Welcome to the future!
David Arena, head of global corporate real estate for JPMorganChase, is standing on a sweeping staircase in a soaring travertine-clad lobby addressing a crowd. Hes there to welcome visitors to the ribbon cutting of 270 Park Ave., the banking behemoth’s new global headquarters in Manhattan.
Behind him, an American flag hitched to a fluted bronze mast flies vigorously (its propelled by an artificial breeze that required a remarkable amount of fine-tuning). Standing next to him are the people who helped design and build the $3 billion, 2.5 million-square-foot supertall: JPMC CEO Jamie Dimon, British architect Norman Foster, developer Rob Speyer, New York Governor Kathy Hochul, and New Age author Deepak Chopra.
For the leaders at JPMC, 270 Park is a big bet on the idea that working from an office is a competitive advantage in a business landscape that is rapidly changing. New technology, a shifting regulatory landscape, and geopolitical change are all coming to bear on the future of the financial services industry. A world-class office building, they believe, will provide an anchor in a tumultuous moment, and for many years to come.
Ask the team behind 270 Park and theyll tell you that the new HQ is meant to be a joyful, productive space. The goal is to make workers healthier in mind, body, and spiritand therefore equipped to do their best work efficiently and effectively. Its a vessel where abundance flows naturally, Chopra proclaimed when he took the podium after Arena.
[Photo: Nigel Young, courtesy of Foster + Partners]
The office of the future, built for today
JPMC began plotting its headquarters seven years ago. While it remained steadfast in its vision for the future of the office, the nature of work has transformed substantially since then. The pandemic forced many people into remote work due to health and safety concerns, and once the Slack and Zoom growing pains subsided, many folks realized that they actually had better work-life balance, saved money on commuting, and just generally felt happier and healthier while working from homeall while still getting the job done.
For many, the drawbacks of remote work, like less access to equipment and feeling disconnected from company culture and team members, could be solved with a hybrid arrangement. Of the people who are able to perform their duties remotely, 52% prefer hybrid work, according to a recent Gallup poll, with just 26% preferring exclusively remote work and 22% desiring fully on-site work.
These shifts provoke a question many office workers ask: If an office isnt technically required in order to do the job, then what is the office for? As with all headquarters, particularly on Park Avenue, the citys glass-and-steel canyon of corporate skyscrapers, they are symbols. JPMCs new building is a symbol not only of corporate ambition but also civic aspiration.
Occupying a full city block, 270 Park Ave. is the first major office building to be constructed since the COVID-19 pandemic. Its the centerpiece of a JPMC microdistrict Dimon has assembled in the heart of Midtown Manhattan. Symbolically, and practically, it depicts a vision for the future of the financial sector in New Yorkone that is as brawny and commanding as Foster + Partners formidable skyscraper, which is held aloft by a massive bronze-clad base whose columns taper into six fan-shaped forms.
According to a report in The New Yorker, the base alone required more steel to build than the 52-story building that was on the site before, the elegantly proportioned and assuringly reposed Union Carbide tower by SOM architect Natalie de Blois. Arena described the building as a beacon of American strength.
[Photo: Nigel Young, courtesy of Foster + Partners]
An office youll never want to leave
Dimon has been one of the most vocal supporters of returning to the office five days a week. His employees, however, have not always agreed. They have signed petitions asking for more flexibility, and unionization efforts are underway in response to the policy. But pushback doesnt seem to be making a difference. According to a recording obtained by Reuters of a JPMC town hall in Columbus, Ohio, Dimon responded to an employee asking about the petition: Dont give me the sh*t that work from home Friday works. Later he told CNBC that employees should respect that the company is going to decide whats good for the clients, the company, etc., not an individual. . . . And so they can get a joband Im not being meanthey can get a job elsewhere.
At the press conference, Hochul praised Dimon for sticking with his cmmitment to build 270 Park during the pandemic, at a time when doom-forecasting pundits spelled crisis for Manhattans future amid a sluggish return to office and the ripple effects from less foot traffic in business districts. He said come back to the office, Ill give you a place youll never want to leave! she crowed.
I wondered if she may have been alluding to the business and its relationship to the city. Her official statement said the building reaffirms New York as the worlds financial capital. Over the past few years, the financial sector, which is responsible for a quarter of the citys economy, has been shifting investment from New York and California to Sunbelt states. JPMC now employs more people in Texas than New York.
Still, the bank has emphasized its commitment to New York. The opening of our new global headquarters is not only a significant investment in New York, but also a testament to our commitment to our clients and employees worldwide, Dimons statement about the opening reads. We are strengthening our ability to serve our clients and communitieslocally and globallyfor generations to come.
Theres ample symbolism of this sentiment in the architecture. In his remarks, Foster described how the building is anchored into the bedrock below and that its formwhich in the skyline resembles either a slender tower or an elongated, bulky ziggurat depending on your vantage pointis derived from the urban fabric and zoning code. Ive always admired the grid, and it is inseparable from the grid, Foster remarked. Theres no computer wizardry. It is four square and rooted in tradition.
In fact, 270 Park Ave. is the first project to result from the East Midtown Rezoning, a Bloomberg-era idea finalized in 2017 to attract and maintain business in the area. It also created a funding mechanism to improve the neighborhoods public realm and mandated indoor or outdoor public space for new development. At the new headquarters, this element takes the form of a leafy public plaza on Madison Avenue furnished with concrete benches, movable jet-black Bertoia chairs and Saarinen tables, and an installation by Maya Lin composed of tessellated slate-gray stone that apparently references Central Park schist.
Along Park Avenue, there are long cascading steps into the building that give the illusion of a plaza but nudge passersby to keep it moving; the steps are far too shallow to sit on, unlike at the Seagram Building a couple of blocks north. Arena described 270 Parks open space and public art as our gift to the city, as though it were benevolence and not part of the deal NYC struck with JPMC to allow the company to build to an astounding 1,388 feet. Taller than the Empire State and Chrysler buildings, and with a scintillating LED light installation by the artist Leo Villareal at its crown, 270 Park is certainly making the presence of those gifts known.
[Photo: Nigel Young, courtesy of Foster + Partners]
The quantified workplace
This idealistic vision of both JPMC and Midtownthe hive of abundance within the prosperous cityhinges on a critical element: people. The building is a recruitment and retention tool that plays into the elements that have been scientifically proven to increase quality of experience, like ample natural light and clean air, as well as amenities designed to bring individual fulfillment to employees. To that end the interiors are designed to promote social, functional, and restorative activities among all teams that will use the building, which will encompass 10,000 employees.
Really you’re solving for people, Stefanie Shunk, a design director at Gensler, told me after the ribbon cutting. The firm was responsible for 1.7 million square feet of workspace spread across 30 floors of 270 Park Ave., which includes conference floors, amenity spaces, health and wellness floors, and executive suites; the firm SOM designed the buildings eight trading floors. Were all high-performing individuals now, Shunk continues. And with an Oura ring, or different devices, we’re measuring ourselves as well. So what does that mean? Mindsets have shifted to how we think about what optimizes our day.
Shunk and her team conceived of the work floors from a perspective of experience density so that employees would never feel like theyre in a vast expanse or too far from amenities. The elevators on each work floor open to a double-height communal space, which resembles a café. Lactation and well-being rooms (including prayer rooms with foot baths) are located off the communal spaces. Providing sensory varietyfrom a dead-silent recharge room to an energetic shared space and everything betweenalso guided the strategy.
The workspaces are flexible, built with the assumption that the business and its teams will change. Theyre constructed on raised floors, arranged on a modular grid, and the walls are demountable. We wanted this space to live over time, Shunk says. It wasn’t about a 10- or 20-year lease; this is a 100-year-plus building.
While the workstations are all open, Gensler devised seating arrangements and interior details that help each individual feel like they have more personal space. Along the windows, designers dispensed with private offices so that more daylight can permeate the space. Instead, they clustered workstations in groups of two and four, reducing the number of middle seats as much as they could. People like to feel like they’re in their own space, Shunk says. We just didnt want to see a run of 8, 10, 12 desks. For people with workstations near high-traffic areas, custom glass partitions are installed so their backs are protected.
The primary detail that changed dueto the pandemic was the addition of video chat rooms designed for one to two people; before, the smallest conference rooms were huddle spaces intended for four to five people. Gensler designed the video chat rooms to include virtual desktops to ease moving from their workstation to the room, and tables that are contoured to give each person in a meeting a more equitable experience on-screen. Part of the value of more of these rooms is to protect the acoustical environment in the open areas. The reality of work today is that even if you are in the office, youre likely working with someone who is not there and so video calls are now routine.
What really changed from the pandemic is we care so much more about the individual and designing to the outer edges of what people need, Shunk says. It used to be Design for the 80%, and now its Lets solve for the majority.
[Photo: Nigel Young, courtesy of Foster + Partners]
A one-stop-shop for everyone
Foster describes the building as a city within a city where presumably every activity someone might need to do throughout the day can happen within 270 Parks walls. One space that JPMC is particularly proud of is The Exchange, a three-story community hub Foster + Partners designed. It includes an expansive space for parties and corporate gatherings, plus a Danny Meyer-curated food hall with 19 restaurants and cafés (one is in an Airstream and another is in what looks like a classic green NYC newsstand). Foster + Partners designed a lavish client center at the very top of the building, with 360-degree views of the city.
As I watched the video fly-through of the buildings interior that played during the ribbon-cutting ceremony, I was wowed by the wealth of spaces and the lengths the real estate team took to make the office come off as hospitable. I would very much like to work from a plant-filled office, with daylight and views of the metropolis. (Although I could do without the mandatory biometric scanning employees will need to do to enter the building; instead of badges, JPMC will use their palm or fingerprint.)
The concentration of amenities and activities within the building reminded me of another architect who frequently spoke of his developments as a city within a city: John Portman, who constructed epically scaled hotels in beleaguered downtowns to spark economic development. But Midtown Manhattan now is not Atlanta in 1985. This August, pedestrian activity in the city topped pre-pandemic levels. One of the great pleasures of being in New York City is experiencing everything it offers in its entirety, not merely a microcosm designed in its image to keep people in a single location.
According to Chopra, achieving an abundance mindset involves reframing your thoughts to focus on everything you currently have instead of obsessing over what you lack. In the case of JPMC, thats likely the freedom to work remotely. Employees are steadily moving into 270 Park, with full occupancy expected by the end of the year. As they adjust to their new office, they will determine whether perks like imported taps that pour a perfect pint of Guiness, an app that enables them to order lunch to their desks, a signature scent piped into the air, and lighting that adjusts with circadian rhythms are the acts of corporate generosity or hallmarks of a gilded cage.
I slip on a pair of Nike running shoes. I clip a chunk of metal to the heel, which wraps around my lower leg like a shin guard. The battery goes on last, hugging it all like a high ankle bracelet.
In all of 30 seconds, Ive turned my legs into robots. I’m wearing Nikes new exoskeleton footwear, dubbed Project Amplify.
My legs feel heavier for sure. But with each step, theres a little kick in my heel. Like a cherry bomb exploding underfoot. And when it launches next year under a new name for an undisclosed price, Project Amplify will power runs up to 10 kilometers long on a single charge, increasing your energy output by 15% to 20% along the way.
Think of it as an ebike for your feet, says Michael Donaghu, a VP at Nike who leads the Project Amplify team.
[Photo: Nike]
The long road toward amplification
Exoskeletons offer the possibility to completely reimagine human movement, so it might not be surprising to learn that Nike has been pursuing the possibilities of exoskeletons for 14 years.
As Donaghu explains, he began at Nike decades ago working for the cofounder mad scientist running coach Bill Bowerman himself, who had a penchant for saying that an ounce on your foot was worth a pound on your back. As such, much of Nike innovation is about subtractioneliminating weight to ensure the product doesnt get in the way of your body.
Nikes marathon-busting Vaporfly shoes offered some rebuttal to this idea, as Nike studied the possibilities of energy return, developing carbon plates and foams that could give back an extra 4% of your stride. What if, instead of playing subtraction, we could give you more? Donaghu muses. And exoskeleton research was right along these lines, albeit taken to the extreme.
The problem a decade ago, however, was that the components needed for robotic assistance never quite added up. The technology was too heavy, or not powerful enough, Donaghu says. The theory just didn’t play out in practice.
Rather than dissuading Nike, Donaghu says it kept the company focused on the longer gameand every once in a while, a new PhD would walk through the doors and reignite interest in the idea, just to keep the coals burning. I think you can have a lot of shared intuition as a group of designers and researchers, and sometimes technology just isn’t ready to do it, or you’re not smart enough to figure it out, he says.
By 2021, the team opted to try again in earnest, dedicating full-time researchers to the project longer term. Quite a few developments helped. Algorithms, sensors, and microprocessors had all matured. But most of all, Donaghu credits the drone industry, fueled by a new wave of lightweight, high-RPM motors, with providing one of the most fundamental components of Project Amplify.
That mass adoption made smaller, more energy-dense motors of the size that you would want to put on a body, he says.
[Photo: Nike]
Designing the first consumer-friendly exoskeleton
The design of Project Amplify is inspired by the human body. Developed in partnership with Dephy, it’s essentially a robotic version of your Achilles tendonthe connection between your calf muscles and heel that powers running and jumping. As you walk, onboard sensors track your gait and attempt to power your step at just the right moment. Donaghu likens the challenge to pushing someone on a swing. Too early, it feels weird. Too late, and its pointless. The task requires accuracy in the milliseconds, while accommodating for the fact that everyones gait is a little different.
[Photo: Nike]
Nike hasnt mastered this work yet. As I take my first jog in Project Amplify, I find myself fighting the machine. I dont feel puppeted, as I have with larger exoskeletons in the past, but I dont feel like a super version of myself, either. Instead, theres a bit too much pressure on my shin, and my heel slips slightly out of the shoe. Allow me to admit, its a bit infantilizing to find yourself struggling to run at Nike HQ, and Im admittedly despondent when another tester trying Amplify for the first time flies by me effortlessly.
Tweaking the level of support and response time (simple buttons and sliders in an app) does help. And while Im still a bit awkward, and the footwear never feels weightless, they also got my ass up a 500-foot training hill, leaving me reasonably but not devastatingly winded.
For me, an elite running shoe feels like Im running on flubber, and an e-bike can straight-up feel like driving a motorcycle. I wanted one sensation or the other in a way that wasnt quite there yet in Project Amplify.
But taking it off? A dream! All you do is pull a tab on the heel, and the robot ulatches. Im reminded of the handful of people necessary for me to don an exoskeleton pant made with Arcteryx. Meanwhile, Nike really has developed something that I believe most people could slip on with relative ease.
[Photo: Nike]
Polishing Amplify for launch
Despite the fact that hundreds of people have taken more than 2.4 million steps with Project Amplify, Donaghu knows the product isnt fully cooked yet, and hes even a bit self-conscious as the team shares a platform theyve yet to perfect with journalists such as myself.
Could we already be in the market right now? Yeah, we actually are getting really good functional testing results and feedback from most people. It just doesn’t meet the threshold of, like, is it swoosh-worthy yet? he says. I just think we have a responsibility to make sure that this thing ends up being really aspirational. Like, it really disappears visually. Functionally, it’s just something that’s there helping you. And if we can’t get to that threshold, then for some of us, it’s not going to be good enough.
For now, Nike reaching that threshold means continuing to tweak the algorithms so that people like me dont face a learning curve when using the product. He also suggests that the team still has levers to pull to lighten the technology while increasing its power output. And, of course, it has to look fire on your foot.
To this aim, the design team has developed a mockup of Project Amplify thats more svelt, graceful, and all-around Nike-vibing than the chunkier prototypes theyve built thus far. Now its just up to the poor engineering team to bring that vision to life.
As for where Project Amplify fits in the market, its too much power for competitive sport, but perfect for recreation. Longer term, Nikes own CEO isnt making any bold predictions about revenue potential or market size, but the writing is on the wall that the age of exoskeletons is coming. That’s especially for those aging with lower mobilitythese technologies will revolutionize quality of life.
There are so many ways that it doesn’t fit perfectly into our business model. It’s a bigger swing, says Donaghu, who a few beats later admits that it feels wonderful to be making such a swing, to launch a product on the true edge of the companys capabilities. That’s Nike at its best, when we’re just being a little more bold to say we’re responsible for trying to change this industry and just help people move by and large. What are all the things that we’re not releasing that would do that?
NASA just handed Elon Musk a very public reality checkand virtually threw its own moon plans into the trashcan, although the U.S. space agency wont be admitting that. SpaceX isn’t necessarily the shoo-in to land the first Americans on the moon since the Apollo 17 mission 52 years ago. Instead, NASA is opening the contract to other companies, like Jeff Bezoss Blue Origin and Lockheed Martin.
While this doesnt mean that SpaceX wont get it, its the agencys way of slamming SpaceX for its delays and lack of focus on the lunar program. Reopening the marquee Artemis crewed landing contract to competition is an admission that the Starship wont be ready on time. Americas return to the lunar surface needs a plan B. Its a big shift that weakens SpaceXs grip, yes, but also rattles Artemis, andcruciallytilts the new space race toward China.
Im in the process of opening that contract up, NASAs acting chief Sean Duffy said on Fox & Friends, pointing squarely to Starships mounting schedule slips. He added that he expects companies like Blue Origin and possibly others to bid, putting Jeff Bezoss Blue Moon lander back in contention two years before the alleged scheduled landing date. NASA also told SpaceX and Blue Origin to deliver accelerated landing plans by October 29, and it will solicit proposals from the wider industry to increase the cadence of moon missions, a NASA spokesperson said. Blue Origin is widely expected to compete; Lockheed Martin has already convened an industry team to respond.
As expected, Musk is enraged. He didnt need to convene anything to respond on X: The person responsible for Americas space program cant have a 2 digit IQ, he said in response to Duffy.
Delays everywhere
To recap: The Artemis program is a multi-contractor, multibillion-dollar campaign to restore a sustained U.S. presence on the moon. Artemis III is the mission that, if it doesnt get cancelled, will put American boots back on the surface of the moon. It is a critical step for America to remain ahead of the new space race with China, which aims to colonize the solar system in this century. Whoever gets to the moon first and establishes the first base in its south polewhere water is abundant for life and, more importantly, the cooking of new rocket fuel to launch ships to Mars and beyondwill have the advantage for the next few decades.
Artemis III was planned for 2027 with SpaceXs Starship as the human landing system (HLS). This is how it works: Boeings Space Launch System (SLS) rocket launches four astronauts in Lockheed Martins Orion to lunar orbit; SpaceXs Starship HLS then docks with Orion and ferries astronauts from lunar orbit to the surface and back.
That last piecethe lunar Starshipis the fulcrum. NASAs own advisers now say that the 2027 date could slip years due to SpaceXs competing priorities. The agency has grown uneasy with SpaceXs lack of progress on lunar-lander-specific milestones. Internally and publicly, Musk insists the company is moving like lightning compared to the rest of the space industry. But lightning alone doesnt meet Artemiss deadlines. Of course, nobody else in the program, including Boeings SLS and Lockheed Martins Orion, is meeting the deadlines either, but lets discuss that later.
SpaceXs broader Starship campaignrapid, testtofailure flights to mature a super heavylift systemmatters for Starlink and Mars. The lunar variant is a tougher ask. As NASA program veterans point out, the HLS Starship needs to be markedly different from the prototypes flying today, then cleared for astronaut operationsa stretch for any organization on tight timelines. Meanwhile, the White House wants the moon landing done before January 2029, adding political pressure to an already complex schedule. Artemis IIthe 10day crewed loop around the moon that sets up Artemis IIIremains on track for April and could even get moved to February, NASA officials have said.
Duffy seems to imply that Artemis IIIs landing hinges on HLS being ready, but blaming Musk alone ignores the larger truth: The program is struggling on multiple fronts. The SLS core rocket is expendable and costs more than $4 billion per launchan eyewatering figure that undermines longterm cadence like he says NASA needs.
Lockheed Martins Orion capsule suffered significant heat shield erosion on Artemis Is reentry. Not even the lunar suits are ready. NASAs Inspector General reports tally roughly $4.3 billion in SLS overages and about three years of delays. And the programs architecturemany contractors, many interfaces, shifting prioritiesis a recipe for disaster. Even former NASA administrator Mike Griffin called the Artemis program excessively complex with an unrealistic price tag.
Advantage China
While the U.S. wrangles contracts, hardware, and schedules, Beijing is seemingly executing to plan. China has already completed a full landing-and-ascent test of its crewed lunar lander, Lanyue (embrace the moon), a vehicle that is closer to Apollos lunar module than NASAs own program.
While Apollos lunar module had two sectionsthe main engine to land on the moon and its cockpit, with a propulsion system to take off from the moon once the mission is doneLanyue is one single spaceship. Like Apollo, it is designed to carry two Chinese astronauts between lunar orbit and the surface, supporting life support, power, and data for the surface stay. It is not as ambitious as Blue Moon or Starship HLS, but Beijing has taken the practical, less problematic route.
The Long March 10 heavylift rocketthe equivalent to NASAs Saturn V or its SLSis advancing according to officials, who insist that the overall development of crewed lunar missions is progressing smoothly. Chinas target is to put astronauts on the moon before 2030, which is actually earlier than its original projections.
The CNSAChinese National Space Administrationis going further and faster than NASAs plans at this point. One shocking example: It has already deployed multiple satellites in lunar orbit to support its manned missions and its future base in the moons South Pole, which Beijing says will be operating in 2035. By 2050, the South China Morning Post reports, the CNSA expects to have bases in the South Pole, the lunar equator, and the far side of the moon.
And thas worrying for the United States and its flagging space supremacy. This isn’t flagplanting theater like in the 1960s. The South Poles permanently shadowed craters harbor large deposits of water ice. Ice means drinkable water, breathable oxygen, and rocket propellanteverything you need for permanent basing and a new space economy that will make trillions of dollars.
The first nation to stand up reliable access to polar ice writes the rules of that economy. Any country that wants to establish mining and manufacturing on the moon or in asteroids on Earths orbit, will need a strategic permanent base on our satellite. From there, you could theoretically take over the entire solar system with an ease that you would not have from Earth. This is because launching a spacecraft from the moon takes a lot fewer resources than launching from our planet, where you have to counter 10 times the gravity force.
Its a race the U.S. cant afford to lose and yet, each Artemis delay shifts the space race eastward. While NASAs decision to open the Artemis III landing contract is a necessary one, it is also an admission that the current plan wont land on schedule. In fact, Duffy himself said that it wont fly until 2028, which NASA confirmed.
You can say that a 2028 launch still gives the U.S. two years before China’s mission but, since Artemis’s history can be measured in schedule setbacks, at this point its very hard to believe that the calendar-wreaking havoc is over. We are going to need a series of miracles for that to work out and we just cant rush astronaut safety.
But the biggest problem for NASA is that, today, China is marching on with a centralized, fully state-backed, long-term program to put taikonauts on the moon before the end of the decade, like Apollo once did. While NASA’s decision was a necessary one, if the U.S. wants to lead in the moontoMars-and-beyond era, it must lock an operational lander as soon as possible, fix existing and future hardware issues in record time, and increase mission cadence. Right nownot some time later in the decade. Otherwise, the first footprints of this centurys lunar age will belong to Beijing.
Halloween is a fun, scary time for children and adults alikebut why does the holiday seem to start so much earlier every year? Decades ago, when I was young, Halloween was a much smaller affair, and people didnt start preparing until mid-October. Today, in my neighborhood near where I grew up in Massachusetts, Halloween decorations start appearing in the middle of summer.
Whats changed isnt just when we celebrate but how: Halloween has evolved from a simple folk tradition to a massive commercial event. As a business school professor who has studied the economics of holidays for years, Im astounded by how the business of Halloween has grown. And understanding why its such big business may help explain why its creeping earlier and earlier.
The business of Halloween
Halloweens roots lie in a Celtic holiday honoring the dead, later adapted by the Catholic Church as a time to remember saints. Today its largely a secular celebration one that gives people from all backgrounds a chance to dress up, engage in fantasy, and safely confront their fears.
That broad appeal has fueled explosive growth. The National Retail Federation has surveyed Americans about their Halloween plans each September since 2005. Back then, slightly more than half of Americans said they planned to celebrate. In 2025, nearly three-quarters said they woulda huge jump in 20 years.
And people are planning to shell out more money than ever. Total spending on Halloween is expected to reach a record US$13 billion this year, according to the federationan almost fourfold increase over the past two decades. Adjusting for inflation and population growth, I found that the average American will spend an expected $38 on Halloween this yearup from just $18 per person back in 2005. Thats a lot of candy corn.
Candy imports show a similar trend. September has long been the key month for the candy trade, with imports about one-fifth higher than during the rest of the year. Back in September 2005, the U.S. imported about $250 million of the sweet stuff. In September 2024, that figure had tripled to about $750 million.
This is part of a larger trend of Halloween becoming a lot more professionalized. For example, when I was a kid, it wasnt unusual for households to pass out brownies, candied apples, and other homemade treats to trick-or-treaters. But because of safety concerns and food allergies, for decades, Americans have been warned to stick to mass-produced, individually wrapped candies.
The same shift has happened with costumes. Years ago, many people made their own; today, store-bought costumes dominateeven for pets.
Why Halloween keeps creeping earlier
While theres no definitive research establishing why Halloween seems to start earlier each year, the increase in spending is one major driver.
Halloween items are seasonal, which means no one wants to buy giant plastic skeletons on Nov. 1. As total spending grows, retailers order more inventory, and the cost of storing ever-larger amounts of unsold items until the next year becomes a bigger consideration.
Once a seasons commercial footprint becomes large enough, retailers begin ordering and displaying merchandise long before its actually needed. For example, winter coats start appearing in stores in early fall and are typically gone when the snow starts falling. Its the same with Halloween: Retailers put out merchandise early to ensure theyre not stuck with unsold goods once the season is over.
They also often price strategically charging full price when items first hit the shelves, appealing to eager early shoppers, and then marking down prices closer to the holiday. This clears shelves and warehouses, making room for the next upcoming shopping season.
Over the past two decades, Halloween has become an ever-bigger commercial holiday. The growth in people enjoying the holiday and the increase in spending has resulted in Halloween becoming one giant treat for businesses. The big trick for retailers is preventing this holiday from starting before the Fourth of July.
Jay L. Zagorsky is an associate professor at the Questrom School of Business at Boston University.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
When Ben Stiller goes out to dinner, he drinks between one and three Shirley Temples.
But a fully-grown adult ordering a classic childs beverage can elicit funny looks. So, to help cut the stigma, and the sugar, the actor, director, and producer launched his own soda company last monthcalled Stillers Sodawith a grown-up version of a Shirley Temple as one of its three flavors.
He simply wanted a version that he could feel good about drinking himself, says Stillers Soda cofounder Alexander Doman, a serial food and beverage entrepreneur.
Stillers isnt the only soda company suddenly flirting with the Shirley Temple. In the past year, soda powerhouses and drink disruptors from 7UP and Gatorade to Spindrift and Bloom Pop have debuted Shirley Temple products. Even frozen yogurt chain 16 Handles got into the game.
The fizzy drink, ordered previously mostly at bars, has been a staple of American childhoods since the 1930s, when Shirley Temple herself was a young star on the big screen. Legend has it that the concoctiongrenadine, lemon-lime soda, and a maraschino cherrywas created by West Hollywood bartenders so that Temple could enjoy a drink with her costars.
Everyone has their own Shirley Temple memory. Barb Stuckey, chief new product strategy officer at Mattson, a major food and drink developer for retailers and restaurants, remembers family outings to the Flower Drum Chinese restaurant in Baltimore in the 80s, ordering chop suey with a Shirley Temple. It made her feel like a grown-up. She’s having a glass of wine, he’s having a beer, and hes having this thing with a straw with a little umbrella, she says. I want to be part of this, whatever it is.
That feeling has been passed down through generations, though few are still alive who recall the drinks namesake. I can’t imagine that more than 5 to 10% of Gen Zs have any clue who Shirley Temple was, Stuckey says. She was maybe the youngest-ever child star on the silver screen. She’s now become a maraschino cherry, pretty much.
All the more eye-opening is that Gen Z is enamored with the drink. This could be due to the generations love of nostalgia, its lower alcohol use, and the mocktails effervescence on social media.
These factors have combined to raise the drinks profile among young people and made it something you dont have to graduate out ofleading companies to go all in on stirring up their own batches.
Arc of a new trend
Mary Haderlein, the head of Mattsons Chicago office, tracks the modern Shirley Temple revival back to around 2021 when, homebound during the pandemic, people were shaking their own cocktails. The Shirley Templeand the Dirty Shirley, made with vodkawas easy and unpretentious, offering the comfort of nostalgia during a scary time. All of these childhood favorites became these master brands , she says, as processed favorites like Oreos and Cinnamon Toast Crunch surged in sales. Young people had the time to post their colorful creations on TikTok.
[Photo: Stiller’s Soda]
At the same time, restaurants and bars were facing shutdowns and supply shortages, and Shirleys only required basic pantry ingredients. They didn’t have to rely on an import that got caught up in the Suez Canal, Haderlein says. When people returned to the in-real-life socializing theyd craved, the Dirty Shirley stayed popular; it was hailed as the drink of summer 2022 by The New York Times.
Its profile has continued to grow. Earlier this year, The Times profiled Leo Kelly, an 11-year-old known as the Shirley Temple King, who since 2019 has rated the drink at different restaurants on Instagram, docking points for slip-ups like too few cherries. One review, of a Shirley Temple at Evermore Resort, in Orlandowhich had five cherries and a score of 9.6/10received 335,000 likes last year.
Casey Ferrell, senior VP of consulting at marketing data firm Kantar, who focuses on how different generations embrace culture, says that even the youngest influencers can push trends into the public consciousness. (In the most embarrassing of snubs, Kelly declined my interview request.)
In the typical arc of a new trend, Haderlein says, something will become popular at independent restaurants, then move to chain eateries, and eventually become ready-to-drink products on grocery store shelves.
Wholesome newstalgia
7UP was the first major beverage brand to offer the Shirley Temple via retail, in October of 2024. Katie Webb, VP of innovation and transformation at its parent company, Keurig Dr Pepper, says that 7UP naturally had equity in the drink, given that a lemon/lime soda is the very base of the beverage. (Note: the Shirley Temple King prefers his with ginger ale.)
[Photo: Keurig Dr Pepper]
It was a limited run, for the holidays, and will return this year to capitalize on a season when multiple generations gather, toast, and embrace old traditions. Gen Z are receptive to stuff that we think is nostalgic but that they never actually experienced, says Kantars Ferrell says. Gen Z may use the word wholesome in this context. Its a word they use a lot.
Webb likes the term newstalgia to describe Gen Zs unique spin on the past. And as with everything Gen Z related, visuals are key. Todays teen and 20-somethings are drawn to food and drinks with features that stand out on TikTok or Instagram, such as bright colors, textures, foams, and fizzes. To a degree, photogenic is more important than flavorful, and Shirley Templ plays right into that: it swirls, it bubbles, and it pops on the gram.
They also like their beverages on the rocks. Cold drinks represented 75% of Starbucks U.S. sales in Q3 of 2024. If you walk into a Starbucks, I dare you to find a single Gen Z that is drinking a hot beverage, Stuckey says. 16 Handles knows. The frozen yogurt chain took this trend even further with its Shirley Temple cherry lime sorbet, launched as a limited run this past August.
Will a Shirley Temple without sugar still taste as sweet?
The downside of the traditional Shirley Temple is that its not exactly good for you. A typical serving could have between 30 and 60 grams of sugar, and up to 300 calories. Even Temple herself had issues with it, telling NPR in 1986 that she hated the saccharine sweet, icky drink.
Holy cow, they have tons of sugar, says Amy Steel Vanden-Eykel, chief growth officer at Spindrift, who was incentivized to create an alternative. In February, Spindrift launched its own version, with no added sugar or sweeteners. Its made with real fruit, essentially just a higher ratio of juice to carbonated water than its seltzers. (Shirley Temple is one of five flavors in its new soda line, which includes other throwbacks like Strawberry Shortcake and Orange Cream Float.)
[Photo: Spindrift]
Spindrifts tart iteration doesnt taste all that much like a Shirley Temple to me. But the good-for-you modification is probably a smart move, given that one in three consumers say reducing non-healthy ingredients like high sugar in beverages is important, according to Mattsons data.
Other brands have dialed back the sugar, too. 7UP released a zero-sugar version as part of its rollout last year. Bloom Pop, also owned by Keurig Dr Pepper, released a prebiotic Shirley Temple in July thats low sugar and low calorie. In September, so did Slice, which PepsiCo relaunched this year as a gut-health drink brand after sunsetting it in the early 2000s.
[Photo: Bloom Pop]
The drink is also benefitting from the fact that Gen Z is famously not consuming as much alcohol as previous generationsabout 20% less, consistent data shows. (It’s one of a handful of perceived risky behaviors theyre engaging in less, Ferrell says, along with driving and sex. In a chaotic-feeling world, theyre careful about how much [risk] theyre willing to tolerate in their lives, he says.)
But they still want fun drinks, and wholesome sodas become favorites for the sobercurious to bring to the party, without the stigma such adult mocktails may have had in the past.
44 bottles
Keurig Dr Peppers data shows that 72% of Gen Z try a new drink monthly, versus 44% of all Americans. This is great news for new flavor debuts, but worrisome news for the folks trying to build them into sustainable businesses. For 7UP, keeping the Shirley Temple flavor as a limited run makes sense.
Brands used to be the arbiters of culture, Ferrell says. Today, that power has tipped to the consumer. Companies now need to be reactive to whatevers hot on TikTok.
When they pounce fast, it pays off. 7UPs Webb, who says that the company is constantly monitoring social media to track what kind of concoctions consumers might be making with our products, notes that 67% of its Shirley Temple trialists were new to the brand.
[Photo: Gatorade]
Gatorade is also staying flexible. In June, the brand presented WNBA player Paige Bueckers with a special-edition flavor of her favorite drink, the Shirley Temple. The video of the presentation became the brands most commented-on piece of social content ever, says chief brand officer Anuj Bhasin. (The company then sent 44 bottles to Bueckers fans who commented on the Instagram post, the number being a nod to the points Bueckers scored when setting a rookie record.)
With only 44 bottles, the release could be considered a brand activation, a limited run of a product based on a disruptive cultural moment, with a campaign around it. We are absolutely seeking to do more of these things, Gatorades Bhasin says, adding that the company will rarely commit to making a new flavor like Shirley Temple permanent.
The next new thing
Although Gatorade maintains multiyear road maps, it also now keeps resources in reserve for forming a quick-strike team to execute last-minute campaigns based on fads and quick shifts in the zeitgeist. It now has a special development facility at its Valhalla, New York, R&D site to enable faster market turnaround; products produced at this site are not even meant for retail sale.
The good news for big beverage companies is that ginning up a new flavor like a Shirley Temple is relatively simple. Theyre sourcing straightforward syrups from longtime suppliers, not mapping out new supply chains. This is not rocket scienceits lemon, lime, and cherry, Stuckey says. When it comes to Shirley Teple, it just feels like this is built for mass consumption.
(Stillers cofounder Doman insists that its Shirley Temple soda had nothing to do with trends. He insists it was driven merely by Stillers own tastebuds, which signed off on every iteration until it was finished.)
But soon enough there will be a new thing, as there always is. These same brands are going to have to tap into something else after this winds its way through everybody’s system, Ferrell says.
Whats next? Mattsons Haderlein is seeing a rise in bitter spritzes. Her colleague Stuckey isnt betting against matcha.
Yet because of its history, the Shirley Temple also has staying power. It does have a genuine cultural underpinning to it, Haderlein says, predicting that it will likely endure, at least peripherally, as a part of childhoods across the country, no matter what generation.
How wholesome.
As Portland, Oregon, residents protest President Donald Trumps immigration policy outside an ICE facility, theyre also using a less expected tactic: the citys zoning code.
Portlands Immigration and Customs Enforcement facility sits in a remodeled bank in the citys South Waterfront neighborhood, not far from apartment buildings, restaurants anduntil it recently moved because of worries about ICEa local school. (As demonstrations increased, law enforcement used chemicals and munitions that ended up on the school’s playground.) When the federal government first wanted to lease the building in 2011, it had to get land-use approval as required by the city’s zoning laws. Portland put strict conditions in place in the approval process: Detainees couldnt be held for more than 12 hours or overnight.
Activists have said for years that ICE is violating those conditions and that the city should reconsider its land-use approval. In 2018, when protestors gathered at the same site to rally against the first Trump administration for separating thousands of immigrant children from their parents, activists argued that the violations should be cause to close the facility.
At the time, elected officials were saying it wasnt possible, says Holly Brown, one activist. But when Trump took office again earlier this year, protestors restarted their efforts to get the building shut down. This year, the city acted.
It took a lot of community pressure, Brown says. Weve been doing a lot of protests at City Hall. Weve shut down city meetings and refused to let them conduct their meetings until they deal with this. We also had someone file an official complaint with the city.
In July, the city’s permitting bureau launched an investigation, using data from the Deportation Data Project, a nonprofit that uses Freedom of Information Act requests to get detailed records from the government at detention facilities across the country. The data showed that the ICE facility had violated the citys rules 25 times over a 10-month period, according to the city.
In September, the permitting bureau issued a land-use violation to Stuart Lindquist, the property owner who rents the space to ICE for $2.4 million a year. Lindquist has challenged the citys action, asking for a formal administrative review in which a facilitator will determine whether the city correctly applied its land-use codes. He isnt exactly sympathetic to protestors: He reportedly hit one protestor with his Mercedes in 2018 and told a reporter that he wanted to fight activists. Id be glad to take them on one at a time. Bring em on, Lindquist told the Willamette Week newspaper in 2018. Neither ICE nor Lindquist responded to a request to comment for this article.
If the city shows that ICE is still violating the original agreement, Lindquist could face fines. But the citys process has also kicked off another possibility: Sixty days after it issued the noticein mid-Novemberit has the option to reconsider the land-use approval completely. The city could have a hearing on whether or not it still fits the original use that it was intended for, Brown says. In this case, I would say it does not.
A city spokesperson told Fast Company that if Portland does reconsider the terms of the land-use approval, that wouldnt necessarily mean revoking the approval; it might mean renegotiating the terms. Still, activists are pursuing the hope that this unlikely path could help shut the facility down.
Its something that wouldnt work everywhere, since many ICE facilities are in federal government buildings or rented from private prison companies in areas with fewer zoning restrictions. Portland also had unusually specific conditions in its agreement. But its one example of a creative way to take on a government agency that has few restraints.
This is definitely an example of the city and people who live in the city using the levers of power we have available to clamp down on ICE, Brown says.
Even if other cities don’t use this particular approach, they can look for other ways to act. “Every city can and should be looking at whatever creative opportunities exist within their own laws to prevent collaboration with the Trump administration,” says Matthew Lopas, director of state advocacy and technical assistance at the nonprofit National Immigration Law Center.
“The Trump administration has shown so much disregard for the independence and the safety of cities that it should be a priority of every city to protect their own community by refusing to collaborate to the fullest extent possible with this administration and their efforts to terrorize immigrants and entire communities,” Lopas adds.
Some cities have refused to let ICE use local prison space for detention sites, for example. When ICE has a contract in place, some states have chosen not to renew it. As ICE continues to ramp up arrests and detentionswith a tripling of its budget for enforcement and another $45 billion for new detention facilitiesit will continue to look for new space to operate, and some other states and cities may be able to turn to zoning laws to make it harder to build.
Activists in Portland are also trying to garner more protections for residents, including asking the city to ban face masks on ICE agents and adopt new policies to help limit where ICE can go. As in other cities, ICE arrests have surged in Portland this year. (One arrest this summer involved a father dropping off his child at a preschool; the man, who is married to an American citizen and was in the process of getting a green card, reportedly had no criminal history.)
Focusing on ICE’s land-use violation is a first step, Brown says. Its a learning period for us in what we can do. Were definitely going to keep moving forward and find other ways we can get the city to put pressure on ICE to back down.
As Nvidias value has soaredbecoming the first public company to hit $4 trillion in market capitalization earlier this yearits been pouring money into AI startups. Its venture arm, NVentures, is also backing less expected bets. The latest: Redwood Materials, the EV battery recycling company, which just raised $350 million in a new funding round.
Redwood launched in 2017 with the aim to build a U.S. supply chain for critical metals by pulling materials like cobalt and lithium from used EV batteries. But the company spun up another major business this yearusing secondhand EV batteries as a low-cost form of energy storage at data centers.
[Photo: Redwood Materials]
I think people misname them as a recycling company, says Joe Fath, a partner at Eclipse, which led Redwoods new Series E round. Recycling is really just the wedge. The company is a recycling giant, and currently processes around 90% of the lithium-ion batteries that are recycled in North America. But their energy storage business is equally important, and can help solve one of the biggest challenges for the AI industry right now: how to source the energy that data centers need.
“Power generation, storage, and cost to drive those GPUs is increasingly becoming a bottleneck, says Patrick Moorhead, CEO and chief analyst at Moor Insights & Strategy. For a company like Nvidia, which makes the energy-intensive hardware used in data centers, helping scale up energy storage for its customers helps its own business continue to quickly expand. (Nvidia declined to comment, saying that it doesnt discuss its investments.)
[Photo: Redwood Materials]
In some cases, data centers can use batteries to help them go completely off the grid, as in a solar-and-battery-powered project that Redwood built with Crusoe this year. Some customers also plan to use the companys batteries to store energy produced with natural gas. Redwood makes both the battery hardware and the software and electronics to run the system.
Speed to energy is paramount, says Redwood Materials CEO JB Straubel. By using storageand in particular a very modular, flexible approach like were doingpeople are able to bypass some of the very long interconnection queues to get electricity sourced directly from the traditional grid. In other cases, the batteries can connect to the grid and pull electricity from it when its cheapest. They also provide resilience if the grid goes down.
[Photo: Redwood Materials]
The approach also saves money. Cost is probably the leading advantage, because we’re refurbishing and using assets that were previously deployed in a different application. For the most part, we’re able to dramatically reduce our deployment costs, Straubel says.
Nvidia has also invested in other energy companies, including participating in a $863 million funding round for Commonwealth Fusion Systems, a startup that aims to put fusion power on the grid by the 2030s. But Redwood’s technology is ready for use now.
“Redwood is a leader in this market, and Nvidia is planting a flag in the sand on this key market,” says Dan Ives, global head of tech research at Wedbush Securities. “Nvidia is focused on building a vertical ecosystem, and Redwood investment is a perfect fit.”
Bethenny Frankel is a marketing maven. Shes best known for starring in the Real Housewives of New York City, and for launching the Skinnygirl lifestyle brand, starting with the now-famous skinny girl margarita. She then found a partner to help her manufacture the cocktail, which launched in 2009. In 2011, Frankel sold Skinnygirl for an estimated $100 million, but kept the rights to use the name. Since then, shes launched Skinnygirl salad dressing, shapewear, and popcorn, among other items.
Frankel has 4 million-plus followers on Instagram and 3.3 million on TikTok, where she sounds off on everything from coffee to handbags. Frankel is also the queen of affiliate and brand dealsnetting $7 million in 2024, a figure shes on track to exceed this year. In May, she launched The List, where fans can shop her closet as well as her obsessions, which range from furniture to makeup. Shes also an investor in Cumulus Coffee, ShopMy, and several other companies.
Frankel sat down with Fast Company to talk about her career pivotsand what it means to be a marketer in todays social-media-driven business world. She points out that consumers respond to authenticity and personal branding more than ever before, but also discusses the danger of blowback from putting your brandand yourselfout there.
Lets start at the beginning. Youve said going on Real Housewives was purely a business decision. Can you tell us about that?
Well, I turned it down for a month saying I wanted to be a natural food chef. But I realized it’s not that easy to get on TV. And if this fails, no one will know about it. And if it succeeds, then it’s a great platform. I definitely did not think it was going to be a cultural phenomenon.
How did you think about riding that zeitgeist?
My instincts were just right there always. I think I’m a born marketer. When I was a little kid I used to want to be a copywriter, and came up with slogans and names for people’s businesses and stores. I just have always been a person that leads with marketing first.
I had an agent who also represented the Kardashians, and they followed suit with monetizing the Kardashians after what I did with Housewives and the Skinnygirl margarita, which no one had ever done before. No one had monetized reality TV.
Now the audience is turned off by that. Everybody’s followed in my footsteps, and everything is a photo shoot and a book cover and a launch party and a fashion line that may or may not really exist. Versus on Housewives, it was me being flawed and using that platform to go through the struggles and possibilities of building a business, whether or not it would look negative or positive to the audience. It was just a true experience that I was going through.
What marketing advice do you have based on that experience?
The actual lesson was that people werent buying the product that I was selling. They were buying the authenticity of me.
They believed that I was being truthful about all areas of my life, so then they believed in what I was doing. And I think that’s where everybody’s lost their way, because everybody’s just trying to sell something to make a quick buck in the short term, but the audience is extremely savvy. While you may make money on a brand deal right now, in the long run they probably won’t trust you if you’re not telling the truth.
And that’s what’s key in social media, which is the new television.
How do you draw boundaries between your personal life and your professional life?
Attention is the new oil. I’m so grateful and so fortunate and so humbled by the fact that I have the attention of the people. There’s a handful of people in the world right now who have the attention of the people, because even in the last year, I’ve watched it change. Everyone’s desperate because there are more people in the store. So how do you get people to come up to your counter?
It is very manic and it probably really affects people’s mental health. So how do I deal with that? I don’t have to do any of this. And I think that’s what really separates me from the influencers and the content creator landscape. I wasn’t broke when I accidentally started doing this stuff and it was doing well. I was just sort of lonely. I was emotionally broke, I was sort of bored, with low-grade depression. I was at home screwing around. I found a real home in this medium.
[Photo: Julien De Rosa/AFP via Getty Images]
You mentioned authenticity is your superpower for engaging with people. What happens when theres backlash because youre putting your authentic self out there?
It’s such a trap because they want me to comment, because I opine. I never rate higher than when I’m commenting. But then if you comment, people always want to know what youre thinking. Everyone was mad at me because I wasn’t posting about Charlie Kirk.
I had never heard of Charlie Kirk in my entire life, until the mob was mad at me for not posting thoughts and prayers. A couple of hours later, I said to everyone, Sit the fuck down. I’d like to get educated. Sorry if you think I’m dumb, I can’t know what I don’t know. The thing is I don’t get to have the fluffy buffer of just doing a TikTok dance and people wanting that. People want my opinion. I am in the impact zone often, but that’s okay.
How do you deal with being in the impact zone?
You go through the storm; you deal with it, and then it passes. You don’t apologize if you’re not sorry, and you don’t beg. You decide what you truly think is the right thing to do. And you do that.
I’ve advised so many celebrities who have called me literally when they hit rough waters. I’m like, this is what you do. Theyre like, I don’t know how you do this.
In the Marshall Islands, where the land averages only 7 feet (2 meters) above sea level, people are acutely aware of climate change.
Their ancestors have lived on this string of Pacific islands for thousands of years. But as sea level rises, storms more easily flood communities and farmland with saltwater. Warming ocean water has triggered mass coral-bleaching events, harming habitats that are important for both tourism and fish that the islands economy relies on.
If the world fails to rein in the greenhouse gas emissions driving climate change, studies suggest low-lying islands like these could be uninhabitable within decades.
Marshall Islands President Hilda Heine talks about climate risks to her homeland while in New York for the United Nations General Assembly in September 2025.
Climate change isnt just a problem for islands. Countries worldwide are experiencing intensifying storms, dangerous heat waves, and rising seas as global temperatures rise.
Yet, after 30 years of international climate talks, 10 years of a global treaty promising to keep temperatures in check, and trillions of dollars in damage, the world is still not on track to stop rising global temperatures. Greenhouse gas emissions were at record highs in 2024, and it was Earths hottest year on record.
I study the dynamics of global environmental politics, including the United Nations climate negotiations. And my lab and I have been tracking countries latest climate pledgesknown as nationally determined contributions, or NDCsto see which countries have stepped up their efforts, which have slid back, and who has ideas that can deliver a safer world for everyone.
While the Trump administration has been pressuring countries to back away from their climate commitmentsand succeeded in delaying an International Maritime Organization vote on a global plan to tax greenhouse gas emissions from shipping after threatening other countries with sanctions, visa restrictions, and port fees if they supported itmany countries are still pressing ahead.
Trump agitates, but many countries are steadfast
U.S. President Donald Trump, whose administration came into office vowing to eliminate climate regulations and boost the fossil fuel industry, derided concerns about climate change in his Sept. 23, 2025, speech to the U.N. General Assembly. He called climate change the greatest con job ever perpetuated and ridiculed green energy and climate science.
Trumps language no longer surprises world leaders, though. More than 100 other countries announced new climate commitments during a high-level summit a few days later.
China, currently the worlds largest greenhouse gas emitter, was lauded for hitting its green energy targets five years early. Its rapid expansion of low-cost renewable energy and electric vehicle manufacturing has reduced pollution in Chinese cities while also boosting its economy and expanding the governments influence around the world.
Chinese President Xi Jinping announced the countrys first absolute emissions reduction goal at the summit, committing to cut its net greenhouse gas emissions by 7% to 10% from peak levels by 2035. China also committed to nearly triple its solar and wind power capacity and expand reforestation efforts.
While advocates and other governments had hoped for a stronger announcement from China, the new goals mark an important shift from the countrys earlier carbon intensity targets, which aimed to decrease the amount of greenhouse gas emissions per unit of economic output but still allowed emissions to grow over time.
[Chart: The Conversation, CC-BY-ND. Source: International Energy Agency, created with Datawrapper]
The European Union has yet to submit its new commitments, but the group of 27 European countries delivered a letter of intent, saying it would commit to a 66% to 72% collective decrease in net greenhouse gas emissions by 2035 compared with 1990 levels. Europe has seen a swift rise in renewable energy, up sharply since Russias invasion of Ukraine put the continents natural gas supplies in jeopardy.
The EU has also made waves by extending its carbon pricing rules beyond its borders.
The EUs Carbon Border Adjustment Mechanism, scheduled to begin in January 2026, will be the first system to charge for the climate impact of imported goods coming into Europe from countries that dont have carbon prices similar to the EUs. The measure, meant to even the playing field for EU industries, sets a global precedent for linking carbon emissions to trade.
However, the EUs climate plans are also facing some headwinds. Its parliament is moving toward softening new corporate sustainability requirements after pressure from companies. And it may face calls from some member countries to delay a new carbon market meant to cut emissions from road transportation and buildings, Politico reported.
The EU has pledged to mobilize up to 300 billion Euros (about US$350 billion) to support the global clean energy transition in developing countries.
The United Kingdom, Japan, and Australia submitted their most ambitious targets to date. All three put them on track to reach net-zero emissions by 2050, meaning any greenhouse gases they emit will be offset by projects that avoid carbon emissions or remove carbon from the atmosphere.
In Australia, Queenslands recent announcement that it would extend existing coal power plant use to the 2030s and 2040s may slow national progress. But Queensland also supports scaling up renewable energy and is still aiming for net-zero emissions by 2050.
Norway committed to reduce its greenhouse gas emissions by at least 70% by 2035 compared with 1990 levels, which would align with the Paris Agreement goal to keep global emissions below 1.5 degrees Celsius (2.7 degrees Fahrenheit). However, it plans to remain a major oil and gas exporter.
Notably, many developing countries also stepped up their commitments.
Brazil pledged a net emissions reduction of 59% to 67% by 2035 and is maintaining its 2050 net-zero target. The government also drew criticism for approving plans for oil exploration near the mouth of the Amazon River.
Free riding and taking cover behind the US
However, while some new climate commitments signal important momentum in the fight against climate change, the tug-of-war between global ambition to slow climate change and strategic self-interests was palpable at the New York summit. The responses to Trumps remarks revealed both veiled critiques and deceleration of climate action by some governments.
China criticized backsliding by some countries, without naming names.
Brazil used the summit to call out countries that were late in submitting their updated climate commitments. Only about a third had submitted their updated pledges at that point.
While it is difficult to parse out individual country motivationseconomic stress, wars, and political influence can all play a rolemany scholars worry that U.S. backsliding will lead other countries to reduce their climate commitments, and some recent pledges appear to back this up.
Many petroleum-producing countries missed the U.N. pledge deadline. Qatar, which recently gifted the U.S. a jet plane for Trumps use and has an economy largely bolstered by the oil and gas industry, has not updated its pledge since 2021. The six-member Gulf Cooperation Councils average emissions reduction target is even lower than Qatars, at around 21.6% by 2030.
Similarly, Argentina, among the worlds top holders of shale oil and gas reserves, has not released its updated commitments. Progress on its previous commitment has been undermined by political shifts since President Javier Mileis election in 2023.
Milei initially vowed to abandon the 2030 agenda entirely and withdraw from the Paris Agreement, though his administration later backtracked. His dismissal of climate change as a socialist lie has aligned Argentina closely with Trump, culminating in a recently planned US$20 billion aid package from the U.S. to Argentina and raising questions about whether Argentinas climate stance reflects genuine policy or geopolitical strategy.
Also noticeably absent are commitments from India, Mexico, South Africa, and Saudi Arabia. Angola weakened its climate pledge, citing a lack of international funding.
A new way to make climate commitments?
While many countries are promising progress to reduce greenhouse gas emissions, the commitments formally submitted as of Oct. 20 were still far below the level needed to keep global temperatures from rising by 2 C (3.6 F), let alone 1.5 C.
Countries new climate pledgesknown as nationally determined contributions, or NDCsas of Oct. 20, 2025, compiled by ClimateWatch, were still far from keeping global warming under 2 C (3.6 F), let alone 1.5 C (2.7 F). The total includes 62 countries that had submitted pledges, including a U.S. pledge submitted before the Trump administration took office. It does not include Chinas announced pledge or the European Unions expected pledge. [Chart: ClimateWatch, CC BY 4.0]
To help boost national efforts and accountability, Brazil has proposed a new approach it calls a globally determined contribution. Unlike the 1997 Kyoto Protocol framework, which set fixed, country-specific emission reduction targets based on historical baselines, or the 2015 Paris Agreements pledge-as-you-can system, it would establish global targets aligned with the Paris Agreements temperature goals.
So, a globally determined contribution might state, for example, that the world will triple its renewable energy production and reverse deforestation by 2030. A target like that gives countries a clearer path of action. The new format would also allow city and state actions to be counted separately, increasing incentives for them to act.
As the host of the COP30 climate talks Nov. 10-21, 2025, Brazil is uniquely positioned to champion this concept. In the absence of U.S. leadership, the proposal could offer a rare opportunity for countries to collectively strengthen commitments and reshape treaty language in a way never seen beforeleaving open the possibility for progress.
Wila Mannella, a research assistant and graduate student in environmental studies at USC, contributed to this article.
Shannon Gibson is a professor of environmental studies, political science, and international relations at the USC Dornsife College of Letters, Arts and Sciences.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Leadership is not a title or a job description. It is the daily practice of turning authority into trust and presence into influence, according to renowned psychologist, University of Exeter Professor and former NBA player John Amaechi, OBE. Amaechi argues that leadership lives in ordinary moments: how you listen, the precision of your words, and the discipline of reflection.
Being a great leader is not magic, Amaechi explains to me, but rather the consistent choice to act with clarity and intention that helps others feel enabled, not stifled. Too often, people think of leadership as something to perform when the spotlight is on them. Amaechi says, In reality, the leaders who endure are those who embody their practice in every interaction. They understand that credibility is not claimed but conferred by others who watch, listen and feel the texture of their leadership every day.
In his new book, Its Not Magic: The Ordinary Skills of Exceptional Leaders, Amaechi outlines the following five practices to make leadership tangible and consistent.
Refine your observation practice
Each observation is a chance to deepen your understanding, not to catch others out.
Leaders who take observation seriously learn to notice patterns that others miss, from the subtle signals of disengagement to the small acts of initiative that deserve recognition, says Amaechi.
This practice requires discipline: to watch without rushing to judgment, to gather data rather than pounce on mistakes, and to cultivate patience until the fuller picture becomes clear. Observation done well creates the foundation for trust and insight.
Normalize, affirm, and reframe with precision
Confidence grows strongest where people feel seen clearly and encouraged thoughtfully.
It is easy to offer vague praise, but genuine affirmation demands precision, Amaechi explains. Leaders who normalize challenges and setbacks remind people they are not alone in facing difficulties.
Those who affirm effort and skill help individuals recognize their own capability. Reframing, when done carefully, shifts perspective from limitation to possibility without sugar-coating reality. Together, these practices build confidence that is both resilient and realistic.
Sharpen language to sharpen thinking
Sharper language builds sharper self-awareness and better decisions. Amaechi shared that leaders who are careless with language often leave confusion and unintended consequences in their wake. He said that precision in words is not pedantry but a discipline that shapes thought. Clear language, he told me, clarifies intent, defines boundaries, and sharpens focus. It reduces the margin for misinterpretation and models intellectual rigor.
In teams, this practice can elevate debate, reduce wasted effort, and make strategy actionable rather than aspirational. One action he recommended: Replace vague verbs with clear commitments and define success before you speak.
Model reflection openly
Leaders who model reflection permit others to think more deeply, not just perform better. Reflection is often treated as a private act, done in isolation. Yet when leaders show how they revisit their decisions, acknowledge their blind spots, and adjust their approach, they legitimize learning as a shared practice.
This openness dismantles the myth that leaders must be infallible, shared Amaechi. It signals that growth is valued more than perfection and that courage lies not in pretending to know everything, but in being willing to rethink. Heres an action to try this week: Share one decision you would make differently and why.
Manage your physical presence
Physical presence speaks loudly. Use it to invite growth, not inhibit it. From posture to tone of voice, from where you sit in a meeting to how you enter a room, your physicality shapes the atmosphere others inhabit. A leaders presence can constrict dialogue if it conveys impatience, intimidation or distraction, shared Amaechi. Equally, it can create space for others to step forward when it conveys openness, attentiveness, and calm. Presence is not performance but alignment: What you project outwardly should be consistent with the respect and curiosity you hold inwardly.
Action: Adopt a default stance with an open posture, slower tempo, and eyes on the speaker.
As Amaechi says in Its Not Magic, leadership is revealed in what people see you do, not what you say you value. For deeper tools and team diagnostics, Its Not Magic expands each practice and shows how to implement them at scale.
Marcel Shwantes
This article originally appeared on Fast Company’s sister publication, Inc.
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