge, and availabilityblock the path between intention and action.
This represents both a crisis and an opportunity. For brands committed to remaining relevant to the next generation while building resilience for a world in flux, this moment demands a fundamental shift in how we approach sustainability.
[Image: courtesy of the authors]
How to Win Back Gen Z
Drawing on decades of research in psychology and social science, we’ve identified five core principles that transform sustainability from obligation into opportunity. Each principle bridges the gap between intention and impact, helping brands move from incremental progress to transformative change.
1. Lead with Truth
David Bowie was right then, and its still true today: Young people are quite aware of what theyre going through. Sixty percent of Gen Z in the USA feel extremely worried about current and future harm to the environment caused by human activity and climate change.”
Yet, when brands face challenges with radical honesty, they earn respect. According to Marsha Linehan, the creator of Dialectical Behavioral Therapy, acknowledging difficulties actually increases optimism and supports resilience. Being honest about challenges helps build trust while illuminating pathways forward.
Companies like Tonys Chocolonely are confronting harsh realities like labor exploitation in their industries by making their supply chains traceable and transparent. Oatlys provocative messaginglike their F*ck Oatly online archive of criticismsacknowledges difficulties while maintaining optimism. Rapanui helps customers see the exact journey of their clothes. And Seventh Generation is honoring the origins of their name and repairing relationships with Indigenous communities by redesigning their corporate foundation to champion community-led philanthropy focused on Indigenous sovereignty, climate justice, and environmental protection.
When brands are honest about challenges while offering solutions, they build credibility.
2. Make Power Personal
Our beliefs about our own capabilities directly shape our actions. Psychologist Albert Bandura proved that this sense of self-efficacy is the foundation of human agency; when we believe we can meaningfully affect our circumstances, we’re more likely to act.
But theres a crisis of agency among young people: 42% of those aged 1824 globally say they feel individually powerless to do much to save the environment.” We can help transform climate anxiety into creative agency by showing how small actions can spark immediate impact. When consumers feel powerful, theyÙre more likely to transform challenges into choices, repeat sustainable behaviors, and share brands with others.
Companies like Sojo are empowering consumers to help their clothes last longer by making garment repair as convenient as food delivery with on-demand repair and tailoring services. The Ordinary is democratizing high-quality skincare by stripping away the frills to ensure quality products are affordable. Beautycounter’s The Never List turns complex chemistry into clear decisions by providing consumers a list of potentially harmful ingredients that are never in their formulations. And brands like Bower and Trashie make recycling clothing and other everyday items easy and rewarding by providing simple take-back systems paired with incentives from partner brands and charities.
By removing practical barriersbe it price, availability, ambiguity, or simply inconveniencewhile building psychological confidence, brands can help people move from feeling overwhelmed to feeling capable.
3. Create Connection Loops
When anxiety gets in the way of individual action, community creates momentum. Our research reveals a powerful pattern: Young people gravitate toward sustainable behaviors that create connection. In the U.S., Gen Z is significantly more likely than older generations to embrace collective consumption models.
This isn’t just about reducing wasteit’s about building new relationships between people, products, and the planet. When sustainability becomes social, anxiety transforms into shared purpose.
Consider Notpla, whose seaweed-based packaging alternatives aren’t just eliminating plasticthey’re bringing nature-based packaging into large-scale cultural events to promote learning and evangelism. Irelands peer-to-peer clothes-swapping platform Nuw builds local sharing communities by hosting hybrid digital and in-person events. And Back Market celebrates peer relationships and repair culture as the global marketplace for reborn tech.
These brands understand that lasting change happens in community with others. By creating connection loops, they’re helping transform individual eco-anxiety into collective creativityand making sustainable living less about sacrifice and more about belonging to something bigger than ourselves.
4. Invite Joy
When sustainability connects to fundamental human needs for joy, growth, and vitality, it becomes self-sustaining, especially in difficult times.
For psychologist Martin Seligman, the experience of human flourishing requires more than just removing negativesit demands positive emotion, engagement, relationships, meaning, and accomplishment. When we focus the benefits of sustainability solely on reducing harm, we miss the opportunity to support genuine well-being.
Our research confirms this insight: More than 75% of Gen Z globally views both healthy and sustainable lifestyles as enjoying the good things in life rather than sacrifice. For them, sustainability isn’t about having lessit’s about living more fully.
Consider Pangaia, a collective of scientists, technologists, and designers using bio-based materials and bright colors for sustainable fashion that feels fresh, smart, and stylish rather than austere. NotCo uses AI to create plant-based alternatives that replicate the flavor and texture of animal products in favorites like mac and cheese, hot dogs, and ice cream. And Who Gives A Crap transforms everyday paper products into playful, design-forward objects of joy while supporting global sanitation efforts.
When sustainability contributes to all dimensions of well-being, it shifts from sacrifice to a source of joy and gives brands new opportunities to increase relevance, differentiation, and loyalty.
5. Weave New Stories
The stories we tell about ourselves and the world become the lenses through which we see reality, notes the philosopher Charles Eisenstein. And when 77% of Gen Z in the U.S. feels disconnected from current sustainability messaging, we need new narratives that reconnect and reengage.
And it is possible: Our data show that despite the challenges young people face every day, they are significantly more optimistic about the future than their elders. Gen Z in the USA is much more likely than baby boomers+ to believe that in 10 years, most people will be driving electric cars (51% versus 21%, respectively), buying secondhand (51% versus 20%), renting items instead of owning them (43% versus 19%), and living waste-free (40% versus 15%).
This is a powerful moment to help young people write a new chapter and to tell stories that help make sense of today while showing whats possible tomorrow.
Vestiaire Collective understands this, making secondhand fashion feel aspirational and luxurious while building community around preloved style in their peer-to-peer, vintage and designer marketplace. Selena Gomezs Rare Beauty is destigmatizing mental illness and fostering conversations around hope and agency. And Too Good To Go reimagines food waste as an opportunity for daily adventure through deliveries of surprise bags from local cafes, bakeries, or restaurants. These brands aren’t just selling productsthey’re helping people see their role in a better story, one that unites individual well-being with collective flourishing.
By reflecting consumers realities and amplifying their aspirations, brands can weave new stories that shape our identities, build our communities, and shift culture for a more sustainable future.
The Next Frontier: From Insight to Action
The opportunity is clear but challenging. By designing products, services, and experiences that inspire confidence and build momentum toward better living, brands can help transform sustainability from a source of anxiety into a path toward agency, creativity, and joy.
This isn’t just about selling more stuff. It’s about helping people express their values, connect with others, and participate in positive change. It’s about making sustainable choices more affordable, accessible, and rewarding so they feel less like sacrifice and more like possibility. The data show that young people are ready for this shift. They just need the truth, better tools, and a like-minded community to create it.
Young peoples eco-anxiety deserves a sacred space for mourning and fury, rather than dismissing their feelings as weakness or offering empty reassurances that everything will be fine, says Ariana Gomez, the founder and CEO of Technology for Impact. Their deep care about the climate crisis is a powerful fuel for building a better futureyet they can only access this potential when we honor their emotions and support them through the process.”
The time for incremental progresshas passed. The next generation is calling for deeper transformation. Brands that can make sustainable living feel both honest and hopeful, aspirational and accessible, and unite individual well-being with collective flourishing will define the future of consumptionand help design a future with more joy and thriving.
This is about more than market share or brand relevance. It’s about helping an entire generation move from anxiety to agency, from paralysis to purpose, from being overwhelmed to taking action. The tools exist. The demand is clear. The only question is: Who will have the empathy and creativity to lead?
A new auto startup is launching with a made-in-America EV that with federal tax credits will cost just $20,000. Backed by Jeff Bezos and Eric Schmidt, Slate Auto says that affordable price is possible because of its pared-down, basic model that can then be customizedand even transformed from a truck into an SUV.Slate Auto has been in stealth for almost three years, says CEO Chris Barman, who worked as a Chrysler executive until 2017. Based in Michigan, Slate spun out of Re:Build Manufacturing, a company cofounded by Jeff Wilke, former CEO of Amazons worldwide consumer business. Slate purports to be rekindling American industry with a suite of U.S. industrial businesses, from batteries to composite manufacturing. (Barman is employee number two at Slate; the company now has more than 400 employees.)Recently, concept vehicles wrapped in ads for fake businesses began appearing on California streets. The company is officially launching today, with refundable vehicle reservations open now for $50. In recent days, the company has put some of its prototype vehicles on California streets, showcasing the possible configurations that will be available.When baby drives you crazy, we drive them to sleep, read one ad for a faux company called CryShare, wrapped around a two-door, boxy SUV. The included website, rockabyerides.com, went to a sign-up page that read Whats a Slate? Be the first to find out. Another vehicle with a hatchback cap was covered in ads for cat therapy sessions, and a third, a pickup truck, with ads for a fake human taxidermy service.[Photo: Slate]The unique marketing campaign was meant to be unlike any traditional vehicle unveiling. We want to look at things very differently than what traditional automotive has done and what traditional automotive is providing to a consumer, Barman says. That ethos also applies to the design of the Slate Truck, intended as a basic platform that can be accessorized by any customer.[Image: Slate]A blank slate The Slate Truck will begin as a two-door, two-seat electric pickup, with crank windows and no infotainment system. New cars today can come with lots of built-in featureslarge screens, heated seats, and so onbut to design Slate, Barman says, it was about What are really the essentials that should go into a vehicle in order to bring it down to a price point that is affordable?Customers will be able to be pick from more than 100 accessories to add on for an extra costeverything from cup holders to a center console to a single roof crossbar to power windows. Since many people use their phones for music and navigation, the company eliminated the infotainment system to cut costs. Instead, theres an accompanying app (at no charge) that drivers will be able to use when in the vehicle. If someone wants a radio in their Slate, its been designed so that one could be easily installed.Barman says Slate wants to change the typical process in which a buyer goes to a new- or used-car lot and picks a car, and then has to acceptand pay forall the features it comes with. Weve decoupled that and said to the owner of the vehicle: You choose. You choose if you want a radio. You choose if you want to have heated seats. You choose what you want the color to be, she says. We are putting the power back into the hands of the consumer, so we give them this blank slate, and then they decide. [Image: Slate]The Slate Truck will have exterior panels that are composite, rather than sheet metal. When using sheet metal, companies must have machines that stamp out the pieces; Slates composite panels will be made using injection molds. That means the company doesnt have to invest in a stamping operation or a paint shopwhich can run $400 million or more for automakers, Barman says. It also means the EV isnt limited to a few colorways. Instead, drivers could put a wrap on it in any color they want. Slate envisions offering customers a wrap kit of die-cut pieces as well as instructional videos so they will be able to do it themselves (the Slate Truck was also designed without any external hardware so that wraps can be applied more easily). Or, the company will offer to prewrap the vehicle before delivery; it plans to have a network of partners in neighborhoods across the country that will be able to perform the installation for customers. (The wrapped vehicles that appeared with fake ads were a nod to this customization element.) [Image: Slate]Slate will offer two EV battery options: The standard comes with a range of 150 miles, but customers will be able to upgrade to a battery with an estimated 240 miles of range. The body of the EV will also be alterable, going from a two-door pickup to a five-seat SUV, with upgrades. Barman notes that customers could even do those changes over time, rather than when they first purchase the vehicle.Maybe when [someone] first buys it, theyre single or just married, and after a few years they have a family, they can convert it, she says. And in doing that, it would cost them maybe $5,000 to make that change. But they dont have to sell their vehicle and buy a completely new one. Its a very cost-effective way to allow the vehicle to grow with them as their life changes. [Image: Slate]Offering an affordable EV made in AmericaThose upgrades would add to the EVs price. If a customer wants a longer-range battery, a wrap, and to turn the truck into an SUV, those adjustments would cost roughly $10,000. The basic version of the Slate Truck, after the federal EV tax credits are applied, comes to $20,000. Our passion is this mission to bring an affordable vehicle to the market for the many people who felt that they didnt have an alternative, Barman says. Slate Auto raised at least $111 million in a Series A funding round in 2023 (under the name Re:Car), according to a Securities and Exchange Commission filing. Bezos was among 16 investors in that round, TechCrunch previously reported, adding that Slate closed a Series B funding round last year but has yet to file the paperwork. Slate told Fast Company that the Walter Group, led by Mark Walter, CEO of Guggenheim Partners, is also an investor.The EV tax credits offer a total of $7,500 back for vehicles that meet specific requirements like being manufactured in the U.S. Though President Trump has said he wants to get rid of the EV tax credits, they are currently still in place. Barman says Slate hopes they remain available to allow more individuals access to its EV. But if the federal credits do go away, she says, We have a very affordable vehicle priced in the mid $20,000s, so its attractive and very competitive at that price point. [Image: Slate]The average price of a new car purchased in the U.S. is above $49,000, according to Kelley Blue Book. The average price of a new EV is even higher, at $55,500. While markets like China have been able to build ultra-affordable EVs, some as low as $10,000, those options havent been available for car buyers in the U.S. (though automakers have said that theyre working on affordable options). With a $50,000 new car, consumers can expect a monthly payment of around $900, Barman says. Even used vehicles, at an average $27,000, can come with monthly payments that exceed $500. Consumers should aim to spend no more than 10% of their monthly take-home pay on car expenses, per Market Watch, but for a new $48,000 car, that means making at least $96,000 a year to afford the $800 monthly payment. In 2023, only 40% of U.S. households made more than $100,000. Barman says monthly payments for a Slate Truck will average $300 to $400.[Image: Slate]Slate Auto will build a factory somewhere in the Midwest, in order to be located near the automotive supply center, but its still assessing specific locations. We really are focused on reindustrializing America, Barman says. (Some car parts will still have to be purchased from abroad because they are not made domestically at alllike the manual window cranks.) Slate will sell direct to consumer through its website, and the truck will be delivered near customers homes; the company plans to set up a nationwide service network as well. Slate plans to bring its EV to market and into consumer hands by the fourth quarter of 2026.
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For anyone following the headlines about African fintechs over the last few years, it must have felt like a wild ridefrom buzzing highs to plunging lows, and everything in between. But beneath these surface narratives, a more interesting story is emerging. This will be the year the focus on African fintech shifts from valuations to delivering value, and the process is already underway.
Sustainable practices take center stage
Fintech funding in Africa dropped by 37% from 2022 to 2023. The downward trend persisted in 2024, with funding in the first half of 2024 falling from $864 million to $419 million, a 51% decrease versus the same period in 2023. This funding downturn has forced fintechs to reassess their models, moving away from growth-at-all-costs towards sustainable business practices that emphasize real-world solutions and long-term viability. Now, fintech companies must focus on building resilient, profitable businesses that can thrive without relying on constant infusions of venture funding.
Take Nigeria’s emerging direct debit solutions worth over $13 billion in 2023, according to the Central Bank of Nigeria. This isn’t a speculative bet on one of the many technology trends. Instead, these are practical innovations that help businesses in the country stabilize cash flow and simplify recurring payments for consumers. The focus on solving real problems rather than securing the next investment round signals a maturing ecosystemone that prioritizes longevity over hype.
Technology that matters
The shift isnt happening in a vacuum. African consumers are more selective than evertheyre not just mobile-first but mobile-native. They expect frictionless digital experiences comparable to global platforms, but with local relevance. This is forcing fintechs to focus on what truly works.
Artificial intelligence plays a role in this transformation, but not in the way many predicted. Fintechs are using AI to enhance fraud detection, automate compliance, and personalize financial servicespractical applications that build trust and drive adoption.
Similarly, blockchain is proving valuable beyond speculation. Instead of chasing volatile cryptocurrencies, fintechs are leveraging blockchain to improve cross-border payments, cutting costs, and speeding up remittances. With Africa receiving over $100 billion in annual remittances, these innovations have a direct, meaningful impact. When traditional transfer fees eat into crucial remittances, blockchain’s ability to reduce costs and increase speed isn’t just a technical achievement, it’s a tangible improvement in people’s lives.
The new success metrics
The combination of consumer-driven demand and practical innovation is reshaping how success is measured in African fintech. The next wave of investment won’t be driven by hype or viral success stories. Instead, investors are looking for sustainable growth and profitability over inflated valuations. They are looking for products that address fundamental pain points rather than trend-driven solutions as well as operational efficiency and strong regulatory compliance.
As we enter a new cycle where reality replaces hype, 2025 will mark a turning point for African fintech. The most successful companies wont be those chasing the biggest headlines but those solving simple, essential problems exceptionally well. This isnt the end but merely the beginning of a more mature, impactful, and enduring era. The revolution may be quieter than expected, but its impact will be deeper than ever imagined.
Olugbenga GB Agboola is founder and CEO of Flutterwave.
The Fast Company Impact Council is an invitation-only membership community of leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual dues for access to peer learning, thought leadership opportunities, events and more.
Im not one to jump on every shiny new tool just because its trending. Some tech tools, gadgets, and software have transformed my life for the better (like the Meta Quest), and some ventures did not fare so well (I will ignore Apple Watchs reminders to stand until the end of time).
But AI? Its different. AI isnt in the same league as the other tech you know and love. This is not just another tool, its a shift in how we think, create, and operate. At Quantious, weve dedicated the past few years to learning everything there is to know about AI, and weve embraced it not as a crutch, but as a catalyst.
As a longtime agency owner, I know the importance of finding ways for my team to work smarter, faster, and more creatively. So, heres why I encourage my employees to use AI every day.
1. AI allows us to be better creatives
We keep up with the newswe know some are saying that AI will kill creativity and make us dumber. At Quantious, we prefer to give our employees ownership to explore firsthand how AI tools can fuel fresh ways of thinking and offer new angles. Our designers leverage AI while prototyping, our copywriters lean on it to work through creative blocks, and our strategists use it to analyze massive amounts of data effortlessly.
Through experimentation and education on responsible AI practices, were seeing that AI isnt replacing our creative instincts, its sharpening them. Were breaking through limits, unlocking ideas we never considered, and pushing creative boundaries in our work like never before.
2. AI keeps us at the top of our game
AI is only going to get more advanced, more complex, and more intelligent. By weaving AI into our daily processes now in ethical and responsible ways, were future-proofing our team and staying ahead of the curve.
AI literacy will soon be table stakes for business leaders and employees looking to stay at the top of their game. Were already bridging the gap between awareness and applied proficiency, a goal organizations must embrace to remain competitive.
Most importantly, were cultivating a workplace culture that thrives on change instead of fearing change. We prioritize ongoing training, fostering a culture where our teams feel empowered to experiment with AI, and excited to discuss tips, tricks, and findings. This isnt just a valuable mindset to haveits our edge.
That said, our team knows better than to fully rely on AI tools. Weve asked ChatGPT to pull trending news articles, to which it created fake URLs to nonexistent stories. Were not just using AI, were understanding its quirks, its limitations, and how its evolved over time.
3. AI supports remote (and hybrid) work
Quantious is fully remote, with employees worldwide, so staying aligned and organized is crucial to our success. We now generate advanced spreadsheet formulas in minutes to streamline our workflows, saving our teams countless hours. We get AI-generated meeting note summaries after internal meetings, a simple yet effective way to document our company procedures and keep everyone in the loop.
AI has made our remote work more productive, seamless, well-documented, and so much more. Weve crossed a thresholdAI has redefined teamwork, and theres no going back
There are endless AI tools that can help you do everything from managing tasks to improving your public speaking skills. Without taking the time to learn about these tools, youll never know what youre missing out on.
At the end of the day, AI is just another tool. How we use it is what counts most. Encouraging my team to explore AI is not about replacing talent or even working smarter, not harder (though Im not against the latter). Its about cultivating a positive workplace culture alongside a team full of curious, adaptable, and continuous learners. My team and I refuse to sit on the sidelines while the industry evolves. Instead, were here to shape how it grows.
Lisa Larson-Kelley is founder and CEO of Quantious.
Workers without college degrees have, for some time, faced declining opportunities in the workforce. However, new data signals that this may be changing, a sign that hiring managers are less focused on educational attainment and more focused on skills than they were in years past.
Thats according to new research from Opportunity@Work, a nonprofit focused on increasing career opportunities for workers who lack college degrees but are skilled through alternative routes,” aka “STARs.”
The research, which analyzed trends in so-called paper ceilings, finds that between the years of 2000 and 2020, 70% of newly created jobs often required a college degree.
However, over the past five years, STARs, or people who have attained a skillset without earning a college degree (for instance, via an apprenticeship or another route), started to regain up to 10% of those jobs, the research found.
In other words, while workers without degrees continue to see their share of good-paying jobs decline, the downward trend has at least slowed, which the report attributes to shifting habits in hiring.
This report shows what is possible when awareness and behavior change together: job postings are measurably more open to STARs than in the early 2000s, said Byron Auguste, CEO of Opportunity@Work, in a statement. If we want our country to grow togethernot apartamid transformative technological and economic changethe starting point is to value all skills. And if we value all skills, STARs will rise.”
New ways of thinking as college costs soar
This may be good news for job-seekers who don’t have college degrees or aren’t especially keen on earning one, perhaps due to upfront costs. The average cost of a four-year degree has more than doubled since 2000 and grows around 4% per year.
Meanwhile, additional research has shown an uptick in skills-based hiring and a decline in degree requirements. Between 2014 and 2023, there was a near-fourfold increase in the number of roles from which degree requirements were dropped, according to researchers from Harvard Business School and the Burning Glass Institute.
For the last 20 years, many employers’ practices appear to assume that having no college degree means you don’t have skills,” said Dr. Erica L. Groshen, senior economic advisor at Cornell U-ILR, a former Bureau of Labor Statistics commissioner, and chair of the STARs Insights Advisory Panel, in a statement. “Today, Opportunity@Work provides further evidence to refute that narrative.”
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For Generation Z, real estate is more than just settling downit’s about staying connected, empowered, and mobile. Born between the mid-1990s and early 2010s, they are the first fully digital generation, raised on smartphones, cloud-based everything, and on-demand convenience.
Gen Zs influence on the housing market is rooted in their expectations. They bring a consumer mindset to renting that demands speed, simplicity, and personalization in a space that has traditionally been slow to modernize.
Now that Gen Z is the fastest-growing renter demographic in the U.S., their preferences are no longer optional. As they drive the rental market, theyre reshaping the rental experience and forcing the real estate industry to keep up or risk falling behind.
Renting over buying (for now)
Gen Z hasnt given up on the American dreamthey’re just facing a more challenging road to get there. A significant majority of Gen Z aspires to own a home one day, but wanting to buy and being able to buy are two different things.
With home prices at record highs and interest rates still elevated, affordability remains the single biggest barrier. In fact, 43% of prospective buyers said they considered purchasing a home in 2024 but ultimately decided against it due to cost.
Even so, some are finding creative ways to enter the market, like buying in more affordable areas, choosing smaller homes, entering into co-living situations, using the house-hacking strategy, or taking advantage of remote work to relocate.
Still, for the majority, renting is a necessity, and in many cases a preferred step along the journey. Renting provides flexibility while they build careers, save for a down payment, or explore new cities. Some have even embraced renting as their digital nomad lifestyle centers around travel, remote work, and life experimentation before settling down.
As a result, Gen Z is expected to continue driving the rental market and take over as the largest renter demographic by 2030. And as this cohort grows in influence, their expectations around technology, flexibility, and user experience are reshaping what it means to rent and how landlords and proptech should adapt to support their needs.
Digital natives tech expectations
One of the defining characteristics of Gen Z is that they integrate technology into nearly every aspect of their daily lives. They expect everything to be accessible through a smartphone, and that includes housing.
From browsing apartments to paying rent, Gen Z wants real estate experiences to be mobile-first, fast, and intuitive. Theyre used to personalized playlists, same-day delivery, and AI-powered customer support. Therefore, any rental process that involves paper forms or checks to pay rent feels outdated and not worth their time.
This demand for seamless digital experiences is pushing the real estate industryparticularly landlords, property managers, and proptech companiesto modernize. In their view, applying for housing should feel as smooth as ordering from Uber Eats. If it doesnt, theyll find another landlord who makes renting easier.
How proptech is evolving to keep up
To meet Gen Zs expectations, the rental ecosystem is undergoing a massive tech upgrade. Smart property management platforms are built for both sides of the rental process: Landlords get powerful tools to automate operations, while renters get clean, mobile interfaces that streamline everything from applications to rent payments to maintenance requests.
Features like online rent payments, tenant screening, digital leases, and real-time messaging are quickly becoming minimum requirements for an optimal renter experience. Some modern platforms go beyond basic functionality by offering renters tools that enhance convenience, transparency, and control.
To make paying rent easier, some platforms are adding more advanced features such as allowing tenants to split rent with roommates directly within the app to eliminate the need for separate payments or awkward money transfers.
Other examples include: enabling autopay or partial payments, which helps with budgeting and avoiding late fees; reporting on-time rent payments to all three credit bureaus to help young renters establish credit and boost their credit scores; storing lease documents for easy access; 24/7 reporting and tracking maintenance issues in real time; and in-app purchasing of renters insurance.
These tools give Gen Z more autonomy and visibility throughout their rental experience. And for landlords, it means fewer missed payments, faster communication, and higher retention. In short: If your tech stack isnt evolving, your rental business wont either.
What real estate investors should be doing right now
For landlords and real estate investors, Gen Zs influence is both a challenge and an opportunity. Heres how investors can stay ahead:
Adopt mobile-first property management tools If tenants cant apply, pay rent, or request repairs from their phone, youll lose high-quality applicants. Look for platforms that make the entire leasing cycle smooth for both parties.
Streamline tenant onboarding and communication Automated screening, digital leases, and in-app messaging are the new baseline. Gen Z renters expect the process to be as fast and efficient as anything else in their lives.
Create transparent, personalized experiences Gen Z values transparency and control. Give them access to payment histories, lease docs, and maintenance updates in real time. The more empowered they feel, the more likely they are to renew (meaning less turnover/vacancies).
Keep up with tech (or get left behind) Proptech isnt slowing down. The platforms that dominate tomorrow will be the ones that can continually respond to shifting consumer expectations. As an investor, staying agile and tech aware is part of the job.
The bottom line
Gen Z is driving a new era of innovation in real estate where tech isnt an add-onits the foundation. Their lifestyl preferences, economic realities, and digital-first mindset are forcing the industry to evolve in real time.
For investors, landlords, and companies, its a roadmap for success. Those that embrace this shift early will be able to build stronger portfolios, attract long-term tenants, and thrive in the future rental marketplace.
Ryan Barone is cofounder and CEO of RentRedi.
The Fast Company Impact Council is an invitation-only membership community of leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual dues for access to peer learning, thought leadership opportunities, events and more.
The pandemic fully exposed global supply chains vulnerabilities and inefficiencies. While most brands were agile enough to shift strategies to address the uncertainties of the time, many prioritized speed and cost to meet the pressures of the moment, at the expense of long-term adaptability, resilience, and flexibility post-pandemic.
Today, new supply chain pressures like tariffs, trade wars, climate change, and geopolitical uncertainty serve as reminders that complexity and disruptionthe two words used to describe supply chain management in 2025 per Thomson Reuters’ global trade reporthave the potential to once again, impact business and life.
As brands and retailers analyze current risks across global operations, they ask: How did we get here again?
Create adaptive supply chains
A mid-pandemic EY survey found that enterprises were making plans to transform supply chain strategies to become more resilient, sustainable, and collaborative, leveraging technologies like AI, analytics, and automation. But did they?
The answer is both yes and no. Once the urgency of the pandemic disruptions cooled, consumer packaged goods and retail companies turned their attention back to revenue generation, workforce optimization, and production. There was certainly some investment in digital transformation. Still, Food Technologys Technology Trends Survey completed in 2024 found that about half of the food, beverage, and ingredient manufacturers surveyed were still in the planning stages, hoping to invest in AI (50%) and/or supply chain tracking systems (48%) as part of their 2025 digital transformation strategies.
The time to re-invest in digital transformation is now. Creating and maintaining a resilient operation that can weather costly disruptions and meet shifting consumer expectations requires an adaptive supply chain supported by modern technology. As proven during the pandemic, supply chain breakdowns can derail economies. Short-term changes can be a Band-Aid fix but do not support long-term resilience when the next crisis comes along. Conversely, collaborative supply chains with structural flexibility, end-to-end visibility, and advanced analytics can transform existential threats into manageable challenges and unlock fast, predictive decision-making capabilities, no matter the crisis.
As business leaders look ahead, here are the areas that will help organizations meet todays supply chain pressures, and better position companies for long-term adaptability and resilience.
Strategic alignment: Supply chains should be viewed as strategic assets foundational to decision making and performance optimization and can provide companies with a competitive advantage, not just as a target for cost-saving initiatives. Importantly, there’s no one-size-fits-all approach; upfront strategic alignment is critical.
For example, retail behemoths Amazon and Costco set the gold standard with their supply chain strategies but have distinctive approaches supporting their unique business goals. While Amazon optimizes for endless selection, convenience, and speed, Costco focuses on delivering value through scale, simplification, and operational efficiencytwo different approaches that achieve the same end goal: strong growth and loyal, happy customers. It’s critical for businesses to first align on what they’re trying to accomplish and what their strategic differentiators are and then set a supply chain strategy.
Data foundation: Given the complexity of our global marketplace, supply chain visibility and advanced analytics are foundational elements of effective supply chain management strategies. Though many companies currently collect extensive data, it’s not immediately actionable. A yogurt brand, for example, might manufacture its product in the U.S. but rely on ingredients imported from different countries. Especially with looming tariffs, brands need insight into their products bill of materials to determine where each ingredient is sourced and access to clean, real-time, granular data to help them quickly understand the potential impact of tariffs on their operations.
A fresh fruit brand could be navigating a food safety incident and need to quickly locate the affected inventory to determine where impacted batches were distributed. Companies must gather, collate, and normalize data from various inputs across their supply chains to inform quick decision making when needed.
Cross-functional collaboration: In resilient supply chains, partners at each stage share information to optimize the flow of goods. Starting with the planning stage, accurate demand and supply forecasts allow procurement to source the correct quantities of production inputs from suppliers. It also helps identify which suppliers meet the company’s quality standards and consistently deliver on time so that manufacturing can maintain efficient production schedules. Accurate information on warehouse capacity and logistics resources is needed to ensure on-time delivery. Adaptive supply chains require cross-functional collaboration and real-time data sharing between and throughout organizations so that companies can identify potential issues in advance, such as low inventory or production bottlenecks, and act quickly to avoid disruptions.
Cultural commitment: McKinsey data found that only one-quarter of supply chain survey respondents observed regular reporting on supply chain risks at the board level. Resiliency is a muscle that requires regular exercise, not something companies should only pay attention to when crises emerge. Supply chain transformation must be an ongoing change management imperative across the organization and at the highest levels, with strategies and plans regularly revisited and updated. By identifying early warning signals sooner, companies can make decisions faster and revise strategy and plans to mitigate the impacts of future crises.
Supply chain disruptions are rarely predictable. The best approach for companies to stay ahead of future disruptions is creating a foundation that allows for agility in daily operations and for significant events, such as tariffs, which require fast decision making. By creating systems and processes that facilitate end-to-end visibility and collaboration, business leaders can focus on supply chain agility now, so we are ready for the next crisis when it occurs.
Are Traasdahl is founder and CEO of Crisp.
The Fast Company Impact Council is an invitation-only membership community of leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual dues for access to peer learning, thought leadership opportunities, events and more.
In a world with a constant information deluge and a labyrinth of disinformation to continually navigate through, people are exhausted.
What is true? Who is honest? Who and what can I believe? Who can I trust to lead in a way where I know they understand what I need? Will anyone do what is best for me?
It is no wonder that people are frustrated with those in chargeeverywhere. Politicians, media personalities, business leaders. Our leaders are often out-of-touch elites, or worse, reckless liars. By and large, leaders seem self-interested rather than keeping the needs of those they serve at heart.
Compound this with a sound bite society where click bait reigns supreme and memes are a surrogate for journalism, but without the research, context, or analysis. No one can tell person from bot on social media anymore. And peoples worst behaviors lead to the highest monetization on those platforms. Its no wonder people are fed up.
Desperate for authenticity
All of this is resulting in anger from older generations and disillusionment among younger ones, causing both apathy and a lack of motivation to work toward something better, as it all feels hopeless. But emerging generations futures are threatened as they inherit the fallout from generations of selfish, inauthentic leadership, and are left with only dire economic prospects, unsteady liberties, and a planet literally on fire. Adding insult to injury, they are now asked to try to survive it all and to fix it themselves when leaders havent been or arent interested in doing so themselves.
Amid all of this, people are desperate for leaders who are authentic. Leaders who face the hard truths. Leaders who understand the reality of the people they serve. And most importantly, leaders who deliver results for the actual humans they are leading.
People are drawn to leaders who get it and who tell it like it is regardless of whether their intentions are altruistic or nefarious, evidence that authenticity is what people crave most right now.
What makes an authentic leader?
So what are some key elements seen in authentic leaders?
Give a damn about those you lead. Genuinely. Deeply reflect on your intentions. If you dont actually care, your people will know it.
Understand that leadership is a responsibility. A privilege given to a few. A great leader is a servant.
Listen to those you lead to hear things spoken and unspoken. Build structures to make sure you have eyes and ears everywhere to get to your teams truths and feelings.
Understand that others rely on you and that you can do nothing without a team of engaged, productive individuals.
Admit when you are wrong or when you dont know things. Everyone else will know anyway and not admitting it just looks foolish and stubborn.
Overcommunicate to ensure your team knows your intentions, your actions, your decision making. Speak candidly, openly, and transparently. Trust is built on understanding.
Make the best, well-informed decisions considering the needs of everyone. Deliver.
Rinse and repeat ad infinitum.
This all feels so obvious. So why is it so rare?
Because it takes far more work and sacrifice than not doing it. First, it all takes time, and sometimes money, which I believe many leaders feel is wasted on this soft capital. And it requires competencies that are not often valued, and sometimes demonized, in our strong-man leader archetype.
Listening requires EMPATHY.
Collecting feedback requires HUMILITY.
Open communication requires THOUGHTFULNESS.
Making the best, well-informed decisions requires INTEGRITY.
Admitting mistakes and learning from them requires VULNERABILITY.
Transparency empowers others to act and therefore requires TRUST.
Results for your employees are your own ACCOUNTABILITY.
And while my hope is that leaders will be driven to be authentic because they truly give a damn about people around them, I know that many leaders care most about the business value of their decisions.
Whats at stake?
What is the cost of lacking authenticity?
LOST PRODUCTIVITY due to low employee trust and engagement.
LOST MOMENTUM due to turnover and attrition.
LOST GROWTH due to shallow candidate pipelines as employees seek out authentic leaders.
LOST EFFICIENCY due to not developing team members to deliver and respond.
LOST FAITH in our social contract, the most expensive of them all.
Regardless of the motivations, authentic leaders are in demand and ultimately, the only leaders who will achieve success with the current workforces state of mind.
Investing in this soft capital will pay dividends, financially and socially. And frankly, none of us, individually or collectively, can afford not to.
Julee Brooks is CEO of Woodcraft Rangers.
The tech industry is often cautious about tying layoffs to performance, even if it might play a role in who gets dismissed during widespread job cuts. But this year has signaled a noticeable shift in how some of the biggest players in tech approach layoffs: Earlier this year, Meta cut more than 3,000 employees in a move that the company framed as non-regrettable attrition. The number of Amazon employees on performance improvement plans reportedly surged in recent years, leading up to layoffsand Microsoft has allegedly cut thousands of employees who were classified as “low performers.”
Now Microsoft is giving low performers the option to accept a payout and leave the company rather than being placed on a performance improvement plan (PIP), according to a new Business Insider report.
Separation agreement or a PIP
An internal email obtained by Business Insider outlined Microsoft’s new performance management system, which the company’s chief people officer described as having “clear expectations and a timeline for improvement.” For those who want to forgo performance management, Microsoft is reportedly offering a separation agreement that would be the equivalent of 16 weeks of pay. (Microsoft did not immediately respond to a request for comment and also declined to comment in response to Business Insider’s inquiries.)
Any Microsoft employees who are eligible for a buyout reportedly have five days to accept the offer; if they opt to get on a performance improvement plan instead, they forfeit the option to voluntarily resign and receive a payout at a later time. A previous Business Insider report also claimed that Microsoft is now barring low performers who leave the company or get terminated over performance issues from rejoining for at least two years.
Shifting strategies for low performers
Microsoft’s new strategy for managing low performers is not unheard of in the tech industry. Amazon uses a program called Pivot that presents similar options to employees who are deemed low performers, and Meta reportedly also employs a “block list” of former employees who should not be hired back by the company.
But navigating performance-based layoffs can be tricky: At Meta, some employees who were affected by the recent job cuts claimed they had received high ratings on their performance reviews and expressed frustration over the fact that they were publicly characterized as low performers. (Meta did not comment on all such claims, but in response to one report, a company spokesperson said: “Simply because someone had a history of meeting or exceeding expectations, does not mean they continue to consistently meet the bar.”) It’s possible that some of these employees were impacted to meet the 5% quota Meta reportedly set for layoffs across departments, in spite of their performance reviews.
Even otherwise, experts say relying solely on performance ratings to determine layoffs can put certain employees at a disadvantage, given the potential bias that is baked into the process. There is also quite a bit of variability across managers and departments, and in some cases employees may not have been performance-managed properly. At a moment when many tech companies are already facing employee dissent and low morale over culture issuesincluding strict return-to-office mandatesresorting to performance-based layoffs could also engender further mistrust.
