The narrative is familiar: Revolutionary technology arrives, promising to liberate women from domestic drudgery and professional constraints. The electric oven would free housewives from coal-burning stoves. The washing machine would eliminate laundry day. The microwave would make meal preparation effortless. Yet as historian Ruth Schwartz Cowan argued in her landmark book, More Work for Mother, these innovations didnt reduce womens workload. They simply shifted expectations, creating new standards of cleanliness and convenience that often meant more work, not less.
So when we speak of AI as the solution to professional and personal burdens, skepticism is warranted. After all, technology has repeatedly promised liberation while delivering new forms of constraint. The question isnt whether AI will change professional and personal work; its whether this change will finally favor womens autonomy rather than merely reorganizing their obligations.
Recent data Duckbill collected alongside Harris Poll reveals that 47% of women avoid asking for help to prevent burdening others. This hesitation reflects not just conditioning around self-sacrifice, but hard-won wisdom about technological promises that rarely materialize as advertised.
SELF-LIMITATION ISNT ALL ON US
The reluctance to seek assistance isnt a character flaw; its a rational behavior within systems that have historically penalized women for taking up space. When 31% of women aged 18-34 procrastinate on booking their own medical appointments, and 76% report that even in their free time it feels like there is something they should be doing, were witnessing the manifestation of decades of messaging that female needs are inherently secondary.
This isnt about women doing it wrong. Its about women making calculated decisions within structures that werent designed for their success.
AI PROVIDES AN ALGORITHMIC ADVANTAGE
What makes AI uniquely positioned to address this dynamic is its fundamental departure from human-built social contracts. Theres no emotional labor required, no reciprocal obligation, no concern about imposing on someones bandwidth. Theres no judgment. The technology can exist to purely augment human capability, making it perhaps the first truly guilt-free form of assistance available at scale.
Consider the surgeon who uses AI to optimize her schedule, allowing her to focus on life-saving procedures, rather than administrative minutiae. What if that surgeon also used AI to handle her insurance claim after a kitchen flood, researching coverage details, coordinating with adjusters, and handling repairs? Or the venture capitalist who has AI analyze market trends and simultaneously asks for it to research the best schools for her daughter, approaching both with the same fidelity and precision.
These are examples of resource allocation that refuses to compartmentalize professional efficiency and personal fulfillment. Unlike previous technologies that further entrenched women in prescribed roles, AI has the potential to follow women across all domains of life.
So, how do we fix this?
1. Redefine productivity as self-care
When 78% of young women report they are simply trying to get through the day, were looking at a crisis of sustainable solutions. AI offers an alternative: What if getting things done could be both excellent and guilt-free?
This shift requires a fundamental reframing for women. Instead of asking Am I capable of doing this myself? the question becomes Is this the highest and best use of my capabilities and time? Suddenly, outsourcing restaurant research or flight refunds isnt lazy, its strategic.
And when tasks are streamlined and coordination becomes effortless, the mental bandwidth that was once consumed by logistics is freed up for vision, creativity, and genuine rest. Unlike previous technologies that created new forms of performance pressure, AIs most radical feature could be its indifference to human social hierarchies and gendered expectations.
2. Shape the algorithm to work for us
For AI to truly serve womens needs rather than simply digitizing existing biases, women must be active participants in shaping these tools. Women are adopting AI at rates 25% less than their male counterparts. That adoption gap isnt just a missed opportunity for individual efficiency; its a systemic risk that AI development will continue to prioritize male perspectives and use cases.
Every time a woman trains an AI assistant on her specific work, teaches it to understand her communication style, or provides feedback on its suggestions, shes contributing to a more inclusive technological future.
This is not just about representationits about functionality. We cannot afford to let this technology develop without us, only to discover later that it replicates the same systems that have historically constrained us.
WOMEN DESERVE SUPPORT WITHOUT LIMITS
In a culture that has long demanded women take on more tasks to become more, AI represents something revolutionary: technology that encourages taking up space by alleviating pressures. Its permission to ask for what you need without apology, to optimize for you rather than survival, to treat your time and energy as genuinely valuable resources.
The women who understand this arent just early adopters of technology, theyre pioneers of a new paradigm where support isnt scarce, help isnt shameful, and free time is not a luxury, but a human right. In embracing AI, theyre not just changing how shit gets done, theyre modeling what it looks like when women are able to be as big as their ambitions demand.
Meghan Joyce is cofounder and CEO of Duckbill.
ChatGPT can make mistakes. Check important info.
How many times have you seen that message? More importantly, how many times have you actually stopped to consider what it means?
No doubt youve noticed italong with millions of others who now rely on AI for everything from planning product launches and rewriting emails to turning their beloved pets into cartoons.
The adoption speed has been remarkable. In just a few years, AI has gone from a buzzword to a daily fixture in countless workplaces. And for many, its already hard to remember what work looked like without it.
Like anything that makes life easier, its easy to see why it caught on so quickly. Whats harder to see (and easier to forget), though, is how quickly weve tuned out can make mistakes.
Thats why business leaders must be deliberate about how they integrate AI into their operations and clear about where human judgment must lead.
SPEED AND THE ILLUSION OF INTELLIGENCE
AIs value is undeniable. It can summarize meetings, analyze data, write copy, solve coding problems, create images, and so much more. That amounts to real progress, unlocking hours that can be focused on more creative and strategic work.
But as AI becomes increasingly embedded in our lives, and its work becomes better and better, it also becomes easier to overestimate what it can do. Part of that stems from fear. If we believe it can replace us, we start to believe it can think like us.
We need to be clear-eyed: AI does not actually think. Not yet, anyway. It predicts what words are likely to come next. Its a mirror into the ideas, concepts, and content that already exist in the world.
When we forget that, we stop questioning. We assume that because something sounds smart, it is smart. And thats where mistakes begin.
WHY HUMAN JUDGMENT WILL ALWAYS BE A DIFFERENTIATOR
The more powerful AI becomes (and it will!), the more tempting it will be to pass off not just the underlying tasks, but also the reasoning behind them.
If judgment were as simple as analyzing data and making a decision based solely on that, wed be in trouble. The reality, however, is that judgment requires interpretation, empathy, and lived experience.
As a communications professional of nearly 20 years, its easy for me to imagine how badly AI overreliance could go wrong.
Picture a company embroiled in a public controversy. Rather than consulting with someone who has years of experience navigating corporate crises, the in-house team turns to AI for a statement. Absent context or emotional intelligence, even a well-phrased message can make a bad situation worse. Not to mention those excessive em dashes in the company statement will be an obvious flag to anyone whos read copy drafted by AI.
Its not just outlier events, either. Every day, business leaders must decide how to communicate sensitive changes, interpret market signals, and navigate nuanced situations, all of which require perspective.
AI can tell you whats been said or done before, in whatever format you wantand what a useful tool that is alone. It can surface information, make suggestions, and help speed execution, but human oversight will always be crucial. What if the right course of action based on a lifetime of experience is to take an approach thats never been done before? If we can only look back and use that intel to inform decisions, how do we truly evolve?
BUILD A TRUST, BUT VERIFY CULTURE
AI is the first technological innovation that appears to possess true intelligence, which makes maintaining a healthy dose of skepticism essential.
Trust, but verify isnt about second-guessing technology, its about recognizing how AI can make our lives easier and more efficient without losing what makes us unique: Our lived experience. That starts with everyday habits. Remember, AI is a starting point, not the finished product. Encourage your team to ask: Does this sound right to me? Would I stand by this if my name was attached to it?
Whether verifying facts and stats, confirming sources, or reviewing tone and feel, these actions prevent speed from turning into sloppiness.
As leaders, we must set the tone. By framing AI as a tool for making us more efficientnot a replacement for human judgmentwe reinforce what will always drive great work: judgment, creativity, and accountability.
Grace Keith Rodriguez is CEO of Caliber Corporate Advisers.
Why do some climate innovations fail to deliver? Not because theyre flawed, but because the business world misjudges their economics.
From hydrogen to EV infrastructure, carbon-capture startups to precision farming tools, companies around the world are pouring money into climate tech. But for every promising climate innovation that scales, several more fizzle out too soon. Not because the science doesnt work. But because the business case was either overestimated or underestimated at the wrong time.
In the race to build the future, too many businesses are still blowing it on climate economics. Some assume customers will pay for green solutions at any price. Others abandon high-potential technologies too early. And many charge ahead without evaluating the unintended consequences of their choices.
THE COST MISCONCEPTION
A persistent myth in climate innovation is that virtue sells and customers will choose sustainability regardless of cost. In my years of working as an innovation leader, I have discovered how wrong that is. According to Boston Consulting Group, although up to 80% of consumers say they care about sustainability, only 1-7% have actually paid a premiumfor green products. Industrial buyers also hesitate to switch to cleaner inputs that cost more upfront. In other words, climate friendliness alone rarely triggers a purchase.
Its not that people dont care. Its that price sensitivity hasnt vanished just because climate urgency has arrived. A mistake many innovators make is assuming that having a good solution is enough, that if the environmental benefit is clear, customers will adopt it, no matter the cost. This is often not the case, especially in markets without subsidies, mandates, or strong brand loyalty.
Weve seen this play out in everything from early EV adoption gaps in rural regions, to low uptake of biodegradable materials in price-sensitive markets. Companies often overestimate what their customers will pay, and as a result, misalign their go-to-market strategy from the start.
THE EARLY-STAGE TRAP
On the flip side, some climate solutions get written off too early. When a solution looks expensive or inefficient at first, companies often pull the plug before the technology has a chance to evolve.
But thats exactly how breakthrough technologies start, and it also takes time and so you need a lot of patience. The most promising climate solutions usually have three things in common: They target a big problem worth solving, they take a radical or unconventional approach, and they rely on some kind of revolutionary technology with a testable hypothesis.
Too often, we stop pursuing technologies simply because we assume they’ll never become economical. But that thinking ignores historical proof. Take solar panels. Once madly expensive and reliant on subsidies, their cost has plummeted so much that theyre now among the cheapest energy sources globally. Battery storage, wind power, and electric vehicles are a similar case in point. Costs dropped drastically only after years of heavy investment, iteration, and learning.
Not every climate innovation will scale. But the ones with game-changing potential often look uneconomical in their early phases. The winners are the companies that know how to identify which uneconomical ideas are worth nurturing and stay disciplined in how they invest in them.
THE UNINTENDED CONSEQUENCES
Another costly mistake? Focusing so narrowly on solving one climate problem that you accidentally create another.
When businesses obsess over metrics like CO reduction without examining broader impacts, innovation can backfire. A climate solution that reduces emissions but compensates by heavy use of rare earth minerals may come with geopolitical risks or social and environmental harm elsewhere in the supply chain. But climate innovation isnt a one-variable equation. Companies that want to lead in this space must ask the harder questions about systems impacts.
TOWARD SMARTER EVALUATION
For companies looking to avoid these costly mistakes, it all begins with how climate innovations are evaluated not just in the lab, but in the boardroom. That means beyond gut instinct or conventional ROI models.
In practice, it translates to using tools like scenario planning to anticipate how potential policy changes. Raw material prices or consumer attitudes might affect the solutions economics. Or scorecards that keep track of multiple criteria simultaneously over time. Or portfolio approaches that consider long-term impact alongside short-term feasibility.
Most importantly, businesses need to embrace a degree of uncertainty. Not every innovation needs to deliver immediate profit to be worth pursuing, but not every green idea deserves a blank check either. The challengeand the opportunitylies in making smarter, more nuanced investment bets.
FROM BLIND BETS TO SMART BETS
The pressure to deliver climate solutions is only going to grow. And thats great! But beware that good intentions dont guarantee good outcomes. Too often, businesses fall into one of three traps Ive discussed: overestimating willingness to pay, underestimating long-term potential, or failing to think systemically.
The companies that will lead in the next decade will be the ones that avoid those traps. The ones that approach climate innovation with clear-eyed economics, strategic discipline, and a willingness to learn over time will be the ones to succeed.
Lets look at the big picture: Misjudging the economics of climate innovation doesnt just waste money. It delays progress. It undermines trust. And it squanders real opportunities to build a future thats both sustainable and successful, one where innovation delivers both to drive profits and preserve the planet.
Anantha Desikan is executive vice president and chief research development & innovation officer at ICL Group.
Accessibility used to mean compliance. An installed grab bar, an added ramp, a resized font. But meeting physical standards is only half the challenge. The other half, the part that truly changes lives, is how design makes people feel.
Thats where emotional accessibility comes in. Its what Michael Graves taught us to do 40 years ago. We believe it is the next frontier of design: creating experiences that dont just accommodate users but also affirm, reassure, and delight them.
When we talk about accessibility, were really talking about belonging. And belonging is emotional. A product can meet every ergonomic and ADA guideline yet still make someone feel excluded and unhappy. Poor design like this eliminates a products potential utility gain, if the experience of using it blocks adoption. Conversely, an object thats emotionally intuitive, clear, comforting, and joyful, invites people in before they ever touch it. For instance, we think about the affect our products will have when someone is out using them. We want the response a C-Grip Cane user gets from others to be ooooh nice product rather than awwww whats wrong?
At Michael Graves Design, weve spent decades proving that good design isnt a luxury; its a right. But as the democratization of design has evolved, so too have consumer expectations. People no longer want just functional enhancement; they want emotional inclusion. They want to feel seen and feel good.
THE LIMITS OF UNIVERSAL DESIGN
These are the well-known Seven Principles of Universal Design: equitable use, flexibility in use, simple and intuitive operation, perceptible information, tolerance for error, low physical effort, and appropriate size and space. They remain foundational to accessibility and their influence on architecture, product design, and public spaces is profound.
But heres the paradox. Products that fully embody those principles often work well, yet fail to connect. They can feel sterile, institutional, even medicalized. Users may appreciate their utility but reject them emotionally. The result is a design ironyperfectly universal products that no one wants to use.
Universal Design succeeds at the bottom of Maslows hierarchy of needs, addressing physiological and safety needs. But to destigmatize aging and disability, and to earn genuine consumer buy-in, design must move up the pyramid, to love and belonging, esteem, and self-actualization.
Thats where emotional accessibility lives. It bridges the gap between function and feeling, making accessible products not just usable, but desirable, just like every great consumer product.
DESIGN FOR THE TOP OF THE PYRAMID
Heres how we approach it at Michael Graves Design. We begin with empathy and end with emotion. We ask not only how a product works, but how it feels to use it.
Our line of bathroom safety products for Pottery Barn meets ADA and Universal Design benchmarks. But it also meets a higher human need: dignity. By integrating safety into standard objects like towel bars and toilet paper holders, and by designing with finishes like polished nickel and matte blackmaterials associated with lifestyle-based bathroom design, not limitationwe transformed necessary aids into objects people want in their homes.
Customers tell us they feel proud of these pieces. Emotional connection leads to real adoption, which means the products actually achieved their purpose. Emotional accessibility doesnt just enhance desirability, it is the key that unlocks utility.
WHY FEELINGS ARE FUNCTIONAL
The case for emotional accessibility isnt sentimental; its strategic. As AI and automation permeate all facets of life, including product design, consumers crave something technology cant simulate: empathy.
Brands that design for emotion build trust and loyalty. Think OXOs Good Grips, which made universally loved ergonomic tools, or Apples tactile, intuitive products that make people feel capable rather than confused. These succeed because they feel human.
Emotional accessibility acknowledges that comfort, delight, and pride arent luxuries. Theyre essential enablers of adoption. When people feel good using a product, they use it more often, for longer, and with deeper attachment. These are the highest benchmarks in brand building.
COMPLETE THE UNIVERSAL DESIGN FRAMEWORK
Emotional accessibility doesnt replace Universal Design; it completes it. Together, they meet the full range of human needs, from survival to self-expression. Here are three ways to integrate it into any design process:
1. Design with emotional verbs
In every design brief, define not only what the product does, but how it should make people feel. Should it reassure? Inspire? Empower? Delight? These verbs guide form, material, and personality.
2. Prototype for emotion
Test for more than usability. Observe posture, expression, and language. Ask, How did this make you feel? Answers like comfortable or proud, as compared to stable or competent, show that the product has reached higher up Maslows pyramid.
3. Translate dignity into design language
Balanced proportions, tactile warmth, and intuitive gestures communicate respect. They tell users, You belong here.
THE FUTURE OF ACCESSIBLE DESIGN
The Seven Principles of Universal Design built the foundation for access in the built environment. Emotional accessibility adds to that foundation to create connection.
As AI accelerates efficiency, the next design revolution cant just be faster, it must be warmer, an essential human contribution.
If Universal Design made products usable by everyone, emotional accessibility will make them desirable to everyone. Its how we move from safety to self-expression, from compliance to connection, from design that works to design that cares.
Because in the end, the most universal design is the one that makes everyone feel welcome and represented.
Ben Wintner is CEO of Michae Graves Design.
If you were to join a team meeting at Parity on any given day, you might sense something unusual. One colleague may have just returned from a strength session. Another might be joining from an airport between competitions. Someone else might be analyzing sponsor data mere hours before competing in a world-class event.
This is what it looks like to lead a company where a significant portion of the workforce comprises elite women athletes. And I believe it represents a powerful window into the future of work.
At most companies, people point to a visionary founder or a breakthrough product as the thing that makes an organization stand out. At Parity, the differentiator is the people themselves. Our team includes a current WNBA player, a Canadian two-time Olympic runner, a nine-time U.S. waterskiing champion, a former NWSL soccer player, and a two-time Paralympic gold medalist in sitting volleyball. Others have competed professionally in pro tackle football and track and field (including pole vault). Twenty-six percent of our team even have Wikipedia entries (and no, Im not one of them).
While some team members have retired from sport, many still train and compete at the highest levels while simultaneously shaping our business strategy. They broker partnerships with esteemed brands like Microsoft, M&T Bank, LinkedIn, and AdventHealth. They manage our community of 1,200 pro women athletes while developing smart content and winning creative strategies for clients. And they bring a lived understanding of what it means to operate under pressure, to persevere, to adapt, and to collaboratethe very skills business leaders often spend years trying to cultivate inside corporate environments.
WHY WE HIRE ATHLETES
When I joined Parity, our mission was clear: Close the income and opportunity gap for women athletes. That mission shapes everything, including how we think about talent.
If were going to build a company dedicated to advancing women in sports, why wouldnt we build it with women in sports?
Every athlete who joins our team brings something that leaders often talk about but rarely see themselves: firsthand experience with inequity. Our own research underscores the challenges professional women athletes face.
58% earn under $25,000 annually from their sport
50% dont net income after training and competition expenses
Many juggle full-time jobs while maintaining elite training schedules
These athletes arent theoretically aware of the pay gaptheyve lived it. Theyre not generically familiar with underinvestmenttheyve had to fight through it. And them having lived the reality of our mission creates a real workforce advantage.
When a brand asks how to build authentic partnerships with women athletes, our team can speak from experiencesometimes literally from the Olympic Village. When we advise marketers on what resonates with womens sports fans, our experts understand the community because they are part of it. This model isnt manufactured through training sessions or leadership offsites. Its the natural outcome of building a company around people with lived expertise.
THE ATHLETE ADVANTAGE
One of the most important things Ive learned as a CEO is that skills do not automatically translate across contextsbut values and instincts do.
Elite athletes possess certain foundational strengths that prove invaluable in business:
Resilience. Athletes experience failure and setbacks more frequentlyand more publiclythan most professionals ever will. They do not crumble when they lose. They study. They iterate. They try again. This mentality fuels a culture of experimentation and growth at Parity.
Adaptability. When you compete on the world stage, you get used to constant change: Schedules shift, travel goes awry, bodies dont always cooperate. Adaptability becomes a core
competency. In a fast-moving, early-stage company, that skill is priceless.
Team mindset. Elite women athletes in particular know the experience of achieving something remarkable with scarce resources. They understand the power of collaboration and the importance of elevating others. That ethos is foundational to how we operate.
Pressure performance. Athletes are accustomed to performing with something on the line. In business, pressure often derails people. For our athlete-employees, it sharpens them.
When people ask me how Parity has built deep credibility in the womens sports ecosystem in such a short time, the answer is simple: Credibility builds when the people driving the strategy are the very people whose lives and livelihoods the strategy touches.
REINVENT WHAT WORK CAN LOOK LIKE
Were living through a generational shift in how people think about leadership and talent. The rise of multi-hyphenate careers, nonlinear professional paths, and values-driven workforces are reshaping traditional corporate norms. Paritys model sits at the intersection of these trends.
Our team members dont have to choose between competing at the highest level and building a career. They can do both, because our flexible model makes part-time work an option for those at the height of their athletic careers, when 40-hour weeks arent feasible. When organizations allow flexibility, the outcomes are profound: stronger culture, greater loyalty, and better results.
A MODEL FOR THE FUTURE
Not every company will hire Olympians or Paralympians. But every company can learn from the underlying philosophy: The most powerful innovation occurs when the workforce reflects the mission.
If youre a healthcare company, hire people who have navigated the healthcare system.
If youre building products for parents, bring caregivers into leadership roles.
If your mission is environmental sustainability, elevate people who have worked on the front lines of climate impact.
Experience breeds insight. Insight breeds innovation. Innovation breeds impact.
At Parity, integrating athletes into our workforce hasnt just strengthened our business. It has created a culture defined by resilience, empathy, excellence, and purpose. It has helped us close the opportunity gap in womens sportsnot just through partnerships and research, but through the very structure of our company.
If the future of work is about rethinking who gets to participate, whose experiences shape strategy, and whose voices fuel innovation, then companies everywhere would benefit from following the athlete playbook.
Which, if you ask me, is a winning strategy.
Leela Srinivasan is CEO of Parity.
When AWSs US-East-1 region went dark in late October, followed just a week later by a Microsoft Azure outage, it was yet another stark reminder that even the worlds biggest cloud vendors are not immune to failures. A simple DNS failure in AWSs Route 53 rippled outward, knocking out applications, disrupting database services, and reminding us how dependent our tech infrastructure has become on a handful of cloud regions. With an inadvertent tenant configuration change, the Azure outage further highlighted the instability of some of these systems, once again demonstrating how small changes can have quite a large impact.
With CyberCube estimating that the cost of the AWS outage could run between $38 and $581 million, the economic and operational toll of that outage cant be overstated. Thats especially true for smaller and midsize organizations that lack the resources to absorb multi-hour or multi-day downtime. For many businesses, this latest disruption exposed the hidden cost of cloud centralization: When one region falters, everything can grind to a halt.
Outages are inevitable. Even AWSs own CTO has said as much: Systems will fail, so they must be architected to expect and withstand failure. Yet too many organizations still design as if the cloud itself is infallible. They assume redundancy, backups, and recovery are baked in automatically and discover far too late that they arent.
The good news is that resiliency can be built in before the next failure strikes.
PRE-OUTAGE DIVERSIFICATION: DONT WAIT FOR THE NEXT OUTAGE
The first line of defense is simple in concept, but hard in execution. You must diversify before disaster strikes. Think of it as an investment portfolio. You wouldnt put all your money into one single account; its spread across a variety of options to give your investment the best chance of success. This means designing for failure across multiple availability zones or regions. AWS even recommends doing so in their AWS Well-Architected” guide.
A well-architected system should be able to shift traffic from one region to another (say, US-East-1 to US-West-1) in seconds. Outages rarely take down multiple regions at once, so a multiregion architecture remains one of the most effective defenses against downtime.
TURN TO MULTICLOUD AND ELIMINATE WASTEFUL SPEND
Some organizations take this even an extra step further, distributing workloads across multiple cloud providers. Multicloud designs offer additional resilience, but they require significant complexity and technical skills, as well as potentially higher costs. The key here is to start small and move only your most critical workloads or control planes into redundancy. Then, once youve evaluated the complexity and costs involved, you can expand.
Most companies will find multiregion diversification within a single cloud more practical, but whichever route they choose, the mindset must be the same: Assume something will break, and plan accordingly.
Equally critical is identifying and eliminating wasteful technology spend. Not every workload needs to run in the most expensive, high-availability configuration. Through a proper business impact analysis, organizations can align investments with risk, spending where failure would truly hurt the business, and economizing where theyre able. For smaller firms, this understanding of whats mission-critical and what can wait to come back online is key to cost-efficient resiliency.
BCDR TO MANAGE DATA CENTER AND NETWORK RESILIENCE
If your organization has already diversified across different geographic regions or even different cloud providers, its crucial to recognize resilience does not end with those infrastructure choices. This is where business continuity and disaster recovery (BCDR) plans come into play. Diversification helps reduce exposure. But without a tested plan to respond when things go wrong, even the most well-architected environment can falter. When youre prepared for anything, nothing can phase you.
Whatever your organizations BCDR plans may be, an easy way to build your resilience is by testing those plans regularly. Netflix famously uses a tool they refer to as Chaos Monkey that randomly disables production instances to ensure systems can withstand unexpected failures. Theres no telling how or when the Chaos Monkey may strike. By intentionally injecting chaos, teams must build fault-tolerant architectures that can recover quickly and continue operating under stress. This is an extreme example.
Smaller organizations can start with once- or twice-yearly tests, refining plans as they grow. Larger organizations may want to run these kinds of tests on a more frequent basis, like quarterly, before following in Netflixs footsteps. Either way, dust off the binder and give that plan an upgrade that accounts for any and every situation.
A FORWARD-LOOKING RESILIENCE MINDSET
Just as we dont build cities on single bridges, we shouldnt anchor the digital economy on a handful of hyperscaler regions. The recent AWS and Microsoft outages werent the first of their kind, and they certainly wont be the last. The difference between these and the next ones will be how prepared organizations are.
The hidden cost of centralization isnt just downtime; its the fragility baked into modern digital systems. If youre not spending money up front in architecting for failures and outages, youll lose out on more in the long run. But with smart architecture and disciplined investment, we can turn past fragility into future resilience and save on costs in the long term.
The next outage is not a matter of if, its when. The question is, will you be ready or caught flatfooted?
Juan Orlandini is chief technology officer of Insight Enterprises.
Melania Trump on Monday unveiled the holiday decorations for her familys first Christmas back at the White House, and her theme is Home Is Where the Heart Is.
The decor also nods to next years 250th anniversary of the signing of the Declaration of Independence in 1776 and founding of the United States of America.
Several dozen volunteer decorators from across the country helped deck the halls of the Executive Mansion with 75 wreaths, 51 Christmas trees, more than 700 feet (213 meters) of garland, more than 2,000 strands of lights, over 25,000 feet (7,620 meters) of ribbon, over 2,800 gold stars, more than 10,000 butterflies, and 120 pounds (54 kilograms) of gingerbread.
A few things are different because President Donald Trump tore down the East Wing to build a ballroom hes long desired.
This year, the official White House Christmas tree, which is always on display in the Blue Room, also honors Gold Star familiesthose that lost a member during active-duty military service.
That tree was an East Wing fixture and the first one visitors encountered after they entered through those doors, but the building and a covered walkway, or colonnade, connecting it to the White House were demolished by Trump in October as part of his ballroom plan.
Public tours, which had been suspended because of the construction, are to resume on Tuesday, but with a shorter route limited to just the State Floor, which includes the East Room; the Green, Blue and Red Rooms; the State Dining Room; the Cross Hall; and the Grand Foyer.
The Library and the Vermeil and China Rooms on the Ground Floorone level below the State Floorwere cut from the tour route because of the construction.
The White House expects tens of thousands of visitors for holiday tours, receptions, and parties before Christmas. Visitors will now enter through the North Portico doors on Pennsylvania Avenue using a new, semipermanent walkway and entrance.
A statement from the White House said that Christmas is a time to celebrate what makes the U.S. exceptional and that, while every home has its own traditions, shared values unite Americans.
In every community, we are lifted by simple acts of kindness that reflect the enduring American spirit of generosity, patriotism, and gratitude, the statement said. These moments remind us that the heart of America is strong and that ‘Home Is Where The Heart Is.’
Planning for the holidays starts months in advance, and the White House said Melania Trump chose every detail of the decor.
Trees in the East Room are trimmed in patriotic red, white, and blue, and with national symbols, including golden eagle tree toppers, to highlight America’s upcoming 250th national celebration.
The official White House Christmas tree in the Blue Room is decorated with gold stars honoring families that lost a member in the line of active-duty military service. The official tree traditionally recognizes each state and territory, and this years fir is decorated with ornaments showcasing the official bird and flower of each.
The Green Room celebrates family fun, featuring large portraits of the first and the current presidents, George Washington and Donald Trump, respectively, each made from more than 6,000 Lego puzzle pieces.
Thousands of blue butterflies decorate the Red Room and its tree in a celebration of young people and in tribute to Melania Trumps “Fostering the Future” initiative, which is part of her “Be Best” child-focused initiative, to support people who have been in foster care.
A holiday highlight, the gingerbread White House on display in the State Dining Room shows off the mansions South Portico and offers a special glimpse into the Yellow Oval Room, a sitting room off the Truman Balcony in the presidents private living quarters on the second floor.
It was made using 120 pounds (54 kilograms) of gingerbread; 100 pounds (45 kilograms) of pastillage, a sugar-based modelling paste; over 10 pounds (4.5 kilograms) of chocolate; and 5 pounds (2.2 kilograms) of royal icing.
Part of the White House creche is on display in the Grand Foyer while the rest of it is undergoing a restoration overseen by the curators office.
Most of the tree trimming and hall decking was done after the Trumps decamped to their Florida home early last week for the Thanksgiving holiday. They returned to the White House on Sunday.
By Darlene Superville, Associated Press
The office is now officially the second most popular spot for swiping on dating apps, after home. Thats according to the latest survey from dating app Hily, as 74% of Gen Z and 92% of millennial daters admit to swiping on dating apps while at work.
The survey says 45% of Gen Z and 57% of millennials swipe during lunchand 3% of Gen Z and 5% of millennials have no shame swiping through Zoom meetings.
Dating itself is a full-time job. According to dating statistics from eharmony, around 80 million people in the U.S. are now using dating apps or websitesor about 30% of the adult population. A 2023 Pew Research Center report found that one in 10 partnered adults met their significant other on a dating app, and the numbers are even higher for young people.
Swiping on company time is nothing new. Back in 2017, Tinder launched a Desk Mode feature that enables users to disguise their swiping on a work computer, switching the screen to a fake chart titled Meeting Notes, just in case the boss is nearby.
The downsides of swiping at work, however, is the increased location-based likelihood of stumbling across one of your single colleagues’ profiles. (It is decidedly less sexy to swipe right on a colleague from across the room than to catch eyes over the coffee machine.) The workplace has long been a breeding ground for love and lust, even if HR mostly frowns upon dipping your pen in the company ink. It could be the start of a blossoming office romance, or make your next internal meeting rather uncomfortable.
Just as Slack messaging has replaced water cooler banter, dating app conversations have replaced mid-day coffee shop trips or smoke breaks, Hilys relationship expert and clinical psychologist, Dr. Sabrina Romanoff, told Fast Company. Daily work life has always included breaks for socialization and the potential to meet a new partner, it’s just become more efficient, digital, and streamlined, just as our work has evolved in this direction.
Romanoff doesnt see this as much different from replying to texts, or taking a cursory scroll on social media throughout the day, as long as people are able to compartmentalize these interactions, she said. And can easily shift back into work mode when they close the app.
One third of dating app users have even turned to the apps to leverage professional or career-related reasons in the last year, like networking or angling for referrals, according to a new ResumeBuilder.com survey. Nearly 1 in 10 cited it as their main reason for using the apps, as the lines between work and life continue to blur.
Even if you dont end up finding the one on company time, you at least might land a new LinkedIn connection as a consolation.
Starbucks will pay about $35 million to more than 15,000 New York City workers to settle claims it denied them stable schedules and arbitrarily cut their hours, city officials announced Monday.
The company will also pay $3.4 million in civil penalties under the agreement with the city’s Department of Consumer and Worker Protection. It also agrees to comply with the city’s Fair Workweek Law going forward.
A company spokeswoman said Starbucks is committed to operating responsibly and in compliance with all applicable local laws and regulations in every market where it does business, but also noted the complexities of the citys law.
This [law] is notoriously challenging to manage, and this isnt just a Starbucks issue. Nearly every retailer in the city faces these roadblocks, spokeswoman Jaci Anderson said.
Most of the affected employees who held hourly positions will receive $50 for each week worked from July 2021 through July 2024, the department said. Workers who experienced a violation after that may be eligible for compensation by filing a complaint with the department.
The $38.9 million settlement also guarantees employees laid off during recent store closings in the city will get the chance for reinstatement at other company locations.
The city began investigating in 2022 after receiving dozens of worker complaints against several Starbucks locations, and eventually expanded its investigation to the hundreds of stores in the city. The probe found that most Starbucks employees never got regular schedules and the company routinely reduced employees hours by more than 15%, making it difficult for staffers to know their regular weekly earnings and plan for other commitments, such as child care, education, or other jobs.
The company also routinely denied workers the chance to pick up extra shifts, leaving them involuntarily in part-time status, according to the city.
The agreement with New York comes as Starbucks union continues a nationwide strike at dozens of locations that began last month. The number of affected stores and the strike’s impact remain in dispute by the two sides.
Cat Murphy, a college student, has wanted to be a journalist since she was 11. Many of her friends don’t understand why.
When they engage with the news if they do they hear a cacophony of voices. They don’t know who to believe. Reporters are biased. They make mistakes. Besides, why would you hitch your future to a dying industry?
There is a lot of commentary Oh, good for you. Look what youre walking into. You’re going to be screaming into the void. You’re going to be useless,’ said Murphy, a 21-year-old graduate student at the University of Maryland’s journalism school.
She is undeterred. And it’s also why she’s not surprised by the findings of a study this fall that documented negative attitudes toward the news media among 13- to 18-year-old Americans. The press rarely fares well in surveys of adults, but it’s sobering to see the same disdain among people whose opinions about the world are still forming.
Words to describe the news media today
Asked by the News Literacy Project for one word to describe today’s news media, 84% of teens responded with something negative biased, crazy, boring, fake,” bad,” depressing, confusing, scary.
About half of the teens surveyed believe journalists give advertisers special treatment, make up details such as quotes, or pay or do favors for sources always or almost always or often, and about 6 in 10 say journalists regularly take photos and videos out of context. About one-third or less believe that reporters correct errors when they happen, confirm facts before reporting them, gather information from multiple sources or cover stories that help protect the public interest at least often practices ingrained in the DNA of reputable journalists.
To some degree, teens reflect the attitudes they’re exposed to, particularly when the most prominent politician of their age has made fake news a mantra. Experts say few teens follow news regularly or learn in school about the purpose of journalism.
Journalists don’t help themselves with mistakes or ethical lapses that make headlines. Opinionated reporters or commentators in an era of political division make readers wonder what to believe.
Some of this (attitude) is earned, but much of it is based on misperception, said Peter Adams, senior vice president of research and design for the Washington-based News Literacy Project.
Never picking up the news habit
There are ways to turn things around, but it will take work.
Many of Lily Ogburn’s classmates get their information from social media. Their parents didn’t watch or read news reports as they grew up, so they didn’t pick up the habit, said Ogburn, a senior at Northwestern University’s journalism school.
Ogburn is the former editor-in-chief at the well-regarded Daily Northwestern student newspaper. The newspaper’s 2023 reports on alleged hazing and racism within the school’s football program led to the ouster of its coach. Still, she found some students don’t understand the newspaper’s role; they believe it exists to protect people in power rather than hold them accountable.
She frequently had to explain what she did to classmates. There’s a lot of mistrust toward journalists, she said. But it has firmed her resolve to stick with the profession.
I want to be a journalist that people trust,” Ogburn said, and I want to report news that makes people believe and trust in the media.
The news industry’s financial troubles over the past two decades have hollowed out newsrooms and left fewer journalists on duty. Along with not seeing much legitimate journalism, young people frequently don’t experience it through popular culture unlike a previous generation, which learned in detail how Washington Post reporters Robert Woodward and Carl Bernstein exposed the Watergate scandal in the Academy Award-winning movie All the President’s Men.
When the News Literacy Project asked, two-thirds of teens couldn’t think of anything when asked what movies or TV shows came to mind when they think about journalism. Those who had answers most frequently cited the Spider-Man franchise or the movie Anchorman: The Legend of Ron Burgundy.” Neither portrayal was particularly flattering.
Upon retiring as editor of Newsday, Howard Schneider helped develop the State University of New York system’s first School of Journalism. But instead of teaching future writers, editors or producers, he became drawn to teaching non-journalists about being news consumers.
Now the executive director of SUNY Stony Brook’s Center for News Literacy, Schneider wasn’t surprised about any of the recent survey’s findings, either.
The negativity, the feeling that news is biased, is just a reflection of how their parents feel, Schneider said. The more exposed to news, legitimate news, the more their attitudes turn positive.
He has developed news literacy programs for school districts. Students will say, I get my news from YouTube, he said. I say, ‘No, you don’t,'” and explains where the news originates and how to be discerning about what they see.
Lessons from a news literacy class
That’s one of the lessons that 16-year-old Brianne Boyack has taken from her course in news literacy at Brighton High School in Cottonwood Heights, Utah. She had little trust in news going in, but has learned the importance of double-checking sources when she sees something interesting and seeking outlets she’s found reliable.
Her classmate, Rhett MacFarlane, applied what he learned in class to investigate when a friend told him the Louvre was robbed in Paris.
I’ve learned that there is definitely fact-checking (in journalism), MacFarlane, also 16, told The Associated Press. You guys are professionals and you have to tell the truth or you’d be fired. I thought you guys just did whatever you wanted and chose what to say about a topic.
Still, news literacy programs in schools are relatively rare. Schools already have a lot of subjects to cover to prepare students for the future. And, remember, journalists don’t have the best reputations. It can be hard for educators to stick their necks out for them.
There’s an inertia here, Schneider said, and this is an urgent issue.
At the University of Maryland, Murphy said she didn think there was an inherent hatred toward journalists among her fellow students. They dont have any experience reading journalism, she said.
That’s where she sees the journalism industry needing to make more of an effort. One of the things she finds most frustrating about her chosen field is a resistance to change, particularly an unwillingness or inability to make meaningful use of social media.
Theres very little movement in the direction of going to where people are, as opposed to expecting them to come to where you are, Murphy said. The only way to turn it around is going to be to switch to doing things that captivate people today, as opposed to captivating people 20 years ago.
David Bauder, AP media writer
