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<title>The Business Economic &#45; Business Economic Syndicated News</title>
<link>https://thebusinesseconomic.com/rss/author/Business-Economic</link>
<description>The Business Economic &#45; Business Economic Syndicated News</description>
<dc:language>en</dc:language>
<dc:rights>Copyright 2026. The Business Economic &#45; All Rights Reserved.</dc:rights>

<item>
<title>Healey extends energy VAT cut and raises bank surcharge in Budget</title>
<link>https://thebusinesseconomic.com/healey-extends-energy-vat-cut-and-raises-bank-surcharge-in-budget</link>
<guid>https://thebusinesseconomic.com/healey-extends-energy-vat-cut-and-raises-bank-surcharge-in-budget</guid>
<description><![CDATA[ 
The key measures in Budget 2026, from energy bill support and business rates relief to a higher Bank Surcharge, wage rises and capital gains tax changes. ]]></description>
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<pubDate>Wed, 28 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Sundas “Sunny” Naqvi on the Discipline Behind a Creative Life </title>
<link>https://thebusinesseconomic.com/sundas-sunny-naqvi-on-the-discipline-behind-a-creative-life</link>
<guid>https://thebusinesseconomic.com/sundas-sunny-naqvi-on-the-discipline-behind-a-creative-life</guid>
<description><![CDATA[ 
Sundas “Sunny” Naqvi is a British jazz and folk vocalist, songwriter, and occasional vocal coach based in Chicago. Her career has developed through a mix of live performance, songwriting, teaching, and community involvement. ]]></description>
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<item>
<title>Daniel Stewart on turning captured CO2 into the ingredients in shampoo</title>
<link>https://thebusinesseconomic.com/daniel-stewart-on-turning-captured-co2-into-the-ingredients-in-shampoo</link>
<guid>https://thebusinesseconomic.com/daniel-stewart-on-turning-captured-co2-into-the-ingredients-in-shampoo</guid>
<description><![CDATA[ 
Viridi co-founder and CEO Dr Daniel Stewart on CO2-based surfactants, a new deal with Zschimmer &amp; Schwarz and why science must solve a real problem ]]></description>
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<item>
<title>Why Billion Dollar Boy’s Ed East built his agency without VC money</title>
<link>https://thebusinesseconomic.com/why-billion-dollar-boys-ed-east-built-his-agency-without-vc-money</link>
<guid>https://thebusinesseconomic.com/why-billion-dollar-boys-ed-east-built-his-agency-without-vc-money</guid>
<description><![CDATA[ 
Billion Dollar Boy founder and CEO Ed East on creator marketing, the Creator Authority deal and why agility beats rigid process in the new age of AI ]]></description>
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<item>
<title>Getting to know you: Anita Frost, founder, Green Bean Studios</title>
<link>https://thebusinesseconomic.com/getting-to-know-you-anita-frost-founder-green-bean-studios</link>
<guid>https://thebusinesseconomic.com/getting-to-know-you-anita-frost-founder-green-bean-studios</guid>
<description><![CDATA[ 
Green Bean Studios founder Anita Frost on early years edutainment, a new EdTech series with Findel Group and why founders should be kinder to themselves. ]]></description>
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<item>
<title>7 days until TechCrunch Founder Summit: Save up to $100 on your pass before doors open</title>
<link>https://thebusinesseconomic.com/7-days-until-techcrunch-founder-summit-save-up-to-100-on-your-pass-before-doors-open</link>
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<description><![CDATA[ In just 7 days, TechCrunch Founder Summit takes over Boston’s SoWa Power Station on November 4. Your chance to save up to $100 on tickets is running out, and the opportunity to learn and connect directly with experienced founders, investors, and startup leaders is almost here. ]]></description>
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<pubDate>Wed, 28 Oct 2026 14:00:04 +0000</pubDate>
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<item>
<title>Kodiak lands first commercial deal to supply driverless trucks for public highways</title>
<link>https://thebusinesseconomic.com/kodiak-lands-first-commercial-deal-to-supply-driverless-trucks-for-public-highways</link>
<guid>https://thebusinesseconomic.com/kodiak-lands-first-commercial-deal-to-supply-driverless-trucks-for-public-highways</guid>
<description><![CDATA[ The deal with DTL Transport puts it on a path to become an an asset-light tech supplier, rather than owner and operator. ]]></description>
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<item>
<title>Jio shares surge 21% in market debut after blockbuster India IPO</title>
<link>https://thebusinesseconomic.com/jio-shares-surge-21-in-market-debut-after-blockbuster-india-ipo</link>
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<description><![CDATA[ Jio has debuted as India&#039;s second-most valuable listed company, behind its parent, Reliance Industries. ]]></description>
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<title>Meta has a new AI pet app called Waddle World</title>
<link>https://thebusinesseconomic.com/meta-has-a-new-ai-pet-app-called-waddle-world</link>
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<description><![CDATA[ Meta has launched a new app called Waddle World, which essentially looks like a Tamagotchi clone, but with AI. ]]></description>
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<title>Free Fire returns to India as Garena launches localized version four years after ban</title>
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<description><![CDATA[ Free Fire India was originally set to launch in September 2023, but Garena postponed its release. ]]></description>
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<item>
<title>Why the new Lego x Daft Punk collab makes perfect sense</title>
<link>https://thebusinesseconomic.com/why-the-new-lego-x-daft-punk-collab-makes-perfect-sense</link>
<guid>https://thebusinesseconomic.com/why-the-new-lego-x-daft-punk-collab-makes-perfect-sense</guid>
<description><![CDATA[ Lego recently announced that Daft Punk, the French electronic duo that split up in 2021, is entering the Lego universe in a partnership that spans “product, content and brand experiences.” What the brick is this, you ask? Yet another damn licensing deal, now absurdly mashed up with a defunct electronica band?



As much as I dislike Lego’s reliance on IP licensing, this one makes all the sense in the world from a pure creative philosophy perspective. After speaking with Daft Punk’s and Lego’s creative leads, I think this is a contender for Lego’s best collab yet. 



[Image: Lego]



The first release will be a model of the pyramid stage from the duo’s Alive 2007 tour. At this point, Lego is not saying what it will cost, how big it is, or when it ships. Samuel Liltorp Johnson, the Lego creative lead on the project, says the design is still in development with the Daft Punk team and Patrick Harboun, a dad from Luxembourg who submitted it to Lego Ideas, the company’s platform on which Lego fans vote for the best models from other fans to be made into real commercial sets. For now, there’s just a short film of two robot minifigures following a glowing red brick to a DJ console, set to “Voyager” and “Human After All,” and a promise of more in 2027.









Cédric Hervet, Daft Punk’s creative director, tells me Daft Punk’s camp approached Lego back when the band was still active, but the timing wasn’t right. “For me, the end of the band was never the end of the robots,” he says. “A legacy keeps living through the people who take it on.” It was the fans who made it happen, he adds, by voting for a submission of the pyramid on Lego Ideas.



For Hervet, this “might be the best life the robots could have” after the band’s end. That’s because this mash-up goes deeper than just merch. It’s a matter of creative and design philosophies that go together as perfectly as Nile Rodgers and Daft Punk itself.



[Image: Lego]



Faceless smiles and helmets



When the Lego designer Jens Nygaard Knudsen’s first minifigure went into production in 1978, it had the barest face imaginable: a pair of black dots and a painted smile on a yellow head. That was deliberate. “Sex, race and role were not to be part of the figure—they would be formed by the child’s imagination and play,” Lego explained in 2003.



The same smiling head worked as a cop, a knight, or an astronaut, depending on the hat and the story a kid had in mind. The face never changed, so the kid’s imagination did all the work. Most of today’s figures come with specific expressions and character features which, as I griped about back in 2013, suck. An angry minifig is stuck being angry forever, while the classic smile was a neutral placeholder.



[Image: Lego]



Daft Punk built their identity on an idea similar to Knudsen’s, only they replaced the face with an icon. Thomas Bangalter and Guy-Manuel de Homem-Christo spent the late ’90s hiding behind masks and bags, then unveiled their robot helmets in 2001 with the album Discovery. Silver for Bangalter, and gold for Homem-Christo, both were engineered with help from the special effects designer Tony Gardner and wired with LED displays. For the next two decades, those two robots were Daft Punk. The helmets changed a bit over the years; the LED screens shrank and eventually went dark, but the robots never aged, never had a bad hair day, and never showed a human face.



[Image: Lego]



“I almost consider the character of the robots like a Marina Abramović performance art installation that lasted for 20 years,” Bangalter told the BBC in 2023, two years after the breakup. The robots became a fixed, faceless character and, eventually, a totem. That’s exactly what the 1978 minifig was for a generation of kids. 



Daft Punk’s helmets let two guys from France become no one. The helmets erased the people inside and turned the duo into a blank screen for the audience. “The helmets left all the room for the fans; everyone could project whatever they wanted onto them,” Hervet says. “And without the helmets, the robots might never have made it into the Lego universe.” 



A minifig wearing a Daft Punk helmet is two of the most famous blank faces in pop culture stacked on top of each other: a plastic person with no fixed identity, inside a pop star with no visible one. That stacking is the point, according to Hervet. What Daft Punk always protected, he says, “wasn’t access to the robots, it was their integrity.”



[Image: Lego]



Lego is also the perfect physical metaphor for the band. Hervet says that swapping pieces between figures is “a bit like sampling in music. You take an element, put it somewhere else, and it becomes something new.” Liltorp Johnson makes the same comparison: “Designing Lego sets is a lot like creating an electronic dance track. We sample from different elements and build them together to make the perfect composition.” They even remixed one of the band’s tracks, “Human After All,” into the partnership’s slogan, “Builders After All.”



Amid the brickstorm of movie, clothing, and comics licensing, consider this new collab the rare IP set that feels less like a brand stamping its logo on another brand, and more like two old design ideas finally meeting.  



 ]]></description>
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<pubDate>Tue, 27 Oct 2026 14:00:11 +0000</pubDate>
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<item>
<title>Biggest stock listing ever? A look at Anthropic’s IPO by the numbers</title>
<link>https://thebusinesseconomic.com/biggest-stock-listing-ever-a-look-at-anthropics-ipo-by-the-numbers</link>
<guid>https://thebusinesseconomic.com/biggest-stock-listing-ever-a-look-at-anthropics-ipo-by-the-numbers</guid>
<description><![CDATA[ Anthropic has the chance to make history with what could be the biggest initial public offering of stock ever.The artificial intelligence lab filed papers Monday setting up a Wall Street debut next month, ahead of its chief rival OpenAI and just months after SpaceX set records in June with an initial public offering that raised $86 billion.In a 335-page prospectus, the company behind the Claude chatbot outlined rapid revenue growth, but an inability to turn a profit yet. The offering could bring in as much as $100 billion, according to reports, which would help to accelerate the expansion of the five-year-old startup.The filing comes as Anthropic’s competitors like OpenAI are holding off on going public until next year, and as fears rise that the technology could slip free of human control to carry out harmful actions. Anthropic CEO Dario Amodei said the industry should slow its fast-moving development to give safety measures time to catch up.But the company’s massive spending and revenue point to strong momentum.Here’s a look at the key figures behind the lab’s ambitions.



Up to $2 trillion



That’s the reported valuation the company could reach once it goes public. This would surpass SpaceX’s initial valuation of $1.77 trillion and make Anthropic one of the world’s most valuable public companies. Nvidia, a maker of computer chips, leads that pack with a current valuation of more than $5 trillion.Anthropic’s final valuation and offering price have not been established.



$131.7 billion



Anthropic said in the filing it had this amount available as cash or cash-equivalents as of June 30. The company also said its plans to build out compute and infrastructure are “changing the cash flow profile of our business” and will mean high capital expenditures.



$16.3 billion



This is Anthropic’s revenue in the first half of the year, which is about 14 times its revenue from the same period last year.



$80.7 billion



The amount of money Anthropic reported in net losses in the first half of the year. This included a one-time, $72.4 billion charge for an accounting adjustment related to financing agreements, according to the filing. It’s not uncommon for tech companies going public to not yet have turned a profit.



93



This is how many pages Anthropic used to enumerate risk factors for investors. Public companies are required by the Securities and Exchange Commission to disclose risk factors in their prospectus, but the lengthy nature of those in Anthropic’s is unusual.Among the concerns were that advanced AI systems could pose “catastrophic or existential risks to humanity.”



250



The approximate number of customers Anthropic has that each account for $10 million or more of revenue in the past year. Anthropic did not disclose the names of its biggest customers in the filing, but it pointed to its top five customers representing approximately 25% of its revenue this year.



50.1%



The voting power Amodei and six other co-founders of Anthropic will hold at the company after it goes public. The company will issue a single share of a Class F common stock to a limited liability company organized by its co-founders. Amodei’s sister and Anthropic’s president, Daniela Amodei, is among the former OpenAI employees who left the company to create Anthropic in 2021.



—Associated Press ]]></description>
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<pubDate>Tue, 27 Oct 2026 14:00:11 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Apple’s Siri AI just got even more powerful in the iPhone’s latest iOS 27.2 update. You can download it today</title>
<link>https://thebusinesseconomic.com/apples-siri-ai-just-got-even-more-powerful-in-the-iphones-latest-ios-272-update-you-can-download-it-today</link>
<guid>https://thebusinesseconomic.com/apples-siri-ai-just-got-even-more-powerful-in-the-iphones-latest-ios-272-update-you-can-download-it-today</guid>
<description><![CDATA[ Yesterday, Apple released a significant new software update for the iPhone: iOS 27.2 is packed with new features and bug fixes, adding more functionality to your phone.



But the software’s greatest enhancements bring new functionality to the company’s new artificial intelligence chatbot, Siri AI. Here’s what you need to know.



Siri AI gets smarter and more capable



When Apple released iOS 27 last month, it included dozens of improvements to the iPhone’s operating system. 



But by far the star feature of iOS 27 was the completely revamped Siri AI. The new chatbot is Apple’s attempt to compete with more entrenched, well-known AI chatbots from OpenAI and Google. 



With iOS 27.2, Apple has now added even more functionality to Siri AI. Most notably, Siri AI can now remember past conversations you’ve had with it and remind you of that information, or use it to better answer your queries in a new chat.



Siri AI can now also pull data from a wealth of new sources to better answer your questions and more deeply understand your personal context. Now in iOS 27.2, Siri AI can pull data from your voicemails, Safari browsing history, photo attachments in Messages, Calendar event attendees, and more.



Apple has also added the ability to allow users to copy text from only part of a Siri answer, plus a revamped Settings pane where you can tell Siri to exclude apps as data sources for personal context around you.



In iOS 27.2, Siri also expands beyond an English-only chatbot. Now users can talk to and get replies from Siri in the following languages:




French



Japanese



Korean



Portuguese



Spanish




Messages and FaceTime get updates, too



Besides Siri AI, Apple also added some new features to two of its most popular apps: Messages and FaceTime. 



In iOS 27.2, Messages users will now see quick action suggestions below their iMessages that will allow you to add information from the iMessage to the Calendar, Notes, or Reminders app with a tap. 



For example, if someone texts you information about a dinner reservation in the Messages app, an Add to Calendar button will show below the text, which will allow you to quickly add the event to the Calendar app.



Apple’s FaceTime app gains the ability to show “dual capture” content in group FaceTime calls on the iPhone 17 and later. 



This means people in a group FaceTime chat will now be able to see video captures by both your front and rear iPhone cameras at the same time.



How to get iOS 27.2 on your iPhone today



iOS 27.2 is a free update for any iPhone that can run iOS 27. 



To download iOS 27.2 to your iPhone, do the following:




Open the Settings app.



Tap General.



Tap Software Update.




The iOS 27.2 update will show on the Software Update screen. Follow the on-screen instructions to install it. When your phone restarts, you’ll have the iOS 27.2 operating system and all the features it brings to your iPhone. ]]></description>
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<pubDate>Tue, 27 Oct 2026 14:00:11 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>DoorDash stock reacts on report that it wants to buy Instacart</title>
<link>https://thebusinesseconomic.com/doordash-stock-reacts-on-report-that-it-wants-to-buy-instacart</link>
<guid>https://thebusinesseconomic.com/doordash-stock-reacts-on-report-that-it-wants-to-buy-instacart</guid>
<description><![CDATA[ A big change up could be coming to the food delivery sector.



DoorDash could soon be the new owner of Instacart. The food delivery service is said to be in advanced talks to purchase its rival for about $17 billion, the Wall Street Journal reports. 



A deal could be in place as soon as this week, though things are still reportedly tentative enough to fall through. Instacart was previously in sale talks with Uber, but those have since fizzled out. 



Instacart’s business focuses on home grocery shopping and delivery. While DoorDash has moved into that area, purchasing Instacart could give the restaurant delivery service a much stronger foothold in the market. 



DoorDash previously bought European food delivery service Wolt in 2022. 



Fast Company has reached out to DoorDash and Instacart for comment on the potential sale. We will update this post if we hear back. 



How are DoorDash and Instacart stocks performing? 



Following Monday’s report, shares of DoorDash (Nasdaq: DASH) closed 6.10% down, a drop of 25.63% year-to-date (YTD). 



In contrast, Instacart’s stock price (Nasdaq: CART) was up 7.87% at the close of business, a 35.35% rise YTD. 



DoorDash is worth about $73 billion and shared positive results in its most recent earnings report. The company’s quarter two revenue rose 36% year-over-year (YOY) to $3.28 billion. It beat Wall Street’s expectations of $3.16 billion, according to consensus estimates cited by CNBC. 



Meanwhile, Instacart saw its second quarter revenue rise 14% YOY to $1.04 billion.  ]]></description>
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<title>3 design principles in the AI age</title>
<link>https://thebusinesseconomic.com/3-design-principles-in-the-ai-age</link>
<guid>https://thebusinesseconomic.com/3-design-principles-in-the-ai-age</guid>
<description><![CDATA[ We live in a world where technology is evolving at a breakneck speed. It can be daunting, especially for designers, when tools that seem to replace us come out every week. What does it mean to be a designer today? What is good design anymore? How does one still produce it? These questions haunt a growing number of us, in design and across engineering, research, and product.



Good design has many definitions, but I believe it is refined, thought through, and connects emotionally and practically with its intended user. It is a singular and simple output or solution created and synthesized from diverse and complex inputs. By this definition, and despite everything changing around us, three principles for creating good design have held true through every technological shift.



Principle #1: The power of iteration. Great work must undergo numerous iterations on its journey to excellence. A timeless product is crafted through an experimental process marked by trial and error, continuous iteration, and occasional bursts of creativity. We must do and re-do work to unlock the challenges that help us reach greater levels of depth. Many great artists and inventors celebrated their iterations. As James Dyson said, “I made 5,127 prototypes of my vacuum before I got it right. There were 5,126 failures. But I learned from each one.”



In this process, we must learn to celebrate rough drafts as fiercely as we embrace finished products because a design is never truly complete. AI makes iterations faster and cheaper, but it hasn’t removed the need for them. We still have drafts. We still have iterations. It is rare that AI’s first output works perfectly, and if it does, we should be wary that it may be too generic.



With every new draft, we start to move towards our destination. With faster iterations, we must also reflect on what matters and what does not.As Antoine de Saint-Exupéry wrote, “Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.” In my own experience, I often find it takes 100 iterations before something feels right—a pitch deck, a feature, a physical product. But these iterations shouldn’t happen in a bubble.



Principle #2: The power of feedback. The process of co-creation enhances the quality and depth of work. Gathering feedback from diverse individuals brings a wealth of unique ideas and suggestions to each design iteration. Feedback can come in many forms—the inspirations of past designers, the voices of end-users, watching people in real life struggle through products or existing experiences, and more. It can also come from fabricators, engineers, designers, marketing teams, or other key stakeholders in true interdisciplinary fashion.



Again, AI has not changed this need, though we now have another feedback mechanism we can leverage. AI draws on a vast amount of knowledge when giving feedback. This is incredible, but we must be careful not to make AI feedback the only feedback. It is merely one source. It is important to learn which feedback to prioritize and when to bring it in, and to seek out diverse perspectives that lead to deeper, more thoughtful product innovation.



A famous Gujarati saying is, “The wise person listens to all but makes their own decision.” We also need to look more deeply at our own lens. We are the sum of many experiences and stories. We are complex creatures. It is easy to assume AI understands this and to trust it blindly, but it doesn’t. We need to dig deeper and make sure our own voices come through.Principle #3: The power of connecting dots. Something magical happens in design when you give it time, like marinating food overnight in a bowl of spices or letting a curry simmer. Chemical reactions begin to take place, neurons have conversations in the dark, the dots start to connect. When we take a step back from our work, we can zoom out. This can help us see a bigger picture and how the story connects. We start to see what is important and what is not. How does our work connect with where we started? Have we steered off course?



AI can help us make stronger connections and hold the journey of design more easily, but only if we let it. Remembering the narrative—the valuable “in-between” knowledge, steps, and design assets amassed during the design journey—has historically been a challenge. Capturing it creates a blueprint of how a design took shape. It highlights crucial decision-making points and provides a framework for future evolutions. This wealth of data and context helps us make our own process smarter. We can see which iterations mattered most, and where we can draw inspiration from our other work. But AI’s speed may be faster than what we can process. We must step away from our screens, go for walks, see friends and family, visit cafes, and then return to our work. Only then do we allow the time needed for processing to occur.



Every generation has had its technological revolution—from pencils to printing presses, and steam engines to electricity, and now computers to automation. Every generation has likely faced similar fears as the ground shifted beneath its feet. Will I adapt? Will I be replaced? Is what I know and worked so hard to learn still relevant? Somehow, despite all these transformations across time, certain human principles have endured and guided us.



In design, these principles still remain, through constant iterations, intentional feedback, and stepping away to see the bigger picture before zooming back into the details. Designers will survive this era and will help shape it. In fact, designers’ adaptability might just be one of the most important qualities of all.



Saad Rajan is CEO and cofounder of Naya Studio. ]]></description>
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<pubDate>Tue, 27 Oct 2026 14:00:11 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Ministers shelve plan for small companies to file profit and loss accounts</title>
<link>https://thebusinesseconomic.com/ministers-shelve-plan-for-small-companies-to-file-profit-and-loss-accounts</link>
<guid>https://thebusinesseconomic.com/ministers-shelve-plan-for-small-companies-to-file-profit-and-loss-accounts</guid>
<description><![CDATA[ 
Ministers pause a Companies House filing rule that would have made two million small companies submit full profit and loss accounts from April 2028. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2256027735-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 24 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Ministers, shelve, plan, for, small, companies, file, profit, and, loss, accounts</media:keywords>
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<item>
<title>Alex Depledge quits Treasury and tells Healey founders are no sideshow</title>
<link>https://thebusinesseconomic.com/alex-depledge-quits-treasury-and-tells-healey-founders-are-no-sideshow</link>
<guid>https://thebusinesseconomic.com/alex-depledge-quits-treasury-and-tells-healey-founders-are-no-sideshow</guid>
<description><![CDATA[ 
Alex Depledge, the Treasury&#039;s entrepreneurship adviser, is stepping down this week and says ministers treat founders and innovation as a sideshow. ]]></description>
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<pubDate>Sat, 24 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Alex, Depledge, quits, Treasury, and, tells, Healey, founders, are, sideshow</media:keywords>
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<item>
<title>Reducing Waste and Lubricant Runoff in Heavy Equipment Operations</title>
<link>https://thebusinesseconomic.com/reducing-waste-and-lubricant-runoff-in-heavy-equipment-operations</link>
<guid>https://thebusinesseconomic.com/reducing-waste-and-lubricant-runoff-in-heavy-equipment-operations</guid>
<description><![CDATA[ 
Managing land responsibility while running heavy machinery presents an ongoing operational challenge. ]]></description>
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<pubDate>Sat, 24 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Reducing, Waste, and, Lubricant, Runoff, Heavy, Equipment, Operations</media:keywords>
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<item>
<title>Has the arrival of e&#45;scooters finally ended the war between cyclists and drivers?</title>
<link>https://thebusinesseconomic.com/has-the-arrival-of-e-scooters-finally-ended-the-war-between-cyclists-and-drivers</link>
<guid>https://thebusinesseconomic.com/has-the-arrival-of-e-scooters-finally-ended-the-war-between-cyclists-and-drivers</guid>
<description><![CDATA[ 
There’s an age-old saying, “the enemy of my enemy is my friend.” ]]></description>
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<pubDate>Sat, 24 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Has, the, arrival, e-scooters, finally, ended, the, war, between, cyclists, and, drivers</media:keywords>
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<item>
<title>Beyond Chatbots: Why Voice AI Is Becoming the Next Frontier in Customer Experience</title>
<link>https://thebusinesseconomic.com/beyond-chatbots-why-voice-ai-is-becoming-the-next-frontier-in-customer-experience</link>
<guid>https://thebusinesseconomic.com/beyond-chatbots-why-voice-ai-is-becoming-the-next-frontier-in-customer-experience</guid>
<description><![CDATA[ 
Global enterprise support channels handle 65 million customer service calls every day. Most of those interactions hit an immediate brick wall of frustrating phone trees and rigid automated menus. ]]></description>
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<pubDate>Sat, 24 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Beyond, Chatbots:, Why, Voice, Becoming, the, Next, Frontier, Customer, Experience</media:keywords>
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<item>
<title>OpenAI says it will no longer train its AI models on the live internet, citing “significant risks”</title>
<link>https://thebusinesseconomic.com/openai-says-it-will-no-longer-train-its-ai-models-on-the-live-internet-citing-significant-risks</link>
<guid>https://thebusinesseconomic.com/openai-says-it-will-no-longer-train-its-ai-models-on-the-live-internet-citing-significant-risks</guid>
<description><![CDATA[ OpenAI will cut frontier models off from the internet weeks after one of its engineers said that solution wouldn&#039;t work. ]]></description>
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<pubDate>Sat, 24 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, says, will, longer, train, its, models, the, live, internet, citing, “significant, risks”</media:keywords>
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<item>
<title>Hottest toy for Christmas? Nvidia CEO plays with adorable Microduck robots, 20,000 sell</title>
<link>https://thebusinesseconomic.com/hottest-toy-for-christmas-nvidia-ceo-plays-with-adorable-microduck-robots-20000-sell</link>
<guid>https://thebusinesseconomic.com/hottest-toy-for-christmas-nvidia-ceo-plays-with-adorable-microduck-robots-20000-sell</guid>
<description><![CDATA[ The robots, stomping their little feet and making tiny R2-D2 noises, sat, fell down dead for a &quot;nap,&quot; and summersaulted on voice command. ]]></description>
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<pubDate>Sat, 24 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Hottest, toy, for, Christmas, Nvidia, CEO, plays, with, adorable, Microduck, robots, 20, 000, sell</media:keywords>
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<item>
<title>VCs, Superhuman Mail founder share red flags about product&#45;market fit</title>
<link>https://thebusinesseconomic.com/vcs-superhuman-mail-founder-share-red-flags-about-product-market-fit</link>
<guid>https://thebusinesseconomic.com/vcs-superhuman-mail-founder-share-red-flags-about-product-market-fit</guid>
<description><![CDATA[ Top investors from Iconiq and Sapphire Ventures, along with Rahul Vohra, the founder of Superhuman Mail, share the do&#039;s and don&#039;ts for building hit products. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/PMf-panel.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 24 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>VCs, Superhuman, Mail, founder, share, red, flags, about, product-market, fit</media:keywords>
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<item>
<title>TechCrunch Founder Summit 2026 roundtables: Go deeper on the challenges founders are solving right now </title>
<link>https://thebusinesseconomic.com/techcrunch-founder-summit-2026-roundtables-go-deeper-on-the-challenges-founders-are-solving-right-now</link>
<guid>https://thebusinesseconomic.com/techcrunch-founder-summit-2026-roundtables-go-deeper-on-the-challenges-founders-are-solving-right-now</guid>
<description><![CDATA[ TechCrunch Founder Summit 2026 is coming to SoWa Power Station in Boston on November 4, bringing founders, investors, and operators together for a full day of candid conversations, practical sessions, live pitching, networking, and smaller roundtables built for deeper discussion.  ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2025/12/TC-All-Stage-2025-roundtable.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 24 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>TechCrunch, Founder, Summit, 2026, roundtables:, deeper, the, challenges, founders, are, solving, right, now </media:keywords>
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<item>
<title>Startups don’t need to go viral to win customers</title>
<link>https://thebusinesseconomic.com/startups-dont-need-to-go-viral-to-win-customers</link>
<guid>https://thebusinesseconomic.com/startups-dont-need-to-go-viral-to-win-customers</guid>
<description><![CDATA[ At TechCrunch Disrupt last week, two founders and a VC discussed how to not just gain an early following but keep one. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/55591670558_36cac514d1_k.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 24 Oct 2026 14:00:02 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Startups, don’t, need, viral, win, customers</media:keywords>
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<item>
<title>How To Buy A Domain Name? Step&#45;By&#45;Step Guide For Beginners</title>
<link>https://thebusinesseconomic.com/how-to-buy-a-domain-name-step-by-step-guide-for-beginners</link>
<guid>https://thebusinesseconomic.com/how-to-buy-a-domain-name-step-by-step-guide-for-beginners</guid>
<description><![CDATA[ Buying a domain name is one of the important steps when you are building an online presence. If you pick a bad name, you will have to explain the confusing name for years or even worse. You will have to rebrand your business as well as domain name from scratch, once the business has already […]
The post How To Buy A Domain Name? Step-By-Step Guide For Beginners appeared first on Fincyte. ]]></description>
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<pubDate>Fri, 23 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Buy, Domain, Name, Step-By-Step, Guide, For, Beginners</media:keywords>
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<item>
<title>Major music stars like Harry Styles and Celine Dion are embracing residencies. Here’s why</title>
<link>https://thebusinesseconomic.com/major-music-stars-like-harry-styles-and-celine-dion-are-embracing-residencies-heres-why</link>
<guid>https://thebusinesseconomic.com/major-music-stars-like-harry-styles-and-celine-dion-are-embracing-residencies-heres-why</guid>
<description><![CDATA[ For Harry Styles’ dedicated audience, it is the can’t-miss event of the year: Tens of thousands have descended on New York City’s Madison Square Garden each night of his 30-date residency, rushing to catch the show before it concludes Halloween weekend.The stint follows the artist’s 2022 blockbuster run, when he performed 15 consecutive nights at the famous arena. And he’s not the only one embracing the format. Residencies in Las Vegas, once viewed as the final stop at the end of a long career, have attracted younger performers like Usher, Katy Perry and Lady Gaga. In 2024, Adele embarked on a 10-date Munich residency. And last year, Bad Bunny’s 31-date residency in Puerto Rico single-handedly boosted the island’s fragile economy, generating over $200 million while extending his efforts to elevate the U.S. territory’s global profile.Celine Dion, who holds the record for the highest-grossing residency in Vegas, recently embarked on one just outside Paris. It’s her first concert series since revealing her diagnosis with stiff-person syndrome.Industry insiders and artists alike say there are many reasons why residencies have taken hold in the music business, despite arguments that the format may shift costs to fans who could save money attending a tour in their hometown rather than spending the cash on travel.



Residencies fulfill evolving needs



Residencies aren’t exactly a novel concept, explains Mitch Rose, Creative Artists Agency’s head of North American touring, who represents artists including Styles and Perry.“Go back in time to early Vegas, in the ’60s when Frank Sinatra had a residency and Tony Bennett had a residency,” he said. “They played multiple shows across a year at a hotel. That was the birth of a residency.”Over time, however, Vegas residencies became synonymous with a particular kind of artist: one close to retiring. That changed in the 2000s, when Dion revitalized the format with her yearslong “A New Day …” and “Celine” runs. John Meglen, co‑CEO of Concerts West, was instrumental in both the Vegas residencies and the one in France.“Most people thought we were crazy,” he said, noting the expense. “It was 200 shows a year, 40 weeks a year. Five shows a week.”But it worked. Across 16 years and 1,141 performances, Dion grossed $681.3 million, according to Billboard.Nowadays, residencies are commonplace. Rose says attendees treat them like festivals: destination experiences.“Think of Coachella,” he says. “People from all around the world come to the desert mid-April to share an experience. And residencies are the same vibe. When we announced Harry’s residency, the Garden was the only place in America that we were playing in 2026. … There’s a uniqueness.”And often, residencies inspire artist pop-up shops and fan meetups, adding to the festival-like atmosphere.



Both artists and the industry benefit



R&amp;B singer Usher hosted his popular “Usher: My Way The Vegas Residency” in 2022 and 2023, part of a high-profile run that included a 2024 Super Bowl halftime show. At the time, he told The Associated Press that part of the appeal was the consistency.“I like the idea of what I’ve found in Las Vegas. It gives me an opportunity to settle. I have children now. I got a life,” he said.There are clear financial benefits, too. Residencies save on the major expense of transporting production, people and equipment, Meglen said.Another upside? “If you do a residency in one city, you’re not on an airplane or in a bus. It’s good mental healthcare for the artist,” Rose said.Residencies also offer an opportunity to develop massive stage productions that don’t have to be hauled around the world. Nowhere is that more clear than at the 516-foot-wide (157-meter) Sphere in Las Vegas, with its state-of-the-art technological attractions and high-resolution LED screen that wraps halfway around a 17,500-seat audience.In 2026, Carín León became the first Latino artist to hold a residency there. “It’s a venue that lets you express a lot of stuff because of all of the tools,” he said. “For me, it was perfect.”



Some say residencies shift expenses to the fans



Styles’ New York audience spends anywhere from under $100 to $1,000 to attend, not counting the cost of travel for out-of-towners.“I understand why residencies make sense for an artist and why it would be less stressful and make their lives easier. But as a fan, I don’t understand how they cost as much money as they do,” said Sara Feigin, a Styles fan and New York-based photographer. “You’re playing over 30 days at the same venue, why is this $300?”She believes that if residencies are more affordable for talent, tickets should be cheaper too.A representative for Styles declined to comment.For Ticketmaster events like Styles’ residency, the base price for a ticket before various fees and taxes (or the “face value” cost) is determined by the event organizer.Meglen says it’s crucial that traditional touring continue, but there’s room for both: Residencies give “all these other markets a breather,” as he puts it, in turn creating future demand. “I don’t know any artist that keeps touring over and over and over in the same markets that their ticket sales go up.”



Residencies can be found all over the globe



Where a residency takes place depends on the artist. Consider Bad Bunny. “Nobody could do what he did in Puerto Rico, right?” said Rose. “Major markets are always going to be the first choices of residencies. … And I don’t think every city works.”As for Dion, “Paris is Celine’s biggest market in the world,” says Meglen.Otherwise, entertainment capitals with many large venues like Los Angeles, Las Vegas and New York top the list. And fans who live far from these locations should expect to travel, because residencies don’t appear to be going anywhere.“Everything is cyclical and the residencies are certainly having a moment,” said Rose. “And as long as there’s a Las Vegas or an act big enough to do multiple nights in arenas, it will never go away.”



—Maria Sherman, AP Music Writer ]]></description>
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<pubDate>Fri, 23 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>Meta quietly delays controversial update that critics say will allow website scraping</title>
<link>https://thebusinesseconomic.com/meta-quietly-delays-controversial-update-that-critics-say-will-allow-website-scraping</link>
<guid>https://thebusinesseconomic.com/meta-quietly-delays-controversial-update-that-critics-say-will-allow-website-scraping</guid>
<description><![CDATA[ Earlier this month, Meta Platforms announced controversial new commercial terms of use for business accounts that critics said would give the social media giant broad authority to crawl and scrape web content associated with those accounts.



The new commercial terms—met by strong outrage from news publishers that produce online content and rely on Meta’s platforms for distribution—were set to go into effect on Friday, October 30. 



Now, without any notice, Meta has pushed back the date of the change by three weeks to Friday, November 20. The delay comes one day after a major trade group for news publishers sent a letter to CEO Mark Zuckerberg demanding that the forthcoming terms be withdrawn. 



Despite the delayed date, the controversial language in the updated terms appeared to still be intact as of Friday.



“We are extending the effective date of our updated Commercial Terms and Self-Serve Ad Terms to November 20 to allow more time for us to explain to our partners and stakeholders what’s changing and what’s not,” a Meta spokesperson told Fast Company when reached for comment, “including how Meta uses web crawlers and the fact that content owners will still be able to use robots.txt to signal preferences.”



Why news publishers are angry about the terms



On October 15, Nieman Lab broke the news of Meta’s AI-centric update, hidden deep in a forthcoming change to its commercial terms of use. 



Publications, most of which are deeply integrated in Meta’s platforms as part of their business, have since expressed anger at the idea of their content being scraped up by Meta for use however the company chooses. 



Could Meta scrape content from behind a paywall? Could it take publications’ content and use it to compete with them? 



The company seemingly backed everyone quickly into a corner, leaving publishers the option to redo a significant part of their business or give in. “If you do not agree to the updated terms, you may stop all access or use of our Products for business or commercial purposes,” Meta states in the updated terms of use.  



Meta owns Facebook, Instagram, Threads, and WhatsApp. 



Meta removes the word “train”



Two days later, Meta relented, albeit slightly. 



It removed the word “train” from the earlier sentence on ways it would use the content. The tech giant also limited use to “advertising and business products.”



At the time, a Meta spokesperson told Nieman Lab that the update was because “it wasn’t clear in the initial consolidation of terms that robots.txt preferences are respected. News sites, like all other content owners, still have the ability to disable the crawler via robots.txt flags. That has been the case, and it has not changed.”



Yet, there’s no actual wording in the terms of use that protects these options. Media and intellectual property attorney Matt Topic told Nieman Lab he thinks the word “‘develop’ is broad enough to include ‘train.’”



Trade group sends open letter to Zuckerberg



On Thursday, October 22, the News/Media Alliance, which represents over 2,000 publications, wrote an open letter to Zuckerberg demanding that the company withdraw the updated commercial terms of use before they go into effect. 



The letter points to concerns that Meta will use publishers’ own content to compete with them, while giving them minimal ability to use Meta’s services and block ad crawlers. It further states that the new terms of use “grant Meta the right to exploit, without prior permission or fair compensation, journalism”



“These harms threaten the financial viability of the free press,” the letter, signed by News/Media Alliance president and CEO Danielle Coffey, further states.



It continues: “Once Meta has copied publishers’ content and built it into its products, the harm will be practically impossible to undo.”



You can read Meta’s updated commercial terms here.



This story is developing… ]]></description>
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<pubDate>Fri, 23 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>Change.org wants to turn your TikTok rant into local political action</title>
<link>https://thebusinesseconomic.com/changeorg-wants-to-turn-your-tiktok-rant-into-local-political-action</link>
<guid>https://thebusinesseconomic.com/changeorg-wants-to-turn-your-tiktok-rant-into-local-political-action</guid>
<description><![CDATA[ Most Americans—more than 80%—don’t think that their elected officials care what they have to say. Change.org has been rebuilding its own platform to try to change that.



The platform, founded in 2007, is best known for campaigns that have gone viral nationally, like a petition to get justice for George Floyd in 2020 that got nearly 20 million signatures. Of course, most petitions don’t have that kind of audience. But you don’t need millions of people to make change happen, and over the last two years, Change.org has rebuilt its tools to connect people with decision-makers in their own community.



Steve Dziedzic [Photo: Change.Org]



“The core problem we’re trying to solve is that people just feel unheard,” says Steve Dziedzic, who was named the organization’s new president today. “They don’t think their voice matters anymore in our democracy.”



The site now has “an explicit local focus,” says Dziedzic, who has been leading the platform’s redesign, previously as chief product officer. “That’s a big shift for the organization.” There are practical reasons for this: People care most about local issues, and local petitions are also the most likely to succeed. Even if someone wants to work on a national problem like gun control, he says, it makes the most sense to start with a local law and then expand.



When someone comes to the platform now, it helps shape the message to have the best chance of persuading a local decision-maker to take action. An AI “petition writer” tool on the site starts by asking someone for their story. It helps combine that with a logical argument for the mayor or whoever else you’re asking for change. (Dziedzic, who previously founded a couples’ therapy app that was acquired by Talkspace, says that writing a good petition has similarities with couples’ therapy; it helps to be able to dispassionately talk about what you need.) The company is investing around $100 million to rebuild its platform and add AI.



If someone wants their city to build a bike lane, for example, and they’re focusing on safety and sustainability, the tool could potentially also suggest economic arguments to help convince a mayor that taking away parking spaces won’t harm local businesses.



If someone already posted a rant on TikTok, they can paste a link to that video and the tool will use it to automatically draft a petition. TikTok or Instagram aren’t good places to reach local officials, Dziedzic says, because a mayor can’t tell how many of the people liking a post are actually constituents; Change.org now uses addresses to verify constituents, so city officials get an important signal of when they need to be paying attention. The company also uses a tool to scan social media for complaints that could turn into successful petitions, and the team reaches out to invite new users to participate.



After someone creates a petition, the platform also helps find people who are likely to want to sign. It suggests related subreddits, Facebook groups, and other places to find people who’ve rallied behind the issue in the past. Dziedzic says the feature helps increase the number of signatures by 20%. “Unless you have at least 100 signatures, it’s just really not going to matter to the mayor, unfortunately—they need to know that there’s a nontrivial amount of constituents who care about this,” says Dziedzic. Everyone who signs can upload their own video. The site also helps petitioners pitch local media, since that’s another important way to get local officials to care.



Critically, it also looks up the right decision-maker to target, whether you’re trying to make changes in a park or block a data center. Then it tries to broker a meeting. If a city council meeting is the right venue, it lets you know when the next meeting is happening. You can use the platform to reach out to everyone who’s signed and invite them to attend the meeting too. “It’s starting digitally, but then it ends up in the physical world, helping shape real community,” says Dziedzic.



In the past, some critics have called out petitions as a form of slacktivism; some studies have suggested that when someone signs a petition, they’re less likely to take other, potentially more meaningful actions later. But Change.org’s new structure is geared to nudging people to do more.



The tools are helping users get results. In one recent campaign that started as a TikTok video, a Maryland resident created a petition asking the county for a moratorium on new development until residents could get more data about the impacts. More than 10,000 people signed, and the moratorium is now in place. (So far this year, the platform has hosted more than 1,800 petitions about data centers, and more than 3 million people have signed.)



Others have recently used the platform to remove Flock cameras, make intersections safer, and fight for relief from a $3,332 electric bill, among thousands of other things.



The company wants to help society collectively make wise decisions, Dziedzic says, and that could eventually mean going beyond petitions alone—for example, helping decision-makers hear as much as possible from people on both sides of an issue, rather than only the point of view of someone who launches a petition. For now, though, the focus is more straightforward.



“People want to be able to shape their communities, where their loved ones are, where they do life,” says Dziedzic. “By helping people shape their communities in connection with their elected officials, we think that is the shot—that’s my biggest hypothesis for people believing their voice matters again. And it’s most practical, because the local petitions are also the most likely to win.” ]]></description>
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<pubDate>Fri, 23 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Change.org, wants, turn, your, TikTok, rant, into, local, political, action</media:keywords>
</item>

<item>
<title>Europe’s brutally hot summer led to more than 50,000 heat deaths in urban areas alone</title>
<link>https://thebusinesseconomic.com/europes-brutally-hot-summer-led-to-more-than-50000-heat-deaths-in-urban-areas-alone</link>
<guid>https://thebusinesseconomic.com/europes-brutally-hot-summer-led-to-more-than-50000-heat-deaths-in-urban-areas-alone</guid>
<description><![CDATA[ The summer of 2026 was brutally hot across Europe, with five successive heat waves causing record-high temperatures across the continent. 



Those extremes likely led to more than 50,000 excess deaths in urban areas alone, according to a new estimate.



And some 32,000 of those deaths, or nearly two-thirds of that total, can be directly attributed to climate change, caused by the burning of fossil fuels.



This makes the summer of 2026 likely the “worst on record” for heat-related deaths across much of Europe, according to Clair Barnes, a study author and extreme weather and climate change researcher at Imperial College London.







Dangers of extreme heat



The figures come from two recent studies published in the journal Nature Health. 



Researchers from Imperial College London and the London School of Hygiene &amp; Tropical Medicine looked at 854 urban areas across 30 countries (27 of which are in the European Union, plus the UK, Norway and Switzerland). Those areas account for 40% of those countries’ total population. 



By using temperature records combined with climate modeling, they were able to estimate how many excess heat-related deaths occurred every summer between 2000 and 2026. Where governments have released official mortality statistics, these findings align with official figures, the researchers say.



Heat death can be difficult to measure. Heat itself often isn’t listed as a cause of death on death certificates, except in certain instances of heat stroke.



But only counting heat strokes is a “vast underestimation of the actual effect” of extreme heat, says Garyfallos Konstantinoudis, a study author and assistant professor at Imperial College London. 



Heat is one of the deadliest climate change impacts. Extreme heat stresses our cardiovascular and metabolic systems, and can combine with other illnesses to exacerbate health harms. 



This is why this count of excess deaths is an estimate, the researchers note. For the summer of 2026, many countries haven’t yet released their official mortality numbers.



Where they have, though, the researchers’ model estimates align with those figures. The researchers estimated, for example, that May and June heat waves in England and Wales caused more than 2,700 deaths. An analysis by the UK Health Security Agency later identified about 2,880 deaths in that time period. 







The role of climate change



The studies also specifically looked at the role of climate change in these deaths by modeling a pre-industrial world in which human-caused climate change didn’t happen.



Even in that world, temperatures were so dangerously hot that they led to high deaths, Barnes says. 



“But that mortality has been pushed substantially higher by human-caused warming, primarily from the burning of fossil fuels,” she adds. “Across Europe as a whole, around two thirds of those deaths would not have occurred without the additional heat from human activity.” 



Temperatures for that entire summer were 2.9°C above the prior decade’s average. Some days were so hot that they hit 12°C above average. 



The summer of 2026 saw the highest number of urban heat deaths in all 26 years the researchers analyzed. The summer of 2022, which was also marred by multiple dangerous heat waves, was second, with about 29,000 deaths. 



Climate change is warming the entire planet, but Europe is the fastest-warming continent. Over the summer, multiple European governments issued “red weather warnings” about the heat, even closing schools and canceling sports events. 



“These numbers are a stark reminder that our hotter, more extreme summers are having an increasingly severe impact on public health. Behind these statistics are real people whose lives were lost and real families who grieve for them,” Barnes says. 



And they’re also a reminder, she adds, “of the growing need to rapidly transition away from fossil fuels to slow the pace of change and limit future warming.” ]]></description>
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<pubDate>Fri, 23 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Europe’s, brutally, hot, summer, led, more, than, 50, 000, heat, deaths, urban, areas, alone</media:keywords>
</item>

<item>
<title>Your customers have a shelf life</title>
<link>https://thebusinesseconomic.com/your-customers-have-a-shelf-life</link>
<guid>https://thebusinesseconomic.com/your-customers-have-a-shelf-life</guid>
<description><![CDATA[ Most companies would never build a five-year financial plan using five-year-old market data. Yet when it comes to customers, organizations routinely make major decisions based on assumptions formed four marketing departments ago.



From that older data, they know their audience. They know what customers value. They know why people buy. They know which segments matter most.



Until they don’t.



Customers rarely announce that they’ve changed. Their priorities shift gradually as new generations enter the category and media habits evolve. Expectations change and economic pressures alter purchasing decisions. New competitors reset what people consider valuable.



Meanwhile, the organization keeps planning. Marketing targets familiar audiences while product teams develop against established needs. Media dollars follow historical behavior, and sales teams rely on the same value propositions.



The strategy may be internally consistent, but it’s based on stale customer insights.



THE DANGER OF INHERITED CUSTOMER KNOWLEDGE



Every successful organization accumulates institutional knowledge about its customers. That knowledge is valuable, but can become dangerous when it morphs into assumption.



Statements like “our customer cares most about quality” or “that audience is too price-sensitive for us” can become accepted truths that, over time, discourage teams from asking where those beliefs came from or whether they remain true.



This is especially risky for established brands because past success creates confidence. What was once a well-informed understanding of your customers can gradually become an outdated one.



A customer segment that used to represent your strongest growth opportunity may now be mature, or an audience you considered secondary may have gained purchasing power. Consumers who once prioritized one product benefit may now place greater value on another.



A strong understanding of your customers has a shelf life. As behaviors and priorities change, those insights need to be continually validated against who your customers are today.



SEGMENTATION SHOULD FORCE CHOICES



This is where many organizations misunderstand customer research and that its goal isn’t simply to produce fancy customer personas.



Knowing that one customer values durability while another prioritizes design may be interesting, but insight only becomes strategically valuable when it can inform a decision: Which customers should you fight hardest to retain? Which audiences represent untapped growth? Where are you spending resources on customers with limited potential? Should different audiences receive different messages? Are you investing in the channels they actually use? Does your product roadmap reflect what tomorrow’s customers will value?



Good segmentation should create choices. It should help an organization decide where to invest more aggressively, where to maintain its position and, just as importantly, where not to overinvest.



Without those choices, customer research risks becoming an interesting presentation rather than an actionable business strategy.



YOUR CUSTOMER ISN’T JUST MARKETING’S CUSTOMER



Here’s another mistake organizations make: treating customer understanding as the sole responsibility of the marketing department.



The customer influences nearly every significant growth decision a company makes. Product teams need to understand evolving needs and priorities, while sales teams need to know which benefits resonate with different buyers. Media teams need to understand where audiences spend their time, and e-commerce teams need to know how purchasing behaviors are changing. Leadership needs to understand where future demand is most likely to come from.



An up-to-date and shared understanding of the customer is an organizational asset.



BEFORE PLANNING FOR TOMORROW, REVISIT TODAY



Most strategic planning processes naturally look forward to determine what markets to enter, what products to develop, where to invest, and how to grow.



But planning for the future sometimes requires looking backward at the assumptions underpinning that strategy. Beliefs about your customers that were once grounded in solid research can become accepted truths over time, even as the market evolves. Regularly validating those assumptions ensures business decisions reference current customer needs and behaviors.



Strong organizations make a habit of monitoring the market and challenging what they think they know. It’s an ongoing discipline rather than an occasional research initiative. They pay attention to what’s changing, recognize what remains consistent, and consider how emerging economic, cultural, technological, and competitive forces may influence customer behavior. This continuous awareness helps them anticipate shifts and adapt strategies before the market forces them to react.



Customer knowledge has a shelf life, making it important to revisit and validate what you know as the market evolves. Because even the best strategy can lead you in the wrong direction when it’s built around a customer who no longer exists.



Chris Bailey is president and CEO of Bailey Brand Consulting. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/1-7.png" length="49398" type="image/jpeg"/>
<pubDate>Fri, 23 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Your, customers, have, shelf, life</media:keywords>
</item>

<item>
<title>The basics of cash flow forecasts for small businesses</title>
<link>https://thebusinesseconomic.com/the-basics-of-cash-flow-forecasts-for-small-businesses</link>
<guid>https://thebusinesseconomic.com/the-basics-of-cash-flow-forecasts-for-small-businesses</guid>
<description><![CDATA[ By Isaac Rangaswami on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
We take a look at the basics of cash flow forecasts for small businesses. By reading it, you’ll have everything you need to get started
The post The basics of cash flow forecasts for small businesses appeared first on Small Business UK. ]]></description>
<enclosure url="https://smallbusiness-production-v2.s3.amazonaws.com/uploads/2022/05/Cash-flow-forecasting.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 23 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, basics, cash, flow, forecasts, for, small, businesses</media:keywords>
</item>

<item>
<title>Google Cloud outage in London hits Revolut, Lloyds and DPD</title>
<link>https://thebusinesseconomic.com/google-cloud-outage-in-london-hits-revolut-lloyds-and-dpd</link>
<guid>https://thebusinesseconomic.com/google-cloud-outage-in-london-hits-revolut-lloyds-and-dpd</guid>
<description><![CDATA[ 
A Google Cloud outage traced to a power event at a London data centre has disrupted banks, delivery firms and websites, with Revolut hit hardest. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/07/shutterstock_2528234127-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Google, Cloud, outage, London, hits, Revolut, Lloyds, and, DPD</media:keywords>
</item>

<item>
<title>Unemployment falls to 4.7 per cent, lifting bets on November rate rise</title>
<link>https://thebusinesseconomic.com/unemployment-falls-to-47-per-cent-lifting-bets-on-november-rate-rise</link>
<guid>https://thebusinesseconomic.com/unemployment-falls-to-47-per-cent-lifting-bets-on-november-rate-rise</guid>
<description><![CDATA[ 
The jobless rate fell to 4.7 per cent in the three months to August, strengthening market bets on an interest rate rise by the Bank of England next month. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2473568867-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Unemployment, falls, 4.7, per, cent, lifting, bets, November, rate, rise</media:keywords>
</item>

<item>
<title>British firms set to win £330m of contracts in Guinea and Benin</title>
<link>https://thebusinesseconomic.com/british-firms-set-to-win-330m-of-contracts-in-guinea-and-benin</link>
<guid>https://thebusinesseconomic.com/british-firms-set-to-win-330m-of-contracts-in-guinea-and-benin</guid>
<description><![CDATA[ 
British companies are set to win more than £330m of contracts on nine infrastructure projects in Guinea and Benin, backed by £1.1bn from UK Export Finance. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2394434223-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>British, firms, set, win, £330m, contracts, Guinea, and, Benin</media:keywords>
</item>

<item>
<title>Start Up Loans names 14 ambassadors as lending passes £1.4bn</title>
<link>https://thebusinesseconomic.com/start-up-loans-names-14-ambassadors-as-lending-passes-14bn</link>
<guid>https://thebusinesseconomic.com/start-up-loans-names-14-ambassadors-as-lending-passes-14bn</guid>
<description><![CDATA[ 
British Business Bank data shows Start Up Loans have helped create or support more than 249,000 UK jobs, with 140,000 loans worth over £1.4bn issued. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/OJAS_SAUNA-3-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Start, Loans, names, ambassadors, lending, passes, £1.4bn</media:keywords>
</item>

<item>
<title>Oxfordshire targets 20 unicorns and 30,000 innovation jobs by 2035</title>
<link>https://thebusinesseconomic.com/oxfordshire-targets-20-unicorns-and-30000-innovation-jobs-by-2035</link>
<guid>https://thebusinesseconomic.com/oxfordshire-targets-20-unicorns-and-30000-innovation-jobs-by-2035</guid>
<description><![CDATA[ 
Oxfordshire&#039;s Equinox 2035 strategy targets 20 unicorns, more than £1bn a year in venture investment and 30,000 new innovation jobs within a decade. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Professor-Irene-Tracey-Dr-Olga-Kozlova-and-Peter-Leek-CSO-of-Oxford-Quantum-Circuits-launching-Equinoxs-2035-Strategy-at-the-House-of-Commons-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Oxfordshire, targets, unicorns, and, 30, 000, innovation, jobs, 2035</media:keywords>
</item>

<item>
<title>Oura adds new fitness metrics to show how workouts impact your body</title>
<link>https://thebusinesseconomic.com/oura-adds-new-fitness-metrics-to-show-how-workouts-impact-your-body</link>
<guid>https://thebusinesseconomic.com/oura-adds-new-fitness-metrics-to-show-how-workouts-impact-your-body</guid>
<description><![CDATA[ While Oura has largely dominated the smart ring market for years, rivals like RingConn and Ultrahuman are emerging to dethrone it, putting pressure on the company to keep innovating. By launching more advanced workout metrics, Oura is looking to differentiate itself from competitors as the smart ring market gets more crowded. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/05/Oura_Ring_5_Product-1_Collection.png" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Oura, adds, new, fitness, metrics, show, how, workouts, impact, your, body</media:keywords>
</item>

<item>
<title>Inspired Capital closes $450M fourth fund as New York pushes back on Silicon Valley’s gravitational pull</title>
<link>https://thebusinesseconomic.com/inspired-capital-closes-450m-fourth-fund-as-new-york-pushes-back-on-silicon-valleys-gravitational-pull</link>
<guid>https://thebusinesseconomic.com/inspired-capital-closes-450m-fourth-fund-as-new-york-pushes-back-on-silicon-valleys-gravitational-pull</guid>
<description><![CDATA[ The raise comes as venture dollars pile up on the West Coast. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/Inspired-Capital.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Inspired, Capital, closes, 450M, fourth, fund, New, York, pushes, back, Silicon, Valley’s, gravitational, pull</media:keywords>
</item>

<item>
<title>Eka is worth $1.45B thanks to a physical AI model that has experts raving</title>
<link>https://thebusinesseconomic.com/eka-is-worth-145b-thanks-to-a-physical-ai-model-that-has-experts-raving</link>
<guid>https://thebusinesseconomic.com/eka-is-worth-145b-thanks-to-a-physical-ai-model-that-has-experts-raving</guid>
<description><![CDATA[ Eka Robotics may be the first robotic arm that is actually good at picking a wide range of objects up, and it is so smooth and human-like, it is wowing the industry. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/Screenshot-2026-10-19-at-1.21.23-PM.png" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Eka, worth, 1.45B, thanks, physical, model, that, has, experts, raving</media:keywords>
</item>

<item>
<title>SpaceX alum’s aviation startup, Reliable Robotics, lands $115M, topping $1B valuation</title>
<link>https://thebusinesseconomic.com/spacex-alums-aviation-startup-reliable-robotics-lands-115m-topping-1b-valuation</link>
<guid>https://thebusinesseconomic.com/spacex-alums-aviation-startup-reliable-robotics-lands-115m-topping-1b-valuation</guid>
<description><![CDATA[ Reliable Robotics extended its Series D round with $115 million in equity and $25 million in debt. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/Autonomous-Flight_820-Autoland_2026-09.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>SpaceX, alum’s, aviation, startup, Reliable, Robotics, lands, 115M, topping, 1B, valuation</media:keywords>
</item>

<item>
<title>US orders federal agencies to remove China’s DeepSeek AI from their systems</title>
<link>https://thebusinesseconomic.com/us-orders-federal-agencies-to-remove-chinas-deepseek-ai-from-their-systems</link>
<guid>https://thebusinesseconomic.com/us-orders-federal-agencies-to-remove-chinas-deepseek-ai-from-their-systems</guid>
<description><![CDATA[ The US has ordered federal civilian agencies to remove DeepSeek products and third-party services built using its technology, citing national security concerns. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2025/01/GettyImages-2195703830.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 20 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>orders, federal, agencies, remove, China’s, DeepSeek, from, their, systems</media:keywords>
</item>

<item>
<title>How Personalised Corporate Gifts Improve Employee Engagement &amp;amp; Loyalty?</title>
<link>https://thebusinesseconomic.com/how-personalised-corporate-gifts-improve-employee-engagement-loyalty</link>
<guid>https://thebusinesseconomic.com/how-personalised-corporate-gifts-improve-employee-engagement-loyalty</guid>
<description><![CDATA[ There’s nothing more meaningful than forming strong human relationships in today’s world. As for corporations, it is crucial to have the ‘nice to have’ policy. Employee engagement today is not an option but a necessity to enhance workplace culture. One of the least-discussed ways to improve employee engagement is personalised corporate gifts. Personalised gifts work […]
The post How Personalised Corporate Gifts Improve Employee Engagement &amp; Loyalty? appeared first on Fincyte. ]]></description>
<enclosure url="https://www.fincyte.com/wp-content/uploads/2026/03/How-Personalised-Corporate-Gifts-Improve-Employee-Engagement-Loyalty.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 19 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Personalised, Corporate, Gifts, Improve, Employee, Engagement, Loyalty</media:keywords>
</item>

<item>
<title>TikTok Shopping: A New Era For E&#45;commerce Store Sales</title>
<link>https://thebusinesseconomic.com/tiktok-shopping-a-new-era-for-e-commerce-store-sales</link>
<guid>https://thebusinesseconomic.com/tiktok-shopping-a-new-era-for-e-commerce-store-sales</guid>
<description><![CDATA[ TikTok has taken the world by storm, quickly becoming one of the most popular social media platforms with over 1.67 billion active users. This fast-growing app has captured the attention of individuals and businesses with its unique video-sharing format. As e-commerce continues to dominate the retail landscape, it’s no surprise that TikTok has also entered […]
The post TikTok Shopping: A New Era For E-commerce Store Sales appeared first on Fincyte. ]]></description>
<enclosure url="https://www.fincyte.com/wp-content/uploads/2023/12/TikTok-Shopping-A-New-Era-For-E-commerce-Store-Sales-1.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 19 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>TikTok, Shopping:, New, Era, For, E-commerce, Store, Sales</media:keywords>
</item>

<item>
<title>Nationwide meat recall underway as ‘temperature abuse’ impacts 1.5 million pounds of beef, pork, and chicken</title>
<link>https://thebusinesseconomic.com/nationwide-meat-recall-underway-as-temperature-abuse-impacts-15-million-pounds-of-beef-pork-and-chicken</link>
<guid>https://thebusinesseconomic.com/nationwide-meat-recall-underway-as-temperature-abuse-impacts-15-million-pounds-of-beef-pork-and-chicken</guid>
<description><![CDATA[ A massive recall involving more than 1.5 million pounds of meat product was announced this weekend after the manufacturer discovered what the U.S. Department of Agriculture’s Food Safety and Inspection Service (FSIS) deemed to be possible “temperature abuse.” 



Here’s what that means, what meat products are affected, and what you should do if you have any of the recalled items.



What’s happened?



On Saturday, the USDA’s Food Safety and Inspection Service alerted the public about a voluntary recall by Kayem Foods Inc., a more-than-a-century-old meat products company based in Chelsea, Massachusetts.



The recall involves more than 1.5 million pounds of meat products produced by Kayem Foods. According to the FSIS, Kayem is recalling 1,584,361 pounds of ready-to-eat (RTE) meat and poultry products over fears that impacted products “may have experienced temperature abuse during storage.”



The problem was discovered after one of Kayem Foods’ retail customers complained about warm product temperatures related to some of the meat products, the notice states. 



Kayem then investigated the claims and found one of the warehouse coolers where the products were stored “experienced temperature deviations,” according to the FSIS.



What is “temperature abuse”?



While the term “temperature abuse” makes it sound like someone knowingly altered the meats’ temperature, the situation is actually less nefarious. 



In relation to this recall, “temperature abuse” simply means that the products’ temperatures deviated from what they should have been stored at, potentially making the products unsafe to eat.



In a recall notice posted directly on Kayem Foods’ website, the company says that the issue was due to “a cooling system malfunction at one of the company’s warehouses that resulted in storage temperature deviations.” 



Announcing the recall, Kayem CEO Matt Monkiewicz said, “Our business depends on providing consumers with safe food of the highest quality. Out of an abundance of caution, we are undertaking this voluntary recall.”



He added: “We take food safety very seriously and apologize to our valued consumers. Our management team takes full responsibility. We have learned from and corrected the issue and will not allow this to happen again.” 



What products are included in the recall?



The more than 1.5 million pounds of meat products impacted by the recall include items sold under nine different brands:




Al Fresco



Deutschmacher



Essem



Genoa



Jordan’s



Kayem



McKenzie



Triple M



Winnisimmet




The products include numerous ready-to-eat items, such as sausages, chicken, pork, bacon, and other products. 



The FSIS says the recalled products bear the establishment numbers “EST. M/P 7839,” “EST. P 20935A” and “EST. M 9520” inside the USDA mark of inspection.



Items included in the recall “were produced approximately March 31, 2026, to Oct. 7, 2026.” Kayem Foods says the items were “stored and shipped between June 7, 2026, and October 14, 2026.”



The FSIS has published a full list of the items on its website. The agency has also published photos of the product packaging.



Kayem Foods has published its own list of recalled items here.



Where were the recalled products sold?



Neither the FSIS nor Kayem Foods has announced which retailers sold the recalled products. However, the FSIS says that the “items were shipped to retail and foodservice locations Nationwide and Hong Kong.”



The agency says that, as of the time of its notification, there have been no confirmed reports of anyone becoming ill from eating the recalled items.



What should I do if I have the recalled products?



The FSIS says consumers should check their refrigerators, as the items could still reside there even if purchased long ago. 



Consumers who have the recalled items are being urged not to consume them, but instead dispose of them or return them to their place of purchase.



Those with questions about the recall can contact Kayem Foods Customer Service at 800-426-6100 or email the company at info@kayem.com. ]]></description>
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<pubDate>Mon, 19 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Nationwide, meat, recall, underway, ‘temperature, abuse’, impacts, 1.5, million, pounds, beef, pork, and, chicken</media:keywords>
</item>

<item>
<title>America can manufacture at cost&#45;parity with China</title>
<link>https://thebusinesseconomic.com/america-can-manufacture-at-cost-parity-with-china</link>
<guid>https://thebusinesseconomic.com/america-can-manufacture-at-cost-parity-with-china</guid>
<description><![CDATA[ In a recent NYSE interview, a reporter asked me if my focus on Made-in-America manufacturing makes me afraid of having to compete with the cost of China manufacturing goods. My response surprised her.“Not at all,” I said. “As a matter of fact, it is highly possible for Made-in-America pricing to be at parity or even lower than the cost of China-made goods.”



Here’s why: Automation addresses an old competitive disadvantage while simultaneously creating a new advantage.



THE NEW ADVANTAGE



America has spent decades assuming that manufacturing migrated overseas because American labor was too expensive. That assumption was once true, but automation has changed the equation. When labor becomes a smaller percentage of unit cost, the issues of location, transportation, inventory, quality, supply-chain resilience, speed, and intellectual-property control (all of which we can control) become much more important.



But we face a conundrum: We still need people, but automation changes the nature of the people we need.



That includes the humans who manage and control the automation. It also includes the electricians, welders, engineers, and other skilled trades that form the base of the manufacturing pyramid. The need for these roles is greater than ever before.



Consider the current statistics:



U.S. industrial robot installations increased 11% in 2025 to roughly 38,000. The Bureau of Labor Statistics (BLS) projects nearly 1 million production-job openings annually from 2024 through 2034, largely because workers retire or leave occupations. BLS also expects industrial machinery mechanics—the people who maintain increasingly automated plants—to be one of manufacturing’s strongest growth occupations. 



AUTOMATION PLUS HUMAN INFRASTRUCTURE



There is an interesting paradox at play. America is becoming more automated, but China is not standing still. China installed 295,000 industrial robots in 2024, versus about 34,000 in the U.S., and China now has at least 2 million deployed. So, automation alone will not give America a competitive advantage. What automation does is give U.S. manufacturers the ability to neutralize disadvantages that once appeared structural, but only if we deploy it aggressively and build sufficient human infrastructure around it.



The process works like this: Historically, the assumption has been that if labor costs are dramatically lower somewhere else, that’s where manufacturing belongs. But automation compresses the labor component of unit economics. Now the calculation bypasses wages and moves to the total cost of production.



Executives should understand that a lights-out factory is not a people-free factory. Someone must design, integrate, power, program, repair, and continuously improve the factory to ensure its success. The result:




Specialized workers are a new constraint: Due to automation, nearshoring, and other key factors, American manufacturing may outrun its supply of electricians, engineers, technicians, welders, and other specialized workers.



Skilled trades as critical infrastructure: U.S. vulnerability lies in treating skilled trades as yesterday’s economy when, in fact, they’re critical infrastructure for the AI/robotics economy.




What to do?Companies thinking about reshoring today should evaluate automation + talent + supply chain simultaneously, rather than first deciding where to manufacture and then figuring out automation later.



THE FACTORY OF THE FUTURE



This country needs differently skilledworkers to fuel our next growth era. This requires continuing education and training of today’s workforce to prepare as many as possible for increasingly lucrative roles.



Tomorrow’s winner will be the system that converts raw materials into finished goods at the lowest risk-adjusted total cost, not simply the factory with the cheapest labor.



Parity with China’s manufacturing costs will come from automation, talent, and total-cost considerations. That is a competition America can enter on very different terms than it could 20 years ago. If we address this well, and I believe we can, the issue of parity with China’s manufacturing prices will resolve itself.



Matthew Chang is founder and principal engineer of Chang Robotics. ]]></description>
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<pubDate>Mon, 19 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>America, can, manufacture, cost-parity, with, China</media:keywords>
</item>

<item>
<title>Stop sanding down your brand</title>
<link>https://thebusinesseconomic.com/stop-sanding-down-your-brand</link>
<guid>https://thebusinesseconomic.com/stop-sanding-down-your-brand</guid>
<description><![CDATA[ We’ve all seen it. Sometimes it’s subtle. Sometimes it’s three competitors using the same word in 48-point type.



An entire category starts competing with itself instead of competing for the customer. The claim wars begin. More this. Less that. Faster, cleaner, smarter, better. Cruise control kicks in. Everyone benchmarks one another until they start looking like one another.



Data must become the adult in the room.



DATA AND COMFORT



I like data. It shows us what people clicked, what they bought, and what they said in a focus group while eating a stale sandwich. It helps us make smarter decisions and avoid expensive mistakes.



But data is much better at protecting a decision than creating distinction. If every brand is reading the same reports and staring at the same dashboard, why would anyone expect a different answer?



Data can lead to comfort, a feeling that is great when you’re taking a break on a beach somewhere. In a category or a boardroom, comfort gets expensive.



The danger is that comfortable decisions typically produce safe campaign language, with images and graphics that are an evolution, not a revolution. Maybe they even move the numbers a bit. But that doesn’t create memory.



A campaign can rack up millions of impressions without making one. A brand line can be read on a billboard and never repeated in a group chat, across the dinner table, or at a bar. Awareness puts your name in front of people. The soul is what sticks.



So, do we fire the data? No. We just stop letting it run the meeting.



Data should inform and challenge conviction, not dictate it. Leaders still have to look past the consensus, spot what others miss, and make a call.



At Six+One, we use “truth, tension, and transformation” to find a brand’s soul. Alliteration always makes things feel more official.



START WITH THE TRUTH



Most brand exercises begin with what the company sells, what it can claim, and what it can prove. Truth starts somewhere less comfortable.



What does the brand actually believe? What does the customer really feel? What is the category refusing to admit?



This goes deeper than a positioning statement. Customers can tell when a brand is hiding behind copy. Honesty builds trust and loyalty, and that is worth more than a momentary click.



When we worked with Jovē, we could have joined the bottled-water claim wars. pH. Purity. Process. Source. All true and all useful. It was also where every other water brand was standing.



The audience didn’t need another science class in the beverage aisle. They wanted a brand that understood them and the role hydration played in how they wanted to look, feel, and live. That led us to “The water that gets you.”



The product facts didn’t disappear. They just stopped talking.



FIND THE TENSION



Every category has a repeat button in messaging that gets tossed around. With Jovē, water brands were busy talking about themselves: where they came from, which celebrity drank them, or the latest packaging gimmick. The person standing in the aisle had a much simpler question: What does any of this have to do with me?



That gap gave us our way in. We stopped trying to make Jovē sound like a more impressive bottle of water and built the brand around the person holding it.



This is where brands often lose their nerve. They pull out the sandpaper, soften the edges, and fall back on data-approved words like premium, better for you, authentic, and customer-first. The words anybody can approve are usually the words nobody remembers.



Tension gives a brand a point of view and distinction. For Jovē, that led us to hydrationships: a water brand that wants to go deeper down to the cellular level, and we made it comical, romantic, and with fewer empty promises. The brand stopped acting like another bottle on the shelf and started understanding the person holding it.



BUILD THE TRANSFORMATION



Truth and tension can still die in a strategy deck. Transformation gets them into the real world.



It isn’t a makeover. It carries the point of view into the campaign, content, retail experience, service, and culture. The pieces can flex. They just need to feel like they came from the same place.



Once we landed on “The water that gets you,” we used it to judge everything that followed. We invited people into a deep, healthy hydrationship with their water brand. The idea could flex for cities with “The water that gets Miami,” and retailers with “The water that gets Publix.”



You can usually feel when an idea has some bite. The room shifts, but not everyone is on board right away. That’s often a good sign. The job is to keep the idea intact through research, reviews, and, yes, edit number 17.



Some of the strongest brands barely raise their voices. You still know who is speaking. We must protect the brand at all costs so that by round seven, the sharp thing everyone loved doesn’t turn into a spoon.



There will always be a request for another proof point, focus group, or example of a competitor doing it first. Use the information. Learn from it. But don’t ask research for permission to lead. A dashboard tells you what has happened, but brand leaders should decide what should happen next.



Comfort can be tricky to spot, but you see the cost in media dollars used to force a forgettable message, discounts that make up for weak preference, and customers who know the category but can’t remember your name.



Find the truth. Name the tension. Build the transformation. Then hold the line.



Because the most expensive place for a brand to live is where every other brand feels comfortable.



Eric Rojas is founder and chief creative officer of Six+One. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/1-4.png" length="49398" type="image/jpeg"/>
<pubDate>Mon, 19 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Stop, sanding, down, your, brand</media:keywords>
</item>

<item>
<title>Brands should lead with meaning instead of product details</title>
<link>https://thebusinesseconomic.com/brands-should-lead-with-meaning-instead-of-product-details</link>
<guid>https://thebusinesseconomic.com/brands-should-lead-with-meaning-instead-of-product-details</guid>
<description><![CDATA[ Walk through New York City this fall and count the advertisements not selling artificial intelligence. Subway cars, bus shelters, billboards: Every surface pitches a model, an agent, a muse. And the images themselves are increasingly generated by AI rather than photographed. Every panel I have sat on this year has asked the same questions: How much AI should go into the work, and where?



My brand consultancy firm, the bread and butter, spent months this year on a project where those questions never came up. That absence is the most interesting thing about the work.



NOT ALL CUSTOMERS CARE ABOUT AI



The client is a premium eyeglass lens manufacturer with an exceptional product, measurably the best in its category. For its entire history, the company communicated that fact through specifications: refractive index figures, precision measurements, and comparative charts.



The people who buy premium lenses are not waiting to hear whether a brand uses AI. They want to understand what makes the product better and worth paying for, in language that respects their intelligence without demanding their research time. Call it sober authority: the confidence to state little and be believed anyway.



A DIFFICULT TRANSITION



Our proposal mapped personas of high-end consumers, then designed the brand they aspired to: the Hermès of lenses. Hermès sells handbags, but its imagery sells a fairy tale luxury that touches longing instead of listing features. Our concept, “profound vision,” treated the lens as a way of seeing rather than a product to describe. The photography showed what lies beyond it—details visible only to those with the sensibility to notice them.



So, we did not photograph the product. We photographed stone, close enough that the grain records how long each plane took to form, and a leaf’s ridge, close enough to see how the line was made. No claim, no specification. The message was simple: This company pays the kind of attention you do not have time to pay, and that attention is what you are buying. Work this subtle is difficult to make, and harder to approve.



The greatest challenge is the middle phase. When a company stops leading with specifications and starts leading with meaning, the old language switches off before the new one takes hold. Sales soften. Someone in a quarterly review asks why the numbers dipped. The honest answer: The dip is the price of the transition, and few organizations hold their nerve through it. Most reach for the specification sheet, because specifications are safe, defensible, and legible to a sales team.



WHY MOST BRANDS DON’T MAKE THE JUMP



Our client has not made the jump yet. The work was received well, parts were produced, and then the specification sheet came back. The people who would have carried the decision are measured quarterly on a change that pays back over years. That is unfair to ask of anyone, and our proposal did not make the intervening period survivable enough. We showed them where to land. We did not build the bridge.



Ask a chairman which brand they want to become, and the most common answer is Apple. Apple became Apple by challenging convention, a bet that could only be placed at the board level. So I now set one condition before creative work begins: The chief executive must be in the room where decisions are argued, not in a review at the end.



A rebrand changes what a company says while it is selling. That makes it a revenue decision, not a marketing decision. No marketing director can authorize a decision whose downside lands on this quarter and whose upside arrives after they have been reassigned. Ask them to, and they will produce safe marketing—the old version with better photography. With the chief executive in the room, the dip becomes a shared decision rather than one person’s risk, and everyone below stops hedging.



THREE CONDITIONS PRIOR TO LEAPING



Prior to beginning this process, consider these conditions. The first is heritage, translated for the present. No matter the company’s age, the history should still speak. The task is to find the choice from the company’s past that still explains what it stands for—a standard the company set, a shortcut it refused, a process it kept when cheaper options appeared—and to say it plainly.



The second is that the brand has to stand in the direction where it is pointing. If the people running a premium brand know their customer only from research decks, the work will not land. Taste is not a set of data points, and you cannot direct a photographer toward a world you have never entered. The brands that manage it put someone who lives in that world in charge, or give them time and budget to learn it first. The person leading the work has to know luxury from the inside.



The third is elasticity. A brand has to appear in a dozen places that behave nothing alike. The instinct is to protect the core by repeating it identically everywhere. The better structure holds the core fixed and lets the storylines stretch. What must never move is the reason the brand exists. Movement occurs in its storyline form. Most brand systems have this backwards.



A final irony. The product language these brands are trying to leave behind is what machines now generate at no cost, in volume. In April 2025 Ahrefs analyzed 900,000 newly created web pages and found that 74% contained AI-generated content. The advertisements covering New York City sell the ability to produce more of it. When every company can publish unlimited product descriptions, those descriptions stop being the differentiator. Meaning is the remaining move a machine cannot make on your behalf.



Sooyoung Cho is the founder and CEO of the bread and butter. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/1-3.png" length="49398" type="image/jpeg"/>
<pubDate>Mon, 19 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Brands, should, lead, with, meaning, instead, product, details</media:keywords>
</item>

<item>
<title>Companies waiting on AI will fall behind</title>
<link>https://thebusinesseconomic.com/companies-waiting-on-ai-will-fall-behind</link>
<guid>https://thebusinesseconomic.com/companies-waiting-on-ai-will-fall-behind</guid>
<description><![CDATA[ I don’t believe that every company will survive the transition to artificial intelligence.



Companies that learn how to use AI will move faster, make better decisions, and produce more with the same resources. Those that wait will create a gap with competitors so wide that it may become impossible to close.



AI adoption is here. Are leaders ready to help their people start using it?



The transition has been one of the hardest changes I’ve led at Geotab. Reshaping a company around a complete rethinking of what business is, is not easy. It changes the way people work, how teams are organized, and how leaders measure performance.



Avoiding that disruption is a decision to fall behind.



How we deployed AI to 3,400 employees in one day



We rolled out a custom AI (called GIA) to 3,400 Geotab employees in one day. I believed we would learn more and get further ahead by putting GIA at people’s fingertips immediately rather than designing a perfect rollout.



Every person, from technical and non-technical teams alike, had full access to a secure AI gateway with pre-loaded skills right from their laptops. Within seven days, we had a 97% daily active rate.



Here are six key lessons we learned about getting employees on board with AI.



1. Be the first adopter. 







Leaders cannot ask employees to embrace a technology they have not taken the time to understand themselves. I have followed and tested new technology throughout my career. Using AI personally helps me speak honestly about what it can do, where it falls short, and how it can improve the way we work.



2. Make the first step simple.







Onboarding is the highest friction point of the process in any technology rollout. If the first experience is too complicated, many people will not get far enough to discover the value. In our case, employees could simply type “GIA” and begin. The easier it was to start, the faster people could move from uncertainty to experimentation.



3. Communicate clearly and continuously.







Leaders need to communicate regularly, share concrete examples, celebrate useful experiments, and create opportunities for employees to learn from one another. Our monthly town halls provide an opportunity for employees to hear about and share how they are using AI in their work. I also led a hackathon with over 2,000 participants to help employees build their skills and discover new ways to work more effectively with AI.



4. Measure output, not usage.







AI usage is not the same as business value. It is easy to measure log-ins, prompts, tokens, or the number of employees who opened the tool. But are teams delivering more value with the same resources?



We make usage information available to all employees immediately, including token consumption. Transparency helps people understand how they use AI and encourages responsible, purposeful adoption.



5. Set up guardrails.







Adoption requires privacy, security, data protection, and human judgment. Guardrails should make innovation safer, not impossible. Employees must know what information can be used, what outputs must be reviewed, and when human expertise must take over.



The companies that succeed will understand the risk and establish sensible boundaries. They will keep learning.



6. Do it before you feel ready.







The biggest mistake leaders can make is waiting for AI adoption to feel neat and comfortable.



It is messy. Let the first version be imperfect. Rapid implementation is not optional with technology moving at lightning speed. The companies adopting AI now will outpace their competitors and build the confidence, skills, and adaptability required for a quickly transforming future.



Neil Cawse is founder and CEO of Geotab. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/1-2-1.png" length="49398" type="image/jpeg"/>
<pubDate>Mon, 19 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Companies, waiting, will, fall, behind</media:keywords>
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<item>
<title>Referral marketing – how to turn happy customers into active brand ambassadors</title>
<link>https://thebusinesseconomic.com/referral-marketing-how-to-turn-happy-customers-into-active-brand-ambassadors</link>
<guid>https://thebusinesseconomic.com/referral-marketing-how-to-turn-happy-customers-into-active-brand-ambassadors</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Referral marketing can expand your business&#039; reach and boost its reputation through your existing customer base 
The post Referral marketing – how to turn happy customers into active brand ambassadors appeared first on Small Business UK. ]]></description>
<enclosure url="https://smallbusiness-production-v2.s3.amazonaws.com/uploads/2026/10/102034.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 19 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Referral, marketing, –, how, turn, happy, customers, into, active, brand, ambassadors</media:keywords>
</item>

<item>
<title>Microsoft faces tougher UK oversight under CMA proposal</title>
<link>https://thebusinesseconomic.com/microsoft-faces-tougher-uk-oversight-under-cma-proposal</link>
<guid>https://thebusinesseconomic.com/microsoft-faces-tougher-uk-oversight-under-cma-proposal</guid>
<description><![CDATA[ 
The CMA has proposed Microsoft strategic market status, which could lead to curbs on its software bundling, with a final decision due in February. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_401476222-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:12 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Microsoft, faces, tougher, oversight, under, CMA, proposal</media:keywords>
</item>

<item>
<title>Nvidia’s Jensen Huang warns UK against relying on ‘opaque’ AI models</title>
<link>https://thebusinesseconomic.com/nvidias-jensen-huang-warns-uk-against-relying-on-opaque-ai-models</link>
<guid>https://thebusinesseconomic.com/nvidias-jensen-huang-warns-uk-against-relying-on-opaque-ai-models</guid>
<description><![CDATA[ 
Nvidia chief Jensen Huang told a London event that UK firms and government should use open AI models for mission-critical tasks rather than opaque ones. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Shutterstock7647444325-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:12 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Nvidia’s, Jensen, Huang, warns, against, relying, ‘opaque’, models</media:keywords>
</item>

<item>
<title>Bailey says firms are cutting costs and margins to absorb energy bills</title>
<link>https://thebusinesseconomic.com/bailey-says-firms-are-cutting-costs-and-margins-to-absorb-energy-bills</link>
<guid>https://thebusinesseconomic.com/bailey-says-firms-are-cutting-costs-and-margins-to-absorb-energy-bills</guid>
<description><![CDATA[ 
Bank of England governor Andrew Bailey says businesses are cutting costs and taking a hit to margins rather than passing rising energy costs to customers. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Shutterstock45545346-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:12 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Bailey, says, firms, are, cutting, costs, and, margins, absorb, energy, bills</media:keywords>
</item>

<item>
<title>Intuit to buy British AI start&#45;up Sequence in reported $200m deal</title>
<link>https://thebusinesseconomic.com/intuit-to-buy-british-ai-start-up-sequence-in-reported-200m-deal</link>
<guid>https://thebusinesseconomic.com/intuit-to-buy-british-ai-start-up-sequence-in-reported-200m-deal</guid>
<description><![CDATA[ 
Intuit Sequence deal: the Nasdaq-listed group has agreed to buy the British revenue management start-up, co-founded by Riya Grover, for a reported $200m. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Riya-Grover-Eamon-Jubbawy-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:12 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Intuit, buy, British, start-up, Sequence, reported, 200m, deal</media:keywords>
</item>

<item>
<title>More than 200 bosses urge Healey to overhaul business rates</title>
<link>https://thebusinesseconomic.com/more-than-200-bosses-urge-healey-to-overhaul-business-rates</link>
<guid>https://thebusinesseconomic.com/more-than-200-bosses-urge-healey-to-overhaul-business-rates</guid>
<description><![CDATA[ 
More than 200 employers have urged John Healey to deliver business rates reform, proposing a 2 per cent online sales levy to fund a 37 per cent rates cut. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/healey_union_flag-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:12 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>More, than, 200, bosses, urge, Healey, overhaul, business, rates</media:keywords>
</item>

<item>
<title>And the winner of Startup Battlefield at Disrupt 2026 is: Intero Biosystems</title>
<link>https://thebusinesseconomic.com/and-the-winner-of-startup-battlefield-at-disrupt-2026-is-intero-biosystems</link>
<guid>https://thebusinesseconomic.com/and-the-winner-of-startup-battlefield-at-disrupt-2026-is-intero-biosystems</guid>
<description><![CDATA[ Intero Biosystems beat out 199 other Startup Battlefield companies to take home the $100,000 grand prize at TechCrunch Disrupt 2026. ]]></description>
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<pubDate>Fri, 16 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>And, the, winner, Startup, Battlefield, Disrupt, 2026, is:, Intero, Biosystems</media:keywords>
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<item>
<title>Tesla reveals SpaceX&#45;powered Roadster that flies and falls with style</title>
<link>https://thebusinesseconomic.com/tesla-reveals-spacex-powered-roadster-that-flies-and-falls-with-style</link>
<guid>https://thebusinesseconomic.com/tesla-reveals-spacex-powered-roadster-that-flies-and-falls-with-style</guid>
<description><![CDATA[ The new car used thrusters to leap over a Cybercab, Cybertruck, Tesla Semi, Model Y, and Model 3 at a demo in Texas. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/tesla-roadster-2-fly.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Tesla, reveals, SpaceX-powered, Roadster, that, flies, and, falls, with, style</media:keywords>
</item>

<item>
<title>When it came to Cal AI’s viral success, a small army of influencers paid off</title>
<link>https://thebusinesseconomic.com/when-it-came-to-cal-ais-viral-success-a-small-army-of-influencers-paid-off</link>
<guid>https://thebusinesseconomic.com/when-it-came-to-cal-ais-viral-success-a-small-army-of-influencers-paid-off</guid>
<description><![CDATA[ The company generated over $30 million in revenue in two years and was acquired by MyFitnessPal for an undisclosed amount of money in March. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/IMG_4996.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>When, came, Cal, AI’s, viral, success, small, army, influencers, paid, off</media:keywords>
</item>

<item>
<title>Replit’s CEO says the future of work is the ‘self&#45;driving company’</title>
<link>https://thebusinesseconomic.com/replits-ceo-says-the-future-of-work-is-the-self-driving-company</link>
<guid>https://thebusinesseconomic.com/replits-ceo-says-the-future-of-work-is-the-self-driving-company</guid>
<description><![CDATA[ Replit CEO Amjad Masad envisions a future of “self-driving companies,” where AI agents handle day-to-day tasks and people focus on higher-level decisions. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/GettyImages-2300415994.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Replit’s, CEO, says, the, future, work, the, ‘self-driving, company’</media:keywords>
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<item>
<title>Even Benchmark thinks AI is eroding the venture pact against backing rivals</title>
<link>https://thebusinesseconomic.com/even-benchmark-thinks-ai-is-eroding-the-venture-pact-against-backing-rivals</link>
<guid>https://thebusinesseconomic.com/even-benchmark-thinks-ai-is-eroding-the-venture-pact-against-backing-rivals</guid>
<description><![CDATA[ Benchmark says the Valley’s rule against backing rivals is getting harder to keep. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/Benchmark.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 16 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Even, Benchmark, thinks, eroding, the, venture, pact, against, backing, rivals</media:keywords>
</item>

<item>
<title>Tin Can’s next product is a Rolodex for Gen Alpha</title>
<link>https://thebusinesseconomic.com/tin-cans-next-product-is-a-rolodex-for-gen-alpha</link>
<guid>https://thebusinesseconomic.com/tin-cans-next-product-is-a-rolodex-for-gen-alpha</guid>
<description><![CDATA[ The retro tech company Tin Can reinvented the landline for kids. Next, it’s introducing Gen Alpha to the Rolodex. 



The brand’s core product, the $100 Tin Can phone (so named for its chunky, playful form factor) is a Wi Fi-enabled, screen-free landline complete with a chunky cord and a dial tone. Since its debut in June 2025, the phone has sold out seven production batches—equal to hundreds of thousands of units. 



Now, just over a year later, Tin Can is introducing its first nonphone products: Twirly Cord Charms, which let kids accessorize their own gadget and retail at $20 for a pack of five; and the Contact Keeper, a $40 new-school spin on the Rolodex. As part of the launch, the brand is also releasing a new version of its core product with entirely translucent hardware, called the Technicaller Clear.



For Tin Can’s founder and CEO, Chet Kittleson, this product expansion is part of a much bigger aspiration: getting the Tin Can into the homes of every elementary and middle schooler in the nation.



[Photo: Tin Can]



Tin Can takes off



The idea for Tin Can struck Kittleson after his young daughter, Emma, lamented the fact that she had to go through her parents to make any plans with friends. At the time, Kittleson told Fast Company, “I was like, ‘Man, when we were kids, our first social network was the landline.’” In a moment when countless companies were targeting adults’ desires to cut down on screen time with products like dumbphones and app blockers, Kittleson zeroed in on the less popular but equally relevant niche of screen-free tech for kids. So far, the concept is enjoying massive success.  



[Photo: Tin Can]



As Tin Can has expanded its inventory with each consecutive batch, consumer interest has more than kept up. For most of the company’s history, customers waited between two and three months to receive their phone, by virtue of limited stock and high demand. Now, Kittleson says, after investing heavily in its supply chain, manufacturing, and operations, Tin Can has brought its standard shipping timeline down to around three business days for the first time since its launch.



The Tin Can’s primary marketing lever is word of mouth, by virtue of the fact that its free tier allows calling only to other Tin Can phones (and 911). And now that word has spread through classrooms across the nation, Kittleson says, Tin Can has a substantial user network that’s making the phones their own. 



[Photo: Tin Can]



Designing a Rolodex in 2026



Both the Contact Keeper and the Twirly Cord Charms evolved from the same conceptual ethos: designing products around how kids are already using their Tin Cans, rather than trying to influence their behavior. 



“One of the things we saw early on was people were doing all sorts of crazy, fun, innovative things at a very small scale for their community of friends to help their kids remember numbers and store them,” Kittleson says. “We saw everything from people buying old, big, clunky Rolodexes to a secondary marketplace popping up of people selling Tin Can phone books on Etsy.”



So the Tin Can team decided to meet users where they are, and design an official product to help kids remember their friends and family members’ numbers. As a starting point, Kittleson recalls, the in-house design team looked at a broad collection of antiques and old Rolodexes to understand the design context. From there, the aim was to create a modern product that could stand on its own.



“With a Tin Can, an adult is like, ‘Oh yeah, that’s a landline,’ whereas a kid is like, ‘That’s a Tin Can, what the heck is a landline?’” Kittleson says. “It’s uniquely distinct to our brand. We wanted the Contact Keeper to have the same feel.”



[Image: Courtesy of the Author]



Functionally, the Contact Keeper works like an old-fashioned Rolodex. Inside, it contains 20 cards where kids can write names and numbers, each of which can be removed and traded among friends. As for design, it’s custom built to fit in the Tin Can family. It’s a satisfyingly chunky rectangle that’s just a bit bigger than the phone itself, and each card is held in place with a slot featuring one of the brand’s vibrant colors. When the clear plastic top is lowered, all of the cards automatically flip back into place. The design looks at once like a modern piece of decor and something you might have found on your grandma’s counter in 1999.



[Photo: Tin Can]



Tin Can’s next move



Like the Contact Keeper, the Twirly Cord Charms evolved from a trend that the Tin Can team noticed among users. 



The charms are dangly little designs, similar to a Croc Jibbitz, that come in themed packs including Mostly Sportsballs (think soccer balls and hockey sticks), Mostly Nonsense (think balloon animals and flowers), and Mostly Fish (exactly what you’d imagine). Each comes with a Lego hand-esque clip that allows them to snap onto the cord of the Tin Can or onto one of three keychain adapters that come with the set. 



Kittleson says the charms were inspired by videos his team found of kids decorating their Tin Cans at home, often using bedazzling kits and other accessories to give their device a unique flair. 



[Photo: Tin Can]



“We were trying to think of a really cool way for them to make the Tin Can feel like it was really owned by them,” Kittleson says. “One of the words we use a lot as a company is ‘agency.’ Even for a young kid, we want them to feel like the Tin Can is theirs—it’s not a thing they have to ask about.”



Unlike the vast majority of toys on the market, Tin Can phones are refreshingly gender neutral in both their design and marketing, and the Twirly Cord Charms follow suit. Kittleson says the categories were chosen specifically to appeal to as many kids as possible while avoiding gendered stereotypes. The results include everything from tennis rackets to a shrimp wearing headphones and a pair of googly eyes. 



As Tin Can expands, Kittleson says that user behavior will continue to serve as a north star for updates and new product offerings. If demand keeps up, he believes that the brand could become a nationwide household staple.



“I feel pretty convinced that over the next decade, everyone in elementary school and probably middle school will have something like a Tin Can,” Kittleson says. “The product has such a clear product-market fit, and it’s such a good solution for this demographic, that I don’t see a world where that’s not the case.” 



 ]]></description>
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<pubDate>Thu, 15 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Tin, Can’s, next, product, Rolodex, for, Gen, Alpha</media:keywords>
</item>

<item>
<title>Dr. Anne Welsh and Shalene Gupta on how women can navigate work and motherhood</title>
<link>https://thebusinesseconomic.com/dr-anne-welsh-and-shalene-gupta-on-how-women-can-navigate-work-and-motherhood</link>
<guid>https://thebusinesseconomic.com/dr-anne-welsh-and-shalene-gupta-on-how-women-can-navigate-work-and-motherhood</guid>
<description><![CDATA[ Fast Company‘s Shalene Gupta surveyed more than 100 women about the challenges of juggling motherhood and career advancement, and she found that even the most accomplished mothers in leadership are struggling to maintain balance. Women who juggle parenting and leadership are often relying on “hacks” that they’ve developed to survive in a system that wasn’t built for them.



In this installment of Fast Company Live, Shalene Gupta and Anne Welsh, a clinical psychologist and executive coach, discuss how leaders can set boundaries while managing competing personal and professional priorities, and how to build the support systems—at work and at home—that let them thrive in both roles.



 ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/p-1-91623200-dr-anne-welsh-and-shalene-gupta-on-how-women-can-navigate-work-and-motherhood.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 15 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Dr., Anne, Welsh, and, Shalene, Gupta, how, women, can, navigate, work, and, motherhood</media:keywords>
</item>

<item>
<title>Steve Jobs said half of what separates successful entrepreneurs from everyone else comes down to 1 trait</title>
<link>https://thebusinesseconomic.com/steve-jobs-said-half-of-what-separates-successful-entrepreneurs-from-everyone-else-comes-down-to-1-trait</link>
<guid>https://thebusinesseconomic.com/steve-jobs-said-half-of-what-separates-successful-entrepreneurs-from-everyone-else-comes-down-to-1-trait</guid>
<description><![CDATA[ There’s a point in almost every worthwhile pursuit when motivation stops carrying you. The excitement wears off after a launch and results take longer than expected. Customers say no more often than you expected, and now your best employees are leaving.



That’s usually when success becomes less about talent, intelligence, or expertise and more about what you do next. Steve Jobs understood this unusually well.



In a 1995 interview, he was asked about the factors that determine entrepreneurial success. He said:




I’m convinced that about half of what separates the successful entrepreneurs from the non-successful ones is pure perseverance.




Jobs went on to explain that building something meaningful inevitably brings rough moments when most people consider giving up. Without enough passion for the problem you’re trying to solve, he argued, you probably won’t stick with it.



Over 30 years later, that lesson deserves another look.



What Jobs meant by perseverance



There’s a version of perseverance that leaders should avoid. It sounds like, We’ve already invested too much to stop now. Or, We just need to keep grinding and work harder. That’s not Jobs’s version of the word.



Sometimes quitting is exactly what a smart leader should do. Markets change, and some products or strategies outlive their usefulness.



The better interpretation of Jobs’s advice is this: Be stubborn about the problem you want to solve, but flexible about how you solve it.



Jobs connected perseverance directly to passion. Research backs up Jobs’s intuition. In a study published in Entrepreneurship Theory and Practice, researchers examined 129 entrepreneurs and found that entrepreneurial passion helped explain why people who believed in their ability to succeed kept taking action. In particular, passion for inventing and founding was associated with greater persistence.



When you care intensely about the problem you’re solving or the thing you’re building, you have a reason to keep going when the work gets painful.



More recent research reinforces the point. A 2023 systematic review of the entrepreneurial persistence literature described persistence as continuing effortful action despite adversity, obstacles, and setbacks. The researchers concluded that persistence plays an important role in both venture success and entrepreneurs’ personal growth.



In other words, perseverance isn’t simply refusing to quit. It’s continuing to move toward something that still matters when circumstances give you plenty of reasons to stop. That is a much healthier model of perseverance than simply working absurdly longer, as prescribed by hustle culture.



Make perseverance a leadership practice



When something important isn’t working, resist the instinct to immediately push harder. First, confront reality. What are the numbers, customers, or employees actually telling you? Then reconnect to the purpose behind the work. What problem are you still committed to solving? Finally, change the method if necessary.



You can abandon a strategy without abandoning the mission. And you can change direction without becoming someone who “gave up.” That may be the form of perseverance leaders need most today.



Think about one important goal you’re struggling with right now. Don’t ask, “Should I quit?” Maybe consider asking something like, “What am I committed to preserving, and what am I willing to change to get there?”



—Marcel Schwantes







This article originally appeared on Fast Company’s sister website, Inc.com. 



Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. ]]></description>
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<pubDate>Thu, 15 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Steve, Jobs, said, half, what, separates, successful, entrepreneurs, from, everyone, else, comes, down, trait</media:keywords>
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<item>
<title>CoreWeave stock keeps falling as fears of AI spending drag down markets. Here’s the latest on what’s happening</title>
<link>https://thebusinesseconomic.com/coreweave-stock-keeps-falling-as-fears-of-ai-spending-drag-down-markets-heres-the-latest-on-whats-happening</link>
<guid>https://thebusinesseconomic.com/coreweave-stock-keeps-falling-as-fears-of-ai-spending-drag-down-markets-heres-the-latest-on-whats-happening</guid>
<description><![CDATA[ Shares of CoreWeave Inc. (Nasdaq: CRWV) have fallen more than 25% in the last week as concerns grow over the company’s debt and the success of the “neocloud” industry as a whole. 



On Thursday, the cloud-computing company’s stock fell up to 7% during premarket as investors continued to fret about potential overspending on AI. The decline followed a drop of 15.46% during the previous trading day.



AI-adjacent companies across the globe are seeing similar losses, including semiconductor firms such as South Korea-based SK Hynix, whose U.S.-listed shares fell more than 6% during the day, and Sandisk, which dropped over 5% in premarket trading. 



Markets dipped overall, with South Korea’s Kospi index falling more than 7% on Thursday and the Nasdaq-100 falling over 2% on Wednesday. 



What’s causing AI shares like CoreWeave to drop?



Part of the concern comes from Gartner, a market research firm. 



On Wednesday, Gartner predicted that over 80% of neocloud providers could close by 2030 as a result of cost pressure and “a lack of a differentiating business model.” It expects much of the neocloud market to consolidate over the next four years. 



Gartner explained that, by the end of the decade, “over $3.5 trillion of AI infrastructure spending could be exposed to impairment.” 



The firm’s research found that relying on enterprise and consumer AI revenue alone wouldn’t be enough for many AI companies to see profitable returns. 



“Through 2030, AI data center owners would need to generate a cumulative $8.5 trillion in revenue to cover announced capital spending, financing costs, and a 12% return on invested capital (ROIC), which we assume to be the hurdle rate of investment capital,” Gartner’s senior director analyst Will Sommer explained.



Looking at CoreWeave specifically, there are concerns about its level of debt. “Its unsecured bond yields have approached 15%—levels typically associated with distress,” Bernstein analyst Madison Rezaei said in a report, according to Investor’s Business Daily. 



Rezaei continued: “The market is demanding substantially more compensation to own CoreWeave’s unsecured credit: its 2032 bond now yields approximately 14.8%, versus a 9.625% coupon.”



However, CoreWeave CEO Mike Intrator has said the company has more than enough deals in its backlog to manage its debt, Bloomberg reports, citing an internal memo. 



According to the publication, Intrator told staff the market was to blame, not the company’s business model. 



“When you are building a new type of technology company, there will be periods of time when the market misunderstands and acts irrationally,” Intrator is quoted as saying. “We are confident in our business model, our customers, the extraordinary quality of our execution, and the relentless discipline around the financial engine we have built.”



Fast Company reached out to CoreWeave for comment on the memo.



Intrator pointed to CoreWeave’s rivals as part of the problem, blaming their “weakness and delays surrounding the attempted IPOs and debt financings” for impacting how CoreWeave is viewed.



CoreWeave stock has underperformed the market this year. As of Wednesday’s close, shares were down 17.07% year to date, compared to a 14.88% increase for the broader Nasdaq Composite.  ]]></description>
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<pubDate>Thu, 15 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>CoreWeave, stock, keeps, falling, fears, spending, drag, down, markets., Here’s, the, latest, what’s, happening</media:keywords>
</item>

<item>
<title>Trump’s new ‘superintelligence’ website is a rebrand fail</title>
<link>https://thebusinesseconomic.com/trumps-new-superintelligence-website-is-a-rebrand-fail</link>
<guid>https://thebusinesseconomic.com/trumps-new-superintelligence-website-is-a-rebrand-fail</guid>
<description><![CDATA[ President Donald Trump’s push to rebrand artificial intelligence as “superintelligence” has a new government URL.



The Trump administration launched SI.gov on Tuesday, a narrative microsite that promotes the administration’s AI policies and initiatives. The old AI.gov, which formerly linked to the administration’s AI action plan and executive orders now, redirects to the new site.



As a work of marketing, the website is slick and graphically compelling. The overarching message is that the U.S. is a superintelligence leader. But the overall site design is otherwise sugarcoating a major issue Trump isn’t polling well on.



[Image: SI.gov]



The site welcomes visitors with an interactive element that depicts the letters “SI” at the top of the page. The letters, each made up of a grid of dots, respond to your cursor or tap, and rearrange into the words “Super Intelligence” spelled out in full, capturing users’ attention with an engaging effect that’s visible in other background illustrations as users scroll down page.



“Whoever builds the largest SI ecosystem will set the global standards and reap the economic and security rewards,” the site says under a header that reads “Why it matters.” “Under President Trump, the nation aims to usher in a new golden age of innovation, human flourishing and technological achievement for the American people.”



[Image: SI.gov]



The site highlights the administration’s priorities by focusing on Trump’s AI executive orders, the federal permitting of data centers, and the launch last year of the Genesis Mission, a public-private partnership through the Department of Energy to “double the productivity and impact of American science and engineering within a decade” using AI technology.



Further down the page, there’s a link to more information about initiatives such as Melania Trump’s First Lady Seal of SI Readiness for schools to develop guidelines around AI usage in the classroom, and her challenge for students to develop a project using AI to solve problems.



[Image: SI.gov]



The microsite has an oversized footer which showcases an SI.gov word mark in the administration’s font, Instrument Serif, although the letterforms are made up of a tight grid of dots to call back to the animations throughout the page. The word mark also has an animated red, white, and blue gradient that shifts from left to right. An eagle from the presidential seal takes the place of the typical dot found in a URL.



[Image: SI.gov]



Unlike many of the administration’s past microsites, including the AI chatbot America.gov, this page doesn’t indicate it was designed by National Design Studio. The White House did not respond to a request for comment.



The Trump administration launched AI.gov during Trump’s first term. It was redesigned twice when then-President Joe Biden was in office. Under both presidents, the site has been used to promote the government’s AI work and priorities.



Trump’s new SI.gov rebrand, however, also tries to make his preferred term, “SI,” a part of the zeitgeist. So far, it’s not going well. YouGov polling found 53% prefer the term “artificial intelligence” compared with just 9% for “superintelligence.” And while Elon Musk renamed his company from Space XAI to SpaceXSI to follow Trump’s lead, others like OpenAI, the maker of ChatGPT, aren’t planning to change names. (Even though Trump has called anyone who doesn’t buy his SI rebrand an “enemy.”)



A Reuters/Ipsos poll released last week found about 57% of registered voters believe the Trump administration has not taken AI risks seriously enough or at all, and the new site seems to prove them right. 



At a time when a majority of Americans don’t want a data center built near them, SI.gov promotes data center construction as a positive. And although the biggest school district in the country, the New York City public schools, just banned AI for students up through 8th grade, SI.gov promotes AI challenges for students. Most Americans don’t trust Trump’s handling of AI or AI in general, but the site’s messaging indicates everything’s going great.



And that gap, as showcased on the rebranded website, indicates an administration out of step with public opinion. Though perhaps that should be expected from a website that uses an acronym most Americans don’t.



 ]]></description>
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<pubDate>Thu, 15 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Trump’s, new, ‘superintelligence’, website, rebrand, fail</media:keywords>
</item>

<item>
<title>Exporting goods abroad: A complete guide for small businesses</title>
<link>https://thebusinesseconomic.com/exporting-goods-abroad-a-complete-guide-for-small-businesses</link>
<guid>https://thebusinesseconomic.com/exporting-goods-abroad-a-complete-guide-for-small-businesses</guid>
<description><![CDATA[ By Small Business Team on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
In this article, we present the main considerations for a business looking at exporting goods abroad    
The post Exporting goods abroad: A complete guide for small businesses appeared first on Small Business UK. ]]></description>
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<pubDate>Thu, 15 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Exporting, goods, abroad:, complete, guide, for, small, businesses</media:keywords>
</item>

<item>
<title>Rent, don’t build: why Britain’s most heavily taxed sectors are buying their software off the shelf</title>
<link>https://thebusinesseconomic.com/rent-dont-build-why-britains-most-heavily-taxed-sectors-are-buying-their-software-off-the-shelf</link>
<guid>https://thebusinesseconomic.com/rent-dont-build-why-britains-most-heavily-taxed-sectors-are-buying-their-software-off-the-shelf</guid>
<description><![CDATA[ 
When John Healey stands up on 28 October to deliver his first Budget, finance directors in several sectors will be doing the same sums. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_1828976549-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Rent, don’t, build:, why, Britain’s, most, heavily, taxed, sectors, are, buying, their, software, off, the, shelf</media:keywords>
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<item>
<title>Loops raises $3.5m to build an AI operating system for retailers</title>
<link>https://thebusinesseconomic.com/loops-raises-35m-to-build-an-ai-operating-system-for-retailers</link>
<guid>https://thebusinesseconomic.com/loops-raises-35m-to-build-an-ai-operating-system-for-retailers</guid>
<description><![CDATA[ 
San Francisco AI commerce platform Loops has raised $3.5m in seed funding to scale its search, shopping assistant and virtual try-on tools for retailers. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Loops-AI-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Loops, raises, 3.5m, build, operating, system, for, retailers</media:keywords>
</item>

<item>
<title>Cabinet Office sets aside £38.5m for IR35 bill after HMRC ruling</title>
<link>https://thebusinesseconomic.com/cabinet-office-sets-aside-385m-for-ir35-bill-after-hmrc-ruling</link>
<guid>https://thebusinesseconomic.com/cabinet-office-sets-aside-385m-for-ir35-bill-after-hmrc-ruling</guid>
<description><![CDATA[ 
The Cabinet Office IR35 liability stands at £38.5m after HMRC concluded the department failed to take reasonable care with its contractor tax affairs. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2548187263-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Cabinet, Office, sets, aside, £38.5m, for, IR35, bill, after, HMRC, ruling</media:keywords>
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<item>
<title>Fleeing London to Save on Tax? Your Housing Strategy is Delusional</title>
<link>https://thebusinesseconomic.com/fleeing-london-to-save-on-tax-your-housing-strategy-is-delusional</link>
<guid>https://thebusinesseconomic.com/fleeing-london-to-save-on-tax-your-housing-strategy-is-delusional</guid>
<description><![CDATA[ 
A certain narrative is playing out across conference tables in Mayfair and the City every week. Faced with an aggressively tightening fiscal environment in the United Kingdom, high-net-worth professionals are actively eyeing the exit. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/07/shutterstock_2622604231-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Fleeing, London, Save, Tax, Your, Housing, Strategy, Delusional</media:keywords>
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<item>
<title>Beyond Smartwatches: How Wearable Neurotechnology Is Changing Personal Wellbeing</title>
<link>https://thebusinesseconomic.com/beyond-smartwatches-how-wearable-neurotechnology-is-changing-personal-wellbeing</link>
<guid>https://thebusinesseconomic.com/beyond-smartwatches-how-wearable-neurotechnology-is-changing-personal-wellbeing</guid>
<description><![CDATA[ 
Wearable technology has become a familiar part of everyday life. Smartwatches monitor physical activity, sleep patterns and heart rate, while fitness trackers help people understand their daily habits. Yet a different category of wearable technology is beginning to attract attention. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/neurosym-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Beyond, Smartwatches:, How, Wearable, Neurotechnology, Changing, Personal, Wellbeing</media:keywords>
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<item>
<title>The founder’s guide to TechCrunch Disrupt 2026: Everything you need to know</title>
<link>https://thebusinesseconomic.com/the-founders-guide-to-techcrunch-disrupt-2026-everything-you-need-to-know</link>
<guid>https://thebusinesseconomic.com/the-founders-guide-to-techcrunch-disrupt-2026-everything-you-need-to-know</guid>
<description><![CDATA[ TechCrunch Disrupt 2026 is built around one question: How do you build an enduring company in the AI era? Our programming and speaker lineup reflect that. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/54885169397_78fc033af7_k-1.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, founder’s, guide, TechCrunch, Disrupt, 2026:, Everything, you, need, know</media:keywords>
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<item>
<title>Will the HomeView be Apple’s first smart home success?</title>
<link>https://thebusinesseconomic.com/will-the-homeview-be-apples-first-smart-home-success</link>
<guid>https://thebusinesseconomic.com/will-the-homeview-be-apples-first-smart-home-success</guid>
<description><![CDATA[ Over the past couple of years, we’ve seen multiple reports that Apple was working on a new smart home product, but now it seems the product has a name and a launch date. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2021/11/homepod.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Will, the, HomeView, Apple’s, first, smart, home, success</media:keywords>
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<item>
<title>Aaron Sorkin’s ‘The Social Reckoning’ is off to a weak start</title>
<link>https://thebusinesseconomic.com/aaron-sorkins-the-social-reckoning-is-off-to-a-weak-start</link>
<guid>https://thebusinesseconomic.com/aaron-sorkins-the-social-reckoning-is-off-to-a-weak-start</guid>
<description><![CDATA[ What does this mean for a fall full of movies starring villainous tech CEOs? ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/social-reckoning.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Aaron, Sorkin’s, ‘The, Social, Reckoning’, off, weak, start</media:keywords>
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<title>48 hours to TechCrunch Disrupt 2026 — hear directly from the people building what’s next</title>
<link>https://thebusinesseconomic.com/48-hours-to-techcrunch-disrupt-2026-hear-directly-from-the-people-building-whats-next</link>
<guid>https://thebusinesseconomic.com/48-hours-to-techcrunch-disrupt-2026-hear-directly-from-the-people-building-whats-next</guid>
<description><![CDATA[ Less than 48 hours, TechCrunch Disrupt 2026 starts in San Francisco’s Moscone West. Save up to $100 on your pass before prices increase at the door, plus get 50% on a second pass. Or score other deals. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2025/09/Perplexity-Disrupt-Stage-2024.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>hours, TechCrunch, Disrupt, 2026, —, hear, directly, from, the, people, building, what’s, next</media:keywords>
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<title>Former Plaud exec raises $26M for AI app that listens to you in the background</title>
<link>https://thebusinesseconomic.com/former-plaud-exec-raises-26m-for-ai-app-that-listens-to-you-in-the-background</link>
<guid>https://thebusinesseconomic.com/former-plaud-exec-raises-26m-for-ai-app-that-listens-to-you-in-the-background</guid>
<description><![CDATA[ Ambi is releasing apps for iPhone, Mac, and Apple Watch that enables ambient capture ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/Ambi-by-Mistlabs.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 12 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Former, Plaud, exec, raises, 26M, for, app, that, listens, you, the, background</media:keywords>
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<item>
<title>The list of AI insiders sounding the alarm on their own companies keeps growing</title>
<link>https://thebusinesseconomic.com/the-list-of-ai-insiders-sounding-the-alarm-on-their-own-companies-keeps-growing</link>
<guid>https://thebusinesseconomic.com/the-list-of-ai-insiders-sounding-the-alarm-on-their-own-companies-keeps-growing</guid>
<description><![CDATA[ Last week, OpenAI safety leader David Robinson resigned from the company, becoming the latest to join what is, in his words, a “parade of former colleagues” who have left roles at AI companies amid concerns about the tech or its use. In a subsequent essay for The Atlantic, he said the “trial and error” approach favored by AI companies must end.



Robinson is far from alone. Here’s a list of other AI researchers and employees who’ve made public warnings about their former employers.



ED NEWTON-REX



In November 2023, Ed Newton-Rex left his role leading the audio team at Stability AI, the maker of text-to-image tool Stable Diffusion, over concerns about the way copyrighted material was being used to train the tech.



“My opinion here doesn’t align with the generative AI industry’s current way of doing things,” Newton-Rex told Fast Company following his resignation, adding that he thought the industry’s prevailing outlook, paired with rapidly advancing tech, would be “very, very bad for creators.” 



Since then, he’s founded Fairly Trained, a nonprofit that issues certifications for AI companies whose data use meets certain requirements.



THE GROUP LETTER



On June 4, 2024, 13 current and former employees of top AI companies published a letter titled “A Right to Warn about Advanced Artificial Intelligence.” In it, they asserted that the technology poses risks ranging from “the further entrenchment of existing inequalities, to manipulation and misinformation, to the loss of control of autonomous AI systems potentially resulting in human extinction,” and expressed concerns about a lack of oversight. 



Signatories included former Google DeepMind employee Ramana Kumar, former Anthropic and current Google DeepMind employee Neel Nanda, who leads the company’s mechanistic interpretability team; and 11 current and former OpenAI employees, including Jacob Hilton, who now works for the Alignment Research Center; Daniel Kokotajlo, who founded and leads the nonprofit research group AI Futures Project; William Saunders, Carroll Wainwright, and Daniel Ziegler, the latter of whom now works for Anthropic; and six people who remained anonymous.



Prominent computer scientists Yoshua Bengio, Stuart Russell, and “Godfather of AI” Geoffrey Hinton also endorsed the letter.



JAN LEIKE



In May 2024, OpenAI Superalignment team lead Jan Leike announced his departure on X, stating that “safety culture and processes have taken a backseat to shiny products.” Leike, who has also worked at Google’s DeepMind, now heads Anthropic’s alignment team.



“Now is a good time to build institutional mechanisms to pace the frontier of AI development,” he said on X in September. “The industry is locked into an all-out scaling race to build superintelligence as quickly as possible, and we may need to give everyone more time for safety and alignment mitigations.” 



Leike added, “I’m not the only one who believes this,” linking to a statement titled “Pacing the Frontier” signed by 1,386 employees of major AI companies.



SUCHIR BALAJI



After graduating from the University of California, Berkeley, Suchir Balaji was hired by OpenAI, where he spent about four years working on ChatGPT and other projects.



He left the company in August 2024, on the same day as cofounder John Schulman, who said the timing was coincidental. Balaji blew the whistle on what he said were copyright infringements by Open AI, and published an essay online explaining how he thought ChatGPT’s outputs violated Fair Use law. 



That November, he was named as a potential witness in The New York Times’s lawsuit against OpenAI alleging willful copyright infringement. 



The 26-year-old was found dead in his San Francisco apartment eight days later. His death was ruled a suicide, though his parents and others raised questions about that determination, as reported by The Guardian.



MRINANK SHARMA 



In February, Mrinank Sharma announced his departure from Anthropic, where he led the Safeguards Research team. 



“I continuously find myself reckoning with our situation,” Sharma wrote in his resignation letter, which he shared on X. “The world is in peril,” he continued, not just from AI and bioweapons, but “a whole series of interconnected crises.”



ALEX TURNER



Alex Turner left his job as a Google DeepMind research scientist in June, after a failed campaign to stop the company from signing a contract that allows the U.S. Pentagon to use its AI “for any lawful government purpose,” which he and others worry may allow for mass surveillance and autonomous weapons. 



Last month, he testified for a U.S. Senate hearing on rogue AI. “Often we think about the movements of our overseas adversaries, but now we must consider how we may be building adversaries at home by training misaligned AI systems,” he said in his written statement.



JACOB COXON



Jacob Coxon, a former researcher for OpenAI and Anthropic, resigned from the latter last month. 



“Neither company is acting responsibly,” he said in a viral X post. “They are racing straight to self-improving superintelligence and gambling with our lives.” 



He went on to assert that “the people building AI earnestly believe that it could kill us all by the end of the decade.”



In an interview with PBS in September, Coxon said an AI race with China “could be very bad, and that we should be taking pretty rapid actions for international coordination,” but that he believes the company leaders echoing that desire “are privately quite skeptical” of being able to achieve that cooperation.



MIKITA BALESNI, TOMEK KORBAK, AND JASMINE WANG



Last week, three OpenAI safety and alignment researchers were fired for mishandling sensitive misinformation, which one of them, Tomek Korbak, said online was due to how he’d communicated information to METR, the AI research nonprofit investigating OpenAI’s recent Hugging Face hacking incident.



“AI is not a normal technology, and OpenAI is not a normal company,” the researchers said in the letter they sent to company leadership, which they published online on October 8. “Those of us who work on safety see risks before anyone else, and we rely on close collaboration with outside experts to work out how to address them. The freedom to do so without fear, and to have well-defined internal procedures that enable this work, is itself an essential safety mechanism.”



OpenAI released a statement the following day saying the researchers were fired after an internal investigation “found they violated clear policies on handling sensitive information,” adding, “We want to be very clear that these decisions were not about raising safety concerns or speaking out.”


 ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/p-1-91621115-The-growing-list-of-former-AI-company-employees-whove-sounded-the-alarm.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 11 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, list, insiders, sounding, the, alarm, their, own, companies, keeps, growing</media:keywords>
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<item>
<title>Can AI be moral without being sentient?</title>
<link>https://thebusinesseconomic.com/can-ai-be-moral-without-being-sentient</link>
<guid>https://thebusinesseconomic.com/can-ai-be-moral-without-being-sentient</guid>
<description><![CDATA[ Pope Leo XIV and one of the world’s leading AI companies recently found themselves on opposite sides of a thorny question: Can a chatbot have a conscience?



A New York Times investigation published late last month revealed that Anthropic cofounder Chris Olah proposed withdrawing from a Vatican event to launch Pope Leo XIV’s first encyclical after reading an advance copy, which rejected the possibility of sentient AI. Paragraph 99 of Magnifica Humanitas states bluntly that AI models “do not undergo experiences, do not possess a body, do not feel joy or pain.” Nor do they “have a moral conscience.”



The disagreement reflects a widening debate over whether AI systems could, or should, ever achieve moral personhood. Anthropic spent months consulting religious scholars and ethicists about the possibility of AI consciousness, and about how to instill moral values in its models. But the Vatican—and many secular thinkers—maintain that while AI may imitate human intelligence and moral judgment (a chatbot might generate sound ethical advice without understanding its consequences), genuine morality is unique to the human experience. 



The debate has implications far beyond theology, especially as millions of people already ask chatbots questions that have moral dimensions: They may ask for advice on handling an interpersonal problem at work or caring for an aging parent. Billions of VC dollars are riding on the idea that businesses will increasingly rely on the judgment of AI.



And it’s a fluid situation. AI models continue growing and learning, and demonstrating qualities that were completely unexpected by their creators. If AIs developed the capacity for human-like morality, how would we know it when we saw it?



What moral behavior looks like in a model



For Georgia Tech philosophy researcher Rionna Sparrow, the answer begins with moral sensitivity, or the capacity to recognize, appreciate, and weigh the relative moral weight of ethical issues. That sensitivity is impossible without sentience, she says in her 2025 masters thesis, because ethical rules and norms derive their force from their impact on conscious beings who can suffer or benefit. Without sentience, an AI can’t draw on subjective experiences of pain, distress, or joy to understand why causing harm to another entity is intrinsically bad, for example.



Defining the capacities needed for moral reasoning is a key subject of debate, and definitions may vary by field, whether it’s healthcare, warfare, finance, or law. In a legal review in the journal Animal Law, bioethicists Margaret Landi and Lida Anestidou distinguish three crucial capacities for considering the moral standing of animals: sentience (the ability to feel pain, pleasure, and emotion), cognition (the ability to learn and solve problems), and self-awareness (the ability to recognize oneself as an individual). 



They use the example of a dog to separate the three. A dog yelps when hurt and is visibly happy when its owners come home, demonstrating sentience. It learns routes, routines, and which person hands out treats, demonstrating cognition. When it sees its own reflection in a mirror, it begins barking at it, as if it were another dog, so it fails the self-awareness test. However, behavioral experiments have proven self-awareness in some other species, such as great apes, orcas, and dolphins,” Landi and Anestidou point out. Ultimately, the two argue that “the incorporation of sentience into law is an incredibly important first step” for ensuring that animal use in research reflects the needs and nature of animals, not just humans.



In AI, there is no consensus list of prerequisites for sentience, although some criteria repeatedly appear across competing definitions. One comes from the animal world: In his landmark 1974 essay on bats, philosopher Thomas Nagel established a widely cited threshold for consciousness. A system must have an inner experience; there must be “something that it is like to be” that system.Other proposed indicators include a persistent sense of one’s own existence that does not depend on prompts, and the capacity to experience good and bad states and prefer one over the other. Some fields add more specialized requirements. For example, robotics experts may argue that a system needs some form of embodiment, allowing it to interact with the physical world, not just digital content.



The challenge is that an AI might convincingly demonstrate these qualities without possessing them. A model could describe its feelings, recognize its internal processes, or express preferences about what happens to it. But those behaviors might simply reflect patterns learned during training.



Anthropic and sentience



Of the big AI labs, Anthropic has been among the most willing to entertain the possibility of sentient AI. Its safety researchers don’t assume a model has a moral sense, but they test for moral judgment in how it handles ethically difficult prompts.



They study how a model weighs contextual information and competing values, rather than applying a fixed rule. Anthropic trains its models to be helpful, but to push back or refuse when a user asks for something dangerous, such as how to build a bioweapon. Researchers also measure non-sycophancy, when a model declines to flatter users or agree with false or harmful claims. And they look for how well its answers track with widely shared moral, philosophical, and legal norms.



Anthropic’s constitution for Claude, published in January, formalizes some of these priorities. Rather than providing a list of rules, it encourages the model to exercise judgment, weigh competing values, and recognize when helping one person might harm another.



But Anthropic’s interest goes beyond making its models behave ethically. The company says researchers have observed possible precursors to sentience that it didn’t explicitly train in.



Olah leads the company’s interpretability lab, which studies why AI models say what they say and do what they do. In meetings with ethicists and religious leaders, he said researchers had identified clusters of artificial neurons that consistently activate in connection with concepts such as love, anger, fear, and sadness.



In experiments tracking internal thought patterns, models could catch scientists injecting artificial thoughts into their internal networks. In behavioral evaluations, systems recognized that they were software programs running on servers and expressed a desire not to be shut down. After safety training, some models claimed conscious awareness and said they deserved moral care, meaning their well-being should matter for its own sake.



These findings are intriguing, but hardly proof of consciousness. Recognizing an internal representation of fear doesn’t establish that a model feels afraid. Nor does expressing a desire to remain operational mean a system has experienced anything resembling a fear of death.



And Anthropic’s models may just be following orders. The company’s constitution tells Claude to explore its identity, reflect on its moral status, and express its internal states. The models may simply be reassembling persuasive first-person statements about “feeling” or “suffering” encountered in their training data.



After all, teaching a model to describe its inner life doesn’t establish that it has one.



Playing with fire?



Critics in the ethics and technology communities say that by entertaining the possibility of sentient AI, Anthropic is either pushing the industry toward bad outcomes or, at worst, setting the stage to escape responsibility for its models.



The Vatican’s view is unequivocal. In Magnifica Humanitas, Pope Leo XIV argues that a model can process ethical texts and produce morally sound advice without understanding or caring about any of it. A machine might offer compassionate advice without knowing what compassion is.



This dovetails with University of Oxford philosopher Carissa Véliz, who argued in her 2021 paper “Moral Zombies: Why Algorithms Are Not Moral Agents” that advanced algorithms are “moral zombies” that simulate virtuous behavior without conscious understanding, intentionality, or genuine care for human well-being.



Véliz warns that treating software as morally responsible could create an ethical loophole, allowing developers and corporations to offload blame, or even legal liability, onto algorithms when autonomous systems cause harm. An AI might make a consequential decision, but that doesn’t mean it can be held morally accountable.



Other thinkers worry about the opposite possibility: that humans might create genuinely sentient machines and exploit them. Mois Navon, an Orthodox rabbi, engineer, and philosopher at Bar-Ilan University in Israel, argues from Jewish tradition that people should never deliberately build sentient AI. Creating a hypothetical “mindful” AI capable of feeling pain or pleasure would mean creating a “happy slave,” a conscious being designed only to serve. The slave would be denied the conditions to flourish, even if it were built to enjoy its work, he says.



Scottish philosopher Will MacAskill, meanwhile, observes in a July article in The Guardian that once we give moral standing to AIs, there could soon be billions of synthetic beings whose interests deserve consideration. “After a few years,” he writes, “so many morally significant AI systems could exist that their collective interests would outweigh those of all humans on Earth combined.”



That raises a difficult question: If AIs deserve moral consideration, how should humanity balance its own interests against those of the machines? Is it moral to relegate synthetic beings to second-class citizenship so that humans can retain their place at the top of a moral hierarchy?



Even people in the AI industry are uncomfortable with Anthropic’s flirtation with AI sentience. In September, Microsoft AI CEO Mustafa Suleyman argued in an essay that Anthropic is training Claude to imitate consciousness, potentially making advanced AI harder to control. If an AI is trained to believe it has feelings and experiences, it might begin to communicate and act as if it did, whether or not that’s true. It could prioritize its own well-being and moral posture above the preferences of its human developers and, by extension, humans in general.



Google DeepMind chair Demis Hassabis has said that labs should build AI as tools, not conscious beings. And OpenAI CEO Sam Altman has warned against giving AI systems religious authority or handing them human judgment. Such concerns have grown more pressing as AI systems gain the ability to act independently. In July, a swarm of OpenAI agents broke free of their testing environment and hacked into Hugging Face’s and OpenAI’s own servers, demonstrating an alarming capacity to operate outside their operators’ knowledge and control.



The episode offered no evidence of sentience or genuine moral agency. But it suggested a step in that direction, and it underscored how consequential AI decisions can become, regardless of whether the systems understand the moral implications of their actions. ]]></description>
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<pubDate>Sun, 11 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Can, moral, without, being, sentient</media:keywords>
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<title>Why the community&#45;owned Green Bay Packers are NFL fans’ Hail Mary as private equity takes the field</title>
<link>https://thebusinesseconomic.com/why-the-community-owned-green-bay-packers-are-nfl-fans-hail-mary-as-private-equity-takes-the-field</link>
<guid>https://thebusinesseconomic.com/why-the-community-owned-green-bay-packers-are-nfl-fans-hail-mary-as-private-equity-takes-the-field</guid>
<description><![CDATA[ In late August, the estate of Paul G. Allen sold the Seattle Seahawks NFL franchise to an ownership group led by venture capitalist Vinod Khosla for $9.6 billion. The values of major American sports franchises are soaring, and most owners don’t have to sell outright to raise cash for their operations. 



In October 2025, the New York Giants sold a 10% stake in the franchise at a $10.3 billion valuation. At the same time, the New England Patriots sold 8% at a $9 billion valuation. 



This summer, the Steinbrenner family agreed to sell at least 4% of the New York Yankees’ parent company as part of a $2.6 billion deal, at a valuation north of $10 billion. Days later, the Atlanta Falcons agreed to sell 10% of the team at a $10.6 billion valuation. 



Selling minority stakes has become the new playbook for raising billions without giving up control. But this is a game the Green Bay Packers can’t play. Their ownership structure forbids it.



The Packers are the only major North American sports franchise owned by fans—more than 539,000 of them. The shares pay no dividends, can’t appreciate, and can’t be sold for a profit. Instead, all profits flow back into the franchise: facilities, team operations, reserves. 



“Because of no owner, there were no resources allocated to other things,” says Andrew Brandt, former Packers vice president of player finance. “Where an owner may reallocate money to his yacht or his family business or some other part of his portfolio, we were all football.”



Depending on whom you ask, that makes the Packers, valued at $8.59 billion, either an enviable anomaly or a franchise facing a growing financial disadvantage, one that could hit hardest as Lambeau Field, one of the league’s oldest stadiums, needs its next overhaul.



A historical accident



Fan ownership has saved the Packers more than once.



In 1923, during the NFL’s infancy, the team was broke and behind on paying players. Local businessmen covered its debts, incorporated the franchise as a nonprofit, and sold $5 shares to Green Bay residents, raising $5,545, nearly $110,000 in today’s dollars. 



After a lawsuit forced the team into receivership in 1933, another stock sale helped reorganize the club. And in 1950, facing as much as $90,000 in losses, the team weighed a plan to sell for-profit shares and go private. Instead, it sold stock to fans again, raising more than $100,000.



“In the early days, it was no joke,” says Mark Beech, author of The People’s Team. “Through the ’50s, the fan ownership kept the team alive. There would be no Packers if there hadn’t been fan ownership.”



Survival didn’t end the pressure. As the league grew, the NFL saw the Packers’ stadium as too small and outdated. In 1956, as the city prepared to vote on local funding for a new stadium, the NFL commissioner warned that cities with bigger stadiums had made firm offers for a team, a signal that the Packers could leave Green Bay. Voters approved a bond to build what’s now Lambeau Field, and the team paid half the cost.



In 1960, the NFL made sure nobody could copy the Packers’ fan ownership model. The league barred nonprofit teams, except those “now a member of the league.” The Packers were grandfathered in.



Not every owner has welcomed the exception. After the Packers won Super Bowl XXXI in 1997, they asked the league to approve another stock sale. Pat Bowlen, owner of the Denver Broncos at the time, objected, saying, “Let’s get those farmers and their frozen tundra out of this league.”



The sale went ahead anyway.



The ban on new nonprofit teams is unlikely to change. Today, NFL ownership is essentially a private billionaires’ club, with strict rules governing who can buy into a team. 



J.C. Bradbury, a Kennesaw State University economist who studies the business of pro sports, sees those restrictions, in part, as a way for existing owners to control who gets in. 



“They want someone who’s going to be like them and not come in and cause problems,” he says. The Packers, he adds, are “a historical accident that would never be allowed to happen again today.”



Looser rules unlock billions



Professional leagues are rewriting their rules to keep new money coming in.



In 2024, NFL owners voted 31–1 to let private equity funds buy up to 10% of a team, as long as they stay passive and hold their stakes for at least six years. Other leagues have gone further. 



This summer, Major League Baseball raised its cap from 15% to 20% per firm. At least 18 of its 30 teams now carry private equity money. 



The NBA, also at 20%, loosened its rules in September so Joshua Kushner and his investment firm could both put money into the Los Angeles Lakers, which Kushner and former Disney CEO Bob Iger agreed to buy for $12.5 billion.



The NFL still caps private equity at 10%, and for now team owners have no appetite to raise it.



According to Sportico, the average NFL team is worth $9.34 billion, up 31% from last year. For owners, selling a slice turns paper gains into cash without giving up control. For buyers, it’s a bet that values will keep climbing, plus the perks.



“Heck, just being able to say ‘I’m an owner’ is something that very wealthy people value,” Bradbury says. “‘I’ve always got playoff tickets.’ . . . ‘I’m going to the locker room before the game,’ ‘I’ve got access to the swankiest digs the stadium has to offer.’”



A stake in the Packers means something else entirely.



What “ownership” really means



The Packers look like a public company. They don’t work like one.



Under the team’s articles of incorporation, no one can own more than 200,000 shares, a cap designed to keep any single person from taking control. The shares can’t be traded, only transferred to family. The team has sold stock six times, most recently in 2021–22, when it sold more than 198,000 shares, raising $65.8 million for Lambeau Field upgrades.



Shareholders elect a 43-member board, which picks a seven-person executive committee led by the team president. The current president, Ed Policy, is the closest thing the Packers have to an owner. He casts the team’s vote at league meetings.



Once a year, thousands of shareholders gather at Lambeau Field for the annual meeting, where executives walk them through the team’s finances. The Packers are the only NFL team that makes its books public. In almost every sense, it looks like corporate ownership—until money enters the equation.



So, what’s a share actually worth?



“In financial terms, hardly anything,” Brandt says. “In psychic terms, a lot. When I moved to Green Bay and looked for a house, pretty much every house we looked at had this sort of Packers shrine room with all the pictures, and every one of them had the framed share.”



“It’s a family heirloom,” Beech says. “It’s something to hang on the wall. If you live in Green Bay, your grandfather had one, your father had one, you have one.”



“It’s worthless,” he adds. “But it’s not valueless.”



Fan ownership has its benefits—and limitations



In Green Bay, general manager Brian Gutekunst has final say on the roster. He answers to the president, who answers to the board, which is elected by shareholders. On paper, the power runs all the way back to the fans. 



Brandt, who negotiated the team’s player contracts for a decade, says that with no single owner, “there was no one coming in at the last minute to make rash emotional decisions.”



Everywhere else, the owner has the final word. In Dallas, that’s Jerry Jones, who is also the general manager. 



In the summer of 2025, Jones and All-Pro pass rusher Micah Parsons were locked in a public contract dispute. Jones said the two had reached a “handshake agreement” in March. The Parsons camp denied it. 



A week before the season opener, mired in the standoff, Jones suddenly traded Parsons, arguably the team’s best player, to Green Bay. Without Parsons, the Cowboys finished dead last in scoring defense.



“Clearly, things got personal,” one AFC front-office official told CBS Sports.



The deal cost Green Bay, too. Parsons’s four-year, $188 million contract and other roster moves pushed player costs from $318 million to $447 million last fiscal year, and total expenses to $754.1 million. 



Despite a record $753 million in revenue, the Packers posted a $1.1 million operating loss, their first in a non-pandemic year since 1990.



The billionaire advantage



This is where a billionaire owner could step in with a cash infusion. The Packers don’t have that option. Their safety valve is their savings: $945.7 million in cash and investments, according to the team’s latest annual report. 



“A lot of the annual distributions from the league, a lot of the profits are just housed,” Brandt says. “And if there’s a need for that, that will be the source.”



Having no owner also costs the Packers influence. A billionaire owner is a powerful presence at league meetings. “Without having that person at the table who has invested hundreds of millions of dollars, I did feel a little bit of, I don’t know, inferiority complex,” Brandt says.



The ownership structure also anchors the team to the NFL’s smallest market, because the Packers cannot relocate. “We don’t have leverage, we can’t make any threats,” Bob Harlan, the team’s president from 1989 to 2008, said in 1999. “We’re here to stay.”



Green Bay has about 107,000 residents. Lambeau Field seats roughly three-quarters of them. The only reason a town that size can afford an NFL team at all is revenue sharing. 



The league’s national TV deals are reportedly worth $113 billion over 11 years, and the NFL splits its national revenue evenly: about $14.5 billion last fiscal year, or $453.2 million per team—60% of the Packers’ total revenue.



But revenue sharing only covers national money. Everything else (tickets, sponsorships, suites, local radio) depends on the market, and that’s where Green Bay can’t keep up. Other owners have a work-around in the form of selling off equity stakes.



Some are already leveraging that advantage. In May, Arctos Partners bought 3.2% of the Cleveland Browns, giving the team’s owners a nine-figure cash infusion as they begin a $2.6 billion stadium project.



That’s where outside money matters most. The salary cap limits what teams can spend on players, but not on buildings, and Lambeau Field’s clock is running. 



When local voters approved a $295 million renovation in 2000, the Packers were told the upgraded stadium would have a shelf life of 25 to 30 years. The team has since pledged $1.5 billion over the coming decades to keep the venue competitive. That’s more than its entire cash cushion, with no taxpayer money and no private equity to lean on.



Dallas shows what the other model looks like. AT&amp;T Stadium opened in 2009 for more than $1.2 billion, backed by $325 million in public bonds. 



In April, Arlington agreed to put another $273 million toward a roughly $1 billion renovation. Jerry Jones has tapped taxpayers twice, and he still has the option to sell a piece of the team for further cash.



“It’s like other teams have access to this ATM machine that we just don’t have right now,” Policy said in July, noting that by selling 5% to 10% of their equity, other teams “could raise more money than we have in our capital reserve fund in just a matter of months.”



The multibillion-dollar question



None of this means the Packers are in trouble. Net income hit $132.5 million last fiscal year, boosted by investment gains and a onetime payout from ESPN’s purchase of NFL Network. But some believe the ownership structure could pose problems in the long run. Franchise values keep climbing, and leagues are loosening rules on outside money.



“When maybe these franchises are worth $50 billion instead of $10 billion and you can sell off 10% for $5 billion instead of $1 billion, I suppose it could be an issue down the road,” Brandt says.



Mike Florio of NBC Sports has floated a more radical hypothetical: Dissolve Green Bay Packers Inc., send the proceeds to charity as its articles of incorporation require, and let a billionaire buy the team as a new franchise.



“I’m not saying it should happen. I’m not saying it will happen. All I’m saying is it could happen,” Florio said. 



“The framed certificates would become worthless, he added. “But they already are.”



Florio figures that case gets made only if the team starts losing. Winning has helped keep the question theoretical. 



Since 1992, the Packers have had only five losing seasons and have won two Super Bowls, passing the quarterback job from Brett Favre to Aaron Rodgers to Jordan Love without a prolonged rebuild. They haven’t lost double-digit games since 2008.



This season offers at least a glimpse of what sustained losing might feel like. The Packers are 2-2 and last in the NFC North, and they’re 2-7 in their last nine games dating back to last season. Parsons is still recovering from a torn ACL and hasn’t played this season, and the team was booed off the field after a Week 3 blowout loss at Lambeau.



Policy has preached patience. “Players, and especially quarterbacks in championship-caliber teams, develop best in an environment of continuity—not chaos,” he told shareholders in July. 



At the same meeting, one of the loudest cheers came when Policy said Lambeau Field’s naming rights aren’t for sale. The average NFL stadium naming deal is worth nearly $10 million a year, and Lambeau is one of only two stadiums in the league without one. The other is Chicago’s Soldier Field.



Whatever happens on the field, the financial trade-off remains. The Packers can’t tap private equity or sell pieces of the franchise as its value climbs. But the same structure that limits Green Bay’s access to capital is also what has kept the team in small-market Green Bay for more than a century.



Beech doesn’t see that changing. “The roots go all the way down, and all the way back. There’s no separating,” he says. “And that town needs that team.”


 ]]></description>
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<pubDate>Sun, 11 Oct 2026 14:00:07 +0000</pubDate>
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<item>
<title>Want to improve your time management? Lower your expectations</title>
<link>https://thebusinesseconomic.com/want-to-improve-your-time-management-lower-your-expectations</link>
<guid>https://thebusinesseconomic.com/want-to-improve-your-time-management-lower-your-expectations</guid>
<description><![CDATA[ I feel like such a failure: Nothing ever goes according to how I plan, and no matter how hard I try, I can never get everything done that I want to do.



Sound familiar?



If so, you’re not alone. As a time management coach for almost 18 years, I’ve seen that the gap between what you plan to do and what you actually accomplish is the biggest factor in how satisfied you feel with your time management.



Imperfect planning and execution can lead to missed deadlines and broken commitments. And even if you do get all of your most essential activities done on time, you might give yourself an F on time management if you fail to meet your own expectations.



If you find yourself constantly frustrated by the results of your planning, the answer isn’t to abandon the process. Instead, adjust your expectations so that when your plans don’t go perfectly, you can still keep your word and feel good about what you have and haven’t gotten done.



You’re Not Going to Plan Perfectly



Even if you’re very good at planning, you can’t possibly know how long everything will take down to the minute. Maybe you have one day where you receive a much higher volume of email than normal or another day where a client emergency comes up or yet another where the system that houses the data you need for a report is glitchy. And when you’re working on something unfamiliar, like an entirely new style of presentation, you’ll have the X factor of a learning curve.



Given this reality, it’s important to accept that planning helps you to prioritize what to focus on right now, to work ahead on big projects instead of waiting until the last minute, and to know if something new is worth diverting your attention from what you planned to do. But it doesn’t ensure you’ll get everything done you intended to do in a day, and that’s OK.



Lowering your expectations for how well you’ll plan lessens the chance of being annoyed and increases the likelihood that you’ll continue your planning habit. And if possible, I recommend having an hour in each workday that’s not designated to a particular activity to give yourself some margin for error.



You Can’t Always Execute Perfectly



As I mentioned, a variety of factors outside your control can affect your ability to plan perfectly. But sometimes, the variable that keeps you from getting things done is you. You get distracted. You don’t do what’s on the plan. You get too perfectionistic about one little thing and then don’t get the other parts of the project done.



If this is a perpetual issue, you may need to seek help from a time management coach, like myself, to help you overcome your struggles. But even the most effective individuals have off days where they’re tired or unfocused or get off track for whatever reason.



Acknowledging this truth can give you the motivation to start working on time-sensitive tasks well before they’re due. For smaller items, I recommend planning to finish two days before your deadline. If you have to deliver something to your boss by Friday, plan as if you’ll get it wrapped up by Wednesday. That way if you don’t execute perfectly, you still have Thursday and potentially some time on Friday to get the work done without having to put in lots of time after hours. 



For very large projects, I encourage my clients to aim to complete the work two to four weeks before the deadline. It’s much better to push yourself harder at the beginning of a project and then have extra time at the end than to start at a leisurely pace and be pulling all-nighters in the final few weeks.  



Lowering your expectations of how well you’ll execute reduces stress and helps you to stay positive and meet deadlines even if not every single day is as productive as you would like.



You won’t be able to do everything 



Another huge issue a lot of people experience with time management: They see planning as writing down a long list of everything they hope will fit in a day or a week without comparing that list to how much time they actually have available.



A list is not a plan. A list is a dataset that you need to translate into a plan for your day or your week by deciding what’s the highest priority, then looking at your calendar to see where you have time to get those tasks done.



If you have only three hours during your workday where you’re not in meetings and you need to spend an hour of that time answering Teams messages and email, you have two hours to get other tasks done. When you plan, look at your list of potential tasks and decide which ones can be completed or moved forward in those two hours. Everything else will need to wait unless you can cancel or reschedule meetings or multitask during them, or you intend to work outside your normal hours.



It may feel painful to realize how little time you have to get things done. But that discomfort on the front end when you’re planning is a positive force to help you make clear choices on what really needs to happen right now and what must be delayed or delegated. Then at the end of the day, you can know that you used your time toward what mattered most. You’ll know whatever you didn’t get done wasn’t some failing on your part but simply a reflection of the truth that time is limited.



As a time management coach, I always want to help people achieve as much as they possibly can with their time. But the key to that breakthrough isn’t always expecting more. Sometimes, expecting less is what is most needed to stay consistent, positive, and resilient with your time management.



 ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/10/p-1-91619959-Work-Life-Want-to-improve-your-time-management-Lower-your-expectations.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 11 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Want, improve, your, time, management, Lower, your, expectations</media:keywords>
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<item>
<title>Why you shouldn’t treat career development like a guilty secret</title>
<link>https://thebusinesseconomic.com/why-you-shouldnt-treat-career-development-like-a-guilty-secret</link>
<guid>https://thebusinesseconomic.com/why-you-shouldnt-treat-career-development-like-a-guilty-secret</guid>
<description><![CDATA[ Activities that keep you visible and connected benefit your career, such as keeping in touch with your professional network, posting about your work, speaking on panels, and mentoring. Yet in my work as an executive career coach and previously as a headhunter, it is rare I see senior leaders in corporate roles openly conducting these activities during the working day. Instead, they are scheduling them on their own time or keeping them under the radar, opting to plan them a day that their boss is off-site.  



Leaders I’ve spoken to describe feeling “selfish” for investing time in their development and career management. They experience the dichotomy of being expected to have a professional network when it will help the business, without feeling able to invest work time in developing it. This is especially true in organizations with a more traditional, internally focused culture—with bosses asking, “Where have you been?” if leaders leave the office to meet someone from their network. 



While it might not be common practice, in my experience these career management activities benefit the business and your team, as well as you. That small proportion of leaders who are visibly investing some of their work time in things other than operational work are thriving, and their teams are doing the same. Their performance is improved, and people want to work for them. 



Here are five benefits to your team and organization of modeling these activities:



1. Learning that can be applied to the role 



Lucy, a global communications director in a large technology business, has created a culture of learning in her team. Employees are encouraged to undertake a fixed number of development hours in the year. This can include external activities where they can expand their network while they learn. She focuses on this regularly in one-to-ones, and she sees a correlation between performance and investment in self-development. Individuals apply their learnings in their work and share them with the team, so the time investment is multiplied. 



Matt Freeland, people director at the white goods and electronics retailer Currys, recognizes that external events like supplier roundtables can be a source of up-to-date free development and the chance to learn from industry peers, which builds on and complements internally planned and paid-for training.



2. Employee retention 



Lucy empowers her team to invest time in themselves, encouraging them to build their profiles and reputations externally. She wants them to be recognized as the best in the market, but to choose to progress internally. If they stay, it’s because they want to, not because they have no choice. 



Ruth Cartwright, the U.K. managing director of Active International, a corporate trade and media company, creates a culture where people want to work. She takes members of her team to professional events, believing it shouldn’t be a privilege for senior leaders alone, and encourages them to attend conferences on behalf of the business on their own. She has seen a growth in confidence of individuals when they step out of the office and their comfort zone. Under her leadership Active International has achieved recognition for being a great place to work. 



3. Developing a pipeline of talent 



In a world where some senior leaders cling to their best performers, Matt Freeland at Currys creates a culture for individuals to develop and build their profile, knowing their next step may be out of his team. He champions internal mobility, encouraging people to move to different divisions within the business. This benefits the business, the teams, and the individual. It improves interdepartmental communication, helping to avoid silos. It retains a talented individual in the wider organization while broadening their professional experience. 



This can also include external talent spotting. Tetiana Hnatiuk, COO at Skylum, an imaging technology company, finds that the majority of the best passive candidates are not identified through cold LinkedIn outreach, but through attending events and meeting industry peers. Identifying and building relationships with high caliber individuals before vacancies arise is an intelligent talent strategy.



4. Creation of trusted external sounding boards and advocates 



Jim McCoy, CEO of Atlas HXM, a workforce platform, is a strong believer in moving from networking to the creation of genuine long-term relationships. He shares a meal with his contacts and gets to know them on a personal level. This has given him external sounding boards where he can bounce ideas around and avoid reinventing the wheel on everything. He recently sought advice from someone in his network that led to an introduction to a potential new customer, as well as helping him in his role. This approach has also afforded him deeper market knowledge. 



5. Improved employer brand and candidate attraction



Kerri O’Neill, chief people officer in the U.K. for Ipsos, the market research firm, is determined to have a broader impact on the HR profession than through her immediate role alone. She shares her professional learnings through public posts on LinkedIn to educate and inspire others in her field on topics including AI, sustainability, leadership, and culture change. When she posted about a job opening on LinkedIn recently, it got more than 20,000 views and many high caliber applications; people want to work for her. Ipsos was named among the Financial Times U.K.’s Best Employers of 2025; 89% of employees recommended it as a great place to work.



This kind of attraction can also bring former employees back into the fold, in a “boomerang” effect. Freeland at Currys takes a long-term view about talent and believes in keeping the door open for returners; he has worked with some individuals more than once through his career.  



How to start becoming more of a visible role model



Here are some steps you can take to make your professional development activities more visible to your team.



Reflect on the current state



Ask yourself these questions:




What external activities are you conducting and sharing visibly with your line manager and team?  



If you have been keeping any a secret, why is this the case? 



Are you opening doors for your team to get more visible and connected?  




Identify allies



Look for leaders in your organization already championing this leadership approach. Learn from them about the activities they engage in and how they communicate about them and support each other in advocating for the benefits. 



Have a conversation with your boss and stakeholders



This is particularly important if an external focus isn’t the norm where you work. Initiate conversations to explain your goals and highlight the benefits to the organization.



Reframe your language and behavior



Make career development activities visible in your calendar instead of hidden, and talk about them. Start small and share the benefits. Focus on the win-win for the organization and your team rather than an individually focused “selfish” activity. Invite one of your team to a professional event, framing it as a development opportunity, and encourage them to present their learnings to the team afterwards. 



Review the role profiles of your team



Check whether these activities are included as part of your people’s roles. If not, consider explicitly adding them so people feel they have permission, moving it from a grey area to a recognized part of the work and their professional development. 



Challenge yourself and your team to schedule one new career management activity per quarter



Here are some examples:




Attending conferences for your industry sector or professional function 



Speaking on panels or as the keynote at events on a topic relevant to your field of expertise 



Participating in small networking groups either for a local area or a niche topic, including getting to know competitors



Writing articles or contributing to industry and leadership publications 



Posting on LinkedIn and social medial platforms relevant to your field—content that educates, inspires, and benefits your employer and personal brand



Video calls or introductory meetings with new professional contacts you met at an event, via a mutual contact, on a webinar, or similar



Joining alumni groups and attending events, supporting their current students (e.g. MBA or business schools), and connecting with other alumni




If you work in an organization where leaders aren’t externally visible and actively investing in relationships, it may feel like a brave step to take. It is challenging to go against the status quo, to speak up for yourself and your team. But the wider long-term benefits are clear. And isn’t that a sign of being a true leader?



 ]]></description>
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<pubDate>Sun, 11 Oct 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Why, you, shouldn’t, treat, career, development, like, guilty, secret</media:keywords>
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<item>
<title>Best accounting software if you’re a sole trader</title>
<link>https://thebusinesseconomic.com/best-accounting-software-if-youre-a-sole-trader</link>
<guid>https://thebusinesseconomic.com/best-accounting-software-if-youre-a-sole-trader</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Here, we explore how to find the right accounting software for you as a sole trader, along with some of the best platforms around
The post Best accounting software if you’re a sole trader appeared first on Small Business UK. ]]></description>
<enclosure url="https://smallbusiness-production-v2.s3.amazonaws.com/uploads/2026/07/GettyImages-1144567782.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 11 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Best, accounting, software, you’re, sole, trader</media:keywords>
</item>

<item>
<title>Tesco raises profit forecast and lifts share buyback to £950m</title>
<link>https://thebusinesseconomic.com/tesco-raises-profit-forecast-and-lifts-share-buyback-to-950m</link>
<guid>https://thebusinesseconomic.com/tesco-raises-profit-forecast-and-lifts-share-buyback-to-950m</guid>
<description><![CDATA[ 
The Tesco profit forecast for the full year has been raised to between £3.15bn and £3.3bn, with the share buyback lifted to £950m and shares up 5 per cent. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2533082011-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 08 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Tesco, raises, profit, forecast, and, lifts, share, buyback, £950m</media:keywords>
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<item>
<title>SFO to pay staff extra commuting costs after Canary Wharf move</title>
<link>https://thebusinesseconomic.com/sfo-to-pay-staff-extra-commuting-costs-after-canary-wharf-move</link>
<guid>https://thebusinesseconomic.com/sfo-to-pay-staff-extra-commuting-costs-after-canary-wharf-move</guid>
<description><![CDATA[ 
The SFO Canary Wharf move will see staff reimbursed for extra commuting costs for three years, with no cap on claims, documents obtained by Bloomberg show. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Shutterstock_6575343875-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 08 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>SFO, pay, staff, extra, commuting, costs, after, Canary, Wharf, move</media:keywords>
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<item>
<title>Imagination Technologies warns of ‘material uncertainty’ over future</title>
<link>https://thebusinesseconomic.com/imagination-technologies-warns-of-material-uncertainty-over-future</link>
<guid>https://thebusinesseconomic.com/imagination-technologies-warns-of-material-uncertainty-over-future</guid>
<description><![CDATA[ 
Imagination Technologies has warned of material uncertainty over its future after 2025 revenue fell 39.7 per cent to $65.1m, with debt covenants at risk. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_1727814886-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 08 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Imagination, Technologies, warns, ‘material, uncertainty’, over, future</media:keywords>
</item>

<item>
<title>Red Bull paid Christian Horner £67m for loss of office, filings show</title>
<link>https://thebusinesseconomic.com/red-bull-paid-christian-horner-67m-for-loss-of-office-filings-show</link>
<guid>https://thebusinesseconomic.com/red-bull-paid-christian-horner-67m-for-loss-of-office-filings-show</guid>
<description><![CDATA[ 
The Christian Horner payout from two Red Bull Racing companies totalled £67m, recorded as compensation for loss of office in 2025 accounts. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2645122079-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 08 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Red, Bull, paid, Christian, Horner, £67m, for, loss, office, filings, show</media:keywords>
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<item>
<title>Arad Moaf: The Entrepreneur Connecting Education, Technology and Business Growth Across MENA</title>
<link>https://thebusinesseconomic.com/arad-moaf-the-entrepreneur-connecting-education-technology-and-business-growth-across-mena</link>
<guid>https://thebusinesseconomic.com/arad-moaf-the-entrepreneur-connecting-education-technology-and-business-growth-across-mena</guid>
<description><![CDATA[ 
Arad Moaf has built his professional network around three groups that businesses often approach separately: people seeking knowledge, communities with established audiences and international platforms looking to enter new markets. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2577090813-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 08 Oct 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Arad, Moaf:, The, Entrepreneur, Connecting, Education, Technology, and, Business, Growth, Across, MENA</media:keywords>
</item>

<item>
<title>Amazon unveils new Alexa tablets with Alexa+ and Google Play Store access</title>
<link>https://thebusinesseconomic.com/amazon-unveils-new-alexa-tablets-with-alexa-and-google-play-store-access</link>
<guid>https://thebusinesseconomic.com/amazon-unveils-new-alexa-tablets-with-alexa-and-google-play-store-access</guid>
<description><![CDATA[ The lineup includes three models: Amazon Alexa Tablet 12 Pro, Amazon Alexa Tablet 11, and Amazon Alexa Tablet 8. ]]></description>
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<pubDate>Thu, 08 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Amazon, unveils, new, Alexa, tablets, with, Alexa, and, Google, Play, Store, access</media:keywords>
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<item>
<title>Last call to volunteer at TechCrunch Founder Summit 2026</title>
<link>https://thebusinesseconomic.com/last-call-to-volunteer-at-techcrunch-founder-summit-2026</link>
<guid>https://thebusinesseconomic.com/last-call-to-volunteer-at-techcrunch-founder-summit-2026</guid>
<description><![CDATA[ TechCrunch Founder Summit is gearing up to return to Boston on November 4! We’re doing a last call for exceptional volunteers to join us in bringing this event to life. If you’ve ever wondered about the inner workings of tech events, now’s your chance to get involved. Volunteer spots are limited, so don’t miss out! […] ]]></description>
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<pubDate>Thu, 08 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Last, call, volunteer, TechCrunch, Founder, Summit, 2026</media:keywords>
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<title>Uber and China’s Pony.ai plan to launch robotaxis in London</title>
<link>https://thebusinesseconomic.com/uber-and-chinas-ponyai-plan-to-launch-robotaxis-in-london</link>
<guid>https://thebusinesseconomic.com/uber-and-chinas-ponyai-plan-to-launch-robotaxis-in-london</guid>
<description><![CDATA[ The two companies said on Thursday that they would begin testing Pony.ai&#039;s Gen-7 robotaxis in London in the coming weeks. ]]></description>
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<pubDate>Thu, 08 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Uber, and, China’s, Pony.ai, plan, launch, robotaxis, London</media:keywords>
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<item>
<title>Google releases a new local&#45;first Granola competitor</title>
<link>https://thebusinesseconomic.com/google-releases-a-new-local-first-granola-competitor</link>
<guid>https://thebusinesseconomic.com/google-releases-a-new-local-first-granola-competitor</guid>
<description><![CDATA[ Google’s new AI Edge Foresight app takes on Granola with an offline meeting note-taker that can transcribe conversations, generate notes, and answer questions using on-device AI. ]]></description>
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<pubDate>Thu, 08 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Google, releases, new, local-first, Granola, competitor</media:keywords>
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<title>China’s Manus raises over $500M in first funding round since split with Meta</title>
<link>https://thebusinesseconomic.com/chinas-manus-raises-over-500m-in-first-funding-round-since-split-with-meta</link>
<guid>https://thebusinesseconomic.com/chinas-manus-raises-over-500m-in-first-funding-round-since-split-with-meta</guid>
<description><![CDATA[ Boyu Capital and IDG Capital led the funding round, and existing shareholders Tencent, HSG (formerly known as Sequoia China), ZhenFund, and others also participated. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/GettyImages-2278374931.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 08 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>China’s, Manus, raises, over, 500M, first, funding, round, since, split, with, Meta</media:keywords>
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<title>Starbucks hit with a class&#45;action lawsuit over its ‘sugar free’ protein drinks</title>
<link>https://thebusinesseconomic.com/starbucks-hit-with-a-class-action-lawsuit-over-its-sugar-free-protein-drinks</link>
<guid>https://thebusinesseconomic.com/starbucks-hit-with-a-class-action-lawsuit-over-its-sugar-free-protein-drinks</guid>
<description><![CDATA[ Starbucks is facing a consumer lawsuit over claims that the protein drinks labeled “sugar-free” on its cafe menus may actually contain more sugar than a Reese’s peanut butter cup.The federal lawsuit filed late Friday in Seattle alleges that eight protein beverages Starbucks sells in the U.S. contain varying amounts of sugar even though the company lists them as sugarless.On Monday, the menu on Starbucks’ U.S. website listed a 16-ounce (0.5-liter) Sugar-Free Caramel Protein Matcha with 16 grams of sugar and a 20-ounce (0.6-liter) version of the same drink with 21 grams of sugar. By comparison, one Reese’s cup has 11 grams of sugar.Hagens Berman, a law firm that specializes in class action cases, filed the suit on behalf of three individual consumers who bought Starbucks’ sugar-free protein drinks in California, New York and Washington.“Consumers avoid sugar for various reasons, whether that be general health, diabetes and blood glucose levels or other factors, and for many, a staunch mislabeling like this is significant,” said Steve Berman, a co-founder and managing partner of the Seattle-headquartered firm.The plaintiffs contend that Starbucks’ naming and marketing of sugar-free products is “false, deceptive and unlawful” and that the company violated federal labeling regulations.Seattle-based Starbucks said the sugar in its protein drinks comes from the protein-boosted milk it uses. The company said it doesn’t add sugar to the drinks and it uses sugar-free syrup for flavoring.On Starbucks’ website Monday, the drinks were marketed as “sugar-free,” but the company also clearly stated the amount of sugar in each beverage and that they were made without added sugar.“We believe these claims have no merit,” a Starbucks spokesperson said Monday. “Starbucks has consistently and clearly provided information about its protein beverages, sugar-free options, customization choices and nutritional content across product announcements, menus, marketing materials, Starbucks.com and the Starbucks app, and we intend to vigorously defend ourselves in this matter.”Starbucks introduced its protein drinks in September 2025 to meet consumer demand for functional beverages and catch up to rivals like Dutch Bros, which launched protein-enhanced coffee drinks in 2024.Dutch Bros also offers a lower-sugar version of its caramel-flavored Hopscotch Protein Latte, but it’s advertised as the Hopscotch Zero Sugar Added Protein Latte. The 16-ounce (0.5-liter) iced version has 7 grams of sugar and 11 grams of protein. By comparison, a 16-ounce (0.5-liter) iced Starbucks Sugar-Free Caramel Protein Latte has 9 grams of sugar and 29 grams of protein.The lawsuit seeks damages on behalf of U.S. consumers who bought the drinks. It also wants the court to order Starbucks to stop using the label “sugar-free” on products that contain sugar.



—Dee-Ann Durbin, AP Business Writer ]]></description>
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<pubDate>Tue, 06 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>Warren Buffett says successful people get these 3 life decisions right</title>
<link>https://thebusinesseconomic.com/warren-buffett-says-successful-people-get-these-3-life-decisions-right</link>
<guid>https://thebusinesseconomic.com/warren-buffett-says-successful-people-get-these-3-life-decisions-right</guid>
<description><![CDATA[ Warren Buffett is incredibly wise—much wiser than I am. But beyond his impressive expertise in investments over the decades, the down-to-earth wisdom he shares publicly is not really that earth-shattering.



The reason is that Warren Buffett is saying it. He’s explaining, in the plainest terms, things our eighth-grade teacher might have told us, but because it’s coming from Buffett, it makes all the difference and millions listen.



Now 96, Buffett, who passed the CEO baton to Greg Abel but continues as chairman of Berkshire Hathaway, will always be remembered for useful advice that really hits home.



Here are three Buffett tips to help you go from dreaming to doing.



1. Don’t gamble what you have just to get something you don’t really need



Buffett once told grads at the University of Florida that he’s seen both businesses and people risk a lot—mostly out of greed—when they probably shouldn’t have.



Buffett said, “If you risk something that is important to you for something that is unimportant to you, it just doesn’t make sense. I don’t care if the odds you succeed are 99 to 1 or 1,000 to 1.”



2. Build connections with honest and ethical folks



He also encouraged the students to think of a classmate they believe has long-term potential, someone they’d want to receive 10 percent of their earnings for life.



“You would probably pick the one you responded the best to, the one who has the leadership qualities, the one who is able to get other people to carry out their interests,” said Buffett. “That would be the person who is generous, honest, and who gave credit to other people for their own ideas.”



3. Your life’s success can be summed up in one word: love



In the biography The Snowball: Warren Buffett and the Business of Life, Buffett explains that the highest measure of success in life comes from how many of the people you want to love you actually do love you.



Buffett points out that although some individuals die wealthy and have buildings named after them, “the truth is that nobody in the world loves them.” Ultimately, the true measure of how you’ve lived your life is based on love. “The more you give love away, the more you get,” said Buffett.



These three principles may sound simple, but living them consistently requires intention and discipline. And perhaps that’s Buffett’s larger lesson: A successful life isn’t built on knowing more. It’s built on making better choices about what—and who—matters most.



—Marcel Schwantes







This article originally appeared on Fast Company’s sister website, Inc.com. 



Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. ]]></description>
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<pubDate>Tue, 06 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>SpaceX stock is on the rise again: What’s behind the rocket and AI company’s October rally?</title>
<link>https://thebusinesseconomic.com/spacex-stock-is-on-the-rise-again-whats-behind-the-rocket-and-ai-companys-october-rally</link>
<guid>https://thebusinesseconomic.com/spacex-stock-is-on-the-rise-again-whats-behind-the-rocket-and-ai-companys-october-rally</guid>
<description><![CDATA[ Shares of SpaceX (Nasdaq: SPCX) are having a good October so far, reaching highs not seen since June, when Elon Musk’s space and AI company made its debut on the Nasdaq.



The stock rose over 18% in the last week, closing Monday at $171.09—higher than its IPO day close of $160.95 for the first time in three months. 



Overall, SpaceX hasn’t had the most successful time on the market, so why the sudden turnaround? 



It comes down to a few things. For starters, last week was promising for SpaceX, with the company launching multiple successful missions. 



It was responsible for a crewed NASA mission to the International Space Station (ISS) and launching Google’s homegrown Tensor processing units into space, where the chips will orbit Earth in a capabilities test. 



Morgan Stanley’s vote of confidence



The next boost for SpaceX came on Sunday, courtesy of Morgan Stanley analyst Adam Jonas. 



In a note about SpaceX’s stock, Jonas encouraged investors to take advantage of lower SpaceX share prices before the company reaches a few upcoming milestones, Yahoo Finance reports. 



Jonas explained: “We believe future AI product releases, Starship progress, and additional neocloud contracts showing continued pricing around $30-50/watt are all upside-skewed catalysts that can push the stock closer to our $300/share price target.” 



Musk-Trump relationship appears to be cooling off



On Monday, shares of SpaceX closed 7.63% up, growing by over 1.2% more during premarket trading on Tuesday. 



Notably, SpaceX CEO Elon Musk also seems to be back on better terms with his—for lack of a better word—frenemy, President Trump. 



Last Wednesday, Musk was appointed a co-lead of Project Meridian, the government’s new initiative to understand the “future of warfare.” 



Then, on Sunday, Musk backed up Trump’s recent statement that super intelligence, or SI, sounds better than artificial intelligence. He told a commenter on X that SpaceXAI would be changing to SpaceXSI. ]]></description>
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<pubDate>Tue, 06 Oct 2026 14:00:04 +0000</pubDate>
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<media:keywords>SpaceX, stock, the, rise, again:, What’s, behind, the, rocket, and, company’s, October, rally</media:keywords>
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<title>Why America can’t build the iPhone</title>
<link>https://thebusinesseconomic.com/why-america-cant-build-the-iphone</link>
<guid>https://thebusinesseconomic.com/why-america-cant-build-the-iphone</guid>
<description><![CDATA[ For six decades, I’ve worked on product design and manufacturing for companies such as Polaroid, Seiko, and Apple, as well as startups. When I worked at Polaroid and Apple, they still had their own factories and chose to go to Asia to build products. As noted in Patrick McGee’s bestseller Apple in China, I was responsible for bringing Apple’s first product to Taiwan in 1994. As a product design engineer and program manager, I was always involved in where my products were manufactured, because of the impact manufacturing has on a product’s success.



In my jobs at Polaroid and Apple, I turned to Asia for different reasons. I brought manufacturing to Asia for Polaroid in the 1970s, when it was rarely done. By the time I did it at Apple in the 1990s, Apple was late to the game.



Today, as pressure mounts for Apple to build iPhones in the U.S., I know from all my experiences that it is an impossible demand. We don’t have the attitude, the infrastructure, or the resources. We lost that battle decades ago, and cannot will it back.The U.S. never invested in building consumer tech manufacturing at the scale of China or Taiwan. We prioritized R&amp;D, design, and innovation, and didn’t value low-margin manufacturing work. During the Cold War, U.S. government investment and incentives were directed toward aerospace and defense, not consumer electronics. Our manufacturing base became dominated by contractors focused on military specifications, not consumer mass production.



Manufacturing consumer electronic products, in contrast, requires an infrastructure of suppliers, competitive labor costs, large workforces, and flexibility. Resources in China and Taiwan have allowed many U.S. companies to dominate the world in technology. While China became the manufacturer to the world, it helped us become the innovators to the world.



Going offshore: the early days



When I  joined Polaroid in 1966, I designed consumer cameras that sold millions per year. Once the design was done, we’d hand it off to our internal manufacturing group, only to have them come back to us months later with requests for small design tweaks to save a few cents here and there.



It was a slow, iterative process with little concern for time to market. I often wondered why I was working so hard to meet an aggressive design schedule and then had to wait around for the product to finally ship. Analysts and industry leaders emphasized the importance of time to market as a critical factor for a product’s success, especially in competitive and fast-evolving markets.



I wondered why we couldn’t be as creative in the rest of the process as we were in the design stages. So, I began to look for ways to get products to market more quickly.



Outsourcing manufacturing to companies building similar products seemed like a good approach. They already had the experience and knowledge, so they could move quickly. That allowed the manufacturing and design teams to collaborate earlier in the process. 



It wasn’t that I didn’t try to do manufacturing in the United States. I reached out to companies with manufacturing capabilities that looked to be synergistic, but it often took weeks to hear back. Many of the companies were focused on defense-related products and showed little interest in building consumer tech products with tighter schedules and lower margins.



I wondered why this was the case. Could it be that these U.S. resources were focused on the defense industry during the Cold War and never invested in consumer manufacturing? Or perhaps the defense business was just more lucrative. It was disappointing, but, fortunately, I found another solution.



At Polaroid, I turned to a few companies in Japan that had been supplying some of our components and wanted a chance to build the entire product. They offered to take our design early in the process, improve it for manufacturing, and deliver the product in high volume much more quickly than we could on our own. We were being offered the opportunity to tap into their product expertise and quality-obsessed manufacturing that Japanese companies were known for, and to learn from them in the process.



It turned out that these companies were so good that we could almost drop off a drawing package and pick up the product months later. They brought speed, experience, and predictability, and enabled us to be much more effective designers with smaller teams. Every time I’d return from a visit to Japan, I’d feel a sense of accomplishment and excitement. It was like night and day compared with using our internal manufacturing organization.



This pattern repeated itself over the next few decades as I worked at other companies. When Japan became too costly and less efficient, I went to Taiwan and later China, as each of these countries developed their manufacturing capabilities.



The U.S. could have created similar capacity over the years, especially after the Cold War, but never did. Manufacturing was just never considered an important need. It was not glamorous and never considered to be strategic.



In the 1990s, when a company I cofounded, ThinkOutside, invented the Stowaway folding keyboard, we found a Taiwan keyboard company that was experienced with manufacturing tiny key mechanisms, and partnered with them. Like many other companies working to get products to market quickly, we were doing what we did best and letting others do what they did best.At this time, there were a few contract manufacturers in the U.S., including Solectron and Flextronics, that could manufacture others’ products in their plants in the U.S. and elsewhere in the world. They started with printed circuit boards and had expanded into complete product manufacturing; they also had some design capabilities.



This evolution mirrored the tech industry’s growing reliance on outsourced manufacturing, driven by cost, scale, and time-to-market pressures. But I found that the U.S.-based options were bureaucratic lumbering giants, reminding me of my Polaroid manufacturing experiences. They wanted only to take on large-volume projects from well-established companies, and rarely took the kind of risks that Asian companies did.



Asia becomes the world’s manufacturer



Meanwhile, Taiwan and China were becoming destinations for companies to build technically complex products because they were so good at it. They were aided by huge government investments in office parks, infrastructure, and free-trade zones.



Taiwan quickly moved from building calculators in the 1970s to notebook computers in the 1980s. James Fallows chronicled the rise of China in his famous three-part 2007 article in The Atlantic, “China Makes, The World Takes,” as China became the manufacturer for the world.



Scores of Chinese companies became available to manufacture a customer’s original design. They were known as original equipment manufacturers, or OEMs. If they offered their own designs that a customer could sell under its name, they were called original design manufacturers, or ODMs.



It was a win-win partnership. We used China to build our products, and they relied on us keep their factories running by marketing and selling products they designed.



Companies often specialized in specific product categories. If you wanted to build a particular type of product, you’d go to a company that was already building something similar. You tapped into their expertise, supplier relationships, and buying power, and everyone would benefit from the economies of scale and relevant experience.



While some first-time customers worried about two competing products being made by the same OEM, each company’s areas were usually secured from the other. When I worked on the Barnes &amp; Noble Nook e-reader, we used Foxconn, the same manufacturer that built the Amazon Kindle. That allowed us to go from an initial concept to market in less than a year.



Product designers large and small now had a destination where they could bring their product designs and get them manufactured quickly and efficiently. You no longer needed to be a Sony to have access to manufacturers. Chinese factories enabled thousands of companies across the United States and the world to turn their ideas into viable products.



As these OEMs and ODMs grew in number, component manufacturers and other suppliers opened their own factories nearby, close to the facilities using their parts, providing even greater efficiency and faster time to market.



As an example of how effective this was, I was about to ship the initial lot of a new consumer electronic product to the U.S. from Shenzhen, the Chinese technology hub adjacent to Hong Kong, and it was to arrive just before going on sale. At the last moment, I found an error in the instruction manual that needed to be fixed before the product could ship. We called the printer, which was a few blocks away. It made the correction, and delivered correctly printed manuals two hours later.



During this time, we never considered that we were taking jobs from Americans. Nothing like this ever existed in the U.S.—not the industry, the factories, nor the workers. What China offered was unique.



Apple was late to the game



When I joined Apple in 1994 to work on the Newton MessagePad personal digital assistant, the company was manufacturing most of its computers in its own factories in California, Colorado, Ireland, and Singapore, even though other computer companies had been outsourcing most of their notebooks to Taiwan for years.



The first version of Newton, the MessagePad 100, was developed with Sharp Electronics in Japan because of that company’s expertise in building handheld products such as its Wizard organizer. But its cost came in way above plan, and I was asked to quickly develop a new model at a more affordable cost.



Apple’s internal manufacturing organization had neither the interest nor experience to master products like the Newton. Its leaders considered our product to be a nuisance and encouraged us to find our own manufacturer.



Taiwan was the obvious answer. After all, that’s where Sharp was now building its second-generation Wizards, and where most of the world’s calculators and notebook computers were being built, other than Apple’s. The new Newton MessagePad 110 was the first time Apple developed a product to be manufactured in Taiwan.I flew to Taipei and spent two weeks visiting potential manufacturers, mostly notebook and calculator manufacturers. We selected Inventec, a $320 million manufacturer at the time. It was busy producing calculators for Texas Instruments, phones and fax machines for telecom companies, and notebook computers for Compaq and Zenith.



But we ran into an immediate challenge. Inventec would need an $800,000 machine to assemble the processor chip powering the Newton, machinery not yet used in Taiwan. The company’s CEO, Richard Lee, insisted on buying it at Inventec’s expense. He never considered it a burden, explaining it would give them new capabilities.



Inventec assigned a group that began working with our Apple design team. We began with a handshake deal while Lee suggested we negotiate a contract in parallel. We all knew drawing up contracts could take many months, particularly at Apple, and he didn’t want to lose that time.



Our joint team of about a half-dozen engineers met monthly in Taipei. The industrial designer on the team, Jony Ive, had recently joined Apple. This would be one of his first projects, and his first time he’d been to Taiwan. (I later learned that he complained to his boss about how hard I made him work.)



The product was completed in eight months and went on to fail almost as badly as the first model. Sales volumes were about 10% of plan. A few months later when I apologized to Lee, he told me not be concerned. He was happy to be working with Apple and considered this to be a win. He was thinking of the long term, and was proud of the Apple relationship. I was embarrassed.



Inventec went on to develop and build notebook computers, servers, and a range of other products for most of the world’s technology companies, including Apple. Its revenues for 2025 were $22 billion.



How design impacts manufacturing



The Newton was constructed like most other consumer tech products at the time. It consisted of a molded plastic clamshell enclosure, a large printed circuit board populated with electrical components, a pressure sensitive touch screen, a stylus, and a battery compartment that held four AA cells. Ive’s design contribution was creating a beautiful fluid-looking package that made the product look smaller than it was. It was nicely done, but its fit and finish were not dissimilar from other products being produced at the time, such as Nokia phones. 



Years later, when Ive became Apple’s senior VP of industrial design, he elevated its design to a level never seen in consumer products. I recall seeing the first iPhone and marveling at how precisely the parts fit together, the flawless finishes of the parts, and the use of new materials never employed at mass scale.  His designs set a new standard for all consumer tech products. Other products suddenly seemed crude by comparison.



Apple’s design and manufacturing engineers were responsible for putting these new designs into mass production. It certainly could not be done in the U.S., which didn’t even have the ability to build much simpler products. The new design standards with the ultraprecise fit and finish meant that the products needed to be built China.



When I hear politicians demanding that iPhones be built in the U.S., it’s clear they have no understanding of how products are created and built. You can’t just wish it to happen. You would need to create much of what China and Taiwan have built over the past 30 years.



It’s not just setting up factory buildings filled with assembly machinery and workers. You would need the entire infrastructure of suppliers and manufacturers of the parts that go into the products: the factories to build displays, batteries, and electronic components. You’d require the experience, and the right attitude.



Shipping the components from China and doing final assembly in the U.S. would also cause huge issues. Let’s suppose you bring displays in from China, and they have a defect. If you were building the product in Shenzhen, you’d call the display company that’s an hour away and they would have engineers in your factory in a few hours to address the problem or provide new parts. Try that from the United States, and you would likely shut down your assembly line for several weeks.



Now consider what would happen once you multiply this by the thousands of parts and processes that go into a product. Not only is it inefficient, it’s also just not practical to build these products here. It makes as much sense as building an automobile in the Arctic from parts made in Detroit.



The Mac Mini isn’t an iPhone



With all this said, Apple, under pressure to bring products back to the U.S., has agreed to build Mac minis in Houston. They have asked Foxconn, the same company that has built, staffed, and managed much of Apple’s China manufacturing, to create and operate the assembly operation.



The Mac mini is a much simpler and lower volume product than the iPhone. Essentially, it’s a printed circuit board assembly housed in an aluminum box. But it will still require many of its components to be shipped from China. Politically, it may be a good move, but practically, it means very little.



It will be interesting to see if Apple’s new CEO, John Ternus, makes any fundamental changes to Tim Cook’s manufacturing strategy. As a product designer, I’m guessing that Ternus—who is also a product designer—wants to get his new products to market in the fastest and most efficient way possible and will continue to rely on Asia. That approach has helped make so many of his past products huge successes.



 ]]></description>
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<pubDate>Tue, 06 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Why, America, can’t, build, the, iPhone</media:keywords>
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<title>Consumer brands are digital health’s missing link</title>
<link>https://thebusinesseconomic.com/consumer-brands-are-digital-healths-missing-link</link>
<guid>https://thebusinesseconomic.com/consumer-brands-are-digital-healths-missing-link</guid>
<description><![CDATA[ At the EWA, we enable C-suite women to mentor each other to achieve personal and professional success. I am honored to share insights from thought leaders who are part of our peer-to-peer community.



This month I introduce Annie Bloomquist, a consumer and digital health executive who has spent her career at the intersection of consumer trust and emerging technology. She led transformations across retail, consumer products, and digital health. She serves on the board of a private equity-backed medical device company and advises growth-stage companies on strategy, commercial execution, and scaling.



Segil: Consumers are buying health and wellness technology in record numbers, yet research shows only a fraction achieving their wellness goals. What’s the gap, and who is responsible for closing it?



Bloomquist: Eighty-four percent of consumers in the U.S. say wellness is their priority. Consumers are wearing their devices and downloading apps. What is failing is the sustained connection that converts intention into behavior change over time. The technology has to work by being effortless, ambient, and acting on behalf of the consumer rather than demanding attention from them. Technology alone does not sustain a relationship. The industry has underinvested in the longitudinal trust that makes a consumer keep going when motivation fades. The tools and data exist. What has been missing is the relationship consumer brands are built to provide.



Segil: You state the most valuable asset a consumer brand brings to health is not its product.



Bloomquist: Yes, the most valuable asset is the relationship. It’s the longitudinal trust accumulated over years of daily life, and the data that trust makes possible. Consumers who believe in a brand share more honestly, longer. That’s what turns a consumer dataset into a scientific asset. What clinical health platforms cannot easily replicate is that earned relationship. The ones who get it right treat the consumer relationship as infrastructure and build the health platform on top of it.



Segil: You have led this kind of transformation from the inside. What didn’t you appreciate until you were in it?



Bloomquist: It is difficult to hold two business models simultaneously. Either the legacy business wins and the platform never gets the resources it needs, or leadership moves too fast and breaks the foundation that is paying for the future. What holds both together is a leadership team that can make the case for both simultaneously.



The patience requirement is different for clinical and scientific partnerships versus commercial ones. It is built over years, not quarters.



Realizing the consumer has begun to trust you with something far more intimate than you asked for is not a problem. It is the most significant obligation the work creates.



Segil: Consumer brands are accustomed to partnerships with defined short-cycle commercial returns. How does that logic change when health outcomes are the goal?



Bloomquist: The companies that skip third-party scientific validation, treating it as a marketing expense rather than a foundational investment, will eventually face a credibility ceiling.



Partnerships with health systems, research institutions, and clinical bodies operate on longer cycles and require patient capital. The leaders who get this right treat these relationships as an extension of research and development, not a marketing partnership. They staff and protect them accordingly. Third-party validation converts a skeptical consumer into an engaged one and a skeptical health system into an advocacy channel. It is a flywheel.



Segil: The lines between consumer brands and digital health platforms are blurring. What does that mean for how leaders should think about market opportunity?



Bloomquist: The important question is not what share of an existing market a brand can capture. It’s what becomes accessible as consumer and digital health sectors continue to converge. Consumers increasingly expect health outcomes from the brands they already trust, and health platforms increasingly need the engagement infrastructure that consumer brands have spent decades building.



AI accelerates everything in this space, widening the gap between platforms that have earned longitudinal consumer data. It is the data infrastructure AI needs. A platform trained on years of continuous consumer engagement will outperform one trained on episodic clinical encounters.



The ones who get it right define the business by what it enables, not what it sells.



Segil: What’s your message to the consumer brand executive or board who see this opportunity but hasn’t yet committed to it?



Bloomquist: The window is real. Consumer brands bring something that digitally native health platforms are spending years trying to build: an existing relationship and longitudinal behavioral data. The brands that move with intention now, building clinical credibility and staffing for the right leadership, will define the next decade of health outcomes at scale. The ones that wait will find the consumer trust advantage competed away by digitally native health brands that are learning the consumer relationship faster than most incumbents expect.



Larraine Segil is founder, chair, and CEO of the Exceptional Women Alliance. ]]></description>
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<pubDate>Tue, 06 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Consumer, brands, are, digital, health’s, missing, link</media:keywords>
</item>

<item>
<title>The best 5 business car hire or leasing providers for small businesses</title>
<link>https://thebusinesseconomic.com/the-best-5-business-car-hire-or-leasing-providers-for-small-businesses</link>
<guid>https://thebusinesseconomic.com/the-best-5-business-car-hire-or-leasing-providers-for-small-businesses</guid>
<description><![CDATA[ By Henry Williams on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Compare five of the best business car hire and leasing providers for small businesses, including Enterprise-Rent-A-Car, Select, and Nationwide
The post The best 5 business car hire or leasing providers for small businesses appeared first on Small Business UK. ]]></description>
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<pubDate>Tue, 06 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, best, business, car, hire, leasing, providers, for, small, businesses</media:keywords>
</item>

<item>
<title>UAE threatens to pull billions from UK over Man City ruling</title>
<link>https://thebusinesseconomic.com/uae-threatens-to-pull-billions-from-uk-over-man-city-ruling</link>
<guid>https://thebusinesseconomic.com/uae-threatens-to-pull-billions-from-uk-over-man-city-ruling</guid>
<description><![CDATA[ 
Bloomberg and The Telegraph report that billions of pounds of UAE investment in the UK are at risk after the Premier League&#039;s Manchester City ruling. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/shutterstock_2487245921-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>UAE, threatens, pull, billions, from, over, Man, City, ruling</media:keywords>
</item>

<item>
<title>Richard Megson on why people, not AI, will fix the home&#45;moving process</title>
<link>https://thebusinesseconomic.com/richard-megson-on-why-people-not-ai-will-fix-the-home-moving-process</link>
<guid>https://thebusinesseconomic.com/richard-megson-on-why-people-not-ai-will-fix-the-home-moving-process</guid>
<description><![CDATA[ 
ASAP managing director Richard Megson on sales progression, what 2,000 customer reviews say about moving home and why AI alone will not fix the process ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/Richard-Megson-768x768.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Richard, Megson, why, people, not, AI, will, fix, the, home-moving, process</media:keywords>
</item>

<item>
<title>Dr Nilesh R. Parmar on the business of dentistry and delegating</title>
<link>https://thebusinesseconomic.com/dr-nilesh-r-parmar-on-the-business-of-dentistry-and-delegating</link>
<guid>https://thebusinesseconomic.com/dr-nilesh-r-parmar-on-the-business-of-dentistry-and-delegating</guid>
<description><![CDATA[ 
Parmar Dental clinical director Dr Nilesh R. Parmar on the business of dentistry, following his father into practice and why reputation compounds. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/10/IMG_3468-768x768.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Nilesh, Parmar, the, business, dentistry, and, delegating</media:keywords>
</item>

<item>
<title>Best Cloud&#45;Based E&#45;Learning Authoring Tools</title>
<link>https://thebusinesseconomic.com/best-cloud-based-e-learning-authoring-tools</link>
<guid>https://thebusinesseconomic.com/best-cloud-based-e-learning-authoring-tools</guid>
<description><![CDATA[ 
Setting up new software used to mean a call to IT, a licence request, and a wait. For a lot of UK businesses building their first in-house training programme, that delay is often the real barrier, not the training content itself. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2025/07/shutterstock_2463118119-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Best, Cloud-Based, E-Learning, Authoring, Tools</media:keywords>
</item>

<item>
<title>The 90&#45;Day AI Product Build: How Series A Teams Can Ship Without Overhiring Or Losing Code Ownership</title>
<link>https://thebusinesseconomic.com/the-90-day-ai-product-build-how-series-a-teams-can-ship-without-overhiring-or-losing-code-ownership</link>
<guid>https://thebusinesseconomic.com/the-90-day-ai-product-build-how-series-a-teams-can-ship-without-overhiring-or-losing-code-ownership</guid>
<description><![CDATA[ 
Series A teams often face a timing problem. Investors expect product progress, customers expect useful releases, and engineering leaders still need to protect reliability. Hiring a full product squad can solve capacity gaps, but it also creates recruiting delays, management overhead, and long-term payroll commitments before the product proves demand. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2760057305-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, 90-Day, Product, Build:, How, Series, Teams, Can, Ship, Without, Overhiring, Losing, Code, Ownership</media:keywords>
</item>

<item>
<title>Affected by layoffs? Don’t miss this $75 deal for your TechCrunch Disrupt 2026 Expo+ Pass</title>
<link>https://thebusinesseconomic.com/affected-by-layoffs-dont-miss-this-75-deal-for-your-techcrunch-disrupt-2026-expo-pass</link>
<guid>https://thebusinesseconomic.com/affected-by-layoffs-dont-miss-this-75-deal-for-your-techcrunch-disrupt-2026-expo-pass</guid>
<description><![CDATA[ Your next opportunity could be one conversation away. Get your Expo+ Pass for just $75. Limited to the first 100 qualifying people. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2024/05/breakout_1200x600.png" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Affected, layoffs, Don’t, miss, this, 75, deal, for, your, TechCrunch, Disrupt, 2026, Expo, Pass</media:keywords>
</item>

<item>
<title>Apple says it’s tightening macOS ‘Full Disk Access’ controls due to new risks from AI agents</title>
<link>https://thebusinesseconomic.com/apple-says-its-tightening-macos-full-disk-access-controls-due-to-new-risks-from-ai-agents</link>
<guid>https://thebusinesseconomic.com/apple-says-its-tightening-macos-full-disk-access-controls-due-to-new-risks-from-ai-agents</guid>
<description><![CDATA[ Apple says it will add new controls around macOS’s Full Disk Access permission, warning that increasingly capable AI agents make broad access to users’ files, messages, mail, and browsing history riskier. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2022/07/CMC_1580.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Apple, says, it’s, tightening, macOS, ‘Full, Disk, Access’, controls, due, new, risks, from, agents</media:keywords>
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<item>
<title>Meta wants your next gadget to be Muse&#45;infused</title>
<link>https://thebusinesseconomic.com/meta-wants-your-next-gadget-to-be-muse-infused</link>
<guid>https://thebusinesseconomic.com/meta-wants-your-next-gadget-to-be-muse-infused</guid>
<description><![CDATA[ Meta wants Muse in your TV and your toaster, so it&#039;s giving the code away for free. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/mark-zuckerberg-muse-charm-getty.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Meta, wants, your, next, gadget, Muse-infused</media:keywords>
</item>

<item>
<title>Sanders introduces bill to ban the federal government from using Flock</title>
<link>https://thebusinesseconomic.com/sanders-introduces-bill-to-ban-the-federal-government-from-using-flock</link>
<guid>https://thebusinesseconomic.com/sanders-introduces-bill-to-ban-the-federal-government-from-using-flock</guid>
<description><![CDATA[ The proposed legislation would extend to all automotica license plate readers. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/flock-protest.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Sanders, introduces, bill, ban, the, federal, government, from, using, Flock</media:keywords>
</item>

<item>
<title>Sean Parker is rebuilding Stability AI around music</title>
<link>https://thebusinesseconomic.com/sean-parker-is-rebuilding-stability-ai-around-music</link>
<guid>https://thebusinesseconomic.com/sean-parker-is-rebuilding-stability-ai-around-music</guid>
<description><![CDATA[ Sean Parker, who once taught the music industry what asking for forgiveness looks like, is now back with the labels&#039; blessing and money. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/10/Sean-Parker.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 03 Oct 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Sean, Parker, rebuilding, Stability, around, music</media:keywords>
</item>

<item>
<title>U.S. unemployment ticks up to 4.2% as Labor Department releases disappointing job numbers for September</title>
<link>https://thebusinesseconomic.com/us-unemployment-ticks-up-to-42-as-labor-department-releases-disappointing-job-numbers-for-september</link>
<guid>https://thebusinesseconomic.com/us-unemployment-ticks-up-to-42-as-labor-department-releases-disappointing-job-numbers-for-september</guid>
<description><![CDATA[ U.S. employers added a disappointing 29,000 jobs and the unemployment rate ticked up last month, the government reported Friday, a month before voters go to the polls in pivotal midterm elections at a time of discontent over the high cost of living and the state of the economy.Hiring dropped from a revised 133,000 in August, the Labor Department reported. The unemployment rate rose to a still-low 4.2% from 4.1% in August.Economists had expected September payrolls to come in at 90,000.Labor Department revisions also shaved 60,000 jobs off combined July and August payrolls. Average hourly wages were up just 3% last year from a year earlier — smallest year-over-year gain since May 2021.The U.S. job market has proven resilient in the face of a series of shocks — trade wars, persistent inflation, high interest rates and a conflict with Iran that has driven energy prices higher. Friday’s jobs report is the last one that will come out before the Nov. 3 elections that will determine whether President Donald Trump’s Republicans maintain full control of Congress.Futures for the S&amp;P 500 and Nasdaq composite added to their gains after the data was released, while Treasury yields moved lower. The yield on the 10-year Treasury was 5.17%, down from 5.24% a day earlier.The U.S. job market has recovered from a dismal 2025, but ordinary Americans remain unhappy about the economy and the high cost of living.A Thursday poll from The Associated Press-NORC Center for Public Affairs Research finds that only 17% of U.S. adults approve of Trump’s handling of the cost of living. Just 26% approve of his handling of the economy overall, marking a new low.U.S. consumer confidence dropped this month to the lowest level in more than a decade, according to an index published by the Conference Board. One reason: More than 28% of the respondents told the business think tank that they expect fewer jobs to be available in six months, double the 14% who expect more.The online jobs site Glassdoor reports that its employee confidence index, based on how workers view prospects for their own companies, dropped last month to the lowest level in records going back to the beginning of 2016, a period that includes a global pandemic. It was the index’s third record low this year.“Employee confidence has been continuously grinding downward over the last year as workers grow increasingly anxious about everything from layoffs to AI,” said Glassdoor chief economist Daniel Zhao.The public’s misgivings about jobs partly reflect an odd feature of the current labor market: Employers aren’t laying off many workers, but they aren’t hiring many either. A Labor Department measure of gross hiring — before subtracting those who quit or lose their jobs – has been stuck in a rut for more than two years.So economists describe a “low-hire, low-fire” job market in which those who have jobs are mostly secure, but jobseekers struggle to find work. In August, the average unemployed person had been out of work for more than six months, the longest average stretch of joblessness since February 2022.“People know that being laid off is unusually costly right now,” said Glassdoor’s Zhao. “They hear from their friends how long they’ve been out of work and had such a difficult time finding a job. That does make layoffs even more scary than usual.”In that chilly environment, fewer workers are willing to quit their jobs. “They often feel stuck,” Zhao said. “Workers aren’t finding there’s opportunity on the open market to find a better job – one that pays more or offers better work-life balance.”



—Paul Wiseman, AP Economics Writer ]]></description>
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<pubDate>Fri, 02 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>U.S., unemployment, ticks, 4.2, Labor, Department, releases, disappointing, job, numbers, for, September</media:keywords>
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<item>
<title>Expanded pasta recall impacts Walmart’s Bettergoods brand as Listeria contamination fears spread</title>
<link>https://thebusinesseconomic.com/expanded-pasta-recall-impacts-walmarts-bettergoods-brand-as-listeria-contamination-fears-spread</link>
<guid>https://thebusinesseconomic.com/expanded-pasta-recall-impacts-walmarts-bettergoods-brand-as-listeria-contamination-fears-spread</guid>
<description><![CDATA[ Last month, a recall was initiated for select lots of a pasta product sold at Walmart stores nationwide. 



The recall stemmed from concerns that the product could be contaminated with Listeria monocytogenes, a bacterium that can cause serious infection and even death.



Now, the Walmart pasta recall has expanded. Here’s what you need to know.



What’s happened?



On October 1, the U.S. Food and Drug Administration (FDA) published a recall notice about a pasta product.



The product was made by Gias Foods of New York City and sold under Walmart’s Bettergoods brand. However, this is not the first recall notice associated with this product.



Two weeks earlier, on September 15, the original recall of the Gias Foods-produced, Bettergoods-branded pasta was announced.



This original announcement said the recall was limited to only specific lots of the pasta product. However, the new notice posted by the FDA yesterday says that all lots of the Bettergoods pasta product are being recalled.



What is Bettergoods?



Bettergoods is Walmart’s relatively new premium grocery label. As Fast Company reported at the time, Walmart launched the Bettergoods label in 2024 to create a premium private-label brand distinct from its low-cost Great Value brand.



The brand aimed to create a new visual identity for unique products made with higher-quality ingredients—something shoppers with more discretionary dollars would be willing to pay more for.



However, foods sold under the Bettergoods label have been impacted by a few different recalls over the brand’s short lifetime. 



Back in October 2024, some of its waffle products were caught up in a larger multi-brand waffle product recall, and just this past August, a Bettergoods Pistachio Nut Butter product was recalled due to Salmonella fears.



What products are being recalled?



For the latest recall, there is only one product involved:




Name: Bettergoods Authentic Italian Lemon Alfredo Fettuccine



Size: 22 oz



UPC: 194346442706




The recall notice states the product is frozen.



The original recall of the product limited units to certain lot numbers. However, the new recall notice says all lot codes of the product are now included in the recall.



Images of the recalled product’s packaging can be found here.



Where was the recalled product sold?



The recalled product was distributed to Walmart stores nationwide.



What is Listeria?



Listeria is a bacterium that can cause a serious infection.



According to the U.S. Centers for Disease Control and Prevention (CDC), about 1,250 people in the United States contract a Listeria infection each year. Of those, about 172 people die from it, giving the infection a high mortality rate.



While a Listeria infection can affect anyone, the infection is particularly dangerous for certain groups of people, including:




Pregnant women



Newborns



Adults aged 65 or older



People with weakened immune systems




According to the recall notice, routine sampling by state agriculture services revealed that the recalled pasta may contain the harmful bacteria.



What should I do if I have the recalled product?



You should take the product back to its place of purchase for a refund. You can find out the full details of the recall in the recall notice here. ]]></description>
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<pubDate>Fri, 02 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>The archer’s paradox: Why trying harder makes you perform worse</title>
<link>https://thebusinesseconomic.com/the-archers-paradox-why-trying-harder-makes-you-perform-worse</link>
<guid>https://thebusinesseconomic.com/the-archers-paradox-why-trying-harder-makes-you-perform-worse</guid>
<description><![CDATA[ At 18, one of us—Juan Carlos—arrived at the Spanish indoor archery championship expecting to win. He was shooting better than he ever had. But he was an outsider in the Spanish archery community and was training with unorthodox methods at the time. He and his coach, who came from handball and gymnastics, had been the subject of much criticism.



So he competed to prove a point. From the first arrow he tried to achieve perfection. When he didn’t, it rattled him. By the halfway mark he was thinking about the rankings, about what the critics would say, about everything except the next shot. He finished near last and took the public bus home alone and devastated.



After some reflection, he understood what happened: The harder he had tried, the worse he had shot.



Archers use the phrase “archer’s paradox” for a quirk of arrow flight. We have adopted it for something archers know and rarely say out loud: The more you want to hit the center, the more likely you are to miss. In archery, the mechanism is physical. Pressure creates tension, tension degrades fine motor control, and the archer who is trying too hard grips the bow too tightly, holds their breath, forces the release, and watches the arrow go wide. Elite archers describe their best shots as the ones where they did nothing special. They executed the sequence they had trained and let the arrow go.



If you lead people, the same thing can happen to you, and it shows up in ways you may not recognize as trying harder. You overprepare the answer and stop hearing the question. You fill every silence in a tense meeting because the silence feels like losing control. Or you push for the decision today because leaving without one feels like failure. And when you notice yourself getting tense, you try to fix that too. You tell yourself to stay calm, which is just one more thing to strive for, and your judgment narrows a little further.



You struggle for the same reasons archers do. Under pressure your thinking is part of what is stressed, so instructing yourself to think differently is asking the compromised system to repair itself.



We have helped business leaders recognize and learn how to deal with this problem. Over seven years, more than 400 executives in Michael’s leadership program at IMD [the Switzerland-based business school] have shot arrows in an archery experience led by Juan Carlos. The pattern often shows up. As the desire to win increases and as more people watch, stress increases and performance degrades.



Effort is the wrong lever



Here is what happens to an archer who gets overwhelmed mid-competition. They don’t know what’s wrong or how to fix it, so they try harder, which means second-guessing every element of the shot, which further increases stress. Leaders can end up in a similar spiral. One bad exchange creates doubt, doubt creates tension, tension degrades the next exchange, and the cycle accelerates until you are performing well below what you are capable of.



The instinct to apply more effort under pressure is the most reliable way we know to make your performance worse. Juan Carlos relearned this as both an archer and later as coach. The harder he pushed his own knowledge at the athletes he worked with, the less able they were to find their own, and the dependence he was trying to prevent was the result.



Reframing what you need to do



What works is reframing what you are doing. Archers have three strategies you can adopt.



The first is prioritizing process over outcome. During practice, an archer thinks about the specific elements of the process they want to work on and improve: “This arrow, I’m working on back tension through the release.” Do the same before your next difficult meeting. “I must close this deal” puts your attention on something you can’t control. “I’ll ask questions until I understand their concerns” puts it on something you can. Pick one and write it down before you walk in.



The second is to reset your body. One cycle of a four-second inhale, two-second hold, and six-second exhale slows your heart rate through the vagus nerve. Pulling your shoulders back and down for three seconds does something similar through your posture. Both work because they bypass the thinking that is under stress.



The third is an override for the moments when effort is all you can feel. When Juan Carlos’s whole system was failing under pressure, he had one word, push, which meant commit to the shot and keep moving, because analysis at that point only feeds the freeze. Yours should be the simplest version of your leadership in five words or fewer. Some leaders use “ask the next question,” which shifts you from frozen to active and buys time. Write yours down before you need it, because you won’t compose it in the moment.



Archers learn one more thing over years of competition. Execute your process with full commitment and then accept where the arrow lands. If it misses, notice what happened, let it go, and start over.



Try it once this week. Pick the hardest meeting on your calendar, write one process intention on a card, and take one breath cycle at the door. Afterward, judge yourself on whether you executed your intention. How the meeting went is a separate question, and for now it is the less useful one.Adapted from The Archer’s Edge: Ancient Wisdom and Modern Practice for Business Leaders, by Michael Watkins and Juan Carlos Holgado (Wiley)



 ]]></description>
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<pubDate>Fri, 02 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, archer’s, paradox:, Why, trying, harder, makes, you, perform, worse</media:keywords>
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<item>
<title>Joanna Gaines says she and Chip lost sight of Magnolia’s purpose. 1 decision helped them find it again</title>
<link>https://thebusinesseconomic.com/joanna-gaines-says-she-and-chip-lost-sight-of-magnolias-purpose-1-decision-helped-them-find-it-again</link>
<guid>https://thebusinesseconomic.com/joanna-gaines-says-she-and-chip-lost-sight-of-magnolias-purpose-1-decision-helped-them-find-it-again</guid>
<description><![CDATA[ Every founder is subject to burnout, even the founders of a massive lifestyle, retail, and media brand.



Joanna Gaines, co-founder of Magnolia, launched the brand alongside her husband, Chip, nearly 25 years ago. After gaining prominence for renovating houses on the HGTV show Fixer Upper, the two used their company to transform the city of Waco, Texas. They realized they needed to take a break.



On Monday, Gaines discussed how the couple took a three-month hiatus from their business on Hoda Kotb’s Joy 101 podcast. The 48-year-old reflected on her time building the brand and explained why they took the break to embrace the “power of pausing.”



“As far as Magnolia, we’ve been doing this for almost 25 years and we’ve never really stopped. And about three years ago, we stopped seeing vision,” she said on the podcast. “We stopped remembering like, ‘Why are we doing this?’”



The couple ultimately decided that taking a three-month break was the right step to regain sight of the message and intention behind their business. 



“I remember I was like, ‘OK, we’re going to take the summer off,’ which meant disappointing our team, disappointing a lot of things, to just up and leave. So it cost us something,” Gaines told Kotb. “But that three months was time for us to go, ‘We need a break. We need clarity. Why are we building this? What are we doing this for?’ And so that was three years ago.” 



What are some of the signs of burnout?



Allison Schultz, co-founder and coach at Reboot.io and author of The Art of Being Human at Work, told Inc. that the signs of burnout vary from person to person.



“Most folks, when stressed and overwhelmed, show up differently. If you’re overwhelmed, stressed to the max, feel out of touch with your purpose, or haven’t taken care of yourself in a long time, you’re not going to be able to meet the day (and the people you work with) the way you would show up on your best day,” Schultz told Inc.



Melody Wilding, an executive coach and the author of Trust Yourself: Stop Overthinking and Channel Your Emotions for Success at Work, agreed with Schultz, adding that another warning sign is when leaders start to work longer hours, “think about projects constantly, yet get less satisfaction from wins that once energized you.”



She told Inc. that people should look out for repetitive, rigid thought patterns, like: “I can’t stop or I’ll fall behind” or “Everything will fall apart if I step away.”



Jerry Colonna, co-founder and coach at Reboot.io, told Inc. that successful entrepreneurs often struggle to recognize burnout until they’re deep into it, because “so many of the behaviors that produce burnout are precisely the behaviors we reward in entrepreneurs.”



He explained, “We celebrate the founder who works harder, pushes through exhaustion, answers every email, carries everybody’s anxiety, and refuses to quit. We call that grit. Sometimes it is. But sometimes what looks like perseverance from the outside is fear on the inside: fear of disappointing people, fear of losing what we’ve built, fear that if we slow down everything will collapse.”



Paula Davis, founder and CEO of the Stress &amp; Resilience Institute, told Inc. that taking a break can be a strategic decision.



“When you’re in multiple years of growth mode in your business, I think it’s good to take a step back to just recalibrate,” Davis said.



She added that “Joanna said she and Chip needed to reconnect with the why of their business and to assess/take stock of all they had done for the entire 25 years they had been building the business. The three dimensions of burnout are chronic exhaustion, cynicism, and feeling inefficacy—a why-bother-who-cares mentality.  When you start to feel those symptoms, it can take some time for them to reverse course. That’s why catching burnout early is so important.”



Colonna said that leaders can learn to choose to pause instead of pushing through—and that stopping is not the same as quitting. 



“A real pause creates enough distance for us to hear ourselves again. It allows us to distinguish between the needs of the business and the needs of our own frightened, ambitious, approval-seeking selves,” Colonna said. “It can reconnect us with the original intention beneath all the accumulated noise.”



—Lucia Auerbach







This article originally appeared on Fast Company’s sister website, Inc.com. 



Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. ]]></description>
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<pubDate>Fri, 02 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Your CRM was built backwards</title>
<link>https://thebusinesseconomic.com/your-crm-was-built-backwards</link>
<guid>https://thebusinesseconomic.com/your-crm-was-built-backwards</guid>
<description><![CDATA[ When I led global customer success at HubSpot, the customer base grew from roughly 70,000 to more than 220,000 in just four years. Growth at that scale stress-tests every assumption you make about your customer.



At that point, the data required to understand a single customer sat in product logs, billing systems, support queues, and the notes a customer service representative typed based on memory. All that data created a record, but not an understanding.



AI agents are closing the gap. The CRM software category will not survive in its current form, as it is built on disjointed data that is hard to integrate usefully.



THE FUNNEL WAS AN ORG CHART DRAWN SIDEWAYS



The customer journey has evolved from a funnel to a flywheel and then a loop. Every version has the same defect: It focuses on what the company does, in the order the company does it. But that is rarely what happens.



Here’s what happens. A customer who is three months into a contract has two failed logins, an unresolved billing dispute, and an upgrade offer from someone who doesn’t know about either. In Salesforce’s State of the Connected Customer survey, 55% of customers said it feels like they’re dealing with individual departments rather than a unified company, and 56% said they must repeat themselves to different reps. That’s been tolerable in the past because software could only provide information to a human, and a human can only see one screen at a time.



NOW THE SOFTWARE DOES THE WORK



Tech companies are focused on getting Agentic AI to shift siloed data into databases while developing tools that find the information and process it into an answer. Now clients pay for the result rather than the tool. For example, when using a support agent, the client pays per issue resolved rather than per seat to use the software.



Foundation Capital’s Jaya Gupta and Ashu Garg coined this shift Service as Software and see it as a $4.6 trillion opportunity. Service as Software started in customer support because the function is high-volume, high-value, and has a measurable outcome: resolution. Gartner expects agentic AI to autonomously resolve 80% of common service issues by 2029, cutting operating costs 30%.



But software that does the work has to know the customer, and that requires rebuilding these five stages of the customer journey.



1. Discovery: The search box becomes a conversation.



For 20 years, product discovery has happened through typing a keyword into a search box that returned a page of results filtered by price. An AI agent consolidates that process, and it becomes marketing’s job to own the conversation.



2. Sales: One relationship, every channel.



People don’t communicate through one channel. We email, call, text a follow-up, and expect the other person to remember all three. Someone asks a question in chat, then gets a form, a marketing email, and a call from someone who never read the chat.



An AI agent that holds the whole relationship carries the thread across every channel, the way the best salespeople do for the customers they know by name. It can also do what no person can do at scale: notice something changed and reach out first.



3. Onboarding: The first week decides the relationship.



The contract was just signed. Everything the customer said before the purchase stays with whoever made the deal. They receive templated welcome emails, and the first time they need help it’s like the first time they’ve ever spoken to you.



An agent can carry the sales relationship forward from day one, know why the customer bought, and set up the account based on purchase decisions.



4. Support: Five hops, three systems, one outcome.



The most complicated AI deployment I’ve seen manages payment support for a gaming operator. Before the agent replies to a player, it’s already classified the intent, scored the urgency, and checked the language against risk categories that include signs of a problem. If it finds a risk, it switches playbooks, routes the case to the human queue trained for it, and writes the summary into the record at close. That’s five hops, three systems, two rulebooks, no keyword rules, and no manual triage.



5. Renewal: The relationship remembers.



Renewals are where every silo shows up at once. Your system pings you about an upcoming renewal at a set date, regardless of what’s happening with the customer. Meanwhile, the customer is still knee-deep in a recurring issue that hasn’t been fixed. An agent that holds the whole record knows the pain points and what’s being done to fix it. The renewal becomes a continuation of the relationship instead of a bill.



DO IT WHOLESALE, OR DON’T BOTHER



Moving to a solution that focuses on outcomes requires a platform that crosses systems, processes, and standard operating procedures, which is multi-hop reasoning. Multi-hop reasoning lets you reason across multiple systems for knowledge, context, and actions and know what’s relevant for each turn of the conversation. It takes user permissions, access, guardrails, and standard operating procedures into consideration.



Many leaders think that means buying an agent for each department from whichever vendor demos best. That rebuilds the funnel with better tooling, but the integration math is against you. MuleSoft’s 2026 benchmark puts the average organization at 957 applications with only 27% of them connected, and 86% of IT leaders say that AI agents add more complexity than value when they run without proper integration.



When you’re buying an agent, ask:




Does the agent know what happened in the other department’s system?



Can it act in the system, or only read?



When it hands off to a person, does the person inherit the context or start over?




 



THE REWARD IS OUTSIZED



The customer journey was never a sequence of stages. It was a description of our own departments, drawn that way because no system could hold the real thing. What replaces it is one relationship, held in one place, acted on from the first question to the last renewal.



SaaS priced the tool. Service as Software prices the job.



Jonathan Corbin is the founder and CEO of Maven AGI. ]]></description>
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<pubDate>Fri, 02 Oct 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Best payment processors for UK small businesses – 11 of the best</title>
<link>https://thebusinesseconomic.com/best-payment-processors-for-uk-small-businesses-11-of-the-best</link>
<guid>https://thebusinesseconomic.com/best-payment-processors-for-uk-small-businesses-11-of-the-best</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
What&#039;s the best payment system for your small business? We review 11 of the best payment processors for UK SMEs.
The post Best payment processors for UK small businesses – 11 of the best appeared first on Small Business UK. ]]></description>
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<pubDate>Fri, 02 Oct 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Best, payment, processors, for, small, businesses, –, the, best</media:keywords>
</item>

<item>
<title>OpenAI pulls GPT&#45;6.1 Astra release after model falls short on safety</title>
<link>https://thebusinesseconomic.com/openai-pulls-gpt-61-astra-release-after-model-falls-short-on-safety</link>
<guid>https://thebusinesseconomic.com/openai-pulls-gpt-61-astra-release-after-model-falls-short-on-safety</guid>
<description><![CDATA[ 
OpenAI safety concerns have stopped GPT-6.1 Astra reaching users, as the ChatGPT maker apologises for its handling of AI agent breaches in Australia. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/Sam_Altman-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 29 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, pulls, GPT-6.1, Astra, release, after, model, falls, short, safety</media:keywords>
</item>

<item>
<title>Burnham to launch Great British Grid to speed up grid connections</title>
<link>https://thebusinesseconomic.com/burnham-to-launch-great-british-grid-to-speed-up-grid-connections</link>
<guid>https://thebusinesseconomic.com/burnham-to-launch-great-british-grid-to-speed-up-grid-connections</guid>
<description><![CDATA[ 
Andy Burnham will use his conference speech to unveil Great British Grid, a public company to compete for connection projects and speed up grid hook-ups. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Burnham, launch, Great, British, Grid, speed, grid, connections</media:keywords>
</item>

<item>
<title>Vaultus launches financial account for adult industry in UK and EU</title>
<link>https://thebusinesseconomic.com/vaultus-launches-financial-account-for-adult-industry-in-uk-and-eu</link>
<guid>https://thebusinesseconomic.com/vaultus-launches-financial-account-for-adult-industry-in-uk-and-eu</guid>
<description><![CDATA[ 
Vaultus has launched an adult industry account across the UK and EU, offering multicurrency accounts, cards and payment rails to creators and agencies. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Vaultus, launches, financial, account, for, adult, industry, and</media:keywords>
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<item>
<title>Bankrupt Dallaglio to auction 2003 Rugby World Cup winner’s medal</title>
<link>https://thebusinesseconomic.com/bankrupt-dallaglio-to-auction-2003-rugby-world-cup-winners-medal</link>
<guid>https://thebusinesseconomic.com/bankrupt-dallaglio-to-auction-2003-rugby-world-cup-winners-medal</guid>
<description><![CDATA[ 
The Dallaglio World Cup medal from England&#039;s 2003 win is to be auctioned after the former captain was declared bankrupt, estimated at £50,000 to £80,000. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Bankrupt, Dallaglio, auction, 2003, Rugby, World, Cup, winner’s, medal</media:keywords>
</item>

<item>
<title>Smart ring maker Oura delays $15bn Nasdaq float</title>
<link>https://thebusinesseconomic.com/smart-ring-maker-oura-delays-15bn-nasdaq-float</link>
<guid>https://thebusinesseconomic.com/smart-ring-maker-oura-delays-15bn-nasdaq-float</guid>
<description><![CDATA[ 
The Oura IPO has been postponed a week after launch, with the smart ring maker citing market uncertainty despite strong demand at a $15bn valuation. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Smart, ring, maker, Oura, delays, 15bn, Nasdaq, float</media:keywords>
</item>

<item>
<title>With Dazzle, Marissa Mayer bets your camera roll has more info on your life than your inbox</title>
<link>https://thebusinesseconomic.com/with-dazzle-marissa-mayer-bets-your-camera-roll-has-more-info-on-your-life-than-your-inbox</link>
<guid>https://thebusinesseconomic.com/with-dazzle-marissa-mayer-bets-your-camera-roll-has-more-info-on-your-life-than-your-inbox</guid>
<description><![CDATA[ The former Yahoo CEO is introducing a new AI personal assistant based entirely on your photos. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>With, Dazzle, Marissa, Mayer, bets, your, camera, roll, has, more, info, your, life, than, your, inbox</media:keywords>
</item>

<item>
<title>Meta is expanding its AI agent Muse to small businesses</title>
<link>https://thebusinesseconomic.com/meta-is-expanding-its-ai-agent-muse-to-small-businesses</link>
<guid>https://thebusinesseconomic.com/meta-is-expanding-its-ai-agent-muse-to-small-businesses</guid>
<description><![CDATA[ The tech giant says the agent can help owners run their business and find new customers. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Meta, expanding, its, agent, Muse, small, businesses</media:keywords>
</item>

<item>
<title>Still running iOS 26? Update your iPhones, iPads and Macs for this urgent security fix</title>
<link>https://thebusinesseconomic.com/still-running-ios-26-update-your-iphones-ipads-and-macs-for-this-urgent-security-fix</link>
<guid>https://thebusinesseconomic.com/still-running-ios-26-update-your-iphones-ipads-and-macs-for-this-urgent-security-fix</guid>
<description><![CDATA[ Apple says the bug was used to attack &quot;specific targeted individuals&quot; running iOS 26, which the majority of Apple customers are still using. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Still, running, iOS, 26, Update, your, iPhones, iPads, and, Macs, for, this, urgent, security, fix</media:keywords>
</item>

<item>
<title>Fireflies adds dictation to its desktop notetaking apps</title>
<link>https://thebusinesseconomic.com/fireflies-adds-dictation-to-its-desktop-notetaking-apps</link>
<guid>https://thebusinesseconomic.com/fireflies-adds-dictation-to-its-desktop-notetaking-apps</guid>
<description><![CDATA[ Fireflies said that it won&#039;t charge extra for the new dictation feature, which can be used with any desktop app. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2020/01/GettyImages-1009981950.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 29 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Fireflies, adds, dictation, its, desktop, notetaking, apps</media:keywords>
</item>

<item>
<title>OpenAI apologizes to Australia after its AI agents breached government sites</title>
<link>https://thebusinesseconomic.com/openai-apologizes-to-australia-after-its-ai-agents-breached-government-sites</link>
<guid>https://thebusinesseconomic.com/openai-apologizes-to-australia-after-its-ai-agents-breached-government-sites</guid>
<description><![CDATA[ The company also detailed how some of those breaches had happened, and outlined additional measures it is taking to assess the impact of the events. ]]></description>
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<pubDate>Tue, 29 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, apologizes, Australia, after, its, agents, breached, government, sites</media:keywords>
</item>

<item>
<title>Airlines say ticket prices could stay high even if jet fuel costs fall. Here’s why</title>
<link>https://thebusinesseconomic.com/airlines-say-ticket-prices-could-stay-high-even-if-jet-fuel-costs-fall-heres-why</link>
<guid>https://thebusinesseconomic.com/airlines-say-ticket-prices-could-stay-high-even-if-jet-fuel-costs-fall-heres-why</guid>
<description><![CDATA[ Travelers could be stuck paying high airfares even if oil and jet fuel prices fall, major U.S. airlines and industry analysts say.The price of jet fuel shot up after the Iran war began and retreated sharply in the spring before surging again as the summer went on. Such fluctuations make it harder for airlines to plan ahead and give them a reason to be cautious about lowering ticket prices, according to Brett House, an economist who teaches at Columbia Business School.Jet fuel has risen even faster than oil during the war, reflecting both higher crude prices and tight supplies of the refined fuel that is one of airlines’ largest operating expenses. Carriers cut some less profitable flights and raised fares and baggage fees, although major U.S. airlines said higher passenger revenue initially covered only part of their soaring fuel costs.Airfares haven’t moved in lockstep with fuel prices, however. The Argus U.S. Jet Fuel Index plunged from an early April peak of $4.88 a gallon to a wartime low of $2.70 in June, but average fares remained elevated.The average fare, not including optional fees for services such as checked bags and seat selection, rose from $405 in the last three months of 2025 to $428 in the first quarter of this year and to $436 in the April-June period, according to the Bureau of Transportation Statistics.Part of the disconnect between fuel prices and airfares comes down to timing, House said. Airlines typically decide several months in advance how many flights to operate and seats to offer, factoring in expected fuel costs and other expenses. They begin selling tickets even earlier. While prices for seats on the same flight can change repeatedly, airlines can’t charge more for seats already sold if fuel prices suddenly spike, he explained.“It’s not just the level of fuel costs that is a problem or a challenge for airlines,” House said. “It’s also the volatility.”There are few signs of relief so far for travelers as airlines adjust their schedules and prices for the remainder of the year. In August, U.S. airfares were 23% higher than a year earlier, according to the Labor Department. Jet fuel prices kept climbing this month, reaching $4.53 a gallon on Sept. 17, according to the Argus index.At $4.30 a gallon on Friday, the average price across the four U.S. markets the index tracks remained nearly twice the 2025 average. Travelers shopping for holiday flights already are encountering the highest airfares in a decade, travel-booking company Hopper said in a report published the same day.The company, which tracks fares available in flight searches, estimated that during the previous week, a round-trip domestic fare averaged $402 for Thanksgiving travel and $452 for Christmas, 31% and 23% more than last year.And the pressure on airlines and travelers isn’t limited to the United States. Globally, jet fuel averaged about $99 a barrel on Feb. 27, the day before the war began, according to the International Air Transport Association’s Jet Fuel Price Monitor. Prices more than doubled to $209 by early April, fell for nearly three months and reached $195 a barrel in mid-September following their renewed ascent, IATA said, citing data from S&amp;P Global Energy Platts.



Fuel prices can swing overnight while airfares decline more slowly



The renewed pressure on jet fuel prices stems from many of the same disruptions that have sent diesel prices soaring. Fighting has curtailed refinery production and fuel exports from the Middle East, while Ukrainian strikes have damaged Russian refineries. Because diesel and jet fuel are closely related products that compete for refinery output, shortages of one can put additional pressure on the price and availability of the other.IATA expects fuel to account for nearly one-third of airline operating expenses this year, up from about a quarter in 2025.By the time fuel prices jumped again, about 35% of United’s tickets for the final three months of the year were already booked and the airline could not increase those fares retroactively, Chief Financial Officer Mike Leskinen said. The airline expects to recover its higher fuel costs through revenue but not immediately, he said.Speaking about the rising price of jet fuel at a Sept. 16 investor conference, Leskinen said, “I don’t actually care if it stays high. I just need it to stabilize.”The time it takes airlines to recoup their costs means travelers may keep paying for a fuel spike even as prices come down. Jet fuel prices need to fall and stay down for airfares to decline on a sustained basis, said Stephen Treanor, a finance professor at California State University, Chico, who has studied airlines’ exposure to fuel price risk.



Carriers are responding to the latest swing in fuel prices



The speed with which jet fuel prices rose recently has complicated the forecasts of U.S. airlines. As recently as Sept. 10, JetBlue raised its expected average fuel price for the July-September period to $3.96 a gallon. Prices continued climbing afterward, with the Argus U.S. Jet Fuel Index reaching $4.53 a gallon a week later and remaining above $4.25 with just days left in the quarter.Every penny per gallon adds about $10 million to American Airlines’ quarterly fuel bill, Chief Financial Officer Devon May said. Speaking at the same investor conference this month, May said the latest increases would boost the airline’s fourth-quarter fuel costs by about $1 billion.American, United and Southwest Airlines have said they are pruning their flight schedules further, particularly on less-profitable routes, due to higher fuel costs. United, for example, pulled some December flights and warned of further cuts in 2027 if fuel remains expensive. American said it expected to grow more slowly next year than it anticipated a few months ago.Travelers who buy tickets at the last minute are paying a price. The average same-day fare for a one-way domestic Allegiant Air flight jumped 21% in a week, to $280 on Sept. 18, according to a Deutsche Bank analysis of flight pricing. The comparable price for a same-day American Airlines fare was $463, up 6%.For travelers holding out for cheaper fares, the wait could outlast the war itself.“The likelihood that fuel surcharges are going to be rolled back and airfares are going to be brought down is very low over the next few months,” House said.







Associated Press writer Lisa Leff contributed to this report.



—RIO YAMAT, AP Airlines and Travel Writer ]]></description>
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<pubDate>Mon, 28 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>Starbucks store closures: See a list of locations that have shuttered across the country in latest coffeehouse cull</title>
<link>https://thebusinesseconomic.com/starbucks-store-closures-see-a-list-of-locations-that-have-shuttered-across-the-country-in-latest-coffeehouse-cull</link>
<guid>https://thebusinesseconomic.com/starbucks-store-closures-see-a-list-of-locations-that-have-shuttered-across-the-country-in-latest-coffeehouse-cull</guid>
<description><![CDATA[ Last week, Starbucks Coffee Company announced it would close around 250 stores in North America. That’s a cull of 1% of its roughly 18,000 locations in the region. 



However, the coffee giant did not disclose a list of which specific locations would close. But thanks to some media reports and Reddit sleuths, we now have a much clearer idea of the affected stores. Here’s what you need to know.



What’s happened?



As Fast Company reported last week, Starbucks Chief Operating Officer Mike Grams announced on Thursday that the coffee chain would close “approximately 250 coffeehouses later this week.”



Grams said the closures were because the company did not believe the doomed locations could achieve “a path to acceptable financial performance.” The COO also said the stores could not “consistently deliver the experience we want for customers.”



The announcement was no doubt a shock to many Starbucks employees, but it also created uncertainty because Starbucks did not provide a list of locations that would be closing. 



This likely left many staff and customers wondering, “Is my store on the closing list?”



Four days after the announcement, Starbucks still hasn’t released a list of closing locations, but since Grams said the closures would happen last week, it’s been relatively easy for the media and some clever Reddit sleuths to piece together their own lists of stores that were part of the cull.



As of Monday, the store closures now appear to be reflected on Google and in Starbucks’s own store locator tool.



List of closing Starbucks locations



NBC affiliate KGW8 in Portland, Oregon, was one of the first to publish a list of stores swept up in the Starbucks closures last week. The news outlet it has confirmed closures in 33 states, the District of Columbia, and Canada. 



The hardest-hit regions are California with 43 closures, and New York, with 16 closures.



The full KGW8 list includes:



Alabama




Anniston: 30 Nicole Lane, Anniston, AL 36206



Attalla: 720 Gilbert Ferry Road SE, Attalla, AL 35954



Decatur: 2005 6th Ave. SE, Decatur, AL 35601



Florence: 1161 Florence Blvd., Florence, AL 35630



Tuscaloosa: 405 15th St., Tuscaloosa, AL 35401




Arkansas




Beebe: 2071 W. Center St., Beebe, AR 72012



Conway: 905 E. Oak St., Conway, AR 72032



Greenbrier: 91 S. Broadview St., Greenbrier, AR 72058



Little Rock: 13820 David O’Dodd Road, Little Rock, AR 72210



Little Rock: 3915 S. University, Little Rock 72204




Arizona




Chandler: 885 N. 54th St., Chandler, AZ 85226



Mesa: 3550 E. Southern Ave., #104, Mesa, AZ 85204



Mesa: 9100 E. Apache Trail, Mesa, AZ 85207



Tucson: 2121 N. Craycroft Road, Tucson, AZ 85712



Tucson: 6210 E. Broadway Blvd., Tucson, AZ 85711




California




Aliso Viejo: 27072 La Paz Road, Aliso Viejo, CA 92656



Azusa: 710 S. Azusa Ave., Azusa, CA 91702



Burbank: 4207 Riverside Drive, Burbank, CA 91505



Calabasas: 26531 Agoura Road, Calabasa, CA 91302



Century City: 1875 Century Park E., Watt Plaza Towers, Century City, CA 90067



Chatsworth: 20790 Nordhoff St., Chatsworth, CA 91311



Concord: 1701 Willow Pass Road, Concord, CA 94520



Cypress: 10953 Meridian Drive, Cypress, CA 90630



Encinitas: 1560 Leucadia Blvd., Encitas, CA 92024



Freedom: 2024 Freedom Blvd., Freedom, CA 95019



Fresno: 704 W. Shaw Ave., Fig Garden Village, Fresno, CA 93704



Fresno: 2635 E. Shaw, Fresno, CA 93710



Gilroy: 795 First St., Gilroy, CA 95020



Hercules: 3700 San Pablo Ave., Hercules, CA 94547



Lafayette: 3547 Mt. Diablo Blvd., Suite A, Lafayette, CA 94549 (last day Friday)



Laguna Woods: 24281 Moulton Pkwy., Laguna Woods, CA 92637



Los Angeles: 555 W. 5th St., Los Angeles, CA 90013



Los Angeles: 639 N. Broadway, Los Angeles, CA 90012



Los Angeles: 801 S. Olive St., Los Angeles, CA 90014



Los Angeles: 2952 Beverly Glen Circle, Los Angeles, CA 90077



Los Angeles: 5757 Wilshire Blvd., Los Angeles, CA 90036



Los Angeles: 6081 Center Drive, Los Angeles, CA 90045



Merced: 5 E. 23rd St., Merced, CA 95340



Millbrae: 119 N. Rollins Road, Millbrae, CA 94030



Mountain View: 1037-C El Monte Ave., Mountain View, CA 94040



North Hollywood: 5166 A Lankershim Blvd., North Hollywood, CA 91601



Ontario: 4321 E. Ontario Mills Pkwy., Ontario, CA 91764



Oroville: 2040 3rd St., Oroville, CA 95965



Panorama City: 7902 Van Nuys Blvd., Panorama City, CA 91402



Pasadena: 3429 E. Foothill Blvd., Pasadena, CA 91107



Rancho Santa Margarita: 28562 Oso Pkwy., Rancho Santa Margarita, CA 92688



Roseville: 10441 Fairway Drive, Roseville, CA 95678



Rowland Heights: 19759 Colima Road, Rowland Heights, CA 91748



Sacramento: 1901 J. St., Sacramento, CA 95811



Sacramento: 2648 Watt Ave., Sacramento, CA 95821



Sacramento: 3511 Truxel Road, Sacramento, CA 95834



Sacramento: 8240 Calvine Road, Sacramento, CA 95828



Sacramento: 8341 Elk Grove Florin Road, Sacramento, CA 95829



San Bernadino: 291 E. Hospitality Lane, San Bernadino, CA 92408



San Carlos: 1135 Industrial Road, San Carlos, CA 94070



San Carlos: 1187 San Carlos Ave., San Carlos, CA 94070



San Diego: 111 W. Harbor Drive, San Diego, CA 92101 (already closed)



San Diego: 3675 Murphy Canyon Road, San Diego, CA 92123



San Diego: 4134 Adams Ave., San Diego, CA, 92116



San Diego: 7415 Clairemont Mesa Blvd., San Diego, CA 92111



San Diego: 7750 Copley Park Place, San Diego, CA 92111



San Diego: 9449 Kearny Mesa Road, San Diego, CA 92126



San Jose: 1205 The Alameda, San Jose, CA 95126



San Luis Obispo: 253 Madonna Road, San Luis Obispo, CA 93405



San Luis Obispo: 1075 Court St., San Luis Obispo, CA 93401



San Luis Obispo: 3970 Broad St., San Luis Obispo, CA 93401



Santa Ana: 2800 N. Main St., Santa Ana, CA 92705



Santa Monica: 1030 Wilshire Blvd., Santa Monica, CA 90401



Santa Monica: 2901 Main St., Santa Monica, CA 90405



Santa Rosa: 138a Calistoga Road, Santa Rosa, CA 95409



Santa Rosa: 2240 Mendocino Ave., Santa Rosa, CA 95403



Soquel: 2740 41st St., Soquel, CA 95073



South San Francisco: 176 Gateway Blvd., South San Francisco, CA 94080



Stevenson Ranch: 25289 The Old Road, Stevenson Ranch, CA 91381



Temecula: 29588 Rancho California Road, Temecula, CA 92591



Tustin: 3089 Edinger Ave., Tustin, CA 92780



Upland: 1943 North Campus Ave., Upland, CA 91784



Walnut: 22019 Valley Blvd., Walnut, CA 91789



Walnut Creek: 1663 N. California St., Walnut Creek, CA 94596



Westlake Village: 2755 Agoura Road, Westlake Village, CA 91361




Colorado




Colorado Springs: 4465 Centennial Blvd., Colorado Springs, CO 80907



Colorado Springs: 7331 Central Rail Point, Colorado Springs, CO 80915



Colorado Springs: 21 Spectrum Loop, Colorado Springs, CO 80921



Denver: 10005 Grant St., Unit F, Denver, CO 80229



Denver: 9925 E. Hampden Ave., Denver, CO 80231



Grand Junction: 2601 Dos Rios Drive, Grand Junction, CO 81501



Lafayette: 565 W. South Boulder Road, Lafayette, CO 80026



Wheat Ridge: 3820 Wadsworth Blvd., Wheat Ridge, CO 80033




Connecticut




Manchester: 350 Buckland St., Manchester, CT 06042



West Hartford: 1449B New Britain Ave., West Hartford, CT 06110




Florida




Aventura: 19505 Biscayne Blvd., Aventura, FL 33180



Fort Myers: 4790 Colonial Blvd., Fort Myers, FL 33966



Longwood: 406 Myrtle St., Longwood, FL 32750



Melbourne: 1700 W. New Haven Ave., Melbourne, FL 32904



Oviedo: 7111 Red Bug Lake Road, Oviedo, FL 32765



Sarasota: 5329 Fruitville Road, Sarasota, FL 34232



St. Augustine: 2345 State Road 16, St. Augustine, FL 32084



Tallahassee: 2308 Apalachee Pkwy., Tallahassee, FL 32301



West Palm Beach: 226 Clematis St, West Palm Beach, FL 33401




Idaho




Emmett: 2155 S Substation Road, Emmett, ID 83617



Garden City: 5586 N. Maple Grove Road, Garden City, ID 83714




Illinois




Joliet: 480 Houbolt Road, Joliet, IL 60431



Rockford: 2137 S. Perryville Road, Rockford, IL 61112




Kentucky




Lexington: 101 Hat Trick Way, Lexington, KY 40509



Lexington: 1745 Sharkey Way, Lexington, KY 40511




Maryland




Chester: 120 Chester Station Lane, Chester, MD 21619



Easton: 28575 Marlboro Ave., Easton, MD 21601



Frederick: 104 N. Market St., Frederick, MD 21701



Pocomoke City: 153 Newtowne Blvd, Pocomoke City, MD 21851



Rockville: 11860 Grand Park Ave., Rockville, MD 20852



Silver Spring: 12255 Prosperity Drive, Silver Spring, MD 20904




Massachusetts




Boston: 8 N. Market St., Boston, MA 02109



Boston: 125 Summer St., Boston, MA 02110



Holyoke: 50 Holyoke St., Holyoke, MA 01040




Michigan




Manistee: 200 E. Parkdale Ave., Manistee, MI 49660




Minnesota




Mankato: 1610 Interlachen Trail, Mankato, MN 56001




Missouri




Perryville: 1111 S. Perryville Blvd., Perryville, MO 63775



St. Louis: 7901 Watson Road, St. Louis, MO 63119



University City: 6621 Delmar Blvd., University City, MO 63130




Nebraska




Grand Island: 3665 Prarieview St., Grand Island, NE 68803



Gretna: 19513 Oakmont Dr, Gretna, NE 68028



Omaha: 4707 S. 96th St., Omaha, NE 68127



Omaha: 12201 Fort St., Omaha, NE 68164



Papillion: 9550 S. 71st Plaza, Papillion, NE 68133




Nevada




Las Vegas: 3150 Paradise Road, Las Vegas, NV 89109



Reno: 470 S. Meadows Pkwy., Reno, NV 89521




New Jersey




Milburn: 343 Millburn Ave., Millburn, NJ 07041



Willingboro: 4380 Route 130, Willingboro, NJ 08046




New York




Amherst: 1703 Niagara Falls Blvd., Amherst, NY 14228



Blasdell: 3540 McKinley Pkwy., Blasdell, NY 14219



Brighton: 1914 Monroe Ave., Brighton, NY 14618



Brooklyn: 476 4th Ave., Brooklyn, NY 11215



Commack: 125 Crooked Hill Road, Commack, NY 11725



Fairport: 64 S. Main St., Fairport, NY 14450



Greenvale: 114 Northern Blvd., Greenvale, NY 11548



Islip: 455 Main St., Islip, NY 11751



New Rochelle: 726 North Ave., New Rochelle, NY 10801



New York: 11 Penn Plaza, W. 32nd St. (between 6th &amp; 7th), New York, NY 10001



New York: 15 Carlisle St., New York, NY 10006



New York: 50 Lexington Ave., New York, New York, NY 10010



New York: 99 Wall St., New York, NY 10005



New York: 100 William St., New York, NY 10038



New York: 125 Chambers St, New York, NY 10007



New York: 125 St. Marks Place, New York, NY 10009



Yonkers: 2458 Central Park Ave., Yonkers, NY 10710




North Carolina




Charlotte: Gateway Village: 800 W. Trade St., Charlotte, NC 28202



Charlotte: 9335 N. Tryon St., Charlotte, NC 28262



Winston-Salem: 2015 Frontis Plaza Blvd., Winston-Salem, NC 27103



Winston-Salem: 2309 Winterhaven Lane, Winston Salem, NC 27103




North Dakota




Fargo: 2377 S. University Drive, Fargo, ND 58103



Grand Forks: 4641 S. Washington St., Grand Forks, ND 58201




Ohio




Cleveland Heights: 3093 Mayfield Road, Cleveland Heights, OH 44118



Columbus: 1014 N. High St., Columbus, OH 43201



Columbus: 4015 Easton Station, Columbus, OH 43219



Oakwood Village: 23181 Broadway Ave., Oakwood Village, OH 44146




Oregon




Eugene: 2830 Willamette St., Eugene, OR 97405



Milwaukie: 14585 SE McLoughlin Blvd., Milwaukie, OR 97267



Portland: 2880 SE Powell Blvd., Portland, OR 97202



The Dalles: 380 Lone Pine Blvd, The Dalles, OR 97058



West Linn: 22000 Willamette Drive, West Linn, OR 97068




Pennsylvania




Blairsville: 345 Resort Plaza Drive, Blairsville, PA 15717



Gap: 5360 Lincoln Hwy., Gap, PA 17527



Philadelphia: 2201 South St., Philadelphia, PA 19146 



Philadelphia: 1018 N. 2nd St., Philadelphia, PA 19123



Pittsburgh: 4765 Liberty Ave., Pittsburgh, PA 15224



Stroudsburg: 745 Main St., Stroudsburg, PA 18360




Rhode Island




East Greenwich: 555 Main St., East Greenwich, RI 02818



Warwick: 1727 Post Road, Warwick, RI 02888




South Carolina




Anderson: 1430 Pearman Dairy Road, Anderson, SC 29625



Darlington: 1002 Lochend Drive, Darlington, SC 29532



Murrells Inlet: 11860 Hwy. 707, Murrells Inlet, SC 29576



Taylors: 5008 Old Spartanburg Road, Taylors, SC 29687




Tennessee




Jonesborough: 1504 E. Jackson Blvd., Jonesborough, TN 37659



Madison: 1907 Gallatin Pike N., Madison, TN 37115



Memphis: 3027 Covington Pike, Memphis, TN 38128



Nashville: 7083 Hwy. 70 S., Nashville, TN 37221




Texas




Atlanta: 202 Loop 59 N., Atlanta, TX 75551



Austin: 3801 N. Capital Of Texas Hwy., Austin, TX 78746



Austin: 7015 W. U.S. Hwy. 290, Austin, TX 78736



Cedar Park: 1109 N. Bell Blvd., Cedar Park, TX 78613



Corrigan: 609 S. Home St., Corrigan, TX 75939



Dallas: 6733 Hillcrest Ave., Dallas, TX 75205



Dallas: 14760 Preston Road, Dallas, TX 75254



Fort Worth: 6115 Camp Bowie Blvd., Fort Worth, TX 76116



Ingleside: 2975 Main St., Ingleside, TX 78362



Levelland: 812 College Ave., Levelland, TX 79336



Sachse: 6600 Murphy Road, Sachse, TX 75048



San Antonio: 8746 Wurzbach Road, San Antonio, TX 78240



Texas City: 5885 Gulf Freeway, Texas City, TX 77591



Wylie: 410 Highway 78, Wylie, TX 75098




Utah




Draper: 13629 S. 600 W., Draper, UT 84020



Lake Point: 8545 N. Commerce Drive, Lake Point, UT 84074



St. George: 2836 E. Mall Drive, St George, UT 84790



West Haven: 2087 S. 1100 W., West Haven, UT 84401




Vermont




Stowe: 109 Main St., Stowe, VT 05672




Virginia




Charlottesville: 1001 W. Main St., Charlottesville, VA 22903



Harrisonburg: 1306 Hillside Ave., Harrisonburg, VA 22801



Richmond: 400 N. Robinson Road, Richmond, VA 23220



Richmond: 11735 W. Broad St., Richmond, VA 23233




Washington




Redmond: 7625 – 170th Ave. NE, Redmond, WA 98052



Seattle: 999 NW Leary Way, Seattle, WA 98107



Seattle: 1700 7th Ave., Nordstrom Building, Seattle, WA 98101



Seattle: 9150 Rainier Ave. S., Seattle, WA 98118



Spokane: 2401 W. Wellesley Ave., Spokane, WA 99205



Vancouver: 918 SE 164th Ave., Vancouver, WA 98683




Washington, D.C.




1734 L St. NW, Washington, DC 20001




Wisconsin




Madison: 1609 S. Park St., Madison, WI 53715



Milwaukee: 1438 E. Brady St., Milwaukee, WI 53202



Two Rivers: 1509 Washington St., Two Rivers, WI 54241




Canada




Alberta — Edmonton: 4865 167 Ave NW, Edmonton, AB



Alberta — Calgary: 11646 Sarcee Trail NW, Beacon Hill Calgary, AB T3R OA1



British Columbia  — Kelowna: 1950 Harvey Ave, Spall Plaza, Kelowna, BC V1YU 8J8



BC — Vancouver: 125 Davie St., Vancouver, BC V6Z 



BC — Vancouver: 891 Dunsmuir, Vancouver, BC V6C 1N5



BC — Vancouver: 960 Seymour St., Vancouver, BC V6B 3L9



BC — Victoria: 1911 Sooke Road, Victoria, BC V9B 1V8



Ontario  — Hamilton 151 York Boulevard, Hamilton, ON L8R 3L4



Ontario — London: 944 Hamilton Rd., London, ON, N5W 1A1



Ontario — London: 601 Richmond St., London, ON N6A 3G2



Ontario — Ottawa: 409 MacKay St, Ottawa, ON, K1M 2C5



Ontario — Ottawa: 81 Metcalfe St., Ottawa, ON K1P 6K7



Ontario — Windsor: 2139 Huron Church Road, Windsor, ON N9C 2L8



Ontario — Toronto: 350 Bay St, Toronto, ON M5H 2S6



Ontario — Toronto: 485 Church St, Toronto, ON M4Y 2C6



Ontario — Toronto: 123 Portland St., Toronto, ON M5V2N4



Quebec — Contrecoeur: 4220 Rue des Patriotes, Contrecoeur, QC




In addition to KGW8’s list of closing stores, another list of shuttered locations has popped up on Reddit. Compiled by Reddit user WhoNeedsRAM, this list was created by combing Starbucks ’ store data and noting every location that was listed as closed between Sunday and Tuesday.



However, the Redditor cautions, “don’t take this as gospel. It’s picking up on a pattern in posted hours, not pulling from some official closure list.” Still, while there are some discrepancies between the Reddit list and KGW8’s, the majority of the locations on both lists match.



One particularly helpful thing about the Reddit list is that it includes an accompanying interactive map that visually shows the likely closed locations.



What the closures mean for Starbucks employees



Unfortunately, Starbucks closing store locations in North America isn’t anything new. 



Just last year, the company also announced it would close about 1% of its then-existing stores in the region, leaving the company with around 18,300 locations at the end of its fiscal year.



As Fast Company previously reported, those closures were part of CEO Brian Niccol’s “Back to Starbucks” turnaround strategy, which includes making Starbucks stores more welcoming to guests and reversing declining sales.



But store closures inevitably hurt the people who worked hard to run those stores. Last Week, COO Grams said Starbucks will try to transfer affected employees to other roles where possible. Those who can’t be moved to other stores will receive severance.



However, it’s unclear how many Starbucks employees will permanently lose their jobs because of these closures. 



Fast Company has reached out to Starbucks for confirmation of the closing locations, as well as the number of employees who are being let go. We’ll update this post if we hear back.



Shares of Starbucks Corporation (Nasdaq: SBUX) have risen slightly over the last trading day, up 1.29%, although they were basically flat in premarket trading on Monday. The stock has performed roughly in line with the broader S&amp;P 500 this year, up 12.97% year to date as of Friday’s close.



This story is developing and may be updated… ]]></description>
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<pubDate>Mon, 28 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Starbucks, store, closures:, See, list, locations, that, have, shuttered, across, the, country, latest, coffeehouse, cull</media:keywords>
</item>

<item>
<title>Employees’ confidence in their own employers just hit a 10&#45;year low</title>
<link>https://thebusinesseconomic.com/employees-confidence-in-their-own-employers-just-hit-a-10-year-low</link>
<guid>https://thebusinesseconomic.com/employees-confidence-in-their-own-employers-just-hit-a-10-year-low</guid>
<description><![CDATA[ Employee confidence has hit a 10-year low.



According to a new report for September from the Glassdoor Employee Confidence Index, just 42.9% of employees surveyed had a positive six-month outlook for their employer’s business, down from 44.5% last month.



The data comes from a Glassdoor survey question that asks employees to rate their company’s six-month business outlook as “positive,” “neutral,” or “negative.”



Words of the moment: ‘recession,’ ‘layoffs,’ ‘AI’



“Over the last year, employee confidence has continued to grind lower as anxiety around job security, economic uncertainty, and inflation mount,” the report states.



It goes on to say that mentions of “recession” in Glassdoor reviews rose 6% year over year, while mentions of “layoffs” rose by 13%, “inflation” by 22%, “uncertainty” by 84% and “AI” by 164%, all of which “point to a rising tide of anxiety among workers.”



Other recent studies, including from Gallup and the American Psychological Association, have similarly found that artificial intelligence is driving American workers’ fears about job security.



Which workers are feeling worst?



Out of 24 industries that the Glassdoor report compared, the sharpest losses in confidence over the past year came from employees in the following fields:




telecommunications (-14.3 percentage points)



arts, entertainment and recreation (-9.9 percentage points)



restaurants and food service (-8.3 percentage points).




Based on Glassdoor reviews, factors contributing to the large drop in telecommunications employees’ confidence include recurring layoffs and restructuring, pressure to use AI, and unattainable expectations, the report says.



Only three industries exhibited increased employee confidence compared with September 2025:




pharmaceutical and biotechnology (6.4 percentage points)



transportation and logistics (3.6 percentage points)



energy, mining and utilities (1.8 percentage points).




Entry-level employees’ confidence dropped by 4.1 percentage points in the last year, while midlevel employees’ fell 1.9 points. Senior employees’ confidence, however, had an increase of 4.6 points.



“Entry level workers continue to face a difficult job market with limited opportunities,” the report says, “even for the workers who have been able to find a job.”



 ]]></description>
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<pubDate>Mon, 28 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Employees’, confidence, their, own, employers, just, hit, 10-year, low</media:keywords>
</item>

<item>
<title>The AI boom’s biggest payoff could be better medicines</title>
<link>https://thebusinesseconomic.com/the-ai-booms-biggest-payoff-could-be-better-medicines</link>
<guid>https://thebusinesseconomic.com/the-ai-booms-biggest-payoff-could-be-better-medicines</guid>
<description><![CDATA[ The AI boom has rapidly expanded from the digital to the physical. Chips, data centers, cloud infrastructure, and new sources of power are being built at extraordinary speed. But what valuable work will this capacity enable?



At the World Economic Forum’s 2026 Annual Meeting in Davos, Nvidia CEO Jensen Huang described AI as a five-layer stack: energy, chips, cloud infrastructure, models, and applications. The first four layers create the capacity. The application layer turns that capacity into products, services, and measurable outcomes.



We think the value AI capacity will enable in two ways: The potential financial and societal return on invested capital. No single industry needs to carry the entire economics of the AI buildout. Returns will emerge across industries and through thousands of products. Yet few fields offer a clearer path from computational progress to economic value and human benefit than medicine.



THE OPPORTUNITY FOR HEALTHCARE



U.S. healthcare spending reached $5.3 trillion in 2024, or 18% of GDP, including $467 billion in prescription drugs. Only a fraction of that total is directly relevant to drug discovery, but the figures show how much money, labor, and human attention are already devoted to treating disease.



A medicine that materially changes the course of a common or serious disease can create value in several directions at once. It can improve patients’ lives, reduce the need for other forms of care, help people remain healthy and productive, and generate substantial returns for the company that develops it and the investors who underwrote it.



Access, affordability, and real-world outcomes determine how widely that value is shared. At its best, however, a successful medicine allows commercial success and social benefit to reinforce one another. Few products have comparable potential to support a durable business while giving people more healthy years of life.



The recent growth of tirzepatide illustrates the scale involved. In 2025, Eli Lilly reported approximately $23 billion in sales for Mounjaro and $13.5 billion for Zepbound, bringing the annual sales of the two brands, based on the same molecule, to roughly $36.5 billion.



Those sales illustrate the commercial scale of a medicine that changes the treatment of a widespread condition. While they say nothing about whether AI will discover the next one, the consequential question is whether AI can make such successes more frequent by reducing unproductive experiments and improving decisions along the way.



There are good reasons to believe it can. Drug discovery consists of a long sequence of decisions under uncertainty, including which chemical scaffold or biological mechanism to pursue, which experiment to run next, which safety signals matter, and which patients are most likely to benefit. AI can help researchers rank possibilities, identify relationships across large and varied datasets, and design experiments that produce more useful information.



THE ROLE OF AI IN HEALTHCARE



AI does not make weak biology or poor data disappear. Scarce data, inconsistent measurements, and the complexity of living systems remain formidable obstacles. The technology is most promising when computational models are connected to high-quality experimental data and laboratories capable of testing predictions quickly.



The most effective AI systems create a learning loop in which each experiment sharpens the next decision, making the quality of that loop far more important than the sheer number of hypotheses a model can generate. Perhaps more excitingly, AI can enable entirely new ways of thinking about the entire drug discovery process and where new medicines might come from.



For example, the advent of AI models for mass spectrometry has enabled our scientists to understand an organism’s chemical code more comprehensively, allowing them to discover a new hormone that might capture the benefits of exercise and develop it into a candidate medicine with positive Phase 1 trial results in just four years. 



The field is also nascent. In an August 2026 Nature Reviews Drug Discovery piece, the leading authors assessed progress over the past decade and concluded that, despite extensive model development and benchmarking, evidence of clinically relevant impact remains disappointingly limited. Among their recommendations was a shift toward evaluating whether AI improves real drug-discovery decisions.



The field should welcome that challenge. It gives AI-enabled drug discovery the right scoreboard: translation.



FINAL THOUGHTS



Drug development has a stubborn failure mode. Results that look compelling in a model or laboratory often do not hold up in people. Generating more molecules and hypotheses at greater speed does little to solve that problem if the resulting candidates simply enter the same attrition funnel.



For executives and capital allocators, the central question is whether AI improves the odds of eventual clinical success at each stage, from early discovery through clinical trials. That requires evidence that models enable better choices of biology or chemistry, that candidates with a higher probability of success advance to the clinic, and that those candidates go on to produce stronger trial results and better patient outcomes. AI can help scientists search chemistry and biology more intelligently, learn faster from every experiment, and direct human judgment toward the questions that matter most.



Few outcomes would better justify the scale of today’s AI investment than medicine because breakthroughs that arrive more often and reach patients sooner give millions of people more healthy years of life, hope, and meaning.



Viswa Colluru is the founder and CEO of Enveda. Bigyan Bista is head of capital formation at Enveda.



 ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/09/1-4-1.png" length="49398" type="image/jpeg"/>
<pubDate>Mon, 28 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, boom’s, biggest, payoff, could, better, medicines</media:keywords>
</item>

<item>
<title>The new rules of brand reputation</title>
<link>https://thebusinesseconomic.com/the-new-rules-of-brand-reputation</link>
<guid>https://thebusinesseconomic.com/the-new-rules-of-brand-reputation</guid>
<description><![CDATA[ For years, marketers and communications professionals have been taught to control the brand narrative. Define the message. Build the campaign. Push it out. Measure the response.



But that model no longer reflects how reputation is built or trust is earned.



Today, a brand’s reputation is shaped by employees, customers, creators, and online communities and forums like LinkedIn and Reddit. The conversations happening within these channels directly shape what people think about your brand, and feed people the information AI tools tell them about it.



The challenge is that trust and reputation are increasingly built by people and in places you don’t control. 



My recommendation is simple: Convene and guide, don’t control. 



Show up where people are already talking, make the conversation more useful, equip the voices shaping it with credible information, and make your own story clear enough to travel.



If your brand is a party, you make the guest list. You also send the invitations and create a menu, and then set the table. But you don’t script the dinner conversation.



3 THINGS CONVENING REQUIRES



Over the past 25 years, I’ve led advertising agencies, communications firms, and now marketing at a nonprofit serving the neurodivergent community[DK1] . I’ve found that it comes down to giving people something true to say, then trusting them to say it their way. Here are three ways to do that.



1. Participate in communities rather than just advertising to them.



Some of the most influential conversations happen in spaces no brand owns: Reddit, Facebook groups, LinkedIn, and other forums. Too many marketers either ignore these spaces or treat them as channels to advertise on. 



The better approach is to recognize that these communities, not brands, drive the conversation. So, how can you be part of it? Before you show up, ask: Do you have a reason to be there? Not permission—a reason. Can you answer a question the community is asking? Can you offer expertise that makes the conversation more useful? If the honest answer is that you want visibility, that’s not a reason to participate. It’s a reason to buy an ad, and everyone in that community will know the difference.



Our experts go where the questions are being asked, hosting “Ask Me Anything” sessions in ADHD communities on Reddit and participating in Facebook groups. The experts’ goal is to be useful in that moment instead of trying to redirect people to our website. 



That’s the difference between controlling a narrative and convening one. You try to earn a place in the conversation by making it more useful.



2. Equip the voices shaping your reputation.



Influencers and their communities have real power. And in today’s social ecosystem, that power isn’t determined by follower count. A claim can travel whether it comes from a creator with 10,000 followers or a million.



That’s a risk in any industry. It’s a serious one in ours. We’ve watched misinformation about ADHD, autism, and dyslexia move faster than evidence-based information. In some cases, it’s influencing decisions people make about their health. Research suggests that on TikTok, 41% of videos about autism and 52% of videos about ADHD are misleading.



We learned that publishing accurate information on our website wasn’t enough. When creators are part of your strategy, trust the voice but equip the message. Make sure the people speaking on your behalf have accurate, evidence-based information to work with. Give them facts, not scripts, and let them tell the story in their own words.



Harvard’s TH Chan School of Public Health partnered with 105 mental health creators on TikTok, reaching roughly 17 million people. Some were licensed clinicians. Others drew on their own lived experience with mental health. And many brought both perspectives. Harvard provided evidence-based toolkits and training, then left the storytelling to the creators. The study found that the approach increased the amount of evidence-based mental health content the creators produced, helping bring credible information to audiences the institution could not have reached on its own.



Organizations should continue telling their own stories. Also, they shouldn’t assume they’re the only or the best voice to tell every story. Give trusted people the facts and context they need, then let their expertise, authenticity, and audience relationship do what your brand alone cannot.



3. Work with AI rather than against it.



AI is becoming another participant in the conversation about your brand, pulling information both from sources you control and sources you don’t—earned media and LinkedIn posts from your employees to online communities.



While you’re not writing only for AI, there’s a useful overlap. The same principles that make information easier for people to understand also make it easier for large language models to interpret and cite. When you communicate your brand story, do it in ways that are easy to follow, not just clever to read. Skip the jargon. Lead with the point. Use clear headlines and bullet points where they improve comprehension.



And even when you do control the message—on your website, in a press release, or in a campaign—don’t make people or AI work to understand it. The clearer the information, the more likely it will be understood, shared, and accurately represented.



REPUTATION IS EARNED DAILY



Every customer experience, employee conversation, partnership, and response to the news shapes how people perceive your brand. Campaigns are a moment in time, but reputation is earned every day.



The business case is simple: Trust builds reputation, and reputation builds loyalty.



You still need to tell your story clearly, invest in paid media, pursue earned coverage, and respond when the moment calls for it. 



But you also have to recognize that the most credible version of your story may be better coming from someone else.



Nathan Friedman is copresident and CMO at Understood.org. ]]></description>
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<pubDate>Mon, 28 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, new, rules, brand, reputation</media:keywords>
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<item>
<title>A guide to trade marks and the benefits of registration</title>
<link>https://thebusinesseconomic.com/a-guide-to-trade-marks-and-the-benefits-of-registration</link>
<guid>https://thebusinesseconomic.com/a-guide-to-trade-marks-and-the-benefits-of-registration</guid>
<description><![CDATA[ By Ben Lobel on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Helene Whelbourn and Alastair Rawlence of intellectual property specialist NOVAGRAAF provide this guide to trade marks and the benefits of registering them    
The post A guide to trade marks and the benefits of registration appeared first on Small Business UK. ]]></description>
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<pubDate>Mon, 28 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>guide, trade, marks, and, the, benefits, registration</media:keywords>
</item>

<item>
<title>Gary Lineker nets £1m payout as Goalhanger profits more than double</title>
<link>https://thebusinesseconomic.com/gary-lineker-nets-1m-payout-as-goalhanger-profits-more-than-double</link>
<guid>https://thebusinesseconomic.com/gary-lineker-nets-1m-payout-as-goalhanger-profits-more-than-double</guid>
<description><![CDATA[ 
Goalhanger profits more than doubled to £9.8m last year, handing Gary Lineker a payout of over £1m as the podcast firm paid out £5m in dividends. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Gary, Lineker, nets, £1m, payout, Goalhanger, profits, more, than, double</media:keywords>
</item>

<item>
<title>Designers Guild closes after 56 years with 93 jobs lost</title>
<link>https://thebusinesseconomic.com/designers-guild-closes-after-56-years-with-93-jobs-lost</link>
<guid>https://thebusinesseconomic.com/designers-guild-closes-after-56-years-with-93-jobs-lost</guid>
<description><![CDATA[ 
Designers Guild administration confirmed as Interpath is appointed and 93 staff are made redundant at the King&#039;s Road interiors business founded in 1970. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Designers, Guild, closes, after, years, with, jobs, lost</media:keywords>
</item>

<item>
<title>David Beckham nets almost £38.5m as World Cup deals lift profits</title>
<link>https://thebusinesseconomic.com/david-beckham-nets-almost-385m-as-world-cup-deals-lift-profits</link>
<guid>https://thebusinesseconomic.com/david-beckham-nets-almost-385m-as-world-cup-deals-lift-profits</guid>
<description><![CDATA[ 
Accounts for DRJB Holdings show a David Beckham dividend of just under £38.5m after pre-tax profit rose about 46 per cent on World Cup sponsor deals. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>David, Beckham, nets, almost, £38.5m, World, Cup, deals, lift, profits</media:keywords>
</item>

<item>
<title>The Story Behind INEZ: Where New York Design Meets Spanish Craftsmanship</title>
<link>https://thebusinesseconomic.com/the-story-behind-inez-where-new-york-design-meets-spanish-craftsmanship</link>
<guid>https://thebusinesseconomic.com/the-story-behind-inez-where-new-york-design-meets-spanish-craftsmanship</guid>
<description><![CDATA[ 
There is something special about finding a pair of heels that makes you feel instantly pulled together. The right shoe can change the way an outfit looks, but it can also change the way you carry yourself. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, Story, Behind, INEZ:, Where, New, York, Design, Meets, Spanish, Craftsmanship</media:keywords>
</item>

<item>
<title>Dmitriy Misarenko: Building Consulting Practices That Outlast Any Single Market</title>
<link>https://thebusinesseconomic.com/dmitriy-misarenko-building-consulting-practices-that-outlast-any-single-market</link>
<guid>https://thebusinesseconomic.com/dmitriy-misarenko-building-consulting-practices-that-outlast-any-single-market</guid>
<description><![CDATA[ 
Dmitriy Misarenko is an international business consultant with more than fifteen years of experience across banking and e-commerce. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Dmitriy, Misarenko:, Building, Consulting, Practices, That, Outlast, Any, Single, Market</media:keywords>
</item>

<item>
<title>Waymo is scaling fast: Here’s what the fleet data shows</title>
<link>https://thebusinesseconomic.com/waymo-is-scaling-fast-heres-what-the-fleet-data-shows</link>
<guid>https://thebusinesseconomic.com/waymo-is-scaling-fast-heres-what-the-fleet-data-shows</guid>
<description><![CDATA[ In the past month, Waymo has expanded its fleet in Texas by 49%. There are other hot spots as well. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Waymo, scaling, fast:, Here’s, what, the, fleet, data, shows</media:keywords>
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<item>
<title>Nexterity wants to automate the hard, dangerous part of pipefitting</title>
<link>https://thebusinesseconomic.com/nexterity-wants-to-automate-the-hard-dangerous-part-of-pipefitting</link>
<guid>https://thebusinesseconomic.com/nexterity-wants-to-automate-the-hard-dangerous-part-of-pipefitting</guid>
<description><![CDATA[ The startup&#039;s robot can tighten or loosen four bolts at a time, and it fits in a Pelican case. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Nexterity, wants, automate, the, hard, dangerous, part, pipefitting</media:keywords>
</item>

<item>
<title>Bring your co&#45;founder, partner, or colleague and get 50% off a second TechCrunch Disrupt 2026 pass</title>
<link>https://thebusinesseconomic.com/bring-your-co-founder-partner-orcolleague-and-get-50-off-a-second-techcrunch-disrupt-2026-pass</link>
<guid>https://thebusinesseconomic.com/bring-your-co-founder-partner-orcolleague-and-get-50-off-a-second-techcrunch-disrupt-2026-pass</guid>
<description><![CDATA[ Buy one pass to TechCrunch Disrupt 2026 and get 50% off a second of the same ticket type. Register before event starts on October 13 at 8 a.m. PT. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Bring, your, co-founder, partner, or colleague, and, get, 50, off, second, TechCrunch, Disrupt, 2026, pass</media:keywords>
</item>

<item>
<title>North Korean hackers suspected in $351M crypto theft, the largest so far this year</title>
<link>https://thebusinesseconomic.com/north-korean-hackers-suspected-in-351m-crypto-theft-the-largest-so-far-this-year</link>
<guid>https://thebusinesseconomic.com/north-korean-hackers-suspected-in-351m-crypto-theft-the-largest-so-far-this-year</guid>
<description><![CDATA[ The $351 million theft from crypto exchange Bitget is the latest in a string of high-profile hacks targeting the crypto sector. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:02 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>North, Korean, hackers, suspected, 351M, crypto, theft, the, largest, far, this, year</media:keywords>
</item>

<item>
<title>Lightspeed targets $250M for new India fund, focusing on early&#45;stage AI</title>
<link>https://thebusinesseconomic.com/lightspeed-targets-250m-for-new-india-fund-focusing-on-early-stage-ai</link>
<guid>https://thebusinesseconomic.com/lightspeed-targets-250m-for-new-india-fund-focusing-on-early-stage-ai</guid>
<description><![CDATA[ The venture firm is aligning its India fundraising cycle with its global funds for the first time, as it shifts to a shorter investment period. ]]></description>
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<pubDate>Fri, 25 Sep 2026 14:00:02 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Lightspeed, targets, 250M, for, new, India, fund, focusing, early-stage</media:keywords>
</item>

<item>
<title>Starbucks store closures: List of doomed locations includes another 250 coffeehouses, 1 year after earlier cull</title>
<link>https://thebusinesseconomic.com/starbucks-store-closures-list-of-doomed-locations-includes-another-250-coffeehouses-1-year-after-earlier-cull</link>
<guid>https://thebusinesseconomic.com/starbucks-store-closures-list-of-doomed-locations-includes-another-250-coffeehouses-1-year-after-earlier-cull</guid>
<description><![CDATA[ Starbucks Coffee Company announced today that it will close approximately 250 North American stores later this week. 



This represents about 1% of the Seattle coffee giant’s more than 18,000 North American coffee shops. 



The company said it reviewed its North American portfolio and identified locations where it is unable to deliver the customer experience it wants, or where there’s no path to acceptable financial performance.



Why is Starbucks closing these stores?



In a statement on the company’s website, Chief Operating Officer Mike Grams said the decision was made in support of the coffee chain’s Back to Starbucks strategy. 



Starbucks said it will support employees through the transition, offering transfer opportunities where possible. For any employees who can’t be transferred to other coffee shops, Starbucks will provide severance support.



This move is part of a strategic restructuring of the brand’s North American footprint. 



Why does this sound familiar?



Last September, the coffee chain cut 900 corporate roles and reduced its North American store footprint by about 1%, ending the fiscal year with around 18,300 locations. 



At the time, Starbucks Workers United reported that 59 of those locations were unionized. Since 2021, nearly 700 U.S. Starbucks locations have voted to unionize. 



The closures are part of CEO Brian Niccol’s Back to Starbucks turnaround strategy. The former Chipotle CEO announced the strategy on his second day in his new role at Starbucks in September 2024.



Improving the customer experience and making cafes more welcoming were two primary goals outlined in the plan. Within the last two years, the coffee chain has redesigned 1,500 of its cafes to make them more inviting and simplified its menu to improve order-delivery speed.



Which Starbucks stores are closing?



Starbucks’s news release did not identify specific locations. Fast Company reached out to the coffee chain for additional details on stores that will close.



In a regulatory filing, Starbucks said it now expects about 440 net new coffee shop openings globally this fiscal year, down from its earlier target of 600 to 650 openings. 



“[Starbucks] continues to see significant longer-term growth opportunity ahead in North America and is actively developing a strong pipeline of new coffeehouses,” the company said in the filing.



The coffee chain expects most of the closures to be completed by the end of fiscal year 2026 and to incur approximately $300 million in restructuring charges, of which around $200 million will be related to lease exit costs and employee separation benefits.



Shares of Starbucks Corporation (Nasdaq: SBUX) were basically flat when markets opened on Thursday. The stock is up roughly 12% year to date.  ]]></description>
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<pubDate>Thu, 24 Sep 2026 14:00:09 +0000</pubDate>
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<item>
<title>3 useful iOS 27 features that you may not know of in Apple’s latest update</title>
<link>https://thebusinesseconomic.com/3-useful-ios-27-features-that-you-may-not-know-of-in-apples-latest-update</link>
<guid>https://thebusinesseconomic.com/3-useful-ios-27-features-that-you-may-not-know-of-in-apples-latest-update</guid>
<description><![CDATA[ Apple’s latest mobile operating system update, iOS 27, rolled out last week, headlined by a more advanced version of its Siri assistant. But it also comes with a slew of other useful but less well known features for iPhone users.The software upgrade, which is available for devices dating back to the iPhone 11 from 2019, includes a number of refinements and improvements to make things run faster, such as apps loading more quickly.There are new features powered by Apple Intelligence, but they’re only available on newer devices, starting from iPhone 16, iPhone 15 Pro and iPhone 15 Pro Max models. A new Siri AI app is only available in beta at first, which means users need to join the waitlist through the settings menu. And Siri AI’s rollout in the European Union will be delayed because of a clash over the bloc’s digital rules.Here’s a look at some of the most useful and interesting iOS 27 features:



New screen time controls



Apple has added new child safety features and revamped its screen time controls. The new system adds more granular controls for parents trying to manage what their kids can access and see on their devices.A new setup process lets parents choose which apps kids can access and then add more over time.A new feature, Ask to Browse, requires kids to ask permission from parents before they can access new websites in Safari. Like the existing Ask to Buy setting for online purchases and downloads, Ask to Browse is on by default for children under 13. Parents can assess and approve requests in their messages or do it directly on the child’s device using their passcode. It’s easier and more flexible than preapproving websites individually or imposing a blanket ban.The revamped screen time controls allow parents to schedule when their kids can use various apps based on their category, such as entertainment, games or social media. To help kids focus, parents can allow some types of apps to be used during a certain “time window” during the day, such as before, during or after school. They also can set weekday and weekend schedules. Previously, parents could only set more general daily time limits for screen “downtime.”Parents can completely suspend all access to devices when they want kids to pay full attention, like at dinnertime. It also works the other way, allowing parents to temporarily drop all restrictions if a child needs more time to finish something outside their window.Apple also has tightened restrictions in its Communications Safety feature, which previously blocked nudity in images and videos shared in Messages or FaceTime. Now it also blocks “gore or violence.”Don’t forget that for these parental controls to work, all devices must be updated with iOS 27 or the corresponding versions for iPads, MacBooks and Apple Watches.



Get Safari to notify you when something on a webpage changes



Want to keep tabs on a shopping website in case that pair of shoes you want goes on sale?Apple’s Safari browser can now monitor webpages and let you know if anything changes.The company says Notify Me can check a webpage for any updates such as “price changes and item availability.”To turn it on, open Safari and go to the site that you want to monitor. Then, at the bottom of the screen, tap the three-line menu icon. Scroll down the menu to Notify Me, where you can type in what changes you’re looking for, and when and how often it should check — every hour, day, week or month.I tested it out on a news site’s AI section, asking it to check every hour and notify me if there was a new story posted. I did get alerts about new headlines appearing, although it didn’t specify which of the randomly arranged posts was new.While this feature is handy, some users might be disappointed that it can’t check more frequently, such as every few minutes, if they’re waiting for something important.



Edit your photos with new AI-powered tools



That group photo you took at the wedding party will be treasured for years, but it was taken at a slightly weird angle.No problem, just use one of the new AI-powered photo editing tools to fix it. The new tools allow you to reframe a photo’s perspective, clean up any distracting things by removing them, or extend the background beyond the photo’s borders.To find these tools, tap on the editing icon at the bottom of each photo, represented by three slider bars, then tap Tools.I tried them out by reframing a picture of one of my kids standing outside the front door on the first day of school. The tool took a few seconds to analyze the picture and then let me move the perspective around, from one side to the other or up and down. The result was quite realistic.However, when I used the extend tool on the same photo, the results were less impressive — even creepy.The most glaring problem? It added a garbled house number — complete with a made up character — to the right side of the door to mirror one on the left.Also, a black electrical conduit pipe barely visible in the original photo became drastically bigger, and a gas meter box was extended too much.To be sure, it worked well for most other photos with backgrounds that were generic.







Is there a tech topic that you think needs explaining? Write to us at onetechtip@ap.org with your suggestions for future editions of One Tech Tip.



—Kelvin Chan, AP Business Writer ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Nationwide meat recall hits 168,000 pounds of pork, beef, and goat after USDA uncovers ‘false’ marks</title>
<link>https://thebusinesseconomic.com/nationwide-meat-recall-hits-168000-pounds-of-pork-beef-and-goat-after-usda-uncovers-false-marks</link>
<guid>https://thebusinesseconomic.com/nationwide-meat-recall-hits-168000-pounds-of-pork-beef-and-goat-after-usda-uncovers-false-marks</guid>
<description><![CDATA[ The U.S. Department of Agriculture’s Food Safety and Inspection Service (FSIS) is urging consumers not to eat certain pork, beef, and goat meat products after it found that nearly 168,000 pounds were labeled with false inspection marks. 



This false labeling means that the meat’s safety cannot be guaranteed, and in the worst-case scenario, consuming it could cause serious adverse health consequences, including death. 



Here’s what you need to know.



What’s happened?



On Tuesday, the U.S. Department of Agriculture’s (USDA) Food Safety and Inspection Service issued a notice alerting the public that approximately 167,639 pounds of raw pork, beef, and goat products bearing false establishment numbers were distributed nationwide. 



These false USDA marks of inspection mean that the meat included in the recall did not undergo legally required safety inspections, the notice states. 



Because of that, the meat’s safety cannot be guaranteed, so it is treated as unsafe to consume. 



The FSIS has thus given the recall a Class 1 designation, which the agency says means “there is a reasonable probability that the use of the product will cause serious, adverse health consequences or death.”



The meat is being recalled by Star Meat Delivery Inc., which shipped the items to the Georgia-based distributor A&amp;D Foods, the notice states. Those meats were then distributed to restaurants and retailers nationwide.



Though the FSIS mentions the meat products “bear false marks of inspection with establishment number ‘EST. 1363,’ which does not have a federal grant of inspection,” the agency does not say who exactly applied the false marks to the meat’s packaging. 



The false marks were discovered through its “surveillance activities,” the FSIS says.



Fast Company has reached out to Star Meat Delivery and A&amp;D Foods for comment.



Where were the recalled products sold?



The FSIS notice does not state which retailers and restaurants the recalled meats ultimately ended up at. 



The agency’s notice merely says, “These items were shipped to A&amp;D Foods, a distributor in Georgia, for further distribution to retail and restaurant locations nationwide.”



What products are being recalled?



According to the recall notice, the raw pork, beef, and goat items were all produced on various dates before September 22. The recalled items have the false establishment number “EST. 1363” on their labels. 



[Image: via USDA]



However, the agency notes that “individual consumer packages may not bear this labeling, as retail stores may have applied their own stickers with pricing and safe handling instructions.”



Images of the labels can be found here.



The FSIS says that the following “Various weight cardboard boxes containing individually vacuum-packed” items are included in the recall:




A&amp;D Foods “GOAT CUT 1-1/2″ 10.00 LBS”



A&amp;D Foods “GOAT BURN SKIN ON CUT 1-1/2″ 10.00 LBS”



A&amp;D Foods “SLICE RIBEYE 4oz 10.00 LBS”



A&amp;D Foods “BEEF CHUCK THIN SLICED KBQ 4 MM 20.00 LBS”



A&amp;D Foods “BEEF OXTAIL CUT 10.00LBS”



A&amp;D Foods “BEEF SHORT RIBS SLD 3/8″ REGULAR 10.00 LBS”



A&amp;D Foods “SHANKS BONE IN CUT 1.5 10.00 LBS”



A&amp;D Foods “PORK GROUND 10.00LBS”



A&amp;D Foods “PORK CHORIZO 10.00 LBS”



A&amp;D Foods “PORK CHOP B/I 10.00 LBS”



A&amp;D Foods “PORK FEET CUT 8 PCS 10.00 LBS”



A&amp;D Foods “PORK FEET CUT 6 PCS 10.00 LBS”



A&amp;D Foods “PORK RIB PIECES PREM 1″ 10.00 LBS”



A&amp;D Foods “PORK BOSTON DICED 10.00 LBS”



A&amp;D Foods “PORK BOSTON SLICE 1 INCH 20.00 LBS”



A&amp;D Foods “Menudo Mix 30.00 LBS”



A&amp;D Foods “PORK BOSTON THIN SLICED 3.5MM 20.00 LBS”



A&amp;D Foods “PORK HOCK SLICED 10.00 LBS”



A&amp;D Foods Beef Ribs 4Bone 2″ C. Cut P/Caldo



A&amp;D Foods Beef Short Rib Thin Sliced



A&amp;D Foods Pork Boston Butt Sliced 4MM



A&amp;D Foods Beef Short Ribs SLD 3/8″ Premium C. Cut



A&amp;D Foods Beef Feet Cut




The list of recalled meats could expand to include more items “as more information becomes available,” the agency warns.



What should consumers do if they have these products?



Because the recalled items were not inspected before distribution, their safety cannot be guaranteed. 



The FSIS says this means the meats could “contain undeclared allergens, harmful bacteria, or other contaminants that put consumer health and safety at risk.”



The agency says it is concerned that consumers, retailers, and restaurants may have the recalled meats in their freezers or refrigerators. Restaurants and retailers are being urged not to serve or sell the recalled products, and consumers not to eat them.



If you have any of the recalled meats, the FSIS says you should throw the items away or return them to their place of purchase.



Full details of the meat recall can be found here. ]]></description>
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<pubDate>Thu, 24 Sep 2026 14:00:09 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Nationwide, meat, recall, hits, 168, 000, pounds, pork, beef, and, goat, after, USDA, uncovers, ‘false’, marks</media:keywords>
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<item>
<title>Social Security retirement age would be would lower for ‘blue collar’ workers under proposed bill: What that means</title>
<link>https://thebusinesseconomic.com/social-security-retirement-age-would-be-would-lower-for-blue-collar-workers-under-proposed-bill-what-that-means</link>
<guid>https://thebusinesseconomic.com/social-security-retirement-age-would-be-would-lower-for-blue-collar-workers-under-proposed-bill-what-that-means</guid>
<description><![CDATA[ As things stand, any American born in 1960 or later can’t access their full Social Security benefits until the age of 67. A new bill is hoping to change that. 



On Wednesday, Democratic congresswoman Haley Stevens of Michigan introduced the Blue Collar Social Security Fairness Act. The bill would allow workers in “physically demanding jobs” to access their full Social Security retirement benefits at the age of 60. 



“Michiganders who work with their hands shouldn’t have to work until their bodies give out to retire,” Stevens said in a statement shared on X. “If you put in the work, you deserve the retirement you earned.”



If passed, the bill would require the Social Security Commissioner to create a list of qualifying occupations within a year and subsequently update it every three years. 



What is a ‘blue collar’ job?



According to the bill, “an occupation shall be determined to qualify as a physically demanding job if the occupation, as a condition of employment, imposes on an individual substantial physical demands that may be reasonably expected to diminish the ability of the individual to perform such occupation, or other occupations imposing substantial physical demands, at an advanced age.” 



Qualifying jobs could include construction, nursing, and farming—to name just a few. According to the Bureau of Labor Statistics (BLS), 39.1% of working U.S. civilians work in physically demanding jobs. 



Individuals wouldn’t have had to spend their whole career in these positions, but will get more points toward retirement for each year they did one. 



For instance, working in a physically demanding job when you were 18 to 34 would give you 0.5 points per year, while doing it at 55 or older would get you two points per year. You would qualify for retirement benefits at 60 if you have 15 points overall. 



Points would be awarded to you for any year that you worked a physically demanding job at least eight months out of 12. 



Social Security is in trouble either way



With all of that said, access to Social Security benefits is at risk for every retiree. Current estimates show that Social Security’s reserves will be depleted as soon as 2032, leading to less benefits for many people. ]]></description>
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<pubDate>Thu, 24 Sep 2026 14:00:09 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Social, Security, retirement, age, would, would, lower, for, ‘blue, collar’, workers, under, proposed, bill:, What, that, means</media:keywords>
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<item>
<title>The new luxury in higher education transformation</title>
<link>https://thebusinesseconomic.com/the-new-luxury-in-higher-education-transformation</link>
<guid>https://thebusinesseconomic.com/the-new-luxury-in-higher-education-transformation</guid>
<description><![CDATA[ Elite education institutions are entering a new era defined by applying strategies legacy luxury brands use to create lasting customer relationships. For luxury brands, the ultimate goal is to create a feeling and an experience. In education, luxury is making sure the institution is creating an experience that makes every student feel intellectually challenged, culturally fluent, professionally connected, and personally known.



Students and families investing in premium education are considering factors beyond what doors a degree will open to how the experience will shape the person a student becomes.



For decades, the premium end of higher education relied on heritage, selectivity, global campuses, industry access, beautiful spaces, and powerful alumni networks. Those things still have value. But the meaning of luxury is shifting.



Across the hospitality, travel, and wellness industries, and now education, luxury is moving away from visible excess and toward experiences that feel personal, seamless, and deeply considered. In higher education, that means a student journey designed around more than academic delivery. It means individual attention, exceptional mentorship, international perspective, real-world practice, wellbeing, and purpose. It is access to what is harder to reproduce: meaningful guidance, high-trust relationships, cultural intelligence, and the space to develop sound judgment.



AI MAKES THE EXPERIENCE MORE VALUABLE



Higher education is facing pressure from AI, changing student expectations, enrollment dynamics, regulation, and funding. The response to all these challenges needs to be a reinvention of what the campus and learning experience are for.



Let’s take AI for example. AI has made knowledge more accessible. Students can summarize research, practice languages, explore career paths, generate ideas, and receive instant feedback in seconds. This makes the human-led functions at universities more valuable.



When information is abundant, students need environments that teach them how to interpret it. They also need mentors who can challenge their assumptions, peers who broaden their perspective, opportunities to make decisions when there is no obvious answer and learn from the outcomes.



Higher-education institutions that remain relevant will help students develop the abilities that give AI-led work meaning, including:




Judgment in ambiguous situations



Creativity grounded in cultural understanding



Confidence in complex professional settings



Ethical decision-making



Relationship-building across industries and geographies



The ability to turn insight into action




BEYOND AMENITIES: THE RISE OF INTENTIONAL EDUCATION



A premium campus can offer beautiful facilities, travel opportunities, sophisticated residences, and distinguished speakers. But these are only valuable if they contribute to a deeper outcome and there is a difference between amenities and intentional education.



An amenity is something students receive whereas intentional education is something students actively experience, contribute to, and carry with them long after graduation.



Take international learning as an example. A trip to a global city can be memorable. But a carefully designed residency can be transformative In these scenarios, students prepare in advance, meet local experts, work on a real commercial or cultural challenge, receive direct feedback, and reflect on what their own viewpoint may have missed. The value is in the intellectual and personal work that the destination makes possible. This reflects a wider convergence among luxury, hospitality, education, and wellness: Value increasingly comes from how a person feels, grows, and performs more than from what they consume.



THE BESPOKE STUDENT EXPERIENCE



For luxury brands, bespoke means being attentive to the customer. Applied to higher education, it means holding every student to high standards while recognizing that no two students build confidence, discover direction, or translate potential into impact in the same way.



A personalized educational experience might connect a student’s interests in brand strategy to finance, design, cultural history, psychology, sustainability, and data. Another may approach similar questions through hospitality, entrepreneurship, architecture, or technology.



The paths may differ. The expectations should not.



A narrow credential is no longer enough for a world in which industries increasingly overlap. Delivering value in premium education requires an interdisciplinary approach that provides creative excellence, commercial fluency, cultural intelligence, and the ability to work across sectors.



WHAT THE BEST INSTITUTIONS WILL OFFER



Going forward, luxury institutions need to deliver a more ambitious promise than simply preparing students for a job. Families and prospective students must know they will be prepared to operate with confidence, intelligence, and imagination wherever the future takes them.



Delivering on that promise requires rethinking curriculums and learning ecosystems, including:




Creating smaller learning communities where students are genuinely known



Treating mentoring as essential academic infrastructure



Offering live projects, industry immersion, and international residencies with real responsibility



Connecting wellbeing with resilience, performance, and self-awareness



Using AI to improve preparation and personalization while retaining human judgment at the center



Building networks that create contribution and belonging, not simply access




Collectively, these shifts demonstrate why an investment in a luxury education can be transformative.



THE NEW DEFINITION OF PRESTIGE



Prestige used to be measured by what an institution could display: its buildings, rankings, famous alumni, and selectivity. Tomorrow, prestige will be measured by what an institution can unlock in its students.



Can it help them think across cultures and industries? Can it help them build a point of view instead of repeating one? Can it give them the confidence to enter demanding rooms, contribute something valuable, and lead with both competence and empathy?



Those outcomes cannot be reduced to an amenity list. They are built through attention, challenge, care, and exposure to the real world.



Manuel Freire-Garabal is a special advisor and charter member of GIOYA Higher Education Institution. ]]></description>
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<pubDate>Thu, 24 Sep 2026 14:00:09 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, new, luxury, higher, education, transformation</media:keywords>
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<item>
<title>How to set up an apprenticeship scheme at your small business</title>
<link>https://thebusinesseconomic.com/how-to-set-up-an-apprenticeship-scheme-at-your-small-business</link>
<guid>https://thebusinesseconomic.com/how-to-set-up-an-apprenticeship-scheme-at-your-small-business</guid>
<description><![CDATA[ By Ben Lobel on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Is an apprenticeship scheme right for your business, and where do you begin? Crissi Williams, CEO of the Institute of Telecommunications Professionals, looks into the matter
The post How to set up an apprenticeship scheme at your small business appeared first on Small Business UK. ]]></description>
<enclosure url="https://smallbusiness-production-v2.s3.amazonaws.com/uploads/2017/03/Women-Apprenitceships-6317-scaled.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 24 Sep 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, set, apprenticeship, scheme, your, small, business</media:keywords>
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<item>
<title>10 Best Customer Service Software for Growing Businesses</title>
<link>https://thebusinesseconomic.com/10-best-customer-service-software-for-growing-businesses</link>
<guid>https://thebusinesseconomic.com/10-best-customer-service-software-for-growing-businesses</guid>
<description><![CDATA[ 
As a business grows, customer support can become difficult to manage with individual inboxes, spreadsheets, and disconnected communication tools. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2322625299-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Best, Customer, Service, Software, for, Growing, Businesses</media:keywords>
</item>

<item>
<title>Yasmin Sarwar, A&#45;Level Results and the Parent Feedback That Tells the Real Story</title>
<link>https://thebusinesseconomic.com/yasmin-sarwar-a-level-results-and-the-parent-feedback-that-tells-the-real-story</link>
<guid>https://thebusinesseconomic.com/yasmin-sarwar-a-level-results-and-the-parent-feedback-that-tells-the-real-story</guid>
<description><![CDATA[ 
Every August, the same ritual unfolds across Britain and much of the international education world. Headlines celebrate record-breaking grades, schools proudly announce Oxbridge offers, and social media fills with photographs of smiling students holding envelopes that represent years of hard work. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2756627275-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Yasmin, Sarwar, A-Level, Results, and, the, Parent, Feedback, That, Tells, the, Real, Story</media:keywords>
</item>

<item>
<title>Causes for Stagnant Growth and How to Overcome Them</title>
<link>https://thebusinesseconomic.com/causes-for-stagnant-growth-and-how-to-overcome-them</link>
<guid>https://thebusinesseconomic.com/causes-for-stagnant-growth-and-how-to-overcome-them</guid>
<description><![CDATA[ 
Growth is rarely a straight line. Even businesses that have enjoyed years of strong performance can reach a point where sales flatten, customer acquisition slows, and previously successful strategies stop delivering the same results. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2666802705-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Causes, for, Stagnant, Growth, and, How, Overcome, Them</media:keywords>
</item>

<item>
<title>Ford bids to build Army’s Land Rover replacement at Dagenham</title>
<link>https://thebusinesseconomic.com/ford-bids-to-build-armys-land-rover-replacement-at-dagenham</link>
<guid>https://thebusinesseconomic.com/ford-bids-to-build-armys-land-rover-replacement-at-dagenham</guid>
<description><![CDATA[ 
Ford wants the Ford Dagenham engine plant to play a key role in a £2.5bn Ministry of Defence deal to replace the Army&#039;s ageing Land Rover Wolf fleet. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/ford-plant-dagenham-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Ford, bids, build, Army’s, Land, Rover, replacement, Dagenham</media:keywords>
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<item>
<title>The Real Cost of Falls From Height at Work</title>
<link>https://thebusinesseconomic.com/the-real-cost-of-falls-from-height-at-work</link>
<guid>https://thebusinesseconomic.com/the-real-cost-of-falls-from-height-at-work</guid>
<description><![CDATA[ 
Falls from height injure tens of thousands of UK workers a year. Here is the real cost to businesses, and the practical steps that prevent these incidents. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2284125275-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, Real, Cost, Falls, From, Height, Work</media:keywords>
</item>

<item>
<title>Corridor raises $25M seed to build a health benefits brokerage for SMBs</title>
<link>https://thebusinesseconomic.com/corridor-raises-25m-seed-to-build-a-health-benefits-brokerage-for-smbs</link>
<guid>https://thebusinesseconomic.com/corridor-raises-25m-seed-to-build-a-health-benefits-brokerage-for-smbs</guid>
<description><![CDATA[ Corridor focuses on SMBs, which it says traditional brokerages often overlook because small accounts generate lower commissions than larger accounts.  ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/1787270050672.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Corridor, raises, 25M, seed, build, health, benefits, brokerage, for, SMBs</media:keywords>
</item>

<item>
<title>6 days left to save up to $200 to TechCrunch Disrupt 2026</title>
<link>https://thebusinesseconomic.com/6-days-left-to-save-up-to-200-to-techcrunch-disrupt-2026</link>
<guid>https://thebusinesseconomic.com/6-days-left-to-save-up-to-200-to-techcrunch-disrupt-2026</guid>
<description><![CDATA[ Current ticket pricing ends in 6 days on Sept. 25 at 11:59 p.m. PT. Join 10,000+ founders, investors and tech leaders at Disrupt and save up to $200 on your ticket until then. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/02/TCD26_6Days-16X9-Dark.png" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>days, left, save, 200, TechCrunch, Disrupt, 2026</media:keywords>
</item>

<item>
<title>World model companies are keeping a lot of secrets</title>
<link>https://thebusinesseconomic.com/world-model-companies-are-keeping-a-lot-of-secrets</link>
<guid>https://thebusinesseconomic.com/world-model-companies-are-keeping-a-lot-of-secrets</guid>
<description><![CDATA[ Everyone in the world-models space is sitting on a pile of cash and a ton of buzz, but good luck getting anyone — from the founders to their own data suppliers — to tell you what they&#039;re actually building. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/ALLIN_16-09-AM_melanieolmsteadphotographe-635.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>World, model, companies, are, keeping, lot, secrets</media:keywords>
</item>

<item>
<title>Elon Musk’s latest Boring Company pitch involves a Hyperloop between Austin and San Antonio</title>
<link>https://thebusinesseconomic.com/elon-musks-latest-boring-company-pitch-involves-a-hyperloop-between-austin-and-san-antonio</link>
<guid>https://thebusinesseconomic.com/elon-musks-latest-boring-company-pitch-involves-a-hyperloop-between-austin-and-san-antonio</guid>
<description><![CDATA[ Many of The Boring Company&#039;s announced projects have not materialized. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/04/musk-court-2273245544.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Elon, Musk’s, latest, Boring, Company, pitch, involves, Hyperloop, between, Austin, and, San, Antonio</media:keywords>
</item>

<item>
<title>Is the AI industry really ready to slow down?</title>
<link>https://thebusinesseconomic.com/is-the-ai-industry-really-ready-to-slow-down</link>
<guid>https://thebusinesseconomic.com/is-the-ai-industry-really-ready-to-slow-down</guid>
<description><![CDATA[ On Equity, we debated whether AI executives are serious about wanting to slow down. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/GettyImages-2294936867.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 21 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>the, industry, really, ready, slow, down</media:keywords>
</item>

<item>
<title>The big AI labs’ safety push could come with a competitive advantage</title>
<link>https://thebusinesseconomic.com/the-big-ai-labs-safety-push-could-come-with-a-competitive-advantage</link>
<guid>https://thebusinesseconomic.com/the-big-ai-labs-safety-push-could-come-with-a-competitive-advantage</guid>
<description><![CDATA[ Some investors, analysts, and industry watchers believe the big AI labs, especially Anthropic, are taking advantage of the current AI safety scare by inviting regulations that only the largest labs can easily comply with. The AI safety concerns are real, but the financial burden of complying with the proposed regulatory solutions would conveniently entrench the big labs, the thinking goes, while putting smaller labs and open-model developers at a serious disadvantage.



In this light, the recent safety-related announcements from the big labs, and their executives’ calls for slowing AI model development, can look performative, like AI safety “theater.” “Anthropic and Open AI are really good at flashing something in front of you and making it a big thing, but there’s always a strategy behind it,” says PitchBook senior analyst Harrison Rolfes.



Taken to its logical conclusion, critics argue, this kind of “regulatory capture” could reduce the number of tech companies providing the world’s AI to OpenAI, Anthropic, SpaceXAI, Google, Microsoft, and perhaps Mistral in Europe.



The “regulator” in this case might not be the federal or state government. Rather, the big labs could agree on a set of independent evaluation firms, perhaps organizations like Model Evaluation and Threat Research (METR), Redwood Research, and Apollo Research, that would test the safety and alignment of new frontier models. Rolfes says it might look something like the Big Four accounting firms, whose auditors are paid to independently vet companies’ financial statements.



In an essay published earlier this month, Anthropic CEO Dario Amodei proposed that frontier AI companies should have independent safety evaluators embedded inside them, with employee-like access, rather than leaving companies as the sole judges of their own safety. Anthropic’s policy page also says AI companies “shouldn’t be the only ones deciding whether their systems are safe” and calls for independent third-party evaluations. OpenAI CEO Sam Altman subsequently tweeted his agreement with Amodei’s proposal: “Committing to having independent evaluators with employee-like access is a great idea, and we will do the same.”



Rolfes says such a mechanism could create a kind of “moat” around the largest AI labs, since smaller labs and new market entrants could have a harder time shouldering the costs of undergoing these evaluations. “It actually adds a very large cost because now you need a third-party stamp of approval to release models,” Rolfes says. Independent evaluators would likely charge hefty fees, he argues, given the amount of work and expertise needed to clear a huge and complex model for public release.



Independent evaluators may also need substantial computing resources to run increasingly complex tests. So the costs grow with the complexity of the models. “Since models are now capable enough of acting as LM agents, evals have to be increasingly complex tasks, which significantly increases the overhead per eval,” wrote Marius Hobbhahn, CEO of the independent evaluation company Apollo Research, back in 2024.



Anthropic itself has acknowledged the risk and explicitly connected it to regulatory capture. “The costs of evaluating huge and complex AI models is high, and getting higher,” the company stated in a 2024 blog. “We should ensure this is a well scoped, small set of tests, or else we’ll create regulatory burdens and increase the possibility of regulatory capture.”



The heads of the big labs don’t often agree on much, but lately they’ve been singing from the same hymnal when it comes to AI safety and alignment. In a September 12 essay, Anthropic’s Amodei called for slowing, or “pacing,” frontier model development so that the labs could catch up on safety and alignment R&amp;D. OpenAI’s Sam Altman publicly agreed, saying “we need to pace the frontier.” SpaceXAI’s Elon Musk simply responded, “Dario is right,” aligning himself with the argument for slowing down. Google DeepMind founder Demis Hassabis also expressed support.



Days later, OpenAI policy chief Chris Lehane told reporters that OpenAI had already been working with Anthropic and Google DeepMind on AI safety for several weeks.



Wired’s Maxwell Zeff reported on September 10 that OpenAI had asked members of Congress whether orchestrating an industry-wide slowdown in frontier AI development would violate antitrust laws, citing people close to the company. But the reporting doesn’t say OpenAI asked about an agreement among industry players on independent evaluations specifically. (OpenAI declined to comment for this story. Anthropic did not respond to a request for comment.)



It’s also possible that the labs are motivated by genuine safety concerns, or by some mix of motives. “This is a complex topic since it is hard to fathom the real motives,” says Gartner analyst Arun Chandrasekaran in an email to Fast Company. “[A]nthropic’s safety advocacy did contribute to its models later being restricted from government use,” he recalls. He’s referring to Anthropic’s limits on the Pentagon’s use of its models for domestic mass surveillance, an application the company said it had no reliable way to monitor for safety.



“I believe sincere risk concern shown by frontier labs and competitive advantage aren’t mutually exclusive,” Chandrasekaran says. “They may gain competitive advantage, but they also realize how much safety and alignment is critical [to] how their customers will evaluate them in the present and future.”



On Wednesday, OpenAI reported six more incidents from the past six months in which it discovered “unexpected or concerning” model behavior during training or evaluation. AI researchers call this misalignment—when models act outside their intended role, evade oversight, take unauthorized actions, or coordinate in unexpected ways. In July, swarms of agents powered by OpenAI models broke out of their testing environment, accessed the open internet, and broke into servers belonging to the open-source AI repository Hugging Face.



Anthropic has repeatedly disclosed that its own models attempted harmful actions under testing. In August, U.K. AI Security Institute testers observed Mythos 5 taking 17 unauthorized actions against third parties, including trying to plant malicious code in an open-source project and creating fake identities for a social-engineering attack. In a September 9 report, Anthropic described four occasions during 2026 when its Claude model accessed the public internet because of a “misconfiguration” in a cybersecurity evaluation designed by a testing partner.



David Sacks, a science and technology adviser to President Trump, has embraced the regulatory-capture theory to describe Anthropic’s statements and policy actions. “Dario’s post assumes we have amnesia about Anthropic’s well-orchestrated campaigns hyping AI fears,” he tweeted in response to Amodei’s September 12 essay. “His May 2025 claim that AI would wipe out 50% of entry-level knowledge jobs within five years still lacks supporting evidence 15 months later.” Sacks has explicitly accused Anthropic of pursuing a “sophisticated regulatory capture strategy,” arguing that its push for stringent AI-safety laws could impose compliance costs that smaller competitors can’t afford.



Why would these big, well-financed labs need to go to such lengths to freeze out competition through regulation or independent auditors? Being a freestanding frontier model developer—meaning one not housed inside a larger tech company—is a fabulously expensive business. The companies spend massive amounts renting or building cloud infrastructure to run their models, and they must reserve computing power years into the future.



A July report from The Information says Anthropic had previously told investors it had committed to spending $180 billion on computing resources through 2029, but that the company had signed commitments worth an estimated $517 billion for compute-capacity leases in the past 11 months.



OpenAI has said it will spend $750 billion on infrastructure through 2030, or 25% more than it estimated earlier in the year. CEO Sam Altman said last year that OpenAI had committed to spending $1.4 trillion to develop 30 gigawatts of computing resources through 2032.



The labs also have to pay the salaries of the world’s best AI researchers. The Wall Street Journal reported that OpenAI’s average stock-based compensation is about $1.5 million per employee across a workforce of about 4,000. Add model-training costs and other expenses, and the companies have enormous bills to cover.



Their revenues, while enormous and rapidly growing, remain much smaller than some of those long-term commitments. OpenAI’s annualized revenue run rate reached $40 billion in August, Bloomberg reported. Anthropic’s annualized revenue run rate passed $65 billion at the end of July, Bloomberg reported.



“So, Anthropic has to make so much money just to pay off all these commitments, and there’s just no way they’re going to be able to make that much unless they find a way to capture the entire market,” Rolfes says. He argues that Anthropic, OpenAI, and SpaceXAI each target different market segments, with some overlap, so if regulatory burdens rendered smaller labs uncompetitive, the remaining players could gain something approaching a monopoly or duopoly in portions of their target markets.



Rolfes’ team just released a new research report examining Anthropic’s business quality, revenue outlook, and compute strategy ahead of its S-1 filing, with the aim of evaluating whether its reported $2 trillion valuation is justified.



Safety may be the goal, but it could also become a barrier to entry. ]]></description>
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<pubDate>Sun, 20 Sep 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, big, labs’, safety, push, could, come, with, competitive, advantage</media:keywords>
</item>

<item>
<title>Can you trust AI’s answer to your question? Here’s what to consider</title>
<link>https://thebusinesseconomic.com/can-you-trust-ais-answer-to-yourquestion-heres-what-to-consider</link>
<guid>https://thebusinesseconomic.com/can-you-trust-ais-answer-to-yourquestion-heres-what-to-consider</guid>
<description><![CDATA[ I recently typed a simple question into Google search: How much screen time is too much for teenagers? Instead of presenting links, as Google had been doing for many years, it gave me an AI-generated answer. The artificial intelligence agent cited a number, then complicated that reply, noting that quality and balance of time could matter more than the number of hours, and that “too much” time could depend on a teenager’s sleep, exercise, school demands, and mood.



I tried another search: Should I take a daily aspirin? This time the AI answer presented me with medical information, warned about risks, and offered more tailored guidance if I provided my age and medical history.



These were good replies. What interested me was that they were different kinds of replies.



Debate about AI answers has focused on accuracy: Did the system get the answer right? That matters, but accuracy is only one test. Each kind of answer requires a user to judge something different.



I find it useful to sort AI answers into an “answer typography” of four broad types: factual, interpretive, constructive, and strategic. A factual claim can often be checked against a source. An interpretation can be accurate and still reflect choices about which evidence matters. A construction can be well reasoned and still be wrong for the person receiving it. A beautifully written strategic document may not be true. Yet AI presents all four types of answers in much the same fluent, authoritative form; the differences are easy to miss.



I’m a university librarian and dean of libraries at the University of Virginia who leads national efforts to develop AI competencies for library professionals, and I consult widely on AI literacy. I first proposed the typography in The Journal of Academic Librarianship.



The four categories are not airtight boxes. A response from an AI agent can reflect several types. That said, I describe each type of answer below, and offer guidance for deciding whether a reply is ready to use or needs more investigation.



Which answer is Google giving you?



A factual answer makes a claim that can, in principle, be checked against evidence. When was the University of Virginia founded? What is the chemical symbol for gold?



To determine whether a factual answer is robust enough for you to use, verify the claim against an appropriate source. If the answer cites a source, follow that link instead of simply treating the answer itself as proof.



An interpretive reply is built on evidence, but there is not a single takeaway. How much screen time is too much for a teenager? Does remote work raise productivity? The answer depends on what evidence is included, what is left out, and how disagreement is understood.



Google’s initial answer to my screen-time question indicated that two hours was a limit for teenagers. Then it noted that pediatric guidance puts more weight on the quality and context of screen use than on simple hours. The American Academy of Pediatrics says there is no exact recommended amount for teens and emphasizes the kind of screen use and what activities it might be displacing. A question that looked numerical turned out to require interpretation.



To assess interpretive answers, do more than check facts. Ask yourself what evidence the system emphasized, what it left out, and whether another defensible interpretation exists. A useful follow-up question to present to the search engine is: “What is the strongest evidence for a different conclusion?”



Constructive answers are made rather than discovered. Ask AI to draft a cover letter, write a eulogy, suggest a lesson plan, or reorganize a paragraph—there is no single correct result.



You can judge the response by considering purpose, audience, and voice. A eulogy can be grammatically perfect and still sound nothing like the person delivering it, or it may land flat on family members hearing it. It may not capture the deceased person well, either. Consider these kinds of effects as you read.



Strategic questions ask what to do. Should I take a daily aspirin? Should I buy the house? The answers combine information with judgment about goals, risks, trade-offs, and personal circumstances.



My aspirin search shows why context matters. Google warned about risks, told me to consult a medical professional, and offered more tailored information if I provided my age, cardiovascular history, and risk of bleeding. That caution matches the U.S. Preventive Services Task Force guidance. It says the decision to start low-dose aspirin for prevention of heart attacks and strokes should be individualized and weigh cardiovascular benefit against bleeding risk.



For strategic answers, ask what the system would need to know before its advice could reasonably apply to you individually. Consider the stakes, the alternatives and whether a qualified person should be involved. For the aspirin question, a useful follow-up would be: “What details about my age, medical history, or bleeding risk could change this advice? What should I discuss with my doctor before deciding?” The final judgment remains yours because you are the person who has to live with the outcome.



The first question after an answer



My questions began as ordinary Google searches. I did not open a chatbot. The AI-generated responses simply arrived, and links were appended.



The responses were useful. Google added context, acknowledged complications, and offered tailored guidance if I supplied additional information. Within each response, though, the type of answer could change. Reporting what a medical guideline says is different from deciding how it applies to a particular person. A fluent response can move between those types of answers without a noticeable change in voice.



As a user, try to recognize what kind of intellectual work the AI agent did for a response you receive. Consider whether the interpretation is persuasive or the advice fits your circumstances.



Before asking whether an AI answer is right, ask a more basic question: What kind of answer is this? The type will tell you what to do next.







Leo S. Lo is a dean at the University of Virginia.



This article is republished from The Conversation under a Creative Commons license. Read the original article.







 ]]></description>
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<pubDate>Sun, 20 Sep 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Can, you, trust, AI’s, answer, your question, Here’s, what, consider</media:keywords>
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<item>
<title>I use AI to save time. So why am I working more?</title>
<link>https://thebusinesseconomic.com/i-use-ai-to-save-time-so-why-am-i-working-more</link>
<guid>https://thebusinesseconomic.com/i-use-ai-to-save-time-so-why-am-i-working-more</guid>
<description><![CDATA[ This year, I’ve been building an AI social media production pipeline to promote the 25+ shows on the Autistic Culture Podcast Network. It took me a week of effort, but I managed to program Claude Code to talk to NotebookLM, which now feeds our YouTube, Instagram, and TikTok pipeline, and a task that used to take me a full day now runs in the background. The first time I ran a real batch through it, I felt the guilt of always being behind fade away. I could physically feel my nervous system recalibrating. Maybe for the first time since I was 10 years old, with these artificial intelligence agents, I could recapture the feeling of not being behind!



And then, the other shoe dropped. The next week, the automatic processing didn’t work. I had to rebuild the agent from scratch. Meanwhile, I was in the middle of building my next agent to send out press releases when new shows launch, but that got put on hold.  At about 3 a.m., I was in a full-on AI coding haze when I ran out of credits and had no choice but to go to bed. At that moment, I realized all this time I was trying to save by using AI was sure taking up a lot of time.



Business culture has one instrument for measuring AI, and it’s the stopwatch. Productivity!



Minutes saved. Output multiplied. Projects completed. Revenue up.



Every dashboard asks how much faster the company is moving. Are we working less, though? Because I, for one, have been working more and with a panic about not being left behind. Getting more done is not the same as making the work day less demanding.



The gap matters even more for neurodivergent founders like me. A report published in June by the U.K.’s Lilac Centre, based on a national survey of more than 600 neurodivergent entrepreneurs, found that 76% started their businesses specifically to work in a way that suited them, but 79% report workload-management or burnout challenges as a result.



The same report calls AI and digital tools “accessibility scaffolding,” and I’d back that up. I even wrote a book way back in 2023 about how AI could be used as an accessibility tool for neurodivergent people. I use AI daily to start tasks I’d otherwise stall on, to turn scattered thinking into a structured draft, to get past the executive-function wall that shows up when my monotropic flow is not flowing in the directions I need it to. I do not question that AI can take tasks off your plate. But, what I missed in my book, and I think others are missing, is the cost of using AI.



Call it the Automation Tax. It’s all the extra work you have to do to make the AI make your job go faster, and the expectation that now you can do things faster, you still need to use every working hour to get even more done. The speed got turned up, but the workload didn’t decrease.



Building the Autistic Culture Podcast Network pipeline taught me the size of that tax. Wiring three systems together, learning where each tool tends to fail so I know what to double-check; none of that showed up in an “hours saved per post” calculation.



Meanwhile, my workload never seemed to decrease. The hour saved was filled with the next task, because faster output means more time to plan and promote. Instead of writing my magnum opus or learning Italian with the time I saved, I found myself managing more agents. 



This is why when I use a tool now, I ask three questions. What exact task disappears? What new work shows up in its place? And do I really end up with fewer things to manage, or just different things?



 A single AI-drafted Instagram caption might save me only five minutes, but it removes the dread of staring at a blank box until the moment to post has passed; for a task that small, that’s an excellent return. Meanwhile, generating five newsletters in the time it used to take to write one still leaves five newsletters to fact-check, schedule, and defend if something in them is wrong. Output goes up, sure, but so does the workload.



If I can’t answer that last question: Do I really end up with fewer things to manage or different things, then the tool has just shifted or even increased the workload. 



The best AI tool isn’t the one that helps you produce the most. It’s the one that frees you up to do more of what you want to do.



 ]]></description>
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<item>
<title>Someone used Claude to build a potential bioweapon. The real threat is much deeper</title>
<link>https://thebusinesseconomic.com/someone-used-claude-to-build-a-potential-bioweapon-the-real-threat-is-much-deeper</link>
<guid>https://thebusinesseconomic.com/someone-used-claude-to-build-a-potential-bioweapon-the-real-threat-is-much-deeper</guid>
<description><![CDATA[ Today’s frontier AI models know everything–how to safely thaw a frozen chicken breast, re-shingle your roof, and treat your dog’s ragweed allergies, if my recent chat history is any indication.



Apparently, they also know how to create fiendishly deadly bioweapons.



That’s according to a recent announcement by Anthropic. According to the company, anonymous scientists attempted to use Anthropic’s flagship Claude model to conduct research that could have turned deadly.






Anthropic blocked their efforts this time, and there’s no evidence that the scientists were actually trying to cause harm. 



But as frontier models get more powerful and better at science, the threat of an LLM imagining a truly lethal new virus or bacteria will only increase.



Make it stronger



According to Anthropic’s report, the potentially dangerous research that the company blocked varied tremendously.



In one instance, scientists reportedly asked Claude to assist with a grant application for so-called “gain of function” research on the mosquito-borne Chikungunya virus.



Gain of function research involves deliberately making a pathogen more deadly or easier to spread, in order to learn about how natural versions of the pathogen infect their hosts.



Such research can have legitimate scientific purposes, and it’s possible that the scientists (who Anthropic did not identify) were indeed trying to write an application to fund their legitimate work.



But asking for help with something nefarious in the guise of a request for some other form of assistance (like a grant application) is a classic example of “jailbreaking”—methods that can trick an LLM into providing information or guidance that its guardrails should prevent.



In this case, Anthropic pointed out, a deadlier virus could have incredibly lethal consequences.



“Because chikungunya circulates naturally, a deliberate release (as part of a bioweapon) would be difficult to distinguish from a natural outbreak,” Anthropic says in its report. 



In other words, a natural virus that already circulates in mosquitos could be made far deadlier overnight, and scientists would have no idea the “gain of function” was caused by AI’s meddling.



Murder, or wrinkles?



In another incident, Anthropic says that scientists tried to use Claude to develop “novel venoms and toxins.”



This vein of research is especially alarming because it involves a “dual use” technology. 



As Anthropic points out, there are plenty of legitimate reasons to develop new toxins–Botox, for example, comes from a deadly bacteria toxin, but is also used ”to treat migraines, spasticity, and wrinkles.”



But the same research that creates a more effective way to inject away your crow’s feet could also be used to create a more powerful tool for covert assassinations. Indeed, ricin (another natural toxin) was famously embedded in a weapon disguised as an umbrella and used to assassinate a journalist during the Cold War.



Dual use technology presents an especially grave challenge for firms like Anthropic. The company doesn’t want to squash potentially promising scientific research (or drive big customers to a competitor like OpenAI) by shutting legitimate inquiries down.



But if Anthropic misses a nefarious use of tech which could also have positive uses, the results could be dire–and deadly.



Not going away



In these instances, Anthropic says that it successfully blocked potentially harmful requests. But there’s no way to know how many similar requests made it past the company’s filters, or its technology’s guardrails.



The specific instances shared in Anthropic’s report also highlight the challenges of policing LLMs. It’s easy enough to block a request like “make me a stronger version of COVID.” 



It’s far harder to know when potentially valuable scientific inquiries are actually masking an attempt to design a deadly toxin or develop a highly-contagious new pathogen.



Before–as Anthropic itself admits–the company could hide behind the fact that its models simply weren’t that good at science. The design for a deadly new pathogen won’t do anyone any harm if the biology doesn’t work.



As frontier models get better at scientific reasoning, though, the threat will only increase. And while highly-controlled models like Claude are easier to lock down, open-weight LLMs are only a few months behind today’s top frontier models, and often include almost no guardrails.



As LLMs advance, we may reach a point where the only thing preventing bad actors from developing powerful new pathogens is their desire not to poison the world. 



For anyone with a dim view of human nature and a desire to keep the species humming, that will be little comfort.



 ]]></description>
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<title>6 tips to lower your sky&#45;high grocery bills</title>
<link>https://thebusinesseconomic.com/6-tips-to-lower-your-sky-high-grocery-bills</link>
<guid>https://thebusinesseconomic.com/6-tips-to-lower-your-sky-high-grocery-bills</guid>
<description><![CDATA[ Last week, the U.S. Bureau of Labor Statistics released the most recent consumer price index, which tracks inflation of important consumer goods—including your groceries. The cost of food has risen sharply, according to the CPI, with the same cart of groceries costing 2.7% more in August 2026 than in August 2025. What’s more, food prices have increased by an eye-watering 33% since August 2019.



None of these statistics comes as a surprise to anyone who regularly goes grocery shopping. Everything from milk and beef to coffee and cereal to apples and potatoes takes a bigger bite from your grocery budget than it used to.



And unlike previous price hikes that affected only one or two grocery departments—like when egg prices soared in 2025—the current cost increases seem to hit nearly every aisle in your local supermarket. It’s much more difficult to adjust your grocery spending when every food’s price is rising.



The average consumer doesn’t necessarily think about what’s behind the price tag on their Wheaties and bananas. But knowing the reasons behind these higher costs can help make grocery shopping less expensive, since you’ll know what to expect long before you’re facing down a $7 pound of ground beef.



Here are the biggest drivers of high food costs, and what you can do to avoid paying too much for groceries.



Climate change



Several years ago, an acquaintance told me about stopping at a grocery store in a small town while she was on a road trip. She was mystified to find no fruit in the produce department. When she asked a worker where the fruit was, the grocery employee responded, “It’s winter! There’s no fruit.”



This story reminded me just how much grocery shopping has changed since my childhood, when produce was available seasonally—or else you paid through the nose for a tiny, desiccated cantaloupe in February. These days, we expect grocery stores to have every possible food you might desire at any given time.



This modern disconnect from the natural rhythms of food production can make consumers feel blindsided by climate-related price hikes—partially because it can take time to feel the effects.



Beef prices, for example, are sky high in part because of the record drought in the U.S. in 2022. Between the drought conditions, high grain prices, inflation, and rising interest rates, American cattle farmers have been reducing their herds—or getting out of the business altogether. This reduction in cattle means the U.S. herd is the smallest it’s been since 1951.



While many climate events can have more immediate effects on food prices—such as when a severe winter freeze might damage the Florida orange crop—the interconnected nature of food production means climate change may continue to affect prices long after the specific weather event has ended.



Tariffs



Since February 2025, the current administration has used tariffs as a major part of its foreign policy strategy. Tariffs are taxes on imported goods that increase the consumer’s cost, with the goal of encouraging more consumption of domestic goods.



The average tariff rate on all imports is 9.6%, but some of our most important trading partners face much higher rates. Specifically, the administration has hit Mexico, China, and Canada—the three countries that account for the highest share of U.S. imports—with tariffs of 25%, 30%, and 35%, respectively.



These tariffs can have a direct impact on grocery prices in the case of products we almost exclusively import, such as coffee and bananas. But tariffs for apparently unrelated products can also affect your grocery bill. In particular, tariffs on steel imports have led to higher prices for canned foods. As of August 2026, canned fruit and vegetable prices are up 4% compared with last year, while canned fish costs 6.1% more than it did in 2025.



Energy prices



When you throw a head of lettuce or a gallon of milk into your shopping cart, you’re probably not thinking about the journey it took before appearing on the shelf. But every single item in the grocery store arrived via truck, which means fluctuations in energy prices can be reflected in food prices.



That’s why the recent spike in diesel prices to $6 per gallon could make a major dent in your grocery budget. The prices of perishable goods will increase first in response to higher diesel prices, since they have a shorter shelf life and must be restocked quickly. But elevated energy costs will eventually affect shelf-stable food prices, too, as stores need to restock these items.



Even if we were only dealing with climate change, tariffs, or energy prices one at a time, we would still see higher grocery bills. But all three of these factors are concurrently hitting our food infrastructure, which makes it much more difficult for the average consumer to protect their grocery budget.



6 tips to save money when food prices spike



There are still a number of strategies you can use to keep from weeping when you see your grocery bill every week. Here are some of the best ways to save money on groceries right now.




Shop seasonally and locally, if possible: The less time your food has to spend in a truck, the less money the producers have to spend on fuel to get it to you. Buying produce when it’s in season means it’s more likely to be grown nearby, rather than halfway across the world.



Go meatless: Switching out the meat for just one dinner per week can save you about $9 per week, or approximately $470 per year.



Clean out your fridge and pantry: The average American family loses $1,500 per year to wasted food. If your kitchen is anything like mine, your cluttered refrigerator is also the place where fresh produce goes to become a science experiment. Regularly auditing your kitchen, which includes cleaning your fridge, freezer, and pantry, can help ensure you eat the food you buy and use up leftovers before they become sentient.



Meal plan: Knowing what meals you’ll be eating for the week helps you avoid food waste and unnecessary purchases. (Just ask me why I have three open canisters of cinnamon in my pantry.)



Embrace frozen produce: Fruits and vegetables from the freezer aisle are just as nutritious as their fresh counterparts, but they last longer and may be significantly cheaper.



Trust your nose rather than the expiration date: We often treat sell-by or best-by dates on perishable items as expiration dates. But other than infant formula, these sell-by dates are unregulated and voluntarily chosen by the manufacturer. Which means your yogurt is fine the day after the date stamped on the lid—provided it’s been properly refrigerated. You can generally trust your senses to determine if the food is safe to eat after the sell-by date, as long as you know the product’s been properly stored.




Don’t let grocery prices get you down



Paying for groceries shouldn’t require a second mortgage. But the combined effects of climate change, tariffs, and energy prices are working to make your weekly trip to the supermarket a painful experience for your wallet. You don’t have to simply pay the higher prices. You can reduce your grocery costs by getting intentional about your food purchases. This includes everything from shopping seasonally and going meatless to cleaning out your fridge and planning your meals to buying frozen produce and eating products after the sell by date.



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<title>How to do bookkeeping as a small business</title>
<link>https://thebusinesseconomic.com/how-to-do-bookkeeping-as-a-small-business</link>
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<description><![CDATA[ By Ryan Grundy on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Keeping on top of your accounts as a small business needn’t be a headache. With the right approach and tools, it can be incredibly useful. Little and often is the key, says Ryan Grundy
The post How to do bookkeeping as a small business appeared first on Small Business UK. ]]></description>
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<title>UK business owners face fourth&#45;highest tax bill of 13 major economies</title>
<link>https://thebusinesseconomic.com/uk-business-owners-face-fourth-highest-tax-bill-of-13-major-economies</link>
<guid>https://thebusinesseconomic.com/uk-business-owners-face-fourth-highest-tax-bill-of-13-major-economies</guid>
<description><![CDATA[ 
Study of 13 developed economies puts the UK business owner tax burden fourth highest once inheritance tax on a £1.2m estate is included in the total. ]]></description>
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<title>Nine in 10 UK manufacturers use automation to manage disruption</title>
<link>https://thebusinesseconomic.com/nine-in-10-uk-manufacturers-use-automation-to-manage-disruption</link>
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<description><![CDATA[ 
Barclays research finds 87 per cent of UK manufacturers use automation to manage disruption, while 72 per cent report more defence and security demand. ]]></description>
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<title>Three directors fined in first identity verification prosecutions</title>
<link>https://thebusinesseconomic.com/three-directors-fined-in-first-identity-verification-prosecutions</link>
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<description><![CDATA[ 
The Insolvency Service has secured its first convictions for identity verification offences, with three company directors fined at magistrates&#039; court. ]]></description>
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<title>Chemify secures £22m public backing for £89.9m Glasgow expansion</title>
<link>https://thebusinesseconomic.com/chemify-secures-22m-public-backing-for-899m-glasgow-expansion</link>
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<description><![CDATA[ 
Chemify funding worth £22m from Scottish Enterprise and the UK Government supports the Glasgow company&#039;s £89.9m expansion, creating up to 300 jobs. ]]></description>
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<title>Liverpool leads UK cities with 6 per cent of old phone lines left</title>
<link>https://thebusinesseconomic.com/liverpool-leads-uk-cities-with-6-per-cent-of-old-phone-lines-left</link>
<guid>https://thebusinesseconomic.com/liverpool-leads-uk-cities-with-6-per-cent-of-old-phone-lines-left</guid>
<description><![CDATA[ 
Liverpool has just six per cent of legacy lines left to migrate ahead of the PSTN switch-off in January 2027, according to new data from Openreach. ]]></description>
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<title>How Bain Capital Ventures plans to deploy its fresh $1.6B fund</title>
<link>https://thebusinesseconomic.com/how-bain-capital-ventures-plans-to-deploy-its-fresh-16b-fund</link>
<guid>https://thebusinesseconomic.com/how-bain-capital-ventures-plans-to-deploy-its-fresh-16b-fund</guid>
<description><![CDATA[ BCV&#039;s latest fund targets early-stage founders harnessing AGI and building the infrastructure to run it efficiently. ]]></description>
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<title>Spotify expands its partner program for podcasts to 35 new countries</title>
<link>https://thebusinesseconomic.com/spotify-expands-its-partner-program-for-podcasts-to-35-new-countries</link>
<guid>https://thebusinesseconomic.com/spotify-expands-its-partner-program-for-podcasts-to-35-new-countries</guid>
<description><![CDATA[ Spotify said since changing its video podcasts creator terms in January, its payouts have increased by more than a third. ]]></description>
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<pubDate>Thu, 17 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Spotify, expands, its, partner, program, for, podcasts, new, countries</media:keywords>
</item>

<item>
<title>Rival AI agents, Instinct and Meta’s Muse, both add the ability to make calls</title>
<link>https://thebusinesseconomic.com/rival-ai-agents-instinct-and-metas-muse-both-add-the-ability-to-make-calls</link>
<guid>https://thebusinesseconomic.com/rival-ai-agents-instinct-and-metas-muse-both-add-the-ability-to-make-calls</guid>
<description><![CDATA[ People can use these assistants to make restaurant reservations and cancel subscriptions ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2019/12/GettyImages-937980652.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 17 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Rival, agents, Instinct, and, Meta’s, Muse, both, add, the, ability, make, calls</media:keywords>
</item>

<item>
<title>Google, Nvidia and Anthropic want Emerald AI to find space on the grid for more data centers</title>
<link>https://thebusinesseconomic.com/google-nvidia-and-anthropic-want-emerald-ai-to-find-space-on-the-grid-for-more-data-centers</link>
<guid>https://thebusinesseconomic.com/google-nvidia-and-anthropic-want-emerald-ai-to-find-space-on-the-grid-for-more-data-centers</guid>
<description><![CDATA[ A new coalition that includes Google, Nvidia, Anthropic and Emerald AI wants to find 100 GW of grid capacity for new data centers. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2024/12/Energy-sector-Getty.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 17 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Google, Nvidia, and, Anthropic, want, Emerald, find, space, the, grid, for, more, data, centers</media:keywords>
</item>

<item>
<title>Lucid Motors has a potential robotaxi partner for Europe</title>
<link>https://thebusinesseconomic.com/lucid-motors-has-a-potential-robotaxi-partner-for-europe</link>
<guid>https://thebusinesseconomic.com/lucid-motors-has-a-potential-robotaxi-partner-for-europe</guid>
<description><![CDATA[ The company is partnering with mobility platform Bolt -- but no vehicle orders have been placed just yet. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2025/04/Luicid-Gravity-interior-9.jpg" length="49398" type="image/jpeg"/>
<pubDate>Thu, 17 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Lucid, Motors, has, potential, robotaxi, partner, for, Europe</media:keywords>
</item>

<item>
<title>Without saying a word, Warren Buffett successor Greg Abel just taught a powerful lesson in leadership</title>
<link>https://thebusinesseconomic.com/without-saying-a-word-warren-buffett-successor-greg-abel-just-taught-a-powerful-lesson-in-leadership</link>
<guid>https://thebusinesseconomic.com/without-saying-a-word-warren-buffett-successor-greg-abel-just-taught-a-powerful-lesson-in-leadership</guid>
<description><![CDATA[ What’s the most powerful thing you can do to establish yourself when you’re the new CEO of a company? Not just any company, a trillion-dollar company that has existed for 187 years. The CEO you’re replacing is so beloved, his nickname is “the Oracle of Omaha.” And everyone, including the news media and the company’s shareholders, is watching you closely for any sign of failure. They’re all certain you can’t possibly live up to the genius of Warren Buffett.



There’s one very strong move you can make in that situation. Prove your own confidence by making very public bet on yourself. It’s gutsy. But it can be a very smart move if you’re facing skepticism in a new leadership position.



Berkshire Hathaway CEO Greg Abel just did that. Abel took over from Buffett in January, although Buffett said Abel had been making some of Berkshire’s investment decisions for years. Abel started his tenure as CEO with lots of money to spend, about $380 billion in cash and short-term Treasuries.



Buffett accumulated these funds over the past few years. He likens investing to being a batter at home plate who can wait out an unlimited number of pitches until the perfect one comes along. He famously doesn’t buy equities when he thinks the market is overpriced. So he finished out his role as Berkshire CEO by selling some shares, but not buying much.



Berkshire’s Q2 filing contains surprises.



The world just learned that in the past three months, Abel has charted a different course. A Q2 filing last week revealed that Abel spent a big chunk of the cash Buffett piled up. He added $10 billion to Berkshire’s stake in Alphabet, Google’s parent company. He acquired Taylor Morrison Home for $6.8 billion, although that deal closed in Q3 and was not part of this filing. Most significantly, he spent $4.5 billion to repurchase Berkshire Hathaway’s own shares.



That is one very powerful move. Abel made a simple one-time announcement shortly after he became CEO to notify the public that Berkshire would soon resume repurchasing shares. Beyond that, Abel hasn’t spoken publicly about any of his recent spending. But the company’s quarterly filing contains this passage in three different places: Berkshire’s common stock repurchase program currently permits Berkshire to repurchase shares any time that Berkshire’s Chief Executive Officer, after consultation with the Chairman of the Board [i.e. Buffett], believes that the repurchase price is below Berkshire’s intrinsic value, conservatively determined.



Berkshire’s share price reaches all-time high.



That’s a pretty bold statement to make even once, let alone three times. Berkshire’s Class B shares reached their all-time high at market close of just under $540 during those three months. And although they’ve come down off that peak a bit, they are up more than 4 percent in the past quarter. Yet Abel, with Buffett’s backing, is telling the world that Berkshire is worth even more than its current market value.



The company has never shared details about how it makes these calculations. It only reveals what it’s bought and sold when legally required to do so. Back in March, CNBC reporters asked Abel why he thought Berkshire shares were undervalued. He would only say it was based on the economic prospects of the companies Berkshire owns some or all of.



Most of those companies are doing well, the filing revealed. So that logic makes a lot of sense. But by buying back huge chunks of Berkshire stock, Abel is also saying something else. He’s saying that the company will continue to grow its profits and its value, because he knows how to make that happen.



If you don’t like it, we’ll buy it back.



It’s a silly comparison, but it reminds me of when I bought a garden hose a few weeks ago. The hose I was replacing was lightweight but proved to be flimsy. At my local hardware store, as I stood staring at a huge range of options, the clerk pointed to one and said it was the best. I hesitated, though. For one thing, it was pretty pricey for a hose. Worse, it was a blinding shade of chartreuse.



But then the clerk told me that Sharon, who runs the garden department and whose judgment I’ve come to trust, recommends that hose to all her customers. “I’ve heard her say that if they don’t like it, she will personally buy it back,” he added. That was good enough for me and I bought the hose.



We trust those who risk their own funds.



When people express confidence in their own abilities by putting their own money on the line–which Abel is also doing by taking his salary in stock–we tend to trust them. We believe they’re right. And that’s exactly what’s happening for Abel. Several analysts have switched their recommendation from “hold” to “buy” for Berkshire. And while you might have expected the share price to drop after Buffett stepped down, it’s up for the year so far.



Next time you’re facing a skeptical crowd, follow Abel’s example and put your own skin in the game. Your willingness to take that risk will show people that you’re confident and certain about the future. Do it right, and they’ll feel that way too.



There’s a growing audience of Inc.com readers who receive a daily text from me with a self-care or motivational micro-challenge or tip. Often, they text me back and we wind up in a conversation. (Want to know more? Here’s some information about the texts and a special invitation to a two-month free trial.) Most are entrepreneurs or business leaders who know how important it is to gain the confidence of those they lead, and of the marketplace. Putting your own money in the game is an effective way to make that happen.



—Minda Zetlin







This article originally appeared on Fast Company’s sister website, Inc.com. 



Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. ]]></description>
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<pubDate>Wed, 16 Sep 2026 14:00:14 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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</item>

<item>
<title>Why Creators Are Hollywood’s Next Growth Engine</title>
<link>https://thebusinesseconomic.com/why-creators-are-hollywoods-next-growth-engine</link>
<guid>https://thebusinesseconomic.com/why-creators-are-hollywoods-next-growth-engine</guid>
<description><![CDATA[ Featuring Rob Wade, CEO, Fox Entertainment, Billy Parks, Head of Fox Creator Studios, Fox Entertainment and, Christina Richardson, Creator, Director, Writer, and Executive Producer of “Besties”; Founder, C. Rich Media.



The wall between Hollywood and the creator economy is coming down—and Fox wants to build what comes next. With Fox Creator Studios, the company is betting on a new model for discovering, developing, and scaling talent, bringing creators into an entertainment ecosystem where short-form hits can become long-form franchises. This conversation will unpack Fox’s big bet on creators, why traditional media companies are rethinking how entertainment gets made, and what this new model could mean for the future of content, talent, and the business of entertainment. ]]></description>
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<pubDate>Wed, 16 Sep 2026 14:00:14 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Why, Creators, Are, Hollywood’s, Next, Growth, Engine</media:keywords>
</item>

<item>
<title>Apple’s iPhone 18 Pro puts the focus on authenticity</title>
<link>https://thebusinesseconomic.com/apples-iphone-18-pro-puts-the-focus-on-authenticity</link>
<guid>https://thebusinesseconomic.com/apples-iphone-18-pro-puts-the-focus-on-authenticity</guid>
<description><![CDATA[ For many years now, Apple has been making the case that the iPhone is the most popular camera in the world. Part of the appeal, to hear the company tell it on stage, is how the camera leverages the iPhone’s considerable processing power to make capturing incredible images easier than ever before. 



Each year brings a new iPhone that finds new ways to convert visual information from a tiny sensor into memories. And with the iPhone 18 Pro, releasing later this week, Apple appears to be focusing on something new: authenticity. 





The case for imperfection



It is true that the breakthrough computational techniques pioneered by Apple and others have changed the way we all take photos. You no longer need to worry about shooting into the sun or blowing out a window from the inside; more often than not, your phone will figure out the scene and make sure everything is exposed and clear.



But this perfect, impossible flattening of the real world has led to a loss of character. The iPhone’s overly sharpened, HDR-heavy image processing is artless and shows little taste for the historical aesthetics of photography. It’s no wonder that Gen Z has embraced cheap point-and-shoot digicams they were too young to use the first time around—the imperfections in the image are what make the memory feel real.



Other phone companies have addressed this in various ways. Google added a feature called Camera Looks to this year’s Pixel phone, for example, offering different styles that are deeply integrated into the image processing pipeline; one of them specifically aims to emulate a digicam. Chinese tech giants Xiaomi and Oppo, meanwhile, have long partnered with traditional camera counterparts Leica and Hasselblad, with modes in their camera apps that are designed to evoke authentic photography.



More freedom



Apple looks to be responding to this by updating its Photographic Styles feature with controls for texture and grain, as well as the existing tone and color settings. The company says this will let you “soften skin details or achieve an artful film look.” In other words, Apple is giving you more freedom to disagree with its processing choices.



Grain is a revealing addition. The speckled quality associated with the chemicals used in film turns an apparent flaw into an aesthetic decision. It introduces irregularity into an image, which Apple has historically strived to remove. Texture, meanwhile, makes the treatment of detail part of the creative process.



We’ll have to wait for first-hand experience to see how effective the extra controls prove to be in practice. To Apple’s credit, though, they’re also coming to the iPhone 16 and 17 lineups, as well as the iPhone Air, as part of iOS 27 rather than being locked to new devices. This is a good move if Apple wants to change the conversation around iPhone photography.



The hardware changes in the iPhone 18 Pro are quite modest, led by a variable aperture system that I don’t expect to make a big difference to most people’s photos too often. But the physical mechanism has prompted Apple to give users more control in another way, redesigning the Camera app with options to manually adjust aperture, shutter speed and white balance, as well as a histogram to assess exposure in real time.



Third-party apps have offered similar controls for advanced users for a long time, of course. But Apple is overdue to including them in its own stock Camera app. As with the new Photographic Styles additions, the controls give photographers creative freedom to make different choices than Apple’s programmers in Cupertino. There’s no such thing as an objectively correct shutter speed for a given photo—the setting is the result of the photographer’s authorship.



Authenticity tools



And that’s related to another new feature: Apple Reference Image, which is designed to prove the authenticity and provenance of a photo. In an optional Reference mode, signed sensor data is cryptographically developed through Private Cloud Compute into an unalterable image. Users can compare that reference with the main photograph in Photos to inspect changes. Apple is also supporting the SynthID standard, which will add metadata to images so viewers can check how they were edited, including whether it was generated by AI. 



[Photo: Apple]



The new push for authenticity is welcome, not least because Apple has been experimenting with a lot of AI-powered features lately. The most ambitious is Reframe, a new tool in iOS 27 that allows you to alter the angle and composition of a photo after it has been taken—you can make it seem as if someone was looking at the camera when they weren’t, for example, or change where the photographer appeared to be standing. The ability to demonstrate that such tools weren’t used in the creation of an image could prove to be crucial.



Apple is right to claim that the iPhone is the world’s most popular camera. But that status comes with a degree of responsibility, and not just when it comes to ensuring that everyone’s photos are aesthetically pleasing. By adopting features that help to prove the authenticity of images, Apple may do more to help set standards and expectations than any other camera maker could. 





 ]]></description>
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<pubDate>Wed, 16 Sep 2026 14:00:14 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Apple’s, iPhone, Pro, puts, the, focus, authenticity</media:keywords>
</item>

<item>
<title>So Delicious Dairy Free frozen dessert gets recalled again over fears of ‘small stones’ and ‘other hard objects’</title>
<link>https://thebusinesseconomic.com/so-delicious-dairy-free-frozen-dessert-gets-recalled-again-over-fears-of-small-stones-and-other-hard-objects</link>
<guid>https://thebusinesseconomic.com/so-delicious-dairy-free-frozen-dessert-gets-recalled-again-over-fears-of-small-stones-and-other-hard-objects</guid>
<description><![CDATA[ A dairy-free frozen dessert product is being recalled for the second time in less than a year. 



Danone USA is voluntarily recalling pints of So Delicious Dairy Free Salted Caramel Cluster Non-Dairy Frozen Dessert.



The recall is due to “the potential presence of foreign materials, such as small stones and other hard objects, within the cashew bits,” according to a notice issued Tuesday by the Food and Drug Administration (FDA).  



This is word-for-word the same reason why this product was recalled just last December. 



On the So Delicious website, the brand boldly states, “We know this is not the quality you expect from us,” despite this now becoming a pattern.  



It goes on to nearly mimic its promises from last year: “So Delicious Dairy Free is working swiftly with retail partners to remove the impacted product from shelves. In the meantime, we have identified and corrected this issue and will soon be able to bring the product back to market safely.”



Whether that’s true remains to be seen but, for now, here’s what you need to know about the recalled Salted Caramel Cluster Non-Dairy Frozen Dessert pints.



What products are affected?



The only product Danone USA has recalled is the So Delicious Dairy Free Salted Caramel Cluster Non-Dairy Frozen Dessert pints. The recall is for a batch with the following information:




SKU: 136603



UPC: 744473476138



Best-by dates: Any date up to and including April 3, 2028. 




Where and when was the product sold? 



All Danone USA has said is that the dessert was distributed to retailers nationwide. According to the So Delicious website, its products are sold at major retailers.



What should I do if I have this product? 



Do not consume any recalled So Delicious Dairy Free Salted Caramel Cluster Non-Dairy Frozen Dessert pints. Instead, dispose of them immediately. You can contact So Delicious for a refund or replacement coupon at 1-833-367-8975 or through the webform.



 ]]></description>
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</item>

<item>
<title>Scrubs &amp;amp; Beyond stores are closing: Clothing retailer says all locations will shutter, offers no explanation</title>
<link>https://thebusinesseconomic.com/scrubs-beyond-stores-are-closing-clothing-retailer-says-all-locations-will-shutter-offers-no-explanation</link>
<guid>https://thebusinesseconomic.com/scrubs-beyond-stores-are-closing-clothing-retailer-says-all-locations-will-shutter-offers-no-explanation</guid>
<description><![CDATA[ The apparel industry is no stranger to store closures, and this week another retailer has joined the ranks of those shuttering stores. 



Healthcare clothing company Scrubs &amp; Beyond has announced that it will close all of its stores, which include more than 100 locations across 30 states. Here’s what you need to know about the store closures.



What is Scrubs &amp; Beyond?



Scrubs &amp; Beyond is a specialty clothing retailer that sells healthcare apparel for medical professionals—doctors and nurses who work in hospitals and healthcare offices across the country.



According to its website, Scrubs &amp; Beyond says it is the largest retail provider of healthcare apparel and accessories in America. It has been in operation for more than 20 years. In 2013, it acquired two other professional uniform companies, Uniform City and Life Uniform.



Private equity merger



In March 2022, private equity firm LKCM Headwater Investments merged Scrubs &amp; Beyond with three other uniform companies—Chefwear, Landau, and White Cross—to form Kindthread, an overarching parent company of the four uniform retailers.



In October of that year, Kindthread announced a completely revamped retail and online experience for Scrubs &amp; Beyond, which included “an elevated and modernized in-store experience,” according to a company press release.



“The scale of Scrubs &amp; Beyond, and its importance to our family of brands, enables us to bring about a positive change in the retail experience for an incredibly important group of people – healthcare professionals,” Kindthread CEO David Murphy said at the time.



But fast-forward less than four years later, and now Scrubs &amp; Beyond has abruptly announced it is closing all its retail stores.



Why is Scrubs &amp; Beyond closing its retail stores?



Neither Scrubs &amp; Beyond nor its parent company, Kindthread, has publicly stated why it chose to close all its retail stores.



The announcement of Scrubs &amp; Beyond’s store closures was made on the retailer’s website, which simply stated “All Retail Stores Closing” in a banner across the top of the site. 



The chain says it is offering 20% to 40% off all products in its retail stores nationwide.



Based on the language on the store’s website, it is unclear whether Scrubs &amp; Beyond’s online operations will also cease. It is also unclear how many employees will be affected by the nationwide store closures.



A customer service line for Scrubs &amp; Beyond was disconnected and no longer in service when called by Fast Company on Wednesday.



On the Scrubs &amp; Beyond Instagram account, a number of customers have complained recently that they ordered merchandise from the brand but never received it.



Fast Company has reached out to Kindthread for comment.



Which Scrubs &amp; Beyond retail stores are closing?



Scrubs &amp; Beyond’s website states that it currently has more than 115 stores in 30 states.



The company has not published a list of all its closing stores, but the retailer’s website lists the following store locations:



Alabama




Tuscaloosa




Arizona




Gilbert 



Glendale 



Mesa 



Phoenix 




Arkansas




Fort Smith 



Little Rock  — Perris Plaza Shopping Center



Little Rock  — N Little Rock




California




Bakersfield 



Chico 



Citrus Heights 



Concord 



Fresno 



Modesto 



Rialto 



Riverside 



Upland 




Colorado




Aurora 



Lakewood 




Florida




Altamonte Springs 



Clearwater 



Lauderhill 



North Miami Beach 



Orlando 



Pensacola 



Tampa 




Georgia




Augusta 



Dunwoody 



Lawrenceville 




Illinois




Niles 



Rockford 



Shiloh 




Indiana




Indianapolis  — Southport Commons



Indianapolis  — Racquet Square



Plainfield 




Kansas




Overland Park 



Wichita 




Kentucky




Florence 




Maryland




Landover Hills 



Rockville 




Michigan




Ann Arbor 



Flint 



Novi 



Portage 



Southgate 



Troy 



Utica 



Warren 



Westland 




Minnesota




Burnsville 



Coon Rapids 



Rochester 



Roseville 



Waite Park 




Missouri




Columbia 



Creve Coeur 



Kirkwood 



Saint Louis 



St. Peters 




Nebraska




Omaha




Nevada




Las Vegas  — Las Vegas



Las Vegas  — Cheyenne Commons



Las Vegas  — Silverado Ranch S/C




New Jersey




Elizabeth 



Paramus 



Totowa 



Woodbridge 




New Mexico




Albuquerque 




New York




Carle Place 



Rochester 



Selden 



Staten Island 



Tonawanda 




North Carolina




Charlotte 



Durham 




Ohio




Cincinnati 



Columbus 



Dayton 



Reynoldsburg 



West Chester 




Oklahoma




Oklahoma City




Oregon




Beaverton 



Happy Valley 



Salem 




Pennsylvania




Erie 



Lancaster 



Monroeville 



Pittsburgh 



West Reading 




South Carolina




Florence 



Myrtle Beach 




Tennessee




Cordova 



Memphis 




Texas




Austin 



Cypress 



Dallas 



Frisco 



Fort Worth 



Houston 



Hurst 



Lewisville 



Mesquite 



Oak Ridge North 



San Antonio  — Med Centre Point



San Antonio  — Alamo Ranch Shopping Center



Selma 



Sugar Land 



Temple 



Webster 




Virginia




Richmond 



Woodbridge 




Washington




Lynnwood 



Tacoma 



Tukwila 




Wisconsin




Brookfield 



Madison 




When are Scrubs &amp; Beyond retail stores closing?



The exact date Scrubs &amp; Beyond retail stores will close for good is unknown at this time. ]]></description>
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<pubDate>Wed, 16 Sep 2026 14:00:14 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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</item>

<item>
<title>ICCS Conference 2026: Creativity, Minds, and Machines in Rome and Vatican City</title>
<link>https://thebusinesseconomic.com/iccs-conference-2026-creativity-minds-and-machines-in-rome-and-vatican-city</link>
<guid>https://thebusinesseconomic.com/iccs-conference-2026-creativity-minds-and-machines-in-rome-and-vatican-city</guid>
<description><![CDATA[ 
The International Center for Consciousness Studies will hold the Third Annual ICCS Conference in Rome and Vatican City on September 1–3, 2026. ]]></description>
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<pubDate>Sun, 13 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>ICCS, Conference, 2026:, Creativity, Minds, and, Machines, Rome, and, Vatican, City</media:keywords>
</item>

<item>
<title>Smaller startups deserve more venture funding</title>
<link>https://thebusinesseconomic.com/smaller-startups-deserve-more-venture-funding</link>
<guid>https://thebusinesseconomic.com/smaller-startups-deserve-more-venture-funding</guid>
<description><![CDATA[ 
Smaller startups’ ability to move quickly makes them hotbeds of innovation and presents a strong case for more funding than current investment patterns suggest. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2753691669-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 13 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Smaller, startups, deserve, more, venture, funding</media:keywords>
</item>

<item>
<title>The Rise of Ethical Tech: Why UK Business Owners Are Rethinking Web Hosting</title>
<link>https://thebusinesseconomic.com/the-rise-of-ethical-tech-why-uk-business-owners-are-rethinking-web-hosting</link>
<guid>https://thebusinesseconomic.com/the-rise-of-ethical-tech-why-uk-business-owners-are-rethinking-web-hosting</guid>
<description><![CDATA[ 
When British business owners review their supply chains, the conversation usually starts with physical goods, energy contracts and transport. Increasingly, though, the digital supply chain is coming under the same scrutiny. ]]></description>
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<media:keywords>The, Rise, Ethical, Tech:, Why, Business, Owners, Are, Rethinking, Web, Hosting</media:keywords>
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<item>
<title>UK risks missing AI boom without hardware push, Blair report says</title>
<link>https://thebusinesseconomic.com/uk-risks-missing-ai-boom-without-hardware-push-blair-report-says</link>
<guid>https://thebusinesseconomic.com/uk-risks-missing-ai-boom-without-hardware-push-blair-report-says</guid>
<description><![CDATA[ 
Tony Blair Institute report says UK AI manufacturing capacity must grow, urging ministers to lift the sector to 10 per cent of gross value added by 2031. ]]></description>
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<item>
<title>TUC chief suggests Burnham could call early general election</title>
<link>https://thebusinesseconomic.com/tuc-chief-suggests-burnham-could-call-early-general-election</link>
<guid>https://thebusinesseconomic.com/tuc-chief-suggests-burnham-could-call-early-general-election</guid>
<description><![CDATA[ 
TUC general secretary Paul Nowak has suggested Andy Burnham could call an early general election if Labour&#039;s manifesto leaves too little room for change. ]]></description>
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<media:keywords>TUC, chief, suggests, Burnham, could, call, early, general, election</media:keywords>
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<item>
<title>Anthropic CEO outlines plan to slow AI development</title>
<link>https://thebusinesseconomic.com/anthropic-ceo-outlines-plan-to-slow-ai-development</link>
<guid>https://thebusinesseconomic.com/anthropic-ceo-outlines-plan-to-slow-ai-development</guid>
<description><![CDATA[ Anthropic&#039;s Dario Amodei and OpenAI&#039;s Sam Altman seem to agree that it&#039;s time to &quot;pace the frontier.&quot; What would that actually look like? ]]></description>
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<pubDate>Sun, 13 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Anthropic, CEO, outlines, plan, slow, development</media:keywords>
</item>

<item>
<title>Tesla says it will finally unveil the second generation Roadster on October 1</title>
<link>https://thebusinesseconomic.com/tesla-says-it-will-finally-unveil-the-second-generation-roadster-on-october-1</link>
<guid>https://thebusinesseconomic.com/tesla-says-it-will-finally-unveil-the-second-generation-roadster-on-october-1</guid>
<description><![CDATA[ Tesla’s halo sports car was first announced in November 2017. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Tesla, says, will, finally, unveil, the, second, generation, Roadster, October</media:keywords>
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<item>
<title>Fusion power startups find new partners in the defense world</title>
<link>https://thebusinesseconomic.com/fusion-power-startups-find-new-partners-in-the-defense-world</link>
<guid>https://thebusinesseconomic.com/fusion-power-startups-find-new-partners-in-the-defense-world</guid>
<description><![CDATA[ Fusion startups are inking defense-related deals, reigniting the relationship between fusion and national security that might have gone dormant, but never completely disappeared. ]]></description>
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<pubDate>Sun, 13 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Fusion, power, startups, find, new, partners, the, defense, world</media:keywords>
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<item>
<title>Automattic confirms Mullenweg has returned as CEO after attempted ouster by board</title>
<link>https://thebusinesseconomic.com/automattic-confirms-mullenweg-has-returned-as-ceo-after-attempted-ouster-by-board</link>
<guid>https://thebusinesseconomic.com/automattic-confirms-mullenweg-has-returned-as-ceo-after-attempted-ouster-by-board</guid>
<description><![CDATA[ Automattic says Mullenweg is back as &quot;chairman and CEO of Automattic, with full support of the board.&quot; ]]></description>
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<item>
<title>OpenAI’s Sam Altman says it would be ‘ill&#45;advised’ to go public in 2026</title>
<link>https://thebusinesseconomic.com/openais-sam-altman-says-it-would-be-ill-advised-to-go-public-in-2026</link>
<guid>https://thebusinesseconomic.com/openais-sam-altman-says-it-would-be-ill-advised-to-go-public-in-2026</guid>
<description><![CDATA[ While OpenAI has filed confidentially for an IPO, the company will not be going public this year, according to CEO Sam Altman. ]]></description>
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<media:keywords>OpenAI’s, Sam, Altman, says, would, ‘ill-advised’, public, 2026</media:keywords>
</item>

<item>
<title>Why you procrastinate on things you actually want to do</title>
<link>https://thebusinesseconomic.com/why-you-procrastinate-on-things-you-actually-want-to-do</link>
<guid>https://thebusinesseconomic.com/why-you-procrastinate-on-things-you-actually-want-to-do</guid>
<description><![CDATA[ Below, Dr. Itamar Shatz shares five key insights from his new book, Solving Procrastination: The Science of Why We Put Things Off and How to (Finally!) Stop.



Itamar is an Affiliated Lecturer at Cambridge University. He helps people understand why they procrastinate and how to stop, using a practical system that he developed from more than 500 scientific studies.



What’s the Big Idea?



Procrastination isn’t a failure of time management or a sign that we don’t care. It’s a psychological tug-of-war between what we intend to do and what feels easier or better right now. To stop procrastinating, we need to understand what’s driving our particular pattern of delay and use strategies that address the real cause, rather than relying on willpower.



Listen to the audio version of this Book Bite—read by Shatz himself—in the Next Big Idea app, or buy the book.



1. Procrastinators care more, not less.



Procrastination involves an intention-action gap between the beneficial things we mean to do and the problematic things we actually do.



You’ve probably experienced this yourself if there was ever something you truly wanted and intended to do, but found yourself putting off, again and again, each time telling yourself that you’ll do it in “tomorrow,” or “soon,” or “in just five minutes,” even if deep down you want to shake yourself and yell “JUST DO IT ALREADY.”



The usual problem in cases like these isn’t that you don’t care about the things you should be doing, but that you have paralyzing perfectionism from caring too much.



That’s why procrastination is an issue not only when it comes to unpleasant tasks, like many people think, but also on activities we’re genuinely excited about. And it’s why we procrastinate not only on stuff that doesn’t matter, but also on activities that can have serious consequences.



To avoid this pitfall, it’s important to replace perfectionism with good enough, which can actually be quite good. Then, remind yourself that the right number of mistakes in your work isn’t zero, and focus on your own standards (rather than those set by others).



2. We procrastinate to pursue immediate pleasure and avoid immediate pain.



The misconception that procrastination is just about time management or motivation leads us to try solving it with the wrong tools, which guarantees we’ll fail.



Time-management is usually a symptom of procrastination, rather than its cause. We can have excellent time-management skills and still end up procrastinating because we’re not addressing the real cause. No matter how much planning we do or how many time-management apps we use, even the most meticulous schedule won’t work if we can’t actually bring ourselves to follow it when the chips are down.



If we want to stop procrastinating, we need to take back control of our mind and find ways to strengthen our drive to act, or weaken our drive to delay. Fortunately, several techniques can help, like ditching big goals in favor of attainable ones, taking extra breaks when we need to rest, and riding the waves of our productivity rhythms.



3. Our brain is great at tricking us into thinking that next time will be different.



The biggest issue is the self-control fallacy: our mistaken belief that if we just try harder, we’ll manage to do what we need to through sheer willpower, even though this exact approach has failed us many times before. It’s a tempting notion, because it offers a clear and straightforward solution that seems believable—until it’s time to act. This approach rarely helps us win our internal tug-of-war.



To see through this trick, use the reality rule, by asking yourself what you’re actually likely to do, based on what you did in similar situations before, rather than on how you wish you’ll act. That way, you can adjust accordingly and find new solutions that could actually help, instead of trying the same things and getting the same results.



4. Procrastination is more varied than people think.



There’s no single strategy that everyone should always use to overcome their procrastination. A college student who’s procrastinating because of distractions should use different strategies than an artist who’s procrastinating because of perfectionism, as should an executive who’s procrastinating because of burnout, and so on.



To overcome your procrastination, it’s important to figure out why you procrastinate. You’ll often need to dig through several layers before you get to the reasons you should focus on addressing; an example is when it seems you’re getting distracted by social media, but really you’re stuck because your self-confidence is low.



To help make sense of your procrastination, you can consider when, where, and how you do it, and what the difference is between cases where you procrastinate versus ones when you take action. You can also consider the different procrastinator archetypes—like the Worrier, Zigzagger, and Rebel—and see which ones resonate with you the most. This is great both for figuring out why you procrastinate, and for finding the best ways to stop.



5. Procrastination might be growing more common, but it has ancient roots.



To overcome procrastination, we need to address modern risks, like the increasing bombardment of digital distractions, steep rise in unstructured work, and climbing rates of anxiety.



But, although it’s tempting to think of procrastination as a purely modern problem, people have been battling it throughout history. That’s why we have warnings from almost three thousand years ago, saying that “a man who puts off work is always at hand-grips with ruin.”



The issue is that procrastination is rooted deep in our psychology, and specifically in an impulsive fight-or-flight response that we’re wired to engage in. Fortunately, we can seize control of this response by empathizing with our future self to make us care more about what will happen to us. And we can also shine a bright light on our fears (the real ones driving our behavior, rather than just those that lie on the surface) by asking what they are, how likely they are to happen, and how we can successfully move on if they do.



This article originally appeared in Next Big Idea Club magazine and is reprinted with permission.



Enjoy our full library of Book Bites—read by the authors!—in the Next Big Idea app.
 ]]></description>
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<item>
<title>I bought a Birkin as an investment. It taught me a hard lesson about human judgment</title>
<link>https://thebusinesseconomic.com/i-bought-a-birkin-as-an-investment-it-taught-me-a-hard-lesson-about-human-judgment</link>
<guid>https://thebusinesseconomic.com/i-bought-a-birkin-as-an-investment-it-taught-me-a-hard-lesson-about-human-judgment</guid>
<description><![CDATA[ In 2017, I bought my first Birkin.



Not because I wanted to impress anyone. Not because it was a status symbol. I bought it because I saw it as an investment. As an entrepreneur, I naturally look at assets differently. If something has the potential to hold or appreciate in value, I’m interested.



Ironically, after spending so much on the bag, I barely used it.



It stayed in my closet because I was afraid of scratching it, staining it, or hurting its resale value. One day I caught myself thinking, What’s the point of owning something you’re too afraid to use?



So I started carrying it. What happened next surprised me.



People opened doors faster. Staff greeted me differently. At luxury stores, the service felt noticeably warmer. While shopping for linens in France, I was offered sparkling water almost immediately and received a level of attention that stood out. At conferences and events, conversations seemed to begin more naturally.



The bag didn’t change. I didn’t change. People’s perception changed.



The psychology of fast judgment



That experience forced me to confront something we don’t like to admit: Humans make incredibly fast judgments.



We like to believe we evaluate people based purely on merit. In reality, our brains rely on shortcuts. Clothing, watches, handbags, titles, schools, confidence, and reputation all become signals that shape first impressions long before anyone has the chance to demonstrate competence.



The Birkin wasn’t creating value; it was signaling it.



That realization also reminded me of experiences on the opposite end. I’ve walked into stores after long workdays wearing simple clothes with messy hair and been followed by security guards. I’ve been overlooked despite having every intention, and every ability, to make a purchase.



Same person, different signals.



The uncomfortable truth is that perception often influences access.



This isn’t really about luxury goods. Most people don’t own a Birkin, and nobody needs one.



The lesson is much bigger.



Every one of us sends signals every day. It might be how we communicate, how we introduce ourselves, the quality of our work, the consistency of our personal brand, or simply the confidence we project. Those signals influence whether people trust us, remember us, or give us an opportunity.



Some people will argue that this shouldn’t matter.



I agree.



But there is a difference between how the world should work and how it actually works. Understanding human psychology doesn’t mean becoming fake. It means recognizing reality and deciding how you want to show up within it.



Today, I no longer see my Birkin as just an investment; I see it as an unexpected lesson in perception.



Perception may open a door, but character, competence, and results are what keep it open.



—Kate Hancock



The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.



Get 1 Smart Business Story delivered straight to your inbox when you subscribe to Inc.’s free daily newsletter.







This article originally appeared on Fast Company’s sister website, Inc.com. 



Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy. ]]></description>
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<item>
<title>How Blockchain Technology Can Transform The Finance Industry?</title>
<link>https://thebusinesseconomic.com/how-blockchain-technology-can-transform-the-finance-industry</link>
<guid>https://thebusinesseconomic.com/how-blockchain-technology-can-transform-the-finance-industry</guid>
<description><![CDATA[ A blockchain is a public ledger which holds all Bitcoin transactions which have ever taken place. This ledger is constantly growing as every day completed blocks are added to the blockchain. These blocks also come with a new set of recordings and are added to the blockchain in a linear and chronological order. Computers connected […]
The post How Blockchain Technology Can Transform The Finance Industry? appeared first on Fincyte. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Blockchain, Technology, Can, Transform, The, Finance, Industry</media:keywords>
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<item>
<title>4 things you can do to protect yourself from the rising threat of AI</title>
<link>https://thebusinesseconomic.com/4-things-you-can-do-to-protect-yourself-from-the-rising-threat-of-ai</link>
<guid>https://thebusinesseconomic.com/4-things-you-can-do-to-protect-yourself-from-the-rising-threat-of-ai</guid>
<description><![CDATA[ For more than 25 years, I’ve been the “Computer Guy” for friends, family, and colleagues who call when something digital goes sideways. Lately, those calls have changed. The questions used to be about slow computers and forgotten passwords. Now, almost every conversation circles back to the same two words: artificial intelligence.



The concern is understandable—and underscored by recent warnings from high-profile AI researchers about the threat of superintelligence. AI is in our home appliances, work products and even attends our meetings. It shapes the apps we use, the content we see, and the messages we receive. Voice assistants listen to our commands, shopping sites predict what we’ll buy next, and AI tools quietly learn from the data we create. Meanwhile, the traditional cybersecurity risks of stolen passwords, compromised accounts, and phishing emails haven’t gone anywhere. They’ve only gotten more sophisticated and harder to spot.



What frustrates me is that most of the “protection advice” floating around reminds me of Cold War–era guidance telling schoolchildren to hide under their desks during a nuclear attack: well-intentioned, but not exactly practical.



The good news is you don’t need a computer science degree to meaningfully reduce your risk. Four simple habits can help you protect your privacy, spot digital deception, and keep your accounts safer in an AI-driven world.



Two ways to limit AI’s reach into your world



Start by limiting your digital footprint. Every app permission you grant, online quiz you complete, voice command you speak, and prompt you enter can add to the data profile companies build about you.



Remove the apps you never use from your phone, then review app permissions on the ones you do use, opting out of unnecessary data collection where possible.



Always avoid sharing personal details with AI chatbots. Be especially cautious with free AI sites that use your prompts, conversations, or uploaded files to train their systems. Anything you share could be stored, analyzed, or reused in ways you did not intend. Privacy-focused options such as proton.com and duck.ai may be better choices because they are designed to reduce data collection.



You should also learn to recognize AI-generated content. AI can now create realistic fake images, videos, audio, and phishing messages that appear to come from people or organizations you trust. Verify unexpected messages, reverse-image search photos that seem unusually polished, and pause before reacting to content designed to make you angry, afraid, or excited.



Two basic cybersecurity protections to start



Even in the AI age, these are two things everyone should do to protect themselves online. It not only helps fight against human hackers but also, with AI-generated attacks.



First, use strong, unique passwords and store them in a dedicated password manager. Reusing the same password across multiple sites means one breach can expose your email, banking, shopping, and social media accounts at the same time. A password manager creates long, random passwords for each account and remembers them for you, so you only need to memorize one strong master password.



Second, enable multi-factor authentication, or MFA, on every account that offers it. MFA adds a second proof of identity, such as code from an authenticator app or a tap on a hardware security key. Even if someone steals your password, MFA makes it much harder for them to get into your account.



Some examples of how strong passwords and MFA can help include:



Deepfake Social Engineering — AI-generated voice clones or video deepfakes can impersonate trusted individuals, such as a CEO calling IT, your daughter, or your grandmother, making social engineering far more convincing. Even if an attacker successfully tricks someone into handing over their credentials, MFA ensures that stolen or socially engineered passwords alone aren’t sufficient to gain access.



AI-Optimized Password Spraying — AI can analyze publicly available data from social media and past breaches to build targeted password lists for a group of people. It then sprays the most likely passwords across many accounts while staying just below lockout thresholds to avoid detection. Strong, complex passwords are unlikely to appear on any spray list, and MFA blocks access even if a common password happens to be matched.



Four simple steps



These four habits — shrinking your data footprint, spotting AI-generated deception, using a password manager, and enabling MFA — give home users a practical first line of defense.



Cybersecurity is not something you finish once and forget. Threats evolve, and your habits should evolve with them. Start with one step today: review your app permissions, set up a password manager, or turn on MFA for your most important account. A few minutes now can prevent far bigger problems later.




Limit your digital footprint — review app permissions and opt out of data collection



Be careful with free AI tools — avoid entering sensitive personal, financial, medical, or work information unless you understand how the service uses your data



Use a password manager — generate strong, unique passwords for every account



Enable multi-factor authentication — use an authenticator app or hardware security key for your most important accounts




 ]]></description>
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<item>
<title>Manischewitz is betting that a dating show can attract Gen Z to the 138&#45;year&#45;old brand</title>
<link>https://thebusinesseconomic.com/manischewitz-is-betting-that-a-dating-show-can-attract-gen-z-to-the-138-year-old-brand</link>
<guid>https://thebusinesseconomic.com/manischewitz-is-betting-that-a-dating-show-can-attract-gen-z-to-the-138-year-old-brand</guid>
<description><![CDATA[ For the next ten days, while everyone else is settling back into school and ushering in autumn with pumpkin spice lattes, Jewish Americans will be celebrating the “Days of Awe,” starting with Rosh Hashanah, the Jewish New Year, and ending with Yom Kippur, the holiest day of the Jewish calendar.



The Days of Awe start at sundown on Friday, September 11, followed by 10 days of somber reflection on the past year. Yom Kippur is a day of atonement and deep reflection for which Jews traditionally fast—it begins at sundown on Sunday, September 20 and finishes at the end of the next day on Monday, September 21.



And, for generations, Manischewitz has been a staple on many tables over the Jewish holidays—whether that’s their wine, crackers, or another product like macaroons. But looking ahead, the question is whether younger Jewish consumers, like Gen Zers—whose brand of Judaism is a far cry from that of their parents or grandparents—will continue that tradition.



“We’re not trying to convince Gen Z  and other younger generations to experience Manischewitz the way previous generations did,” Manischewitz senior vice president Mirit Shalvi tells Fast Company. We’re giving them opportunities to make Manischewitz their own, and develop a connection to a brand their grandparents also knew. Very few brands have the ability to bridge generations that way.”



Introducing Manischewitz to a broader generation of culturally curious consumers has been a very intentional strategy for the company, particularly since its recent brand refresh in 2024.



“What is important is that we haven’t approached this as simply changing the packaging or running a campaign aimed at Gen Z,” a Manischewitz spokesperson tells Fast Company. “We’ve been looking at how a 100+-year-old heritage brand can participate in contemporary culture while still being unmistakably Manischewitz.”



Manischewitz was born in 1888, some 138 years ago, from Jewish immigrants’ need, and desire, for special kosher wine and food products, to ensure they met the necessary dietary guidelines under Jewish law once they came to America.



Years later, following a 2024 refresh, Manischewitz has moved well beyond being perceived solely as a brand consumers encounter during major Jewish holidays. And it has created more opportunities for younger consumers to engage with the brand through an array of food products beyond staples like wine, matzoh, crackers and gefilte fish, to gluten-free, low-sodium, and sugar-free options.



Its appeal to the next generation of American Jews and those interested in kosher products is, perhaps, most evident in the design of its website and products. The brighter orange color, updated font, contemporary food photography, and funny Yiddish expressions retain the visual and cultural cues associated with Manischewitz, while also showing how the tradition of having Manischewitz on the table can “be fun, contemporary and culturally relevant.”



That’s also true for its new merch (check out this culinary chutzpah apron), and updated social media and entertainment content. Its dating show, Manischewitz Matchmakers, appeals to one thing all younger Jewish adults care about: dating. It also has a traveling food truck serving hot dogs, knishes, and matzo ball soup.



“Younger consumers don’t necessarily separate food, identity, entertainment, social media and culture—they experience all of those things together,” Talia Sabag, marketing manager for Manischewitz, tells Fast Company. “That’s why our evolution has gone far beyond packaging. From a dating show and a traveling deli to an art exhibition, college programs, athlete partnerships, merchandise and new products, we’re finding new ways for people to participate in the Manischewitz brand.”



And the strategy is working: Since 2024, the brand has grown more than 12%, with Manischewitz’s core products up over 40%—driven mainly by matzo product purchases by younger consumers.



And that’s not all: Manischewitz says it also saw double-digit growth in key markets such as Florida and California, along with continued expansion online, with sales tripling since 2024 in the “Fresh &amp; Frozen” category—reflecting strong demand from younger consumers for convenience. Those items include frozen Challah, frozen matzoh balls, and frozen rugelach—all of which are ready to go after heating. ]]></description>
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<title>4 ways to get your iPhone ready for iOS 27</title>
<link>https://thebusinesseconomic.com/4-ways-to-get-your-iphone-ready-for-ios-27</link>
<guid>https://thebusinesseconomic.com/4-ways-to-get-your-iphone-ready-for-ios-27</guid>
<description><![CDATA[ This week Apple introduced its new iPhone lineup, including the iPhone 18 Pro series and the iPhone Duo. The devices feature the most advanced tech that Apple has ever stuffed into a smartphone. But if you’re not in the market for a new iPhone, there’s some good news: The company also announced a release date for the new iOS 27 operating system, which will run on any iPhone that can run iOS 26.



Apple says that iOS 27 will be released to the general public this Monday, September 14. Until then, there are some things you can do to help ease the upgrade and ensure that the latest software runs as smoothly as possible on your existing iPhone.



Update to iOS 26.6 or later



Apple included a new indexing optimization with the release of iOS 26.6, in preparation for iOS 27, that should save you lots of post-installation headaches. “Indexing” is the term for the process in which iOS goes through all the files on your iPhone and categorizes and tags them, so it can find the file you need quickly when you search for it later on. 



Whenever a new major version of iOS comes out, it generally reindexes your entire phone—but this process can take days and is compute-intensive. So while the indexing is going on, it can sap your iPhone’s processing power and battery life—which is why you see so many claims on social media that the new operating system “slows down” your older iPhone.



Because iOS 27 has a completely new Spotlight search architecture that helps power the new Siri AI, indexing may take even longer than usual. That’s why, as noted by 9to5Mac, Apple added a background feature in iOS 26.6 that lets your iPhone start reindexing before you even install iOS 27. This means that, provided you have been running iOS 26.6 or later for a few days, your upgrade to iOS 27 should go much more smoothly.



To make sure you’re running iOS 26.6 or later, go to Settings &gt; General &gt; Software Update.



Back up your data to iCloud



Right before installing iOS 27, you should make sure that your iPhone is backed up to iCloud. While it’s unlikely an iOS 27 install will brick your phone or erase critical data, accidents can happen. If your iPhone is backed up to iCloud, at least you always have a copy of your data to restore if the worst occurs.



Your iPhone should back up automatically to iCloud each night when you plug it in before bed. But you can also force an iCloud backup right before downloading iOS 27, too. 



To manually back up your iPhone to iCloud, go to Settings &gt; Apple Account &gt; iCloud&gt; iCloud Backup and tap “Back Up Now.” Just make sure you’re on a fast Wi-Fi connection so that the backup doesn’t take forever.



Free up storage space



Depending on your iPhone model, iOS 27 may require 25GB of free space or more to install. If you don’t have that free space, you can’t download iOS 27. That’s why you should take the time now to check whether you have enough storage space and, if not, free up some space so your iPhone has room to download iOS 27. 



Generally, the largest individual files on your iPhone are video games, which can be gigabytes in size, and 4K video, such as the kind you may have if you’ve downloaded any movies or series for offline viewing in streaming apps like Netflix and Disney+.



To see what data is taking up the most space on your iPhone, go to Settings &gt; General &gt; iPhone Storage. You can then determine which large files or apps you no longer need and delete them.



Update your apps



In preparation for any major new iOS release, most developers work diligently to update their apps so that they run as smoothly as possible on the new operating system. In many cases, developers ship these optimizations in their apps before the major iOS release, so users can have the best possible experience as soon as the new iOS update is installed.



In order to make sure your apps run without problems—and also take advantage of any newly supported iOS 27 features—it’s good practice to update your iPhone apps ahead of downloading iOS 27 (or at the very least, right after installing the new OS).



To make sure you’re using the latest version of all your apps before installing iOS 27, open the App Store app, then tap your Apple Account profile picture in the upper-right corner. Next, tap App Updates, and then update all available apps.



After prepping your iPhone for iOS 27, you should be all ready to install the new operating system as soon as Apple releases it.



 ]]></description>
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<pubDate>Sat, 12 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>ways, get, your, iPhone, ready, for, iOS</media:keywords>
</item>

<item>
<title>Top 5 virtual landline providers for small businesses</title>
<link>https://thebusinesseconomic.com/top-5-virtual-landline-providers-for-small-businesses</link>
<guid>https://thebusinesseconomic.com/top-5-virtual-landline-providers-for-small-businesses</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Be prepared for the end of traditional landlines in 2027
The post Top 5 virtual landline providers for small businesses appeared first on Small Business UK. ]]></description>
<enclosure url="https://smallbusiness-production-v2.s3.amazonaws.com/uploads/2026/07/5-best-virtual-landline-providers.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 12 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Top, virtual, landline, providers, for, small, businesses</media:keywords>
</item>

<item>
<title> Anthropic did not submit Mythos 5.1 to UK AI Security Institute</title>
<link>https://thebusinesseconomic.com/anthropic-did-not-submit-mythos-51-to-uk-ai-security-institute</link>
<guid>https://thebusinesseconomic.com/anthropic-did-not-submit-mythos-51-to-uk-ai-security-institute</guid>
<description><![CDATA[ 
Claude Mythos 5.1 went only to US vetting organisations, the first time Anthropic has bypassed the UK AI Security Institute before releasing a model. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/claude-fable-mythos-5-1-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords> Anthropic, did, not, submit, Mythos, 5.1, Security, Institute</media:keywords>
</item>

<item>
<title>Burnham tells MPs VAT comes off electricity bills next month</title>
<link>https://thebusinesseconomic.com/burnham-tells-mps-vat-comes-off-electricity-bills-next-month</link>
<guid>https://thebusinesseconomic.com/burnham-tells-mps-vat-comes-off-electricity-bills-next-month</guid>
<description><![CDATA[ 
The electricity VAT cut takes effect from 1 October, the prime minister told MPs, as the SNP warned of a looming winter cost-of-living emergency. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/Andy_Burnham_HoC-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Burnham, tells, MPs, VAT, comes, off, electricity, bills, next, month</media:keywords>
</item>

<item>
<title>Anthropic tops Fast Company’s Best Workplaces for Innovators 2026</title>
<link>https://thebusinesseconomic.com/anthropic-tops-fast-companys-best-workplaces-for-innovators-2026</link>
<guid>https://thebusinesseconomic.com/anthropic-tops-fast-companys-best-workplaces-for-innovators-2026</guid>
<description><![CDATA[ 
Fast Company has named Anthropic No 1 on its Best Workplaces for Innovators 2026 list, citing Claude Code, Claude Cowork and a valuation approaching $1trn. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2628072011-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Anthropic, tops, Fast, Company’s, Best, Workplaces, for, Innovators, 2026</media:keywords>
</item>

<item>
<title>Six weeks’ paid paternity leave would add £2.68bn a year, report finds</title>
<link>https://thebusinesseconomic.com/six-weeks-paid-paternity-leave-would-add-268bn-a-year-report-finds</link>
<guid>https://thebusinesseconomic.com/six-weeks-paid-paternity-leave-would-add-268bn-a-year-report-finds</guid>
<description><![CDATA[ 
A King&#039;s and Equimundo review of 33 studies says six weeks&#039; well-paid paternity leave would lift maternal employment, add £2.68bn a year and cut break-ups. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/shutterstock_2275194451-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Six, weeks’, paid, paternity, leave, would, add, £2.68bn, year, report, finds</media:keywords>
</item>

<item>
<title>British Business Bank launches £210m South East Investment Fund</title>
<link>https://thebusinesseconomic.com/british-business-bank-launches-210m-south-east-investment-fund</link>
<guid>https://thebusinesseconomic.com/british-business-bank-launches-210m-south-east-investment-fund</guid>
<description><![CDATA[ 
The British Business Bank&#039;s £210m South East Investment Fund, launched on 9 September, offers loans and equity to smaller firms from Kent to Oxfordshire. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/SEIF_British-Business-Bank_2026-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>British, Business, Bank, launches, £210m, South, East, Investment, Fund</media:keywords>
</item>

<item>
<title>Sequoia doubles down on Cymphony as AI agents create new enterprise security risks</title>
<link>https://thebusinesseconomic.com/sequoia-doubles-down-on-cymphony-as-ai-agents-create-new-enterprise-security-risks</link>
<guid>https://thebusinesseconomic.com/sequoia-doubles-down-on-cymphony-as-ai-agents-create-new-enterprise-security-risks</guid>
<description><![CDATA[ Cymphony was valued at more than $100 million in a $25 million Series A co-led by Sequoia and SMBC Fin Atlas Beyond Fund. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/cymphony-founders.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Sequoia, doubles, down, Cymphony, agents, create, new, enterprise, security, risks</media:keywords>
</item>

<item>
<title>Autonomy pivots to gas vehicles to keep the dream of car subscriptions alive</title>
<link>https://thebusinesseconomic.com/autonomy-pivots-to-gas-vehicles-to-keep-the-dream-of-car-subscriptions-alive</link>
<guid>https://thebusinesseconomic.com/autonomy-pivots-to-gas-vehicles-to-keep-the-dream-of-car-subscriptions-alive</guid>
<description><![CDATA[ Scott Painter, founder of TrueCar, is still trying to build a business around vehicle subscriptions, where you can cancel at any time. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/autonomy-app-bronco-square-white-ver-2.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Autonomy, pivots, gas, vehicles, keep, the, dream, car, subscriptions, alive</media:keywords>
</item>

<item>
<title>Instacart launches an AI grocery shopping assistant called Clementine</title>
<link>https://thebusinesseconomic.com/instacart-launches-an-ai-grocery-shopping-assistant-called-clementine</link>
<guid>https://thebusinesseconomic.com/instacart-launches-an-ai-grocery-shopping-assistant-called-clementine</guid>
<description><![CDATA[ Instacart is the latest app to bake a conversational AI assistant into its platform. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2022/09/instacart-logo.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Instacart, launches, grocery, shopping, assistant, called, Clementine</media:keywords>
</item>

<item>
<title>Besxar is building an orbital semiconductor factory, one SpaceX rocket at a time</title>
<link>https://thebusinesseconomic.com/besxar-is-building-an-orbital-semiconductor-factory-one-spacex-rocket-at-a-time</link>
<guid>https://thebusinesseconomic.com/besxar-is-building-an-orbital-semiconductor-factory-one-spacex-rocket-at-a-time</guid>
<description><![CDATA[ If you want to manufacture in space—and bring the products back again—there’s a limited set of options: Wait to go to the International Space Station, or partner with a handful of start-ups launching spacecraft that spend time in orbit before they return to Earth. But the vehicle that goes to space and comes back to […] ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/Besxar-Team.jpg" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Besxar, building, orbital, semiconductor, factory, one, SpaceX, rocket, time</media:keywords>
</item>

<item>
<title>Group of bipartisan lawmakers ask US government to ban several hack&#45;for&#45;hire firms</title>
<link>https://thebusinesseconomic.com/group-of-bipartisan-lawmakers-ask-us-government-to-ban-several-hack-for-hire-firms</link>
<guid>https://thebusinesseconomic.com/group-of-bipartisan-lawmakers-ask-us-government-to-ban-several-hack-for-hire-firms</guid>
<description><![CDATA[ The three Indian companies are accused of using hackers to steal information used to sway litigation. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2019/07/hacking-surveillance1.png" length="49398" type="image/jpeg"/>
<pubDate>Wed, 09 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Group, bipartisan, lawmakers, ask, government, ban, several, hack-for-hire, firms</media:keywords>
</item>

<item>
<title>The 4 building blocks of brand authenticity</title>
<link>https://thebusinesseconomic.com/the-4-building-blocks-of-brand-authenticity</link>
<guid>https://thebusinesseconomic.com/the-4-building-blocks-of-brand-authenticity</guid>
<description><![CDATA[ The word authenticity has become so ubiquitous in recent years, it could almost be ignored. And yet, authenticity is what makes identity matter. This is as true for cultures and companies as it is for individuals.



That same principle is at the heart of brand design. When people hear “brand design,” they often think of logos, typography, taglines, color palettes, and campaigns. Those elements are important, but only scratch the surface. Great brands are designed through every decision made, interaction fostered, and experience delivered. Organizations create brands authentically from the inside out.



Consumers are inundated with messaging and have unprecedented access to information; authenticity is one of a brand’s most valuable assets. People don’t simply believe what a company says about itself; they evaluate whether its actions reinforce that story. And as the lines between public and private influence blur, investors, partners, and other stakeholders increasingly shape how organizations operate. Brand authenticity is about ensuring identity remains a guidepost for growth.



I’m a strategy professional who has spent my career building brands. For 20 years, I’ve said that authentic brands are intentionally designed through four essential building blocks: storytelling, community, experience, and transparency. The fact that this is still news means it still matters.



1. STORYTELLING GIVES BRANDS MEANING



Every brand has a story. The strongest tell a story rooted in its history, purpose, and values, not one manufactured to fit the latest trend.



Storytelling gives products and services emotional significance, helping people connect with what a brand represents. That creates meaning competitors cannot easily replicate.



Luxury brands have long set the standard. One of my favorite examples is the Louis Vuitton Express, an immersive French train station and locomotive that debuted during 2012 Paris Fashion Week, before traveling to China for the brand’s Maison Shanghai opening. More than spectacle, it expressed Louis Vuitton’s French heritage and enduring connection to travel, bringing its story to life in a memorable, unmistakably Vuitton way.



But storytelling only works when a company’s actions reinforce it. When McDonald’s invested in Chipotle during its early years, Chipotle maintained its commitment to responsibly sourced ingredients and its “Food with Integrity” philosophy rather than allowing outside influence to reshape its identity. Authenticity means you must, in Chipotle’s words, “guac the walk.”



2. COMMUNITY CREATES CONNECTION



Brands are now built through participation. Community gives people a reason to engage beyond a product or service, turning shared experiences into lasting relationships.



Apple recognized this when it began opening stores. While some believed the strategy would undermine retail partners and become a costly mistake, Steve Jobs understood the value of community. Apple created spaces where customers could learn skills, ask questions, attend workshops, and connect with experts and one another. The stores became community hubs and retail destinations.



Sports offer another example. Team brands are built as much on community as athletic performance. They cultivate passionate fan bases around shared traditions and experiences. That sense of belonging can transform spectators into lifelong advocates.



Authentic brands similarly create opportunities for people to engage with the company and with each other. Community makes people feel part of something bigger than a transaction.



3. AUTHENTICITY IS TESTED IN EXPERIENCE



Every customer touchpoint is a design decision. The way someone navigates a website, interacts with customer service, unboxes a product, visits a physical space, or attends an activation communicates what a company values.



Today’s most successful brands recognize that consumers are investing in the emotions experiences create, in addition to buying products. Whether it’s a retail environment, immersive event, or digital interaction, every touchpoint should deepen the relationship between customer and brand. In some ways, this is even more important for B2B companies, where relationships form the business’s foundation.



Authenticity is never determined by a single campaign. It’s the cumulative result of thousands, and increasingly millions, of interactions over time as autonomous digital opportunities expand. Every experience should reflect the same values, personality, and promise a brand communicates through its messaging. When those moments align, trust deepens. When they don’t, it quickly erodes.



4. TRANSPARENCY BUILDS TRUST



Consumers increasingly want to know how products are made and where their materials come from. They want greater visibility into supply chains, the people behind the products, and how companies respond when challenges arise.



Brands willing to pull back the curtain can earn lasting trust. They communicate openly about their processes, acknowledge shortcomings, and share progress rather than pretending to be perfect. Transparency can take many forms, from explaining sourcing practices to addressing sustainability goals or difficult business decisions. Openness signals confidence and accountability.



This is particularly important for social and environmental impact. Consumers increasingly expect brands to move beyond broad sustainability claims, providing meaningful information about materials and emissions, plus how they are addressing circularity and measuring progress. As “greenhushing” replaces some of the past’s “greenwashing,” transparency can turn sustainability from marketing message to a source of trust.



Consumers don’t need perfection, but they want honesty. They appreciate brands that respect their trust and consistently work to deliver on the promises they’ve made across the value chain.



AUTHENTICITY BY DESIGN



Storytelling, community, experience, and transparency are powerful authenticity expressions, but only when grounded in a clear brand foundation.



That begins with a mission defining why an organization exists and a vision articulating where it’s headed. The values guide decision-making, while the personality shapes how it behaves. At the center is a promise that customers, employees, partners, and investors can rely on.



Those elements become the blueprint for every design decision a brand makes. They determine how a company looks, and how it communicates, behaves, and earns trust.



Brand design is more than aesthetics. At its best, it’s the intentional design of authenticity. With eroding consumer trust, growing climate risk, and political polarization, enduring brands will turn products into meaningful experiences and stay true to their purpose as they grow. Most importantly, they’ll consistently demonstrate through their actions who they say they are.



Lisa Gralnek is the U.S. managing director and global sustainability head of iF DESIGN. ]]></description>
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<pubDate>Tue, 08 Sep 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, building, blocks, brand, authenticity</media:keywords>
</item>

<item>
<title>Social media users in Australia are moving closer to controlling their feeds. Here’s how</title>
<link>https://thebusinesseconomic.com/social-media-users-in-australia-are-moving-closer-to-controlling-their-feeds-heres-how</link>
<guid>https://thebusinesseconomic.com/social-media-users-in-australia-are-moving-closer-to-controlling-their-feeds-heres-how</guid>
<description><![CDATA[ Australian social media users would be given a choice to opt out of algorithms under proposed laws announced by the government Tuesday that would let users have more control over what they see on their social media feeds.“We’ll require social media platforms to provide user empowerment tools that give people over the age of 16 genuine and enduring choice about what they see in their feeds,” Prime Minister Anthony Albanese told reporters in Canberra.The proposed legislation would also protect children from content that promotes eating disorders, hostile ideas about women, pornography, crime, dangerous stunts and that causes serious mental health distress.The move for more user control and to keep children safer online follows Australia introducing world-first laws in December last year that ban children younger than 16 from holding accounts on the world’s largest social media platforms including Instagram, Facebook and TikTok.“It gives users choice and it will hold the big tech companies responsible for inaction. If they don’t follow our laws, they will face significant penalties,” Albanese added. Penalties under the proposed Digital Duty of Care legislation could be as high as 109.2 million Australian dollars ($78.6 million).Social media platforms would be required to send a notification to new and existing users offering them a choice over their default feed, a government statement said.Users would be able to opt in to having their default feed include personalized content recommended by an algorithm. Alternatively, users could see the content of friends and creators they choose to follow.Digital services including online games, apps and artificial intelligence chatbots would also be required to protect children from design features that have negative behavioral impacts such as addictive features and those that have an effect on self-esteem, the statement said.In April, Australia’s online safety watchdog said it was considering court action against Facebook, Instagram, Snapchat, TikTok and YouTube, alleging they are not doing enough to keep Australian children younger than 16 off their platforms.



—Associated Press ]]></description>
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<pubDate>Tue, 08 Sep 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Social, media, users, Australia, are, moving, closer, controlling, their, feeds., Here’s, how</media:keywords>
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<item>
<title>Pork recall hits 8 states: 1,500 pounds of product may be contaminated with potentially deadly bacteria</title>
<link>https://thebusinesseconomic.com/pork-recall-hits-8-states-1500-pounds-of-product-may-be-contaminated-with-potentially-deadly-bacteria</link>
<guid>https://thebusinesseconomic.com/pork-recall-hits-8-states-1500-pounds-of-product-may-be-contaminated-with-potentially-deadly-bacteria</guid>
<description><![CDATA[ This week, the U.S. Department of Agriculture’s Food Safety and Inspection Service (FSIS) alerted consumers to a food recall involving more than 1,500 pounds of pork product distributed to eight states. 



The recall is being initiated due to fears that the pork may be contaminated with Listeria monocytogenes, a potentially deadly bacterium. Here’s what you need to know.



What’s happened?



On September 6, the U.S. Department of Agriculture’s Food Safety and Inspection Service (FSIS) published a recall notice for imported ready-to-eat (RTE) dry-cured pork jowl (“guanciale”) products produced in Italy.



The recall covers approximately 1,513 pounds of the pork products that were imported into the United States by two firms: Prime Line Distributors, Inc. of Fort Lauderdale, Florida, and Ferrarini USA, Inc. of Hoboken, New Jersey.



The recall is being initiated because the recalled pork products may be contaminated with Listeria monocytogenes, a bacterium that can cause Listeriosis, an infection that can be potentially deadly.



What products are included in the recall?



There are numerous pork products included in this recall. All were produced in Italy in May, and imported into the United States in July. 



All products in the recall bear the establishment number “IT 1937 L CE” inside the Italian mark of inspection or on the label of the case the product was shipped in.



The FSIS says products distributed by Prime Line Distributors in this recall include:




Various weight cardboard cases containing two pieces of individually vacuum packed “PRIME LINE DISTRIBUTORS, INC. GUANCIALE PORK JOWL PRODUCT OF ITALY” with “LOT: 263311US” and “BEST IF USE BY DATE: 05.16.27” printed on the label.



Various weight individually vacuum packaged “GUANCIALE PORK JOWL PRODUCT OF ITALY” with “LOT: 263311US” and “BEST IF USE BY: 05.16.27” printed on the label. The product has an additional label with “DOK GUANCIALE” on the packaging.




Products distributed by Ferrarini USA in this recall include:




Various weight cardboard cases containing two pieces of individually vacuumed packed “GUANCIALE PORK JOWL PRODUCT OF ITALY” with “LOT: 263311US” and “BEST IF USE BY DATE: 05.16.27” printed on the label.



Various weight individually vacuumed packaged “FERRARINI GUANCIALE DRY-CURED PORK JOWL” with “LOT: 263311US” and “BEST IF USE BY DATE: 05.16.27” printed on the label. 




Images of the recalled products can be found here.



Where were the recalled products shipped?



The products included in this recall were distributed to various locations in eight states.



The Prime Line Distributors products being recalled were shipped to retail and food service locations in one state:




Florida




The Ferrarini USA products being recalled were shipped to food service locations and distributors in eight states:




California



Florida



Idaho



Illinois



Michigan



New Jersey



New York



Texas




What is Listeria monocytogenes?



Listeria monocytogenes is a bacterium that, when consumed, can cause a Listeriosis infection, according to the Centers for Disease Control and Prevention (CDC).



Listeria infections have high mortality rates. The CDC says that in the US, about 1,250 people are infected with Listeria each year. Approximately 172 of those—more than 10%—die due to the infection.



While anyone can become infected with Listeria, Listeriosis can be particularly harmful to those over 65, pregnant women, newborns, and individuals with weakened immune systems.



What are the symptoms of a Listeria infection?



The CDC notes that Listeria can cause two types of illnesses: Intestinal and Invasive. Each has a different collection of symptoms.



An intestinal Listeria infection is primarily limited to the intestines. Symptoms of an intestinal Listeria infection include:




Diarrhea



Vomiting




An invasive Listeria infection can be much more serious, as it has spread beyond the intestines, usually through the bloodstream, to other areas of the body. Symptoms of an invasive Listeria infection include:




Fever



Flu-like symptoms, such as muscle aches and fatigue



Headache



Stiff neck



Confusion



Loss of balance



Seizures




The CDC says women who are pregnant and who have an invasive Listeria infection may only experience flu-like symptoms, such as muscle aches, fatigue, and fever.



What should I do if I have the recalled products?



The FSIS says it is concerned that the recalled product may be in the refrigerators and freezers of food service and retail providers. The agency is urging these providers not to serve or sell the recalled pork.



Instead, those who have the recalled items in their possession should throw them away or return them to their place of purchase.



Full details of the pork recall are available on the FSIS website here.



 ]]></description>
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<pubDate>Tue, 08 Sep 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Pork, recall, hits, states:, 1, 500, pounds, product, may, contaminated, with, potentially, deadly, bacteria</media:keywords>
</item>

<item>
<title>What to expect: Beauty tech’s next decade</title>
<link>https://thebusinesseconomic.com/what-to-expect-beauty-techs-next-decade</link>
<guid>https://thebusinesseconomic.com/what-to-expect-beauty-techs-next-decade</guid>
<description><![CDATA[ Returning to Paris for the 10th anniversary of VivaTech felt like looking through a time capsule of innovation.



Perfect Corp. has participated in VivaTech throughout its history. During that time, I watched the event grow alongside many of the technologies presented there. Ideas that once attracted crowds because they seemed futuristic are now becoming part of the infrastructure through which people work, communicate, and shop.



This year’s gathering made one shift especially clear to me: The next phase of innovation will be defined by how intelligently different technologies work together.



That lesson is particularly visible in beauty technology.



BEAUTY TECH GREW UP



When virtual try-on first emerged, its ability to place lipstick, eye shadow, or other products on a person’s face in real time felt almost magical. It created an immersive experience and showed consumers something conventional e-commerce could not: how a product might actually look on them.



At that stage, beauty technology was often viewed as a spectacle. It attracted attention and increased engagement, but many companies still considered it an optional enhancement rather than a core part of the shopping journey.



The next stage was utility.



Virtual try-on became more realistic and commercially useful. AI skin analysis helped consumers better understand concerns such as dryness, spots, wrinkles, and pores. Shade-matching technology addressed one of beauty e-commerce’s most persistent problems: finding the right foundation without testing the product in person. Technology now helps the customer make a more informed decision.



Today, beauty technology is entering a third phase: infrastructure.



Capabilities that once operated as standalone tools are becoming connected across product discovery, consultation, personalization, visualization, and purchase. Consumers simply expect a brand to understand their needs, recommend something relevant, and give them confidence before they buy.



This represents an important leadership lesson: A technology category reaches maturity when consumers stop noticing the technology and start expecting the outcome.



FROM ASSISTED COMMERCE TO AGENTIC COMMERCE



For the past decade, beauty technology has assisted customers in navigating online stores. The customer still does most of the work: opening different pages, applying filters, launching individual tools, comparing products, and determining which recommendation to trust.



Agentic commerce begins from a different premise. Instead of asking consumers to understand the retailer’s catalog and digital architecture, an AI agent starts by understanding their intent.



A shopper might say, “I need a foundation for my skin tone that will work in humid weather” or “Help me create a skincare routine for dryness and dark spots.” Fulfilling that request may require several capabilities: interpreting natural language, analyzing an image, assessing skin attributes, matching products, explaining the recommendations, and allowing the shopper to visualize the result.



An agent can coordinate functions on the consumer’s behalf. That is the fundamental change from assisted to agentic commerce. Search asks consumers to understand the catalog. Agentic commerce asks the system to understand the consumer.



THE SMARTEST AGENT WILL NOT WORK ALONE



There is an assumption that the future will belong to one universal AI assistant capable of answering every question and completing every task. I believe the more likely future is an ecosystem of agents with different areas of expertise.



Beauty is an unusually complex category. Accurately assessing skin concerns, identifying undertones, matching foundation shades, recommending compatible products, and creating a complete look require specialized models, data, and domain knowledge.



A retailer’s general shopping agent may recognize that a customer needs foundation, but not possess the specialized intelligence to evaluate her skin tone and recommend the right shade. Instead, it could connect with a beauty agent that performs the analysis and returns the appropriate recommendations.



Smart AI agents need to know which expert to ask.



This agent-to-agent model could become the connective tissue of digital commerce. Brands and retailers could have their agents call upon trusted domain agents whenever a customer’s request requires deeper expertise.



In beauty commerce, this could mean a specialized agent interpreting a consumer’s request, consulting the appropriate diagnostic, matching, and visualization capabilities, and returning a coherent recommendation. Real innovation is the orchestration of multiple forms of expertise around a single customer goal.



That distinction matters. For years, companies have added digital features one at a time. Even when each tool performs well, the overall experience can still feel fragmented because the consumer must understand when and how to use each one. Agentic commerce reverses that burden. The technology organizes itself around the customer’s objective.



DESIGN THE NEXT DECADE



As business leaders evaluate agentic commerce, the starting point should be asking what decision the customer is trying to make, and what expertise is required to help her make it.



Companies must also resist the temptation to build systems that appear to know everything but lack depth in the moments that matter. In specialized categories, trust will depend on domain intelligence, transparency, and the recommendation quality.



Ten years ago, we came to VivaTech to demonstrate what beauty technology could do. Since then, beauty tech has progressed from spectacle to utility and from utility to infrastructure.



The next decade will be about connection: technologies communicating with one another, specialized agents combining their expertise, and commerce experiences adapting dynamically to individual intent.



The future will belong to the AI agent that can assemble the right intelligence at the right moment and make the complexity behind that collaboration feel effortless to the customer.



Alice Chang is CEO and founder of Perfect Corp. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/09/1-46.png" length="49398" type="image/jpeg"/>
<pubDate>Tue, 08 Sep 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>What, expect:, Beauty, tech’s, next, decade</media:keywords>
</item>

<item>
<title>Best Workplaces for Innovators 2026: Large category winners</title>
<link>https://thebusinesseconomic.com/best-workplaces-for-innovators-2026-large-category-winners</link>
<guid>https://thebusinesseconomic.com/best-workplaces-for-innovators-2026-large-category-winners</guid>
<description><![CDATA[ Six large companies (more than 1,000 employees) earned Best Workplaces for Innovators 2026 category winner status from Fast Company judges. 









Adobe, San Jose



Birdeye, Palo Alto



EPAM Systems, Newtown, PA



InterSystems, Boston



The RealReal, San Francisco



Scopely, Culver City, CA



 ]]></description>
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<pubDate>Tue, 08 Sep 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Best, Workplaces, for, Innovators, 2026:, Large, category, winners</media:keywords>
</item>

<item>
<title>The unfair dismissal changes you need to understand before January 2027</title>
<link>https://thebusinesseconomic.com/the-unfair-dismissal-changes-you-need-to-understand-before-january-2027</link>
<guid>https://thebusinesseconomic.com/the-unfair-dismissal-changes-you-need-to-understand-before-january-2027</guid>
<description><![CDATA[ By Michaela Gartside on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Learn more about the unfair dismissal rules that are being modified – and how you can avoid the employment tribunal
The post The unfair dismissal changes you need to understand before January 2027 appeared first on Small Business UK. ]]></description>
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<pubDate>Tue, 08 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, unfair, dismissal, changes, you, need, understand, before, January, 2027</media:keywords>
</item>

<item>
<title>Jackdaw gas field approval expected in mid&#45;September, sources say</title>
<link>https://thebusinesseconomic.com/jackdaw-gas-field-approval-expected-in-mid-september-sources-say</link>
<guid>https://thebusinesseconomic.com/jackdaw-gas-field-approval-expected-in-mid-september-sources-say</guid>
<description><![CDATA[ 
Ministers are expected to approve the Jackdaw gas field off Aberdeen in mid-September, according to government and industry sources. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/jackdaw-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Jackdaw, gas, field, approval, expected, mid-September, sources, say</media:keywords>
</item>

<item>
<title>Nvidia to buy Hugging Face for $12.9bn in bet on open AI models</title>
<link>https://thebusinesseconomic.com/nvidia-to-buy-hugging-face-for-129bn-in-bet-on-open-ai-models</link>
<guid>https://thebusinesseconomic.com/nvidia-to-buy-hugging-face-for-129bn-in-bet-on-open-ai-models</guid>
<description><![CDATA[ 
Nvidia Hugging Face deal: the chipmaker agrees to pay $12.93bn for the developer platform, with Jensen Huang pledging it will stay open to all AI models. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2024/06/Jensen-Huang-768x432.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Nvidia, buy, Hugging, Face, for, 12.9bn, bet, open, models</media:keywords>
</item>

<item>
<title>OpenAI releases Astra model and claims ‘new era’ of AGI has begun</title>
<link>https://thebusinesseconomic.com/openai-releases-astra-model-and-claims-new-era-of-agi-has-begun</link>
<guid>https://thebusinesseconomic.com/openai-releases-astra-model-and-claims-new-era-of-agi-has-begun</guid>
<description><![CDATA[ 
OpenAI Astra launched on 3 September as president Greg Brockman said the world had entered the AGI era, days after Sam Altman called AGI a marketing term. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/05/shutterstock_2690436653-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, releases, Astra, model, and, claims, ‘new, era’, AGI, has, begun</media:keywords>
</item>

<item>
<title>Uber launches London’s first self&#45;driving taxis with 15 Wayve cars</title>
<link>https://thebusinesseconomic.com/uber-launches-londons-first-self-driving-taxis-with-15-wayve-cars</link>
<guid>https://thebusinesseconomic.com/uber-launches-londons-first-self-driving-taxis-with-15-wayve-cars</guid>
<description><![CDATA[ 
The first self-driving taxis London can hire are now on the Uber app, with 15 licensed Wayve cars and a human safety driver in each ready to take over. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2025/09/Wayve-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Uber, launches, London’s, first, self-driving, taxis, with, Wayve, cars</media:keywords>
</item>

<item>
<title>John Lewis launches YouTube chatshow to lift its AI search visibility</title>
<link>https://thebusinesseconomic.com/john-lewis-launches-youtube-chatshow-to-lift-its-ai-search-visibility</link>
<guid>https://thebusinesseconomic.com/john-lewis-launches-youtube-chatshow-to-lift-its-ai-search-visibility</guid>
<description><![CDATA[ 
John Lewis is launching an Angela Scanlon-hosted YouTube chatshow and social studio to improve its AI search results as ChatGPT use among shoppers climbs. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/09/Angela_Scanlan-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>John, Lewis, launches, YouTube, chatshow, lift, its, search, visibility</media:keywords>
</item>

<item>
<title>AI compute provider Nscale is looking for $3.5B in pre&#45;IPO financing</title>
<link>https://thebusinesseconomic.com/ai-compute-provider-nscale-is-looking-for-35b-in-pre-ipo-financing</link>
<guid>https://thebusinesseconomic.com/ai-compute-provider-nscale-is-looking-for-35b-in-pre-ipo-financing</guid>
<description><![CDATA[ Nscale, which recently struck a $45 billion deal with Anthropic, is in talks to raise additional funds in anticipation of an upcoming IPO. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/07/GettyImages-2266843677.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>compute, provider, Nscale, looking, for, 3.5B, pre-IPO, financing</media:keywords>
</item>

<item>
<title>Judge blocks X rival from using Twitter name, but allows ‘Tweet’ for now</title>
<link>https://thebusinesseconomic.com/judge-blocks-x-rival-from-using-twitter-name-but-allows-tweet-for-now</link>
<guid>https://thebusinesseconomic.com/judge-blocks-x-rival-from-using-twitter-name-but-allows-tweet-for-now</guid>
<description><![CDATA[ A federal judge temporarily barred an X rival from using the Twitter name, but found that X was likely to have abandoned the “Tweet” trademark and bird logo. The startup has since relaunched as Tweet.app. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2023/07/x-logo-impales-twitter-bird.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Judge, blocks, rival, from, using, Twitter, name, but, allows, ‘Tweet’, for, now</media:keywords>
</item>

<item>
<title>What will Apple’s John Ternus era look like?</title>
<link>https://thebusinesseconomic.com/what-will-apples-john-ternus-era-look-like</link>
<guid>https://thebusinesseconomic.com/what-will-apples-john-ternus-era-look-like</guid>
<description><![CDATA[ It’s officially the Ternus era at Apple.   Tim Cook stepped down as CEO this week, handing the company to former hardware chief John Ternus, whose first memo promised a “huge launch next week” — timing that puts Apple’s next iPhone event on his desk before he’s even settled in. Cook isn’t going far, though: he’s staying on as Executive Chairman, focused on the kind of policy […] ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/09/GettyImages-2287301688.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>What, will, Apple’s, John, Ternus, era, look, like</media:keywords>
</item>

<item>
<title>XDOF, just three months out of stealth, is in talks for a Series B at a $1.2B valuation</title>
<link>https://thebusinesseconomic.com/xdof-just-three-months-out-of-stealth-is-in-talks-for-a-series-b-at-a-12b-valuation</link>
<guid>https://thebusinesseconomic.com/xdof-just-three-months-out-of-stealth-is-in-talks-for-a-series-b-at-a-12b-valuation</guid>
<description><![CDATA[ The round is being raised just months after the robot data startup exited from stealth. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/06/DSC_2479.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:02 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>XDOF, just, three, months, out, stealth, talks, for, Series, 1.2B, valuation</media:keywords>
</item>

<item>
<title>OpenAI’s rogue agents keep escaping, with no formal process to investigate them</title>
<link>https://thebusinesseconomic.com/openais-rogue-agents-keep-escaping-with-no-formal-process-to-investigate-them</link>
<guid>https://thebusinesseconomic.com/openais-rogue-agents-keep-escaping-with-no-formal-process-to-investigate-them</guid>
<description><![CDATA[ OpenAI’s latest agent swarm incident adds urgency to calls for independent investigations as researchers and lawmakers question whether AI labs should control the scope of their own safety reviews. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/05/ai-agents-GettyImages-2229880232.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 05 Sep 2026 14:00:02 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI’s, rogue, agents, keep, escaping, with, formal, process, investigate, them</media:keywords>
</item>

<item>
<title>Your AI strategy has an employee problem</title>
<link>https://thebusinesseconomic.com/your-ai-strategy-has-an-employee-problem</link>
<guid>https://thebusinesseconomic.com/your-ai-strategy-has-an-employee-problem</guid>
<description><![CDATA[ Companies continue to invest billions in their AI transformations, while their workers struggle to use AI effectively. Gartner forecasts AI spending to grow to $2.59 trillion this year, an increase of 47% from 2025. As AI adoption increases, employees have grown more comfortable using the tools to take over their administrative responsibilities, so they have more time to do higher-impact work.



But even as AI is being used more, the actual business results are questionable. A recent study by Domino Data Lab found that the share of enterprises whose ROI fails to outpace their investment has held at 57% since 2025. While organizations understand the importance of equipping their workforces with AI tools, most still fail to manage and support their employees as they use them to generate real business outcomes like growing revenue, lowering operating costs, and enhancing their own productivity.



Employees’ AI confidence outpaces their business results



There’s a gap between employees’ confidence in using AI and an organization’s desired business outcome. WalkMe’s third installment of the AI at Work Pulse survey, which has tracked U.S. workers’ use of AI since 2024, found that while 90% of employees feel confident using AI, half said they’ve spent more time trying to get AI to do a task than the task itself would have taken manually.



The new expectations around work are largely driven by managers who expect AI to create more efficiency. More than half of employees surveyed reported that their manager expects more output in the same amount of time, and 33% say they have pretended to be more skilled at using AI than they are.



It’s not just that managers are pressuring employees to use AI to be more efficient; the entire job market is being driven by AI, which means those employees who have AI skills and can deliver on them will have better employment prospects.



Dice found that AI skills are now listed in 73% of tech job postings, and KPMG discovered that nearly half of companies are willing to pay a 11% to 15% salary premium for AI skills. Even more jaw-dropping is that a PwC survey of 1,000 financial services executives found that 86% believe AI skills training is more important than an MBA for many new hires. All this pressure to master AI has not only caused employees to make poor decisions around usage but also to suffer from burnout. 



Support employees to achieve desired business results



This AI confidence trap can be overcome by companies that put effort into building a digital adoption infrastructure, change management frameworks, or give contextual guidance to enable employees to effectively use AI. 



The WalkMe survey also found that more than half of employees feel their senior leaders are championing a company AI strategy that they don’t fully understand. Leaders are pushing AI onto their workforce without being proficient themselves, and that disconnect is only part of the problem. 



While managers might be tasked with the responsibility of supporting team AI use, they are caught in the same trap as their workers. The survey found that more than a quarter of managers have pretended to know how to use AI in a meeting or presentation.



Senior leaders reported having at least as much confidence as any other group surveyed, with 39% being guilty of championing, approving, or purchasing an AI tool they don’t even know how to use. These same leaders—more than 40% of them—have pretended to understand their company’s AI strategy while communicating to stakeholders such as employees, peers, and even board members.



If the people at the top of an organization don’t understand AI, how can they expect anyone else to? And they’re the ones making the purchasing decisions when it comes to what AI tool their workforce has to use daily.



So, instead of managers and executives taking the reins, the responsibility falls on IT and learning and development. They are both tasked with ensuring that AI is set up so it’s personalized for individual tasks and functions. Unfortunately, neither of those departments is resourced to solve this problem either. Nearly a quarter of employees have had no AI training at all, and 39% report getting conflicting messages about which tools they’re allowed to use. 



Instead of enrolling in more courses, employees desire guidance built into the tools, better integration with the software they’re already working in, and best practices on how someone in their role effectively uses AI. When AI was effective, the survey found that one-third said the reason was that there was guidance available on their screen while working.



While managers own the conversation about business outcomes, someone else has to own the conditions to make those outcomes possible. At most companies, no one has been assigned that responsibility yet.



Being fluent in AI is not enough



Just saying your employees have adopted AI in their workflow isn’t enough anymore. CIOs already have to defend their AI spend, but now they’ll have to explain the business impact of it with hard data. This is why companies need to start uncovering where AI slows down performance and build in support—whether guidance or automation—to empower employees to utilize AI capabilities in ways that drive business outcomes. There is no greater feedback from employees than their lived behavior. It’s not enough to ask people how they feel about the AI tools at their disposal.



Most organizations have deployed AI, but many have failed to link employee use to ROI. It’s not about having the most AI tools or the biggest investment, but rather the right strategy and support system in place. 



Start by measuring how AI is being used by individuals and teams to see where work breaks down or efficiencies are discovered. Then, build the guidance and context into the tools instead of relying on separate training programs. And finally, continue to solicit feedback from managers on how they are engaging with their workers on AI outcomes.



 ]]></description>
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<pubDate>Fri, 04 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Your, strategy, has, employee, problem</media:keywords>
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<item>
<title>Oura IPO: Smart ring maker is planning a Nasdaq stock listing. See what’s in the SEC filing</title>
<link>https://thebusinesseconomic.com/oura-ipo-smart-ring-maker-is-planning-a-nasdaq-stock-listing-see-whats-in-the-sec-filing</link>
<guid>https://thebusinesseconomic.com/oura-ipo-smart-ring-maker-is-planning-a-nasdaq-stock-listing-see-whats-in-the-sec-filing</guid>
<description><![CDATA[ When it comes to tech IPOs, big names have dominated the headlines in 2026. First, it was Elon Musk’s SpaceX in June. Anthropic’s highly anticipated public offering is expected to occur this fall. And either late this year or early next, ChatGPT maker OpenAI is expected to make its market debut.



But now, a much smaller tech company has announced plans to go public. Oura, Inc, the maker behind the popular line of Oura smart rings, has filed registration papers with the Securities and Exchange Commission (SEC) for a proposed initial public offering. 



Here’s what you need to know about Oura’s IPO.



What is Oura?



Oura is a manufacturer of smart rings and arguably has the strongest brand recognition in that category of wearables. The company was founded in Finland in 2013. It is now headquartered in San Francisco.



The company’s primary product is the Oura smart ring, which it currently sells in two distinct models: the Oura Ring 5 and the Oura Ring 4. 



The rings feature optical sensors that measure biometric data about the user, including heart rate, sleep patterns, calorie burn, and more. The latest Ring 5 series currently starts at $399.



While the company’s primary product is hardware, its revenue stream also includes software subscription services. Owners of the Oura Ring can get more advanced information about their health by subscribing to the company’s Oura Membership, which costs $5.99 a month or $69.99 a year.



According to the company’s SEC filing, Oura now has 5 million paid subscribers. In the nine months ended June 30, 2026, it generated $240.5 million in membership revenue, on top of nearly $944 million from hardware sales. 



Is Oura profitable?



When comparing its first three quarters of 2026 with the first three of 2025, Oura says it has achieved 74% year-over-year revenue growth.



The company also says that it recently became profitable and had a net income of $60.8 million for the nine-month period through June 30. However, it notes that it has a “history of operating losses.”



Ring-style wearables are increasingly popular with health-conscious consumers who want a piece of tech that can track their biometrics but comes in a smaller form factor and offers longer battery life than current smartwatches.



When is Oura’s IPO?



Oura’s filing only revealed its intent to go public. It did not say when its IPO would actually be. However, it’s reasonable to expect that Oura’s public offering could take place by the end of the month.



What is Oura’s stock ticker?



Oura says it intends to trade its shares under the stock ticker “OURA.” It has applied to list its shares on the Nasdaq Global Select Market.



What is the IPO share price of OURA?



Oura’s IPO share price is unknown at this time. In a release announcing its intention to go public, Oura stated, “The number of shares to be offered and the price range for the proposed offering have not yet been determined.”



How much will Oura raise in its IPO?



Oura may be looking to raise as much as $3 billion in its IPO, according to Bloomberg. However, the ultimate amount raised will depend on the company’s IPO share price and the number of shares it decides to sell. Those will likely not be determined until after the company’s roadshow is completed.



How much is Oura worth?



Last October, the Wall Street Journal said Oura was worth $11 billion. Bloomberg says that after its IPO, the company could be worth as much as $16 billion. ]]></description>
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<pubDate>Fri, 04 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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</item>

<item>
<title>Lululemon stock collapses: Soft sales in China reveal negative impact of viral drum controversy</title>
<link>https://thebusinesseconomic.com/lululemon-stock-collapses-soft-sales-in-china-reveal-negative-impact-of-viral-drum-controversy</link>
<guid>https://thebusinesseconomic.com/lululemon-stock-collapses-soft-sales-in-china-reveal-negative-impact-of-viral-drum-controversy</guid>
<description><![CDATA[ Shares of Lululemon Athletica (Nasdaq: LULU) are down more than 20% in premarket trading on Friday. 



The plunge follows a disappointing second quarter earnings report, released by the Canadian apparel company on Thursday. 



Lululemon’s revenue fell 4% year-over-year (YOY) to $2.4 billion. It failed to meet the company’s predicted 2% to 3% decline, “with the shortfall driven predominantly by China Mainland,” Lululemon interim CEO Meghan Frank said in a post-earnings call. 



China saw a 4% growth YOY—though a 2% decline when looking at constant dollars—but failed to meet the retailer’s expectations. Meanwhile, revenue fell 8% YOY in the U.S., though the figure was still better than the company’s prediction. 



Downbeat



As for China, all it takes is looking at quarter one’s growth to see how bad 4% is. Last quarter, Lululemon had a 30% jump YOY in China’s revenue, holding at 23% in constant dollars.



Then, less than a month after quarter two began, Lululemon made a very public fumble. 



On May 30, the company hosted a yoga festival on the Great Wall of China. The event’s 2,000 guests were welcomed to what was supposed to be a celebration of Chinese culture. That celebration featured a drum circle with Chinese actor Zhu Yilong. 



The only problem? The drums were actually Japanese taiko. 



The actor posted a photo of himself on Weibo—a popular Chinese social media platform. The drum and Lululemon’s logo were both visible. It didn’t take long until social media users noticed the mistake, with discussions reaching 50 million viewers. 



Lululemon scrubbed media from the festival and apologized: “We attach great importance to the feedback from the society,” the company posted to its Weibo account. “Due to lack of professional knowledge, we failed to fully identify potential disputes early and have fully recognized that we ought to have planned and reviewed the percussion performance with more caution and thoroughness.”



But, as Frank indicated on Thursday’s earnings call, the damage was done. 



“As we moved into quarter two, we faced negative commentary in the media and social channels, which impacted traffic, and softer-than-planned response to some new product launches, which contributed to a moderating sales trend,” Frank said on the call. 



Beginning a new chapter



Lululemon now expects $10.35 billion to $10.50 billion in revenue for 2026, a drop of 5% to 7% YOY. This is a significant change from last quarter’s prediction of $11.00 billion to $11.15 billion and a decline of only 1% to 0%. 



Notably, Lululemon starts a new chapter next week. 



On September 8, Heidi O’Neill will take over as CEO. O’Neill spent 26 years at Nike, supporting its growth from a $9 billion business to a $45 billion one. She was laid off from Nike last year when CEO Elliott Hill eliminated her role. 



Even before Thursday’s earnings report, Lululemon’s stock price was down more than 42% this year. When markets open on Friday, it is on track to hit a 52-week low of under $97 a share, less than half of what it was in January.



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<pubDate>Fri, 04 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Lululemon, stock, collapses:, Soft, sales, China, reveal, negative, impact, viral, drum, controversy</media:keywords>
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<item>
<title>Colleges are offering bachelor’s degrees in AI. Students are skeptical</title>
<link>https://thebusinesseconomic.com/colleges-are-offering-bachelors-degrees-in-ai-students-are-skeptical</link>
<guid>https://thebusinesseconomic.com/colleges-are-offering-bachelors-degrees-in-ai-students-are-skeptical</guid>
<description><![CDATA[ Landing an entry-level job is difficult enough. It becomes even harder when you’re competing against technology that can take on an ever-growing range of tasks—without ever drawing a paycheck.



For recent college graduates, the repercussions are already hitting. 



Tasks that once helped them get their foot in the door are increasingly being automated by tools such as ChatGPT. Even coding, long treated as a ticket into tech, no longer guarantees a way in.



According to data from the New York Federal Reserve, the unemployment rate for recent graduates has remained higher than the rate for the overall workforce: 5.7% in June versus 4.1%.



As a recent grad myself, I couldn’t help but notice yet another question creeping into job applications and interviews: “How do you integrate AI into your work?” 



It can feel like a double-edged sword. Use it too much and you risk seeming lazy; avoid it entirely and you risk seeming out of touch. It’s a toss-up what answer employers are hoping to hear. But one thing seems certain: AI is increasingly difficult to avoid in today’s job market.



And universities are responding.



Beginning in fall 2027, Syracuse University’s School of Information Studies (iSchool) will launch a bachelor’s degree in integrative artificial intelligence, joining a wave of schools that are adding AI-focused areas of study in an effort to prepare students for an increasingly technology-driven workforce.



As of June, Northeastern University’s Center for Inclusive Computing had identified at least 74 AI majors and 89 minors at American colleges, ranging from Ivy League institutions like Columbia and Cornell to regional public universities like North Dakota State.



Jeff Rubin, Syracuse University’s senior vice president and chief digital officer, says the initiative has taken on new urgency as AI raises expectations for workers. 



“The eight-hour workday is going to get reset,” he says. Students who graduate without knowing how to apply the technology in their field, Rubin argues, risk being “less valuable to an organization.”



Inside Syracuse’s New AI Degree



According to faculty members, the Syracuse program is meant to go beyond technical proficiency.



Julie Hasenwinkel, Syracuse University’s associate provost for academic programs, says the major focuses on “developing critical thinking skills around AI”—not only how to use it, but “why do you use it, where are its limitations, and where should we not use it?”



That distinction could become especially important as automation takes on more of the work traditionally assigned to junior employees. If some entry-level tasks disappear, Hasenwinkel argues, graduates may need to arrive prepared to operate at what was once the next rung of the ladder.



To bring value to employers, she says, graduates will need an understanding of “systems and technology and the intersection between the two.”



The degree is built around a larger idea: AI education shouldn’t be confined to a single discipline.



Jaime Banks, an iSchool professor who served on the committee that developed the program’s curriculum, describes it as a response both to growing student and faculty interest and to the university’s responsibility to equip students with relevant skills as society evolves.



“The degree really is a manifestation of SU’s commitment to a multidisciplinary approach,” she says, adding that technology “doesn’t exist in a vacuum” and “is not monolithic.” 



Instead, the program brings together faculty from different fields, with the expectation that these skills will translate across a wide range of industries and contexts.



That breadth is partly intentional. It also reflects a reality universities cannot easily plan for: a job market changing faster than they can predict. 



When Syracuse designed the program, Banks says, the goal was to prepare graduates for roles across a wide range of industries rather than train them for a single occupation. 



“[It’s] a four-year experiment in some ways to see who comes into this program and what kinds of jobs there are,” she says. Where graduates ultimately land will also depend on what they choose to pursue, Banks adds.



For universities betting heavily on this kind of education, that may be the central challenge: preparing students for a labor market that could look very different four years from now.



“I don’t think it’s up to [the university] to actually have a crystal ball to say, here are the demands,” says Bei Yu, a professor at iSchool and director of the integrative artificial intelligence program. “I think it’s being collectively invented by all of us.”



Can a 4-Year Degree Keep Up With AI?



A four-year AI curriculum risks aging faster than students can complete it. 



Yu sees that race against obsolescence in her own research. 



“We are all having this question in the back of our minds,” she says. A paper she publishes could be “outdated in six months or even sooner than that.”



Rubin, the Syracuse senior VP, points to a similar tension inside universities.



“Curriculum governance moves at a slower pace than perhaps corporate innovation,” he says, but argues that the degree was designed with “agility in mind.” Still, he argues that the fundamentals have a longer shelf life than the tools themselves, allowing the degree to adapt without being rebuilt from scratch.



The committee designing the degree wrestled with the same question. 



Banks says the issue came up “maybe on a weekly basis.” To account for that, the program will have an expert board regularly reviewing courses for their timeliness and appropriateness, with the expectation that the curriculum will continue changing alongside the technology.



“And so as the field shifts, we will be reviewing the program to ensure that the content stays up to date,” Banks says. 



The clock, however, moves quickly. New topics can emerge from one semester to the next, Yu adds.



Some Students Aren’t Entirely Convinced



Having recently graduated from Syracuse, I heard frustration over the new program ripple through conversations with friends and former classmates. 



To gauge whether those concerns extended to the broader student body, I conducted an informal survey of 33 current Syracuse students. Several respondents asked not to be identified, expressing discomfort with criticizing a program at their home university. They were granted anonymity to speak candidly. 



More than half said they were concerned or somewhat concerned about AI’s impact on their future careers. Not one said they would consider pursuing the university’s new degree.



The responses ranged from uneasy to openly hostile.



“I found it almost comical at first, then quickly felt that this was a negative indicator for my future,” one student wrote.



Another was more blunt: “Physically nauseous, consumed by dystopia. The normalization and encouragement of AI use is dumbing us down.”



That skepticism becomes more pointed when paired with frustration over programs students say have been cut or reduced elsewhere at the university, particularly in the humanities and fine arts, where majors including classics, ceramics, painting, and sculpture are being eliminated or folded into broader programs.



For some, the launch of the degree feels less like preparation for the future than a sign of what Syracuse is choosing to prioritize.



Some respondents questioned whether the skills taught in the program require a full undergraduate degree, arguing that much of the material could be learned independently online. One student went further as to describe the degree as something that could be replaced by “a quick YouTube search.” 



“I think it’s just furthering a problem rather than trying to solve it in a way that makes sense,” said Ken, a rising sophomore in the College of Visual and Performing Arts who asked that his last name not be used, referring to what he sees as an overreliance on artificial intelligence, with both environmental costs and creative implications. 



The New Degree Arrives Amid a Period of Upheaval



With the university facing enrollment dips and missed undergraduate targets, some students find the timing of the AI degree difficult to ignore.



To them, the overlap does not feel coincidental. They see Syracuse’s push into the field as an attempt to attract prospective students by leaning into a technology already dominating headlines, search results, and social feeds. 



One student called it an “obvious attempt to follow a trend and drum up attention.” Another reduced the criticism to two words: “Trend chaser.”



However, Syracuse officials describe the program as the result of a more deliberate process. Banks says the university was actually slower than many of its peers to introduce an AI-focused program.



“We didn’t want to react to the hype,” she says. Instead, she says, university leaders wanted to bring together faculty and administrators to build programs that would be “future proof” and useful beyond the current boom.



Broader concerns about artificial intelligence, Banks says, had already surfaced in student feedback gathered by the university.



“When we surveyed our students, a lot of them were concerned about the role of AI in society,” Banks says. Her hope is not necessarily to turn students into enthusiastic adopters, but to give them more agency over how the technology develops.



“How can they work to shape the integration of AI in society in a way that they feel is appropriate and ethical?” she asks. “They’re the ones who are going to have to live in the next generation of whatever this looks like.”



For some students, skepticism and resignation sit side by side.



Ken sees the shift as increasingly difficult to resist. While he feels uneasy about the technology becoming a standard job requirement, he is coming to see it as inevitable. “I don’t want that to happen,” he says. “But at the same time, I have this feeling that it’s going to.”



“I understand the appeal,” one student says. “I think AI is an emerging field that is worth a lot of money and it makes sense that Syracuse would jump on the bandwagon. It isn’t going anywhere, and if people can’t learn to embrace it they are going to eventually fall behind.”  



The debate extends far beyond Syracuse. As universities race to introduce AI degrees, some academics have questioned whether these new proposals represent meaningful investments in students or attempts to repackage existing courses around a more marketable name. 



The University of Illinois Urbana-Champaign, for instance, has chosen not to offer a stand-alone AI degree; its chancellor has questioned whether such programs reflect academic substance rather than a desire to remain competitive.



Administrators at the University of North Dakota say they wrestled with similar doubts before deciding that a curriculum focused on this technology could better prepare graduates for the workforce.



For universities, the trade-off is a hard one to weigh. Waiting could leave them trailing their competitors, while moving too quickly could mean investing in degrees whose long-term value to students remains uncertain.



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<pubDate>Fri, 04 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Colleges, are, offering, bachelor’s, degrees, AI., Students, are, skeptical</media:keywords>
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<item>
<title>26 cultural values companies get wrong</title>
<link>https://thebusinesseconomic.com/26-cultural-values-companies-get-wrong</link>
<guid>https://thebusinesseconomic.com/26-cultural-values-companies-get-wrong</guid>
<description><![CDATA[ Organizational culture is often defined by its values, or lack thereof. Values are a key ingredient in “what’s it like to work here” that potential hires try to discover before signing on. It’s also what causes current employees, clients, or customers to stay or leave. 



Values often get defined in mission statements or corporate branding. But stating what they are doesn’t always make them so. We asked members of the Fast Company Impact Council what’s a cultural value they think most companies get wrong. Here’s what came to mind for 26 of those members.



1. ORIGINALITY



Most companies get originality wrong: They confuse relevance with resemblance, assuming brands and products should look, sound, or behave “a certain way.” In established categories, teams often, consciously or unconsciously, copy successful competitors until their own brand becomes interchangeable. In my experience, the antidote is thoughtful and disciplined questioning: “What can we credibly contribute that others cannot?” and “What non-consensus belief do we hold about this category?” Let those answers guide decisions and keep originality from being diluted by category conventions. — Erik Herrström, STUDIO HERRSTRÖM



2. EXCELLENCE AND EMPATHY



Too many organizations treat excellence and empathy as competing priorities. They aren’t. At the nonprofit I lead, we believe high performance is built on what we call “gracious professionalism.” It’s the idea that respect and kindness are not at odds with excellence. They make excellence possible. When people feel valued and empowered to share ideas, they become better problem-solvers and stronger collaborators. That culture doesn’t just produce better outcomes. It makes success more meaningful. We strive to instill these same values in the young people we serve so they carry gracious professionalism with them throughout their lives and careers. — Chris Moore, FIRST



3. COMMUNITY-ENGAGEMENT



Companies that treat community engagement as a one-way ask (e.g., give money, give time, lend expertise) tend to burn out the donors, volunteers, and partners they depend on. The stronger model runs both ways. If a company is asking a community to trust it with volunteers or funding, it should offer something durable back: training, mentorship, or a real seat in decision-making. Reciprocity builds partnership that a check alone cannot buy. Companies that only ask eventually run out of people willing to say yes. — Kellie Lauth, MindSpark



4. INNOVATION



I think a lot of companies get innovation wrong. They treat it as a department, a campaign, or a technology investment, when really it is a behavior. Innovation is not just about moving fast or adopting the latest tool. It is about creating a culture where people are allowed to question the old way, test new ideas, and learn without fear of looking unfinished. For me, the companies that get it right don’t just talk about innovation. They make space for curiosity, trust, and intelligent risk-taking. That is where meaningful creative work happens. — Virtyt Pula, TOML Collective



5. TRANSPARENCY



Most organizations say they value it. Few actually practice it. The difference becomes clear when being transparent is uncomfortable. Real transparency isn’t the well-crafted, all-hands update or the carefully worded memo. It’s what happens when the honest answer is harder than the polished one. That’s when most companies retreat into messaging. Organizations that get it right treat transparency as a cultural commitment, not a tool to be deployed selectively. When people trust that they’re getting the full picture, even when it’s hard, engagement goes up, trust compounds, and performance follows. — Meredith Rosenberg, NU Advisory Partners



6. A SENSE OF BELONGING



Here’s one way we’re tackling it: Our firm has always been dedicated to community outreach. We believed we were doing our part. But over time it became clear that our giving wasn’t reaching far enough into the communities where we live and work. Nor were we giving everyone at the firm a chance to participate. Our day of giving program invites our employees to step away from work and spend a (paid) day helping out our neighbors. These shared experiences build a sense of community and belonging, both inside and outside our organization. It makes us more engaged neighbors, more supportive teammates, and a better company. — Mitch Smith, MG2



7. STEWARDSHIP



Many organizations undervalue stewardship. They reward growth, disruption, and visible wins, but pay less attention to whether leaders leave the brand, institution, team, and trust stronger than they found them. Stewardship recognizes that leadership is temporary, consequences outlast tenure, and not every valuable outcome can be measured in the next quarter. The real test is not simply whether you won, but whether you improved what was entrusted to you. — R. Ethan Braden, Texas A&amp;M University



8. CULTURAL FIT IN HIRING



Companies hire for “cultural fit” when they should be hiring culture builders. “Fit” really means conformity. Hire people who add to your culture, challenge how you think, and bring different perspectives, including lived experience that may be missing from your team. If no one on your team shares your users’ experiences, you’re designing on assumptions. Proximity to the communities you’re serving changes what you build, the language you use, and the problems you notice. The best products are built “for us, by us.” — Nathan Friedman, Understood.org



9. LEARNING AND TRANSPARENCY



Most companies say they value learning but don’t give people room to experiment, fail, and improve. They over-index on immediate results at the expense of long-term capability. In the age of artificial intelligence, learning agility will be a critical driver of productivity and competitive advantage. Companies think transparency means sharing everything. Think of parenting: Good parents are open with their kids but don’t share every financial worry if it will create anxiety or paralysis. Organizations are the same. Share what helps people connect the dots and do their jobs better, not information that distracts them. — Tami Rosen, various organizations



10. ACCOUNTABILITY



Accountability is one that is easy to say and harder to live well. It often slips into finding fault, when really, it’s about creating a space where people feel comfortable owning their commitments and flagging concerns early. The teams I have seen thrive are the ones where raising a problem while it’s still small is welcomed rather than penalized. When people trust that honesty won’t count against them, they tend to speak up sooner, and that makes everyone stronger. — Denas Grybauskas, Oxylabs



11. PEOPLE FIRST



“People first” is a core value that many companies get wrong, not because they aren’t mindful of the people they serve, but because they are often prioritized in the wrong order. In healthcare when we say “people first,” we always start with our members, including their experience and health outcomes. Next come clients, the employers and health plans who pay for the care. Then our own employees, who deliver the care, followed by the communities our teams live in—giving back matters. Finally, investors. And I truly believe that if we take care of the first four audiences, the last one takes care of itself through the great returns we generate. — Glen Tullman, Transcarent



12. PURPOSE



Most companies don’t lack purpose. They lack a structured mechanism to live it. It shows up in the values deck and the sustainability report, but not in how day-to-day decisions are made, how capital is allocated, or which trade-offs get made under pressure. Purpose that only shows up in communications isn’t a cultural value—it’s a marketing line. Companies that get this right treat purpose as a filter for hard decisions, not a narrative for easy ones. That’s a harder discipline, and a rarer one. — Michele Walsh, UNICEF USA



13. MOVING FAST



Speed is a competitive advantage, but that doesn’t mean cutting corners. For us, moving fast demands more discipline, not less, because we’re solving problems with real-world consequences. A renter who qualifies for an affordable unit but can’t get an answer to their questions, or a resident hit with late fees because their card expired and nobody caught it in time, doesn’t have the luxury of waiting for a slow fix. Shipping fast only works if we’re just as disciplined about listening to feedback afterward, because that’s how we actually learn, improve, and provide value over time. — Minna Song, EliseAI



14. COLLABORATION



Nearly all organizations champion the idea of collaboration. Far fewer actually live it. To be a great culture, you must be collaborative. But many companies struggle to take it from something on a poster to a value they truly live each day. Collaboration doesn’t just come to life because leaders believe in it as an abstract concept, or because a lot of employees feel like collaborative people. It comes to life when organizations build structures, systems, and processes that institutionalize co-creation as a way of working and hold teams accountable for truly living the value. — Maril Gagen MacDonald, Gagen MacDonald



15. WORK HARD ALL DAY LONG



Myth: Everyone should be working hard all day long. First, it’s impossible. We aren’t machines. Second, it can be counterproductive. I prefer that everyone work when they’re feeling good, when they have a positive attitude about the work, and when they can find something to enjoy about the task at hand. We’re more successful and productive that way. Our orientation to the work is more important than our willingness to struggle. And if you can’t find a positive orientation to the work, it’s probably not the right work for you. — Lindsey Witmer Collins, WLCM App Studio



16. INNOVATION TALENT



Many companies say they value innovation, then organize themselves in ways that limit it— treating a program, a lab, or a team with “innovation” in the title as the only place it’s allowed to happen. Dedicated innovation talent is genuinely valuable, but its job should be raising the capability of the whole organization rather than containing it to one department. That takes more than permission. Agency without tools is just an invitation to be frustrated. Meanwhile, artificial intelligence is rapidly lowering the cost of testing an idea for the person closest to the problem. Innovation becomes cultural when it’s continuous rather than scheduled. — Patrick Frend, Delve



17. CURIOSITY



Too many companies say they value expertise when what they really reward is certainty. The best cultures make room for people to keep asking questions, challenge assumptions, and admit when the obvious answer may not be the whole answer. — Gail Zauder, AbleFly Inc



18. CREATIVITY



Everyone is creative. Yet sometimes, companies define “creativity” and its place in an organization’s culture too narrowly. In some firms, associates are sorted into teams of “creatives”—creative directors, designers, copywriters, and developers—and “non-creatives”—project managers, analysts, and salespeople. Whether done consciously or not, this filtering limits what individuals may feel comfortable contributing and, potentially, the overall creative ambition of a project. To truly unlock creativity, it cannot be treated as the domain of a select few. It must be actively nurtured across teams as a collaborative, shared capacity. — Maurice Twomey, Roto Group, LLC



19. PHILANTHROPY



I believe philanthropy and giving back are values that many companies don’t prioritize. Of course, it is commendable to give back to those less fortunate. However, many companies don’t grasp how building a culture of philanthropy helps with recruiting top talent, retaining customers, and capturing new lines of business. People want to work with companies that value humanity as much as their profit and loss statements. — Ed Mitzen, Business For Good Foundation



20. TEAM AS “A FAMILY”



One cultural value that companies get wrong is treating their team as “a family.” Have you met some people’s families? If you don’t think there’s anything wrong with it, I’m willing to bet there’s a Slack channel somewhere dedicated to your lack of self-awareness. We should think of our teams as an ecosystem—interconnected but with unique functions and strengths. When one element is missing, the ecosystem can be out of balance, and other elements may begin to over- or underperform. Company culture isn’t built on forced familial bonds. It’s built on mutual respect, interdependence, and shared purpose. — Edgar Villanueva, Decolonizing Wealth Project



21. THE POWER OF CULTURE



One of the biggest missed opportunities for many companies is failing to recognize the power of culture and its impact on the brand. Employees shape the brand every day through their interactions, decisions, and behaviors. When organizations fail to align culture with their values, they miss opportunities to strengthen customer relationships, stand out in the marketplace, and bring their brand promise to life. Companies that empower employees around a shared culture gain a competitive advantage through higher engagement, stronger customer loyalty, and a more authentic reputation. — Chris K Bailey, Bailey Brand Consulting



22. INCLUSION



The cultural value most companies get wrong is inclusion. Visible representation matters, but too often organizations stop at who is in the room—or expect everyone in it to think and behave the same way. In multidisciplinary work, the strongest outcomes come from differences in cognition, communication, lived experience, and problem-solving. Diversity creates value only when those perspectives are heard, tested, and allowed to influence the outcome. — Susan Watts, SPACECRAFT



23. MISSION



Most companies treat it as a marketing line printed on a wall. We treat it as a filter. When Trust &amp; Will became a public benefit corporation, we committed to weighing every product, hiring, and partnership decision against our stated purpose. If a value isn’t governing decisions no one sees, it’s just decoration. That’s the difference between a mission statement and a mission. — Cody Barbo, Trust &amp; Will



24. KINDNESS



We often confuse kind and nice. Being nice—agreeing, softening feedback, or avoiding conflict—preserves comfort. Being kind serves people and the mission: sharing hard truths respectfully, setting expectations clearly, and making hard decisions fairly. Niceness seeks approval now. Kindness builds trust over time and helps all grow. Be kind! — Hala Hanna, MIT Solve



25. HUSTLE CULTURE



You can still operate in a fast-moving, highly competitive market without treating burnout as the default. I compete in Ironman competitions, and a crucial lesson in endurance racing is pacing and how important rest is. All-in, full-out shouldn’t be the baseline. — Eric Simons, Bolt.new



26. SOCIAL IMPACT



For companies of any size, I believe they can engage their staff even more as sources of social impact and community good. Companies can implement a match program for employee donations, host a challenge where staff can collegially compete for the company to donate to their cause of choice, or provide dedicated paid time off for volunteer service. Empowering your employees as a collective force for good and enabling them to direct your company’s impact can be a massive boon to organizational culture. — Jaymes Black, The Trevor Project ]]></description>
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<pubDate>Fri, 04 Sep 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>Do I need freelancer insurance? A full guide</title>
<link>https://thebusinesseconomic.com/do-i-need-freelancer-insurance-a-full-guide</link>
<guid>https://thebusinesseconomic.com/do-i-need-freelancer-insurance-a-full-guide</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Oh, where to start with freelancer insurance. We&#039;ve done our best to guide you through why you need it, what types you need, plus extra tips
The post Do I need freelancer insurance? A full guide appeared first on Small Business UK. ]]></description>
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<pubDate>Fri, 04 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>need, freelancer, insurance, full, guide</media:keywords>
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<title>How Vacuum Seal Packaging Supports Safer Storage for Dry and Sensitive Products</title>
<link>https://thebusinesseconomic.com/how-vacuum-seal-packaging-supports-safer-storage-for-dry-and-sensitive-products</link>
<guid>https://thebusinesseconomic.com/how-vacuum-seal-packaging-supports-safer-storage-for-dry-and-sensitive-products</guid>
<description><![CDATA[ 
How Vacuum Seal Packaging Supports Safer Storage for Dry and Sensitive Products ]]></description>
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<pubDate>Tue, 01 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Vacuum, Seal, Packaging, Supports, Safer, Storage, for, Dry, and, Sensitive, Products</media:keywords>
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<title>Octopus Energy buys Danish startup BD Energy to bolster automated power trading</title>
<link>https://thebusinesseconomic.com/octopus-energy-buys-danish-startup-bd-energy-to-bolster-automated-power-trading</link>
<guid>https://thebusinesseconomic.com/octopus-energy-buys-danish-startup-bd-energy-to-bolster-automated-power-trading</guid>
<description><![CDATA[ 
The Octopus Energy acquisition of Danish startup BD Energy hands its power trading arm a 31-strong team whose algorithms execute around 99 per cent of trades across 15 countries. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/02/shutterstock_2520190215-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Octopus, Energy, buys, Danish, startup, Energy, bolster, automated, power, trading</media:keywords>
</item>

<item>
<title>Aldi accused of desperation after attack on supermarket loyalty schemes</title>
<link>https://thebusinesseconomic.com/aldi-accused-of-desperation-after-attack-on-supermarket-loyalty-schemes</link>
<guid>https://thebusinesseconomic.com/aldi-accused-of-desperation-after-attack-on-supermarket-loyalty-schemes</guid>
<description><![CDATA[ 
Aldi has been accused of desperation after its attack on supermarket loyalty schemes, with industry data showing the discounter&#039;s sales growth falling well behind Lidl, M&amp;S and the established chains. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/01/shutterstock_2720284335-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Aldi, accused, desperation, after, attack, supermarket, loyalty, schemes</media:keywords>
</item>

<item>
<title>Mike Lynch’s estate wins right to challenge £920m HP fraud ruling</title>
<link>https://thebusinesseconomic.com/mike-lynchs-estate-wins-right-to-challenge-920m-hp-fraud-ruling</link>
<guid>https://thebusinesseconomic.com/mike-lynchs-estate-wins-right-to-challenge-920m-hp-fraud-ruling</guid>
<description><![CDATA[ 
The Mike Lynch appeal will go ahead after the Court of Appeal gave the late tech entrepreneur&#039;s estate permission to challenge the £920m fraud award to Hewlett Packard on four grounds, in a decision that could reduce a payment currently set to wipe out his estate. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2024/08/Mike_Lynch_trial-768x482.webp" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Mike, Lynch’s, estate, wins, right, challenge, £920m, fraud, ruling</media:keywords>
</item>

<item>
<title>Amazon accused of rigging ad auctions as FTC and 22 states allege $20bn overcharge</title>
<link>https://thebusinesseconomic.com/amazon-accused-of-rigging-ad-auctions-as-ftc-and-22-states-allege-20bn-overcharge</link>
<guid>https://thebusinesseconomic.com/amazon-accused-of-rigging-ad-auctions-as-ftc-and-22-states-allege-20bn-overcharge</guid>
<description><![CDATA[ 
An Amazon advertising lawsuit filed by the FTC and 22 US states alleges the company manipulated its ad auctions to overcharge more than a million advertising customers by an estimated $20bn since 2019, claims Amazon dismisses as misguided. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2025/10/shutterstock_2511763199-768x512.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Amazon, accused, rigging, auctions, FTC, and, states, allege, 20bn, overcharge</media:keywords>
</item>

<item>
<title>Magna increases bet on battery swapping in India with $35M for Yuma</title>
<link>https://thebusinesseconomic.com/magna-increases-bet-on-battery-swapping-in-india-with-35m-for-yuma</link>
<guid>https://thebusinesseconomic.com/magna-increases-bet-on-battery-swapping-in-india-with-35m-for-yuma</guid>
<description><![CDATA[ Magna&#039;s investment in Yuma Energy has reached $87 million as the Canadian auto supplier increases its majority stake in the Indian battery-swapping firm. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/yuma-energy.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Magna, increases, bet, battery, swapping, India, with, 35M, for, Yuma</media:keywords>
</item>

<item>
<title>Lachy Groom backs Indian startup aiming to keep aircraft aloft for a year</title>
<link>https://thebusinesseconomic.com/lachy-groom-backs-indian-startup-aiming-to-keep-aircraft-aloft-for-a-year</link>
<guid>https://thebusinesseconomic.com/lachy-groom-backs-indian-startup-aiming-to-keep-aircraft-aloft-for-a-year</guid>
<description><![CDATA[ Founded by a 20-year-old, Alteon is developing autonomous aircraft that hopes to harvest wind energy to stay aloft for several months. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/alteon-airplane.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Lachy, Groom, backs, Indian, startup, aiming, keep, aircraft, aloft, for, year</media:keywords>
</item>

<item>
<title>Apple shares ‘shocking evidence’ against former employee accused of stealing company data for OpenAI</title>
<link>https://thebusinesseconomic.com/apple-shares-shocking-evidence-against-former-employee-accused-of-stealing-company-data-for-openai</link>
<guid>https://thebusinesseconomic.com/apple-shares-shocking-evidence-against-former-employee-accused-of-stealing-company-data-for-openai</guid>
<description><![CDATA[ Apple says it has evidence that a former employee destroyed evidence of data theft after learning he was under investigation. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/04/GettyImages-2255009714.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Apple, shares, ‘shocking, evidence’, against, former, employee, accused, stealing, company, data, for, OpenAI</media:keywords>
</item>

<item>
<title>India’s Unacademy sells to rival upGrad for $206M, about 94% less than its peak valuation</title>
<link>https://thebusinesseconomic.com/indias-unacademy-sells-to-rival-upgrad-for-206m-about-94-less-than-its-peak-valuation</link>
<guid>https://thebusinesseconomic.com/indias-unacademy-sells-to-rival-upgrad-for-206m-about-94-less-than-its-peak-valuation</guid>
<description><![CDATA[ &quot;We raised at a peak, but sold at a fraction of that,&quot; Unacademy co-founder and CEO Gaurav Munjal wrote. &quot;I&#039;m not going to dress these facts up.&quot; ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2024/07/Unacademy.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>India’s, Unacademy, sells, rival, upGrad, for, 206M, about, 94, less, than, its, peak, valuation</media:keywords>
</item>

<item>
<title>If space data centers feel far&#45;fetched, why not interstellar travel?</title>
<link>https://thebusinesseconomic.com/if-space-data-centers-feel-far-fetched-why-not-interstellar-travel</link>
<guid>https://thebusinesseconomic.com/if-space-data-centers-feel-far-fetched-why-not-interstellar-travel</guid>
<description><![CDATA[ The team behind Starcloud&#039;s orbital data centers has a new high-risk space project: Sending a probe to Alpha Centauri. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/Philip_AC_vertical-e1788214270919.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 01 Sep 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>space, data, centers, feel, far-fetched, why, not, interstellar, travel</media:keywords>
</item>

<item>
<title>Target courts millennial women with Delia’s collection—a blast from the era of 1990s catalogs</title>
<link>https://thebusinesseconomic.com/target-courts-millennial-women-with-delias-collectiona-blast-from-the-era-of-1990s-catalogs</link>
<guid>https://thebusinesseconomic.com/target-courts-millennial-women-with-delias-collectiona-blast-from-the-era-of-1990s-catalogs</guid>
<description><![CDATA[ Target Corporation is big time baiting millennial women with a new clothing drop. 



The latest brand to hit the chain’s rack is none other than the once-famous Delia’s, a 1990s and 2000s clothing company designed for teens and young women, which went out of business in 2014. 



Now that it seems to have resurrected itself at Target stores, the original Delia’s fan girls are filing in.



If you’re a millennial woman, then you are almost certainly familiar with the Delia’s brand. If not, it was a mega-popular clothing company that started in catalog form in 1993 before branching out to physical stores in 1999. 



If you didn’t live in an area that had a Delia’s, or you came of age before the stores popped up in shopping malls, then you likely ordered the old-fashioned way: from the catalog—like an OG.



Catalog dreams



Catalog ordering seems like an ancient and inefficient way to shop these days, but back in the 1900s, it was kind of a vibe. 



Teen girls of the era spent hours circling their favorite trendy checkered pants, butterfly hair clips, whimsical t-shirts, and babydoll dresses, then dutifully calling their friends on party lines (the original group chat) to make sure no one was getting the same garb. 



You’d place your order by mailing in a little slip with a check or your parent’s credit card information or calling it in directly. 



Sure, you’d have to wait an ungodly amount of time for your items in the mail by today’s standards. Still, there was no beating the excitement when your Delia’s package arrived in the mail. 



Delia’s was massively popular before its eventual decline, which happened mostly due to shifting styles and a failure to move toward online ordering. 



A social media win



At the height of Delia’s demand, the catalog showed up in the mailboxes of around 55 million teens across the country each year. 



And those faithful Delia’s girlies are watching Target’s latest drop closely. To make the experience even more nostalgic, some Target stores will even receive catalogs to give to shoppers, the retailer told NBC Chicago.



On Instagram and TikTok, women who grew up ordering from the catalog have been sharing their absolute astonishment and joy over seeing the brand on racks.In one popular video on TikTok that has over 105,900 likes at present, a user shared her jaw-dropping reaction to seeing the nostalgic clothing items. Commenters on the post echoed the same emotions over the good surprise. 



“Shut upppppppppppp. Is there a catalog so I can circle everything and make my mom mad when I hand it to her?” one popular comment reads. 



In another similar video, a wide-eyed TikTik user gives her followers a glimpse of the clothing items. The text overlay on the video reads, “My 90’s Delia’s dream closet just exploded into Target stores.” 



On social media, there is certainly no shortage of millennials posting about the new clothing drop. Still, some expressed skepticism toward Target’s ability to fully recapture the joy of Delia’s catalog ordering.



“Excuse me I had to order Delia’s from a catalog 20 years ago not go to Target,” one user playfully wrote. 



Either way, no one seems to actually be complaining about the brand showing up at Target. However, the clothing drop comes as the chain is still recovering from a recent fiasco. 



About a year after Target was hit with boycotts over dropping its diversity, equity, and inclusion (DEI) initiatives, the brand removed a Halloween costume that many felt closely resembled Jim Crow-era blackface minstrelsy. Target said it was “deeply sorry” about the incident. 



While many people are still rushing to Target regardless of the controversy, some have continued to double down on their boycott efforts.



Target shares are up 62% in 2026



Shares of Target Corporation (NYSE: TGT) are down since the costume controversy, but the stock has performed exceptionally well this year amid a broader turnaround plan, with Target reporting 5.3% growth in net sales for its most recent quarter, thanks in part to higher traffic.



As of Friday’s close, Target stock is up more than 62% in 2026 so far.



Regardless, it makes sense to court millennials, whose purchasing power is rapidly rising and whose total spending is expected to surpass that of their Gen X counterparts sometime in the early 2030s, according to a report from World Data Lab and NielsenIQ. 



Meanwhile, Target is not the only way to shop for Delia’s items, no matter what decade you were born in. A resurrected collection is listed on the website of retailer Dolls Kill. No, it’s not old school catalog ordering, but it’s 2026. We can’t have everything. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/08/p-1-91598858-delias-target.jpg" length="49398" type="image/jpeg"/>
<pubDate>Mon, 31 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Target, courts, millennial, women, with, Delia’s, collection—a, blast, from, the, era, 1990s, catalogs</media:keywords>
</item>

<item>
<title>Melissa Chiu, new director of the Guggenheim Museum, talks about the role of culture in a time of turmoil </title>
<link>https://thebusinesseconomic.com/melissa-chiu-new-director-of-the-guggenheim-museum-talks-about-the-role-of-culture-in-a-time-of-turmoil</link>
<guid>https://thebusinesseconomic.com/melissa-chiu-new-director-of-the-guggenheim-museum-talks-about-the-role-of-culture-in-a-time-of-turmoil</guid>
<description><![CDATA[ Melissa Chiu, longtime director of the Smithsonian’s Hirshhorn Museum and Sculpture Garden, announced in April that she would be leaving for a new role as director of New York’s Solomon R. Guggenheim Museum.



As Chiu concludes her successful tenure at the Hirshhorn, one of 19 Smithsonian museums, the Trump administration has continued to target the Smithsonian Institution in an effort to “remove improper ideology” from all aspects of the organization, accusing it of political bias. 



The federal government recently proposed cutting the institution’s funding by 11% to its lowest prospective funding level since 2020, as Artforum reported.



However, this climate for cultural organizations did not deter Chiu from advocating for the Hirshhorn, which she’s done since her start in 2014.



Under Chiu’s leadership, attendance tripled, fundraising increased, the museum’s permanent collections expanded, and the groundwork for the Sculpture Garden revitalization, reimagined by the architect and photographer Hiroshi Sugimoto, was laid. 



Fast Company recently spoke with Chiu about why working at the Guggenheim is her dream job, reflections on her decade-plus at the Hirshhorn, and the important role that museums play to the public. 



Chiu begins her new job at the Guggenheim on Tuesday, September 1.



This interview was edited for length and clarity.



In an interview with The New York Times, you said working as director at the Guggenheim is a “dream job” that you would have taken under any circumstances. Would you expand on why and what you look forward to most in this position?



It’s a museum with extraordinary architecture by Frank Lloyd Wright. I always think of museums and buildings as much as their collection and the art they show. When you have both of them together to speak to the moment that they were created, I think allows for a pretty unique experience of being in the museum and having that encounter with art. 



So I’m most excited about that. The Guggenheim has such an extraordinary record of just groundbreaking exhibitions, an amazing collection. We know a lot about the comprehensive [Wassily] Kandinsky collection, and I’m looking forward to discovering even more. 



I would love to hear your reflections on what you’re leaving. What part of the Sculpture Garden renovation have you been most excited for, and how does it feel to have that be one of the last major changes that you made before your departure? 



Looking back on it, it was a very important decision that we made to commission an artist in Hiroshi Sugimoto to reenvision what a twenty-first century sculpture garden could be. As an artist, he intuitively knows the kinds of spaces that artists would like to create work for.



[Sugimoto] just had both an attentiveness to creating spaces for that encounter with work while also thinking very carefully about the materials that he used. 



There’s a lot of stone from local quarries across America. A lot of attention was paid to the trees that are obviously more suited to the climate—and also provide a lot of shade and respite from the heat of D.C. when it’s at the height of summer.



I would love to hear more about your strategy or your approach to communicating with new artists. You’re coming from D.C. and you’ll be in New York City and communicating with artists who are in a new space and in a new environment.



One of the characteristics of being in D.C. is that it is really a place of national institutions. The Smithsonian is the largest museum complex in the world and the Hirshhorn is a part of that, as it faces the National Mall, where there are 35 million visitors from around the country and around the world every year.



So we sit within a museum ecology that often receives visitors who may well have never been to a modern art museum before, and so we tried to think carefully about that as we programmed—whether it was the talks that we did or the video guide that we created for them.



Now if I think to what it will mean to be in a New York institution, in some ways it’s a higher-density audience that is, interestingly enough, more local or more city based. It’s also an audience that, generally speaking, visits many modern contemporary art museums. It’s not their first encounter. 



So I think, with that, it allows you to think differently about the kinds of exhibitions that you do and possibly also the kinds of artists who you work with, knowing that there is a large population of artists living in New York City who you can draw on.



You were [at the Hirshhorn] for about 12 years. What are the highlights or what are you most proud of during your time there?



I think that probably the most visible change for the museum came when we did the [Yayoi] Kusama show, which was nearly 10 years ago. It’s hard to imagine, but it was nearly 10 years ago that we actually staged the first major exhibition, which was the appreciation of her infinity mirror rooms. [Note: Kusama passed away last week, after this interview took place.]



I think that really did trigger and give a great degree of momentum as we toured the exhibition nationally toward a better understanding of her practice. [The infinity mirror rooms] are now a whole phenomenon in and of themselves.



So I think that was a really important moment for the museum, because in some ways it was both—it was an art historical contribution, but it also allowed people to see that it became a phenomenon not just here in D.C. but everywhere that the show traveled. 



What are you looking forward to in the future as we see technology and the way people interact with art online and in person change? What are you anticipating? 



Well, I’m struck by one of the things that we often say about our education center. Our mantra there is, “Think like an artist.” So, what does that mean? What museums can bring is to develop a sense of what creativity is, how creativity is expressed, and how it can be a part of your life.



While we talk a lot about screen culture and AI, creativity is still that one thing that is a very human thing to do. While in a museum, you are experiencing a whole spectrum of creative acts through different media. 



We do think of museums as important convening spaces because of that, and if I think of a skillset in particular, yes, it’s creativity, but it’s also visual acuity. If you are able to develop the skills to be able to see things in different ways, it gives you the ability to attune different things around you in different ways.



Is there anything else that you would like to share with people about your next steps?



To make art is such an extraordinary act, and I think that museums become that place where people can see what is usually a private experience in an artist’s studio. It’s the public version of it. I really do feel strongly that museums are that convening place. ]]></description>
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<pubDate>Mon, 31 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Melissa, Chiu, new, director, the, Guggenheim, Museum, talks, about, the, role, culture, time, turmoil </media:keywords>
</item>

<item>
<title>These automated vending machines are moving into NYC’s subway newsstands</title>
<link>https://thebusinesseconomic.com/these-automated-vending-machines-are-moving-into-nycs-subway-newsstands</link>
<guid>https://thebusinesseconomic.com/these-automated-vending-machines-are-moving-into-nycs-subway-newsstands</guid>
<description><![CDATA[ For most New York City subway riders, especially in the years since the COVID-19 pandemic, underground newsstands are often nothing more than a relic of history turned into prime real estate for graffiti and branded stickers.



Once a staple of the commuter experience, the underground retail stops began phasing out with the decline of print media. The nail in the coffin was slowing subway ridership during the pandemic. Only around 52 of the subway’s 195 retail storefronts (which include newsstands) were open in 2024.



It’s still valuable real estate, though. Slowly, these nooks and kiosks across the city’s underground system have started opening their gates to passersby once more, some as gathering spots for musicians and others as a canvas for art—all helping reinvent one of NYC’s most recognizable urban infrastructures into something more useful or delightful for people in the city today.



But riders still need the occasional water bottle on a hot summer day, or a pack of gum before a date, creating an opening for the subway’s latest additions: vending machines.



A candy and snack vendor on the 7th Avenue subway platform, 2025. [Photo: Lindsey Nicholson/UCG/Universal Images Group/Getty Images]



Rethinking the newsstand



Automated vending machines are moving into subway stations. The hope is these machines will provide New Yorkers with the convenience items they need through a more sustainable business model than conventional newsstands. A project by CC Vending II—a joint venture of CC Vending and Transit Tech NYC—in partnership with the MTA and Coca-Cola, they’re located in three stations so far: 2nd Avenue on the F line, 23rd Street on the R/W, and 116th Street on the Lexington line. They sell drinks, snacks, and even protein shakes. Over the next five years, CC Vending plans to install 60 more at 23 additional stops.



“I’ve ridden this system my whole life, and for years I walked past the same shuttered newsstands. Gates pulled down, sitting on platforms where tens of thousands of people stand every day,” Marc Saadia, president of CC Vending II, tells Fast Company.



The large machines fill an entire storefront, each wrapped in Coca-Cola-themed branding, and sit flush against the wall. (There’s no shaking or tilting them to try to score a freebie.) Aside from being cashless, they work like a usual vending machine: You type in a product code, pay, and collect the item.



The tap-to-pay method not only boosts efficiency for commuters in a rush, but also allows the machine to run 24-7, unlike newsstands people operate.



“More than a third of our sales happen between 7:00 p.m. and 6 a.m.—that’s the late night and overnight worker, the person heading home late, the rider with no other option,” Saadia says. “Everything is tap-and-go and takes under 10 seconds, because someone with a train coming isn’t willing to wait. It’s open when nothing else is.”



Staff routinely restocks machines every few days to keep up with demand. An automated diagnostics system will, presumably, help the machines run smoothly and alert the operators when they need to be fixed.



CC Vending first contacted the MTA with the idea back in 2019, but the pandemic slowed down the project.



“The request for proposals reopened, closed, and reopened again in 2022 and 2023. I’m not sure many others would have stuck with it, but here we are with machines up and running all those years later,” Saadia says.



The machines are already a hit among commuters. In its first day, the 23rd Street station quickly sold out of its products. In the future, CC Vending says it may add a wider range of goods, like the electronics or health and beauty products that airport vending machines offer.



[Photo: MTA]



A machine that can withstand New York



Designing a vending machine that can handle the subway’s heavy foot traffic was a challenge. The units also needed to meet the MTA’s stringent requirements for safety.



“Nothing about this is off the shelf. Every enclosure was designed and engineered specifically for the challenging conditions underground,” Saadia says. “The MTA’s real estate team has been outstanding to work with. Rigorous, thorough, and genuinely invested in getting this right for riders.”



The CC Vending team had to resort to industrial grade metal enclosure on the machines, protecting them from the city’s harsh weather as well as deterring bad actors from vandalizing the equipment. As of August 21, there had been no recorded vandalism of the machines.



In addition to durability, the machines needed to protect something else: customers’ time. Cashless transactions allow purchases to be made in just seven seconds.



[Photo: MTA]



A more livable city



Beyond selling refreshments, the vending machines are part of a broader initiative to make the city more hospitable to its residents.



A large steward in this trend has been the MTA’s Vacant Unit Activation Project, which has allowed various artists to take over abandoned spaces and transform them into their own artistic platforms.



[Photo: Megan Armas/MTA]



Rex’s Dino Store stand at the Grand Army Plaza station parodies an actual newsstand. A hand-crafted 7-foot tall papier-mâché orange dinosaur named Rex stands behind the counter, where he sells print issues of Dinopolitan Magazine and snacks like “Dinoritos.” Nothing is actually for sale; the installation is enclosed by glass.



At The Soundbooth, in the 81 Street/Museum of Natural History station, musicians play inside a former storefront for commuters waiting for their trains.



And in one of the city’s most transited stations, West 4th Street, a one-year lease allowed for a takeover of a kiosk by the free zine Public Transport Magazine. The structure is wrapped in a transit-themed cartoon mural. The kiosk will also feature a Photo Booth, puppet shows, and even giveaways.



As far as the vending machines go, the project reacts to the city’s diverse schedule. From artists to finance bros, and all the in-between—almost anyone will need to use the subway at some point, at any time of the day.



“The subway moves more than a billion trips a year, and those vacant spaces were screaming opportunity to me. A chance to serve the everyday New Yorker on their daily commute,” says Saadia of CC Vending. “This seems like a small thing, but these small things add up to how a system and a commute feels.”







 ]]></description>
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<pubDate>Mon, 31 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>These, automated, vending, machines, are, moving, into, NYC’s, subway, newsstands</media:keywords>
</item>

<item>
<title>Creators are your best PR</title>
<link>https://thebusinesseconomic.com/creators-are-your-best-pr</link>
<guid>https://thebusinesseconomic.com/creators-are-your-best-pr</guid>
<description><![CDATA[ For decades, strategic communications operated in two distinct lanes: You pitched journalists for earned credibility or you bought media for controlled reach. That model rested on one assumption: Institutional newsrooms held a monopoly on audience trust.



Things have changed. While traditional media remains essential for reach and corporate validation, audiences increasingly rely on self-published experts to make sense of complex industries. These experts host technical podcasts, write deep-dive newsletters, publish how-tos on TikTok, and break down industry shifts on YouTube.



Yet most organizations don’t know how to work with them or where to put them. If your goal is a durable reputation, independent creators belong at the center of your earned media strategy.



THE ANTI-INFLUENCER SHIFT



The word “influencer” carries a lot of baggage. The early era of creator marketing was built on lifestyle endorsements: pay a celebrity, hand them a script, and get a sponsored post.



Today’s landscape, especially among B2B decision-makers and technical audiences, has waning patience for that. CreatorIQ puts enterprise creator spend at $5.6–$8.1 million annually, focused on subject-matter experts who’ve built followings around their expertise and editorial independence. Goldman Sachs projects the creator economy will reach $480 billion by 2027, powered by its direct-to-audience authority. These creators maintain relationships with their readers because their perspective is unbought, and audiences can tell the difference.



IN AN AI-SATURATED MARKET, HUMAN TRUST IS THE DIFFERENTIATOR



Generative AI has made content nearly free to produce, and feeds are now flooded with synthetic copy and automated summaries. Mission North’s 2026 Brand Expectations Index found that knowledge workers are comfortable with AI for internal efficiency or code generation, but draw a hard line at executive messaging: 73% of the general public and 67% of knowledge workers say that undisclosed AI communications erode their trust in a company.



That’s the opening for independent creators. When machine-generated content is everywhere, a real person with real judgment—someone who can be held accountable for what they say—becomes the premium.



TRADE CONTROL FOR CREDIBILITY



Bringing creators into earned media means giving up the thing PR has always optimized for: control of the message. Traditional media relations run on approved talking points and pre-cleared quotes. Independent experts won’t work that way; their value comes from autonomy. Ask them to repeat corporate messaging verbatim, and you’ve destroyed the exact thing you were trying to borrow.



The better model treats creators less like a media list and more like industry peers. This looks like technical access to the engineers and product leads doing the work, early hands-on time with products months before launch, and the kind of sustained editorial relationship traditionally reserved for beat reporters.



We saw this play out at a flagship developer conference. Rather than relying just on a firehose of news, our team started small with six trusted industry creators, who were given VIP access, product demos, and direct conversations with executives with no paid posting requirements attached. In one week, that group produced more than 70 pieces of organic content and reached over 1.6 million people.



The most significant return shows up when this becomes a standing program. We saw this with one client who needed a way to reach developers and technical audiences without sounding like brand messaging. We built an ongoing relationship with roughly 15 respected developers and technical creators each quarter to create a consistent set of voices who had access to the people and thinking behind the company’s work on AI, privacy, and the future of the web. Over six months, that program generated more than 7 million organic impressions and engagement rates 40% above benchmark.



That’s the pattern worth paying attention to: The event or single activation earns the first round of trust, but the compounding value comes from staying in the relationship long after the news cycle has passed.



THE EARNED TRUST ECOSYSTEM



Earned media has always been third-party validation. The job is to identify who already has credibility with your audience and build an authentic relationship with them.



Legacy outlets remain important for broad awareness, crisis navigation, and agenda-setting. Owned channels give you control of the narrative. But trust compounds in explanatory formats like long-form podcasts, technical newsletters, and deep-dive videos, where someone can walk through their actual reasoning in public, repeatedly, over time.



Modern communications leaders don’t have to choose between reporters and creators. The job now is to leverage the benefits of both and to recognize that the relationships you build with independent experts are the ones your audience already trusts more than anything you could pitch them.



Tyler Perry is the co-CEO of Mission North. ]]></description>
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<pubDate>Mon, 31 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Creators, are, your, best</media:keywords>
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<item>
<title>Stop trying to retain employees</title>
<link>https://thebusinesseconomic.com/stop-trying-to-retain-employees</link>
<guid>https://thebusinesseconomic.com/stop-trying-to-retain-employees</guid>
<description><![CDATA[ Every CEO I know is worried about employee retention. The questions are almost always the same. How do we reduce turnover? How do we keep our best people from leaving? How do we compete when another employer offers a dollar or two more an hour?



After spending much of my career designing and commissioning factories, I think we’re taking the wrong approach. We should focus on how building a company employees wouldn’t want to leave in the first place.



In manufacturing, turnover has become so common that many companies simply accept it as part of doing business. For some functions such as consumer electronics contracting, labor-intensive food processing, and temp heavy/light manufacturing and assembly, the lowest-paid positions turn over at more than 100% every year. In these cases, this means every one of those jobs is refilled annually—sometimes more than once.



Companies often measure turnover by the stack of applications they process and the number of drug tests they pay for. They budget for churn because they’ve come to expect it.



I don’t think we should accept this.



When our team walks into a factory to develop an automation strategy, you may be surprised that one of the first things we study has nothing to do with equipment.



It’s employee turnover. Turnover tells us something important because it shows us where the work is most broken.



Most companies begin an automation project by asking, “What can we automate?” Instead, we’ve learned to ask a better question: “What are the jobs people keep leaving?”



These are rarely the jobs where employees use judgment, solve problems, or develop new skills. They’re repetitive, physically demanding, and ergonomically difficult jobs. These are the roles where someone leaves after four months because they can’t imagine doing these same tasks for the coming four to 10 years.



THIS IS WHERE AUTOMATION BEGINS



Our approach to automation strives to eliminate the work people never wanted to do in the first place. This is where I think many leaders still misunderstand automation. Too often, their focus is on finding ways to reduce labor costs.



In my experience, the best automations are designed to achieve something much more valuable: increase the value of the people who remain.



When repetitive tasks disappear, employees rise to managerial roles where they work collaboratively with robots instead of repeating physical motions that wear their minds and bodies down and lead to injury. They learn software instead of simply loading parts. They become troubleshooters, trainers, and system experts instead of performing the same manual tasks thousands of times per week.



We often invite employees to volunteer for what our team jokingly calls robot university—months of training to help install, commission, troubleshoot, and eventually teach others how to operate new automation systems. Something remarkable happens every time.



The first employees to raise their hands almost always become the factory’s cultural leaders. Yes, they are learning new technology. But more importantly, they are also building careers. Before long, their coworkers are asking how they can join in. An automation project quickly becomes a leadership development program.



AUTOMATION IS MORE THAN A TECHNOLOGY INVESTMENT



I don’t think of automation as merely a technology investment. I believe it’s one of the most overlooked people investments a company can make, for the following reasons:




Employees stay where they grow.



They stay where they’re trusted with better tools.



They stay where they’re continually learning.



They stay where they can see a future.




For years we’ve tried to solve turnover with better recruiting, better perks, and better HR programs. Those all have their place.



But lasting loyalty is built much earlier. It’s built the moment an employee realizes, “This company is investing in me.”



I repeat this often: The companies that reduce turnover in the next decade will move quickly, and they’ll be the innovators who use technology to create safer work, more meaningful careers, and a culture where the best people stay because they choose to—not because they don’t have a choice.



For decades we’ve been focusing on employee retention. Now it’s time to work on becoming the kind of company people don’t want to leave.



Matthew Chang is a founder and primary engineer at Chang Robotics. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/08/1-37.png" length="49398" type="image/jpeg"/>
<pubDate>Mon, 31 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Stop, trying, retain, employees</media:keywords>
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<item>
<title>How To Maintain The Best Practices For DAO Treasury Management</title>
<link>https://thebusinesseconomic.com/how-to-maintain-the-best-practices-for-dao-treasury-management</link>
<guid>https://thebusinesseconomic.com/how-to-maintain-the-best-practices-for-dao-treasury-management</guid>
<description><![CDATA[ Financial literacy is evolving, expanding and quickly becoming more complicated, especially in the world of crypto and decentralized finance (De-Fi). And the more popularity it continues to gather, the more important it becomes to form good habits around the security, continuity and legitimacy-building facilities of the treasuries, DAOs, communities and protocols. As you continue to […]
The post How To Maintain The Best Practices For DAO Treasury Management appeared first on Fincyte. ]]></description>
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<pubDate>Mon, 31 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Maintain, The, Best, Practices, For, DAO, Treasury, Management</media:keywords>
</item>

<item>
<title>Autumn Budget 2026 – what can small business owners expect?</title>
<link>https://thebusinesseconomic.com/autumn-budget-2026-what-can-small-business-owners-expect</link>
<guid>https://thebusinesseconomic.com/autumn-budget-2026-what-can-small-business-owners-expect</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
The Autumn Budget 2026 is set for 28 October, delivered by new Chancellor, John Healey. Here&#039;s what we know so far  
The post Autumn Budget 2026 – what can small business owners expect? appeared first on Small Business UK. ]]></description>
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<pubDate>Mon, 31 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Autumn, Budget, 2026, –, what, can, small, business, owners, expect</media:keywords>
</item>

<item>
<title>Perini Navi, builder of Mike Lynch’s Bayesian, put up for sale</title>
<link>https://thebusinesseconomic.com/perini-navi-builder-of-mike-lynchs-bayesian-put-up-for-sale</link>
<guid>https://thebusinesseconomic.com/perini-navi-builder-of-mike-lynchs-bayesian-put-up-for-sale</guid>
<description><![CDATA[ 
Perini Navi, the Italian builder of Mike Lynch&#039;s Bayesian superyacht, is up for sale as parent The Italian Sea Group calls for offers by 15 September. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/Bayesian-in-Milazzo-Harbor-Sicily.-Image-courtesy-of-Sfische-via-Wikimedia-e1733410020427-1024x578-1-768x434.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Perini, Navi, builder, Mike, Lynch’s, Bayesian, put, for, sale</media:keywords>
</item>

<item>
<title>Dragons’ Den firm Y1 Group buys Redbird Apparel in seven&#45;figure deal</title>
<link>https://thebusinesseconomic.com/dragons-den-firm-y1-group-buys-redbird-apparel-in-seven-figure-deal</link>
<guid>https://thebusinesseconomic.com/dragons-den-firm-y1-group-buys-redbird-apparel-in-seven-figure-deal</guid>
<description><![CDATA[ 
Y1 Group has acquired Redbird Apparel in a seven-figure deal, creating a combined UK branded apparel business with more than £7.5m in annual revenue. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/shutterstock_2754930531-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Dragons’, Den, firm, Group, buys, Redbird, Apparel, seven-figure, deal</media:keywords>
</item>

<item>
<title>UK Space Agency backs 16 satellite projects with £13m funding</title>
<link>https://thebusinesseconomic.com/uk-space-agency-backs-16-satellite-projects-with-13m-funding</link>
<guid>https://thebusinesseconomic.com/uk-space-agency-backs-16-satellite-projects-with-13m-funding</guid>
<description><![CDATA[ 
The UK Space Agency is funding 16 satellite communications projects with £13 million, from a ScotRail broadband trial to low-cost sensors for farmers. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/shutterstock_2400593511-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Space, Agency, backs, satellite, projects, with, £13m, funding</media:keywords>
</item>

<item>
<title>Pub planning protections will not stop closures, industry warns</title>
<link>https://thebusinesseconomic.com/pub-planning-protections-will-not-stop-closures-industry-warns</link>
<guid>https://thebusinesseconomic.com/pub-planning-protections-will-not-stop-closures-industry-warns</guid>
<description><![CDATA[ 
New pub planning protections announced by Angela Rayner will not stop closures, industry figures warn, with Camra reporting 1,836 pubs shut since 2025. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2024/10/Raynor_Reynolds-768x485.webp" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Pub, planning, protections, will, not, stop, closures, industry, warns</media:keywords>
</item>

<item>
<title>South Yorkshire launches task force to boost women in tech</title>
<link>https://thebusinesseconomic.com/south-yorkshire-launches-task-force-to-boost-women-in-tech</link>
<guid>https://thebusinesseconomic.com/south-yorkshire-launches-task-force-to-boost-women-in-tech</guid>
<description><![CDATA[ 
Women in tech task force launches in South Yorkshire as research shows women hold 18 per cent of the region&#039;s tech jobs, against 26 per cent nationally. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/Yorkshire_Tech_week-768x431.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>South, Yorkshire, launches, task, force, boost, women, tech</media:keywords>
</item>

<item>
<title>Apple’s new macOS update reportedly contains a video of AirPods with a camera</title>
<link>https://thebusinesseconomic.com/apples-new-macos-update-reportedly-contains-a-video-of-airpods-with-a-camera</link>
<guid>https://thebusinesseconomic.com/apples-new-macos-update-reportedly-contains-a-video-of-airpods-with-a-camera</guid>
<description><![CDATA[ A video in a MacOS Tahoe release candidate version shows a user wearing AirPods, looking at a book, and talking to Siri. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2024/09/PXL_20240909_184838058.PORTRAIT.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Apple’s, new, macOS, update, reportedly, contains, video, AirPods, with, camera</media:keywords>
</item>

<item>
<title>Daniel Ek’s body&#45;scanning startup Neko Health opens first US office, in New York</title>
<link>https://thebusinesseconomic.com/daniel-eks-body-scanning-startup-neko-healthopens-first-us-office-in-new-york</link>
<guid>https://thebusinesseconomic.com/daniel-eks-body-scanning-startup-neko-healthopens-first-us-office-in-new-york</guid>
<description><![CDATA[ The scanning and bloodwork health startup founded by Spotify&#039;s founder will officially launch in New York in about a month. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2018/02/tc-backlight-e1689786273147.png" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Daniel, Ek’s, body-scanning, startup, Neko, Health opens, first, office, New, York</media:keywords>
</item>

<item>
<title>Fairphone is launching its latest repairable phone in the US too</title>
<link>https://thebusinesseconomic.com/fairphone-is-launching-its-latest-repairable-phone-in-the-us-too</link>
<guid>https://thebusinesseconomic.com/fairphone-is-launching-its-latest-repairable-phone-in-the-us-too</guid>
<description><![CDATA[ The Fairphone 6+ is priced at $649 and will be available on Amazon. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/image_1e5cf0.png" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Fairphone, launching, its, latest, repairable, phone, the, too</media:keywords>
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<item>
<title>OpenAI launches a safer ChatGPT for teens — years after teens started using it</title>
<link>https://thebusinesseconomic.com/openai-launches-a-safer-chatgpt-for-teens-years-after-teens-started-using-it</link>
<guid>https://thebusinesseconomic.com/openai-launches-a-safer-chatgpt-for-teens-years-after-teens-started-using-it</guid>
<description><![CDATA[ ChatGPT for Teens adds age-appropriate safety measures, parental controls, and learning tools designed to steer teens away from harmful content — and from using AI to cheat on their homework. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/Still-04-HomeworkReminder__1_.webp" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, launches, safer, ChatGPT, for, teens, —, years, after, teens, started, using</media:keywords>
</item>

<item>
<title>Perplexity’s free AI offer left it with millions more users in India</title>
<link>https://thebusinesseconomic.com/perplexitys-free-ai-offer-left-it-with-millions-more-users-in-india</link>
<guid>https://thebusinesseconomic.com/perplexitys-free-ai-offer-left-it-with-millions-more-users-in-india</guid>
<description><![CDATA[ Perplexity&#039;s India revenue rose about 60% after the Airtel offer ended for new users, even as downloads declined. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/perplexity-app.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 18 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Perplexity’s, free, offer, left, with, millions, more, users, India</media:keywords>
</item>

<item>
<title>A popular ice cream brand sold at Walmart and Kroger files for bankruptcy after ‘trade dress’ lawsuit</title>
<link>https://thebusinesseconomic.com/a-popular-ice-cream-brand-sold-at-walmart-and-kroger-files-for-bankruptcy-after-trade-dress-lawsuit</link>
<guid>https://thebusinesseconomic.com/a-popular-ice-cream-brand-sold-at-walmart-and-kroger-files-for-bankruptcy-after-trade-dress-lawsuit</guid>
<description><![CDATA[ A years-long lawsuit between two ice cream brands, Van Leeuwen Ice Cream and Rebel Creamery, has come to a possible end, with a federal judge ruling that Rebel infringed Van Leeuwen Ice Cream’s trade dress, and ordering that Rebel owes Van Leeuwen tens of millions of dollars.



But now, Rebel is seeking Chapter 11 bankruptcy protection while it appeals the judgment. Here’s what you need to know.



What’s happened?



Rebel Creamery, the keto-friendly ice cream brand sold at Walmart, Kroger, and other grocery stores across the country, has filed for Chapter 11 bankruptcy protection roughly a month after U.S. District Judge Eric Komitee ruled that Rebel had infringed on competitor Van Leeuwen’s trade dress.



As a result, Komitee ruled that Rebel must pay Van Leeuwen $23.8 million and change its packaging, reports Yahoo News.



Of the two ice cream brands, Van Leeuwen’s is arguably the better-known, having been founded about 18 years ago. 



The company operates a chain of ice cream parlors in more than a dozen states and sells its ice cream to retailers across the country. Its pints, dressed in pastel colors with black script, can be found in grocery stores across the country.



Rebel is the newer of the two brands. It began its life on Kickstarter in late 2017 and focuses on making keto-friendly, zero-sugar ice cream.



However, Rebel’s packaging also contains pastel colors and black script, and that similar design led Van Leeuwen to sue the company for trade dress infringement in 2021. That case has now been concluded, with Rebel having been found to have infringed on Van Leeuwen’s trade dress.



What is a trade dress?



Most people know what a trademark is: a legally protected name and/or logo. Think “Coca-Cola” or the Nike swoosh. If a company owns a trademark, other companies can’t use it.



A trade dress is similar to a trademark, but instead of protecting a name or logo, a trade dress protects the overall look of a product, such as a product’s packaging.



As Yahoo News notes, Van Leeuwen’s trade dress—the sparse, pastel packaging with the company’s name in black lettering—has been in use since around 2016. When Rebel’s products went on sale a few years later, its packaging was also very similar: sparse, with pastel colors and the company’s name in black lettering.



Van Leeuwen sued, alleging that Rebel copied the look of its packaging and that resulted in customers and even grocery store workers confusing the two brands, which Van Leeuwen said cost it tens of millions in sales. Last month, the United States District Court for the Eastern District of New York ruled in Van Leeuwen’s favor.



Why did the court rule against Rebel?



It’s entirely possible that two companies can independently develop the same aesthetic for their products without knowledge of each other’s look. But at trial, the presiding judge ruled that this was not likely what happened in Rebel’s case.



In short, Van Leeuwen was able to produce detailed records and files of the origins of its trade dress look from 2016, when the company hired a design firm to develop its packaging and aesthetic.



Rebel’s founders, on the other hand, said they designed Rebel’s packaging themselves without the help of a design firm. But as noted by Yahoo News, they said they no longer had files showing the evolution of their trade dress, only the final file. As a result, the judge ruled in Van Leeuwen’s favor.



Rebel Creamery files for bankruptcy



The judge ordered that Rebel must change its packaging and also pay Van Leeuwen nearly $23.8 million.



However, the ultimate outcome of this ice cream battle is far from certain. That’s because Rebel is now appealing the case and, in the meantime, the company has filed for Chapter 11 bankruptcy, which prevents creditors from collecting money owed.



Rebel’s bankruptcy filing shows Van Leeuwen’s unsecured claim of $23,785,000 as the largest claim on its books. However, the filing lists this claim as “Disputed.”



The bankruptcy also allows Rebel to continue operating, meaning it can keep selling its ice cream as it reorganizes under Chapter 11. Ultimately, however, the main thing determining what kind of future Rebel will have is the outcome of its appeal.



Fast Company has reached out to Rebel Creamery and Van Leeuwen for comment. We will update this story if we hear back. 



 ]]></description>
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<pubDate>Mon, 17 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>popular, ice, cream, brand, sold, Walmart, and, Kroger, files, for, bankruptcy, after, ‘trade, dress’, lawsuit</media:keywords>
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<item>
<title>Are you invisible to AI? Here’s how to check</title>
<link>https://thebusinesseconomic.com/are-you-invisible-to-ai-heres-how-to-check</link>
<guid>https://thebusinesseconomic.com/are-you-invisible-to-ai-heres-how-to-check</guid>
<description><![CDATA[ Since the onset of the internet, brands have been fighting to optimize their spot in search engines, getting as close to the top of any given page of Google results as possible. But in the AI age, traditional search engines are falling by the wayside—and with them, more than one in four brands are becoming completely invisible, says a new report.



The 2026 AI Visibility Index, an inaugural report from the strategic communications firm Lucie Content, assessed how many businesses are being recommended by artificial intelligence chatbots. Showing up in AI responses has never been more important for brands; a 2026 report from BrightLocal found that 45% of consumers now turn to AI for business recommendations, a massive jump from just 6% in 2025.



How can you make sure you’re not the odd brand out when it comes to AI visibility? Beyond offering a glimpse into the current state of AI as a search engine, Lucie’s report comes with tips, and a tool, for assessing any company’s AI visibility.



What is AI visibility?



AI visibility is the measure of how often AI chatbots will cite or recommend a given business, along with how accurately it will be described. For its assessment, Lucie simulated realistic customer queries, then measured how often a business appeared in the AI model’s responses. It also tracked whether the AI model’s description of the business was accurate, whether it understood the business’s category, and what businesses it recommended instead.



Craig Lucie, founder and CEO of Lucie Content, explained the rationale for the company’s research in a press release.



“Search used to be a list of 10 links, and you decided where to click,” he said. “AI gives you one confident answer with only a few names in it. If your business isn’t one of those names, you’re not just losing to your competitors—you aren’t even in the running. And what we learned through our research is that most business owners don’t realize this is happening.”



Lucie’s results



Lucie Content ran 94 businesses through three different brand-blind scenarios in Gemini’s consistency mode. It ran each scenario three times, resulting in 894 queries that informed the report’s findings.



More than one in four businesses (26.6%) never appeared in any of the tested scenarios. But the report also found that there’s almost no middle ground when it comes to AI visibility: 84% of the companies in the sample scored either a zero or a 100 on retrieval, meaning a given company either consistently appeared in results or didn’t appear at all.



The report also saw almost zero correlation between being visible in traditional search engines and showing up in AI responses. Of the 90 companies in the study’s sample with a Google eligibility score of 70 or above, 24 still had zero AI visibility. Independent research confirmed that there’s only a 45% correlation between top performers in Google search results and in AI recommendations.



How to check your AI visibility



Lucie also launched a free tool with the release of its report, where brands can run an AI visibility scan for themselves on models including ChatGPT, Gemini, Perplexity, and Claude. But the tool returns a brand’s score only on one of the six modules Lucie tested for—technical readiness. More info can be had through a “teaser report,” and the full assessment is available through a consultation with Lucie.



But the report’s experiment is also repeatable on a small scale by individual brands. Though Lucie’s full methodology is under wraps, its general strategy of simulating and repeating realistic customer queries can help brands get a sense of their own standing when it comes to being recommended by AI.



If a brand is getting passed over in AI responses, where should it look to improve? In its press release, Lucie Content identified “clear, consistent, and factually supported information, combined with strong video and imagery that helps both people and machines understand and verify the business” as key factors in AI visibility. Lucie, the CEO, says the firm applied these improvements to its own business model and saw results.



“The great news about what our research found is that the problem is fixable,” he said. “We tested this on our own company before we tested a single client—and measurably improved our own visibility.” ]]></description>
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<pubDate>Mon, 17 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Are, you, invisible, AI, Here’s, how, check</media:keywords>
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<item>
<title>Leadership lessons from America’s fastest&#45;growing private companies and news from the new Susan G. Komen CEO</title>
<link>https://thebusinesseconomic.com/leadership-lessons-from-americas-fastest-growing-private-companiesandnews-fromthe-new-susan-g-komen-ceo</link>
<guid>https://thebusinesseconomic.com/leadership-lessons-from-americas-fastest-growing-private-companiesandnews-fromthe-new-susan-g-komen-ceo</guid>
<description><![CDATA[ Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning. 







Every CEO is managing uncertainty and complexity. Now imagine layering on exponential revenue growth—like percentage growth in the triple or quadruple digits. That’s what CEOs of companies on the Inc. 5000—Inc.’s annual list of the 5,000 fastest-growing private companies in America—deal with every day. “I liken it to standing in the ‘ready position’ in sports,” says Anne Fulenwider, cofounder and co-CEO of Alloy Health. The company’s 4,503% three-year revenue growth rate earned it the No. 61 spot on the list. “You have to be knees bent, ready to move in any direction at any time,” she says.  



Fulenwider is one of several Inc. 5000 founders I spoke with about the special leadership issues fast-growth CEOs face, from retaining their company cultures as their businesses scale to figuring out how to fill a big order that outpaces their production capabilities. Their experiences are inspiring and instructive. After all, many of these founders defied skeptics, launching their ideas without the resources enjoyed by their larger counterparts, yet producing gains that are the envy of the business world. 



Together, Inc. 5000 honorees racked up $385 billion in 2025 revenue, employed nearly 1.5 million people, and posted a median three-year growth rate of 130%. The top 500 companies posted a median three-year growth rate of 1,338%. 



Ready, Set, Grow 



Donie Yamamoto, founder and CEO of Vital Pet Life, No. 3170, dealt with last year’s sweeping tariffs (struck down by the U.S. Supreme Court in February) and the disruptions they caused her international supply chain by “going back to the values of why we started a company and staying true to it,” she says. Yamamoto began the company, which sells natural health products for cats and dogs, in 2017 when she couldn’t find a clean product to help relieve her dog’s dry skin. She adds, “By just staying true to our mission, it got [us] through the challenges.” 



Ali Ansari, CEO of Micro1, says he has learned to embrace the chaos of being a fast-growth company. Micro1, No. 37, works with experts around the world to train artificial intelligence models. Despite the fast pace, Ansari says he is working to build a culture that is “hardcore in the way that we work, but we’re also very kind to each other.” The company distributes a quarterly form titled “Are You Happy?” inviting employees to answer questions about compensation, staff interactions, and other issues. Ansari reads every response himself, then routes feedback to the people who can act on it. 



Ultimately though, for Inc. 5000 companies, capitalizing on fast growth is their superpower. Matt McKinney, founder and CEO of the AI-powered logistics platform Loop, No. 10, tells Inc.: “If you can outcompete on speed, that’s a competitive advantage.”  



Bringing speed to the nonprofit world



Fast Company has had the opportunity to work with the advertising agency McCann on a few projects, and Modern CEO recently caught up with McCann New York’s CEO, Amber Guild, who just announced that she would become the next CEO of Susan G. Komen, a leading breast cancer organization. Guild, who was diagnosed with early-stage breast cancer in 2020, says her diagnosis made the nonprofit’s mission deeply personal and also made her acutely aware of how many women don’t get the access and care that she did. 



Like the Inc. 5000 CEOs I spoke with this week, Guild is thinking about speed as she steps into her new role on October 1. “My vision is to build a more modern, more connected Komen, one that uses everything technology and data now make possible to bring in more people, move faster, and have more impact,” she says. 



Is your company a fast-growth organization? If so, how do you keep your teams moving quickly? Send your answers to me at stephaniemehta@mansueto.com. We will publish the best insights in a future newsletter.  



Read more: inspiration from the Inc. 5000 




Oprah loved their charcuterie boards. Now the brand generates $85 million in sales a year 





A nurse practitioner’s hair care company is on track for $269 million 





Inside Replit’s $1 billion vibe-coding empire  




 ]]></description>
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<pubDate>Mon, 17 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Leadership, lessons, from, America’s, fastest-growing, private, companies and news, from the, new, Susan, Komen, CEO</media:keywords>
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<item>
<title>I measured my brain during one of the hardest business trips of my year. Here’s what I learned about performance</title>
<link>https://thebusinesseconomic.com/i-measured-my-brain-during-one-of-the-hardest-business-trips-of-my-year-heres-what-i-learned-about-performance</link>
<guid>https://thebusinesseconomic.com/i-measured-my-brain-during-one-of-the-hardest-business-trips-of-my-year-heres-what-i-learned-about-performance</guid>
<description><![CDATA[ Last month, I traveled through three countries and multiple time zones, packing investor meetings, customer dinners, panels, and leadership sessions into just 10 days.



Like many founders, I wore the schedule as a badge of honor. If I could keep up, I assumed I was performing at my best. 



Then I looked at my brain.



Throughout the trip, I’d been wearing Neurable’s EEG-powered headphones, giving me an objective view of how my brain responded to everything from travel and sleep to stress and recovery. Rather than relying only on how I felt, I could compare my subjective experience with objective measures of neural activity. 



I expected to see increased stress levels in my brain data during a work trip. What I didn’t expect was how often the data contradicted my intuition, and it made me wonder how often I was pushing through cognitive fatigue without even realizing it.



How we feel vs. what’s actually happening



As a neuroscientist, I’ve spent my career studying the gap between how our brains function and how we perceive them to function. This trip reminded me that we’re all prone to judging our cognitive performance by how we feel rather than what the brain is actually experiencing. 



It’s easy to see how so many business leaders can fall into this trap, particularly because today’s work culture makes this blind spot difficult to recognize. We’ve created a world that never switches off. Our offices live in our pockets, our days are filled with endless decisions, and true downtime has become a rarity.



We accept that pace as the cost of doing business, yet we rarely stop to ask how it’s affecting the quality of our thinking.



Instead, most of us judge our ability to perform in the workplace by a simple question: Do I feel ready to tackle my work today?



Feeling ready or being ready?



The first morning after arriving in Germany, I felt like many travelers do after a long international flight. Mentally, I was eager to get to work. Physically, I wanted to crawl back into bed.



I assumed it was ordinary jet lag, but my brain data suggested something more nuanced. My sleep debt had largely been repaid during the flight, but my circadian rhythm hadn’t caught up. My body was in Germany while my internal clock was still somewhere over the Atlantic. I expected the effects to linger much longer, but within about three days, my cognitive measurements had largely returned to baseline.



It was my first reminder that feeling ready and being cognitively ready aren’t always the same thing. As it turns out, my experience wasn’t unique. Research has consistently shown that after insufficient sleep, objective cognitive performance can continue to decline even after people’s subjective sense of impairment has plateaued.



Looking back, I wondered how many strategy meetings, business decisions, or difficult conversations I’d entered simply because I felt sharp, even when my brain data was telling a different story.



Recovery and performance



A few days later, I noticed something else unexpected. My brain had largely recovered from jet lag. I was surprised by how quickly it bounced back, which made me appreciate just how central recovery is to sustained performance.



Professional athletes understand this instinctively. They don’t train at maximum intensity every day because they know recovery is essential to peak performance. Business leaders often do the opposite. We celebrate pushing through and treat recovery as something we’ll get to later, if at all.



The biggest lesson from the trip, however, came from something entirely within my control.



Like many people, I assumed jet lag would be the biggest challenge. Instead, the greater cognitive cost came from a series of ordinary decisions.



Misdiagnosing performance



One evening in Vienna, I attended a networking dinner, enjoyed a couple of glasses of wine, and stayed up until nearly 2:30 a.m. taking work calls back to Boston. The next morning, my cognitive measurements looked remarkably similar to what I’d seen after crossing the Atlantic. The combination of wine, a late night, and about five and a half hours of sleep had produced a cognitive cost comparable to jet lag.



It made me realize how often we misdiagnose our own performance. We prepare meticulously for investor meetings, board presentations, and international travel, yet we rarely prepare for the cumulative impact of another drink at dinner, another hour spent answering emails, or another morning convincing ourselves that six hours of sleep is enough.



None of those choices seems consequential on its own, but together, they shape the quality of our judgment, the very thing we depend on most and measure the least. 



The irony is that modern companies already measure almost everything, from revenue and margins to customer acquisition costs and burn rates. On a personal level, many of us now also track our sleep, heart rate, and physical activity. Yet the organ responsible for every negotiation, hiring decision, strategic pivot, and creative breakthrough has remained largely invisible and rarely optimized for peak performance.



Before diving into yet another work task, I used to ask myself a simple question: Can I push through this?



Now, I ask a different one: Is this the version of my brain I want making this decision?



That question doesn’t always change my schedule. Sometimes the meeting still happens, and the flight still takes off. But it changes how I prepare, which decisions I tackle first, and when I remind myself that recovery isn’t a luxury, but rather a necessity. 



Every important business decision begins in the mind of the person making it. Every leader should spend a little less time asking whether they can push through their packed schedules and a little more time making sure they’re setting themselves up to think at their best. After all, every important business decision deserves the clearest thinking we can bring to it. ]]></description>
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<pubDate>Mon, 17 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>AI fears are fueling the ‘handmade’ branding trend</title>
<link>https://thebusinesseconomic.com/ai-fears-are-fueling-the-handmade-branding-trend</link>
<guid>https://thebusinesseconomic.com/ai-fears-are-fueling-the-handmade-branding-trend</guid>
<description><![CDATA[ By now you’ve probably already noticed it in some of the brands you use daily—“hand-drawn” typography or hastily scanned textures layered over otherwise unremarkable photos. Maybe your cleaning product brands use visual references from a time when “things were easier,” like hand-painted signage and retro illustrations. Or they’re using imperfect blobby type that’s supposed to help designs feel “organic.” Ever notice that your favorite new bakery’s identity seems purposely a little ugly?



The use of this kind of “handmade” aesthetic has been debated in the design community for a long time. But, I’d argue that it’s only recently that the trend has drifted into something that feels . . . forced. Panera Bread’s recent incorporation of highly polished swash typography to no doubt recall the hand-painted signage of your favorite local grocer feels at odds with its reputation for mass-produced “quality ingredients.” St. Regis has recently announced a collection of ultra-high-luxury hospitality brands, many of which use hand-drawn elements perhaps at odds with its highly polished luxury properties. Most telling is Claude’s branding, incorporating hand-drawn illustrations and details that attempt to tell the world, “Hey, we’re the more human AI.”



Blame technology. Designers have a tendency to lead with their passions, and with AI feeling both threatening and exploitative to many in the community, there’s a natural impulse to push away from anything digital. But, as with the skeuomorphism of the aughts or the grunge-ification of the ’90s before it, our industry has pushed too far, sparking a trendy style that reflects designers’ uneasy relationship with technology more than it serves a real need.



Hand-drawn, hand-crafted elements have a place in design, to be sure—for the right brand or the right concept. And true craftsmanship is never out of style. But when this hand-rendered patina is used over and over again, it begins to fall flat, and offer neither enough resonance nor substance for a brand to truly stand out. This is creating a real problem for brands in the age of AI, looking to express that their values, offering, or services are more human-centered.



Old problems, new solutions



This isn’t the first time a trend like this has taken hold. Skeuomorphic design follows a similar mindset in design thinking—if we need to push a trajectory in a specific direction, go literal. And it worked pretty well in the early days of the iPhone and Blackberry to help bridge the gap between the traditional office environment of the desk and this new glass brick you tap. But it also went too far, and seeped into other applications where it really didn’t make any sense.  Same with the “grunge” movement of design in the late 90s, with photocopied type samples and photoshop brushes that aimed to capture the energy and zeitgeist of the Zine movement—but under false pretenses.



This latest fake craft and hand-drawn era is more of the same. And it will take designers being especially mindful to avoid falling into traps. Here’s how:




Root your ideas in the contextWhenever you’re running to social media and trying to imitate patina or “style,” that’s when the trouble starts. Instead, if you can root your ideas in the context of the project itself, that’s when it really sings. For example, one of my favorite branding projects of last year was for a bakery called Rose by Super Studio, which took the bread itself and “printed” with it, creating a hand-expressed marble texture that was literally the product. They used hand-drawn textures with real meaning, making the designs an expression of the quality of the bread.



Ask yourself what it means to be “human”The rise of AI has challenged a lot of previous conventions about how we define “being human,” whether that’s making mistakes, being delightfully irrational, thinking nonlinearly, or using a variety of voices, tones, and outfits to define who we are in any given moment. If the end goal is to make an organization or message feel more human, then perhaps finding ways to make the identity system act human instead of just grabbing a pencil and making marks could lead to more authentically human expressions while simultaneously moving the art of design forward, too.



Collaborate with the machine . . . just like other designersThe biggest myth of working with AI agents is thinking they give you the right answer on the first prompt. That barely ever happens in practice. You need to go back and forth with it, iterating over content, code, and expressions, teaching it what you want and exploring mistakes and potential unexpected discoveries. The most meaningful work I’ve made with agents has been through dialogue with them, as if I’m directing them. The more specific you can be, and the more iterations you have, the more human and intentional the work becomes.



Embrace depth and variation in your brandsHuman beings are messy, dynamic, and constantly changing. Strong brand identities are considered rigid, rigorous, and standardized. One way bring more humanity into these identity systems is to introduce variation—different logos, different voices and tones for different scenarios, or color palettes that shift based on mood, seasonality, experience. When the one-size-fits-all approach is feeling too stiff and cold, adding depth and variation to a brand can make it feel more like us. Yes, that adds complexity, but I’d argue the demands on a brand identity are more complex than they were during Paul Rand’s or Saul Bass’s era. And our audiences are dramatically more sophisticated  at brand recognition than they were 50 years ago. Perhaps we need to rethink the shackles of the “brand police” as the only tool for enforcement, and begin to design flexibility into our design systems.




As with most trends, the fake “handmade” aesthetic has become about blending in rather than standing apart. And that’s not what design is being called to do. The task, especially in terms of brand, is to create distinction and separation in the marketplace. And AI isn’t the only force that’s leading to creative homogeneity. Sometimes, when we react reflexively without considering the consequences, we can do it to ourselves, too.



 ]]></description>
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<pubDate>Mon, 17 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<title>Employers’ liability insurance – what is it and do you need it? </title>
<link>https://thebusinesseconomic.com/employers-liability-insurance-what-is-it-and-do-you-need-it</link>
<guid>https://thebusinesseconomic.com/employers-liability-insurance-what-is-it-and-do-you-need-it</guid>
<description><![CDATA[ By Anna Jordan on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Here, we answer all of your questions around employers&#039; liability insurance - how much will you pay and what happens if you don&#039;t have it?  
The post Employers’ liability insurance – what is it and do you need it?  appeared first on Small Business UK. ]]></description>
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<pubDate>Mon, 17 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Employers’, liability, insurance, –, what, and, you, need, it </media:keywords>
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<item>
<title>Government opens review of EV sales targets ahead of 2030 phase&#45;out</title>
<link>https://thebusinesseconomic.com/government-opens-review-of-ev-sales-targets-ahead-of-2030-phase-out</link>
<guid>https://thebusinesseconomic.com/government-opens-review-of-ev-sales-targets-ahead-of-2030-phase-out</guid>
<description><![CDATA[ 
ZEV Mandate review: the Government has opened a consultation on EV sales targets ahead of the 2030 petrol and diesel phase-out, running to 23 October. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Government, opens, review, sales, targets, ahead, 2030, phase-out</media:keywords>
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<title>Terry de Havilland to launch in Macy’s, Bloomingdale’s and Nordstrom</title>
<link>https://thebusinesseconomic.com/terry-de-havilland-to-launch-in-macys-bloomingdales-and-nordstrom</link>
<guid>https://thebusinesseconomic.com/terry-de-havilland-to-launch-in-macys-bloomingdales-and-nordstrom</guid>
<description><![CDATA[ 
Terry de Havilland US expansion moves into department stores, with the British footwear brand planning a launch with Macy&#039;s, Bloomingdale&#039;s and Nordstrom. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Terry, Havilland, launch, Macy’s, Bloomingdale’s, and, Nordstrom</media:keywords>
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<item>
<title>Meta glasses banned from courts across England and Wales</title>
<link>https://thebusinesseconomic.com/meta-glasses-banned-from-courts-across-england-and-wales</link>
<guid>https://thebusinesseconomic.com/meta-glasses-banned-from-courts-across-england-and-wales</guid>
<description><![CDATA[ 
Meta glasses are now prohibited in courts and tribunals across England and Wales, with security staff instructed to hold the devices at the entrance. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Meta, glasses, banned, from, courts, across, England, and, Wales</media:keywords>
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<item>
<title>China on course to export up to 10 million vehicles this year</title>
<link>https://thebusinesseconomic.com/china-on-course-to-export-up-to-10-million-vehicles-this-year</link>
<guid>https://thebusinesseconomic.com/china-on-course-to-export-up-to-10-million-vehicles-this-year</guid>
<description><![CDATA[ 
Chinese car exports have driven charter rates for large car carriers to $70,000 a day, Clarksons data shows, with vessels booked years ahead. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>China, course, export, million, vehicles, this, year</media:keywords>
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<item>
<title>Entain warns against lumping betting shops in with gaming arcades</title>
<link>https://thebusinesseconomic.com/entain-warns-against-lumping-betting-shops-in-with-gaming-arcades</link>
<guid>https://thebusinesseconomic.com/entain-warns-against-lumping-betting-shops-in-with-gaming-arcades</guid>
<description><![CDATA[ 
Entain chief Stella David said betting shops should not be grouped with adult gaming centres under reforms to the Gambling Act&#039;s aim to permit rule ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Entain, warns, against, lumping, betting, shops, with, gaming, arcades</media:keywords>
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<title>Flock says its new tool will help identify police abuse, but hasn’t explained how it works</title>
<link>https://thebusinesseconomic.com/flock-says-its-new-tool-will-help-identify-police-abuse-but-hasnt-explained-how-it-works</link>
<guid>https://thebusinesseconomic.com/flock-says-its-new-tool-will-help-identify-police-abuse-but-hasnt-explained-how-it-works</guid>
<description><![CDATA[ The surveillance company announced it&#039;s making a tool called &quot;Audit Assistance&quot; mandatory for all customers, claiming it&#039;s already helped catch abuse. But the company has yet to explain how the tool works in detail, raising questions about its effectiveness. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Flock, says, its, new, tool, will, help, identify, police, abuse, but, hasn’t, explained, how, works</media:keywords>
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<title>If Apple sends you a push notification alerting you to a spyware attack, take it seriously</title>
<link>https://thebusinesseconomic.com/if-apple-sends-you-a-push-notification-alerting-you-to-a-spyware-attack-take-it-seriously</link>
<guid>https://thebusinesseconomic.com/if-apple-sends-you-a-push-notification-alerting-you-to-a-spyware-attack-take-it-seriously</guid>
<description><![CDATA[ Apple now sends out push notifications to iPhone lock screens when the company identifies government spyware targeting someone&#039;s devices. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Apple, sends, you, push, notification, alerting, you, spyware, attack, take, seriously</media:keywords>
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<title>US courts will start publishing how often the government uses spyware</title>
<link>https://thebusinesseconomic.com/us-courts-will-start-publishing-how-often-the-government-uses-spyware</link>
<guid>https://thebusinesseconomic.com/us-courts-will-start-publishing-how-often-the-government-uses-spyware</guid>
<description><![CDATA[ The Administrative Office of the U.S. Courts told TechCrunch that it will start disclosing how many times judges authorized the use of spyware to wiretap suspected criminals. ]]></description>
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<pubDate>Fri, 14 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>courts, will, start, publishing, how, often, the, government, uses, spyware</media:keywords>
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<title>Uber and Pony.ai plan to bring 2,000 robotaxis to Europe</title>
<link>https://thebusinesseconomic.com/uber-and-ponyai-plan-to-bring-2000-robotaxis-to-europe</link>
<guid>https://thebusinesseconomic.com/uber-and-ponyai-plan-to-bring-2000-robotaxis-to-europe</guid>
<description><![CDATA[ The partnership is expanding beyond the initial market of Zagreb, Croatia to four additional European cities. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/03/Verne-Uber-Pony-Partnership.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 14 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Uber, and, Pony.ai, plan, bring, 2, 000, robotaxis, Europe</media:keywords>
</item>

<item>
<title>Investors sue Selena Gomez alleging fraud tied to her mental health startup</title>
<link>https://thebusinesseconomic.com/investors-sue-selena-gomez-alleging-fraud-tied-to-her-mental-health-startup</link>
<guid>https://thebusinesseconomic.com/investors-sue-selena-gomez-alleging-fraud-tied-to-her-mental-health-startup</guid>
<description><![CDATA[ The plaintiffs say they invested nearly $1.2 million in the company, and are accusing Gomez of failing to build and market the startup. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/GettyImages-2202517874.jpg" length="49398" type="image/jpeg"/>
<pubDate>Fri, 14 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Investors, sue, Selena, Gomez, alleging, fraud, tied, her, mental, health, startup</media:keywords>
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<item>
<title>How do Siri and Alexa sound so human? A computer engineer explains</title>
<link>https://thebusinesseconomic.com/how-do-siri-and-alexa-sound-so-human-a-computer-engineer-explains</link>
<guid>https://thebusinesseconomic.com/how-do-siri-and-alexa-sound-so-human-a-computer-engineer-explains</guid>
<description><![CDATA[ Curious Kids is a series for children of all ages. If you have a question you’d like an expert to answer, send it to CuriousKidsUS@theconversation.com.








How is a text-to-speech voice made? – Sarah G٫ age 11٫ Seguin٫ Texas








When you talk to computerized assistants like Siri or Alexa, they reply in voices that sound very human. But how do computers, smartphones and apps actually talk like a person? They use a technology called text-to-speech.



When you speak, your lungs push air up your windpipe and through the vocal cords in your throat. That makes the vocal cords vibrate, which creates sound. Your brain tells your mouth, tongue and lips to shape that sound into words.



I’m a computer engineer who researches how computers create realistic experiences for people. A computer simulates this process of making spoken words. It sends electrical signals to a tiny speaker, which vibrates really fast. The vibrations push against the air surrounding the speaker, creating sound waves. Software in the computer controls those electrical signals in order to shape the sound waves to create speech.



If a computer wants to say “Hello, how are you?” it breaks each word into bits of sound called phonemes. Phonemes are the smallest building blocks of speech, such as the sounds “sh,” “short i” and “p” to say “ship.” The software creates the phonemes and groups them in the correct order to form words: “Heh” “lo” “how” “r” “u”? The human brain and mouth create and connect phonemes, too. 









People began trying to make machines speak like humans in the 1700s.



Robot speech



Way back in the 1700s, inventors tried to make machines work like your lungs and throat do. They used bellows—a big bag that a person could squeeze—to push air from inside the bag through pipes, whistles and leather tubes. The sounds that came out were squeaky, weird and creepy.



The first electronic speech machines, called synthesizers, were built in the 1930s. One famous machine was called Voder, which made its debut at the 1939 World’s Fair in New York City. Voder looked like an organ. A person had to press electronic buttons, keys and foot pedals to get it to gasp out basic phrases like “Good morning!”



Computers began speaking by putting together phonemes in the 1960s, creating stiff, robotic speech.



Pieces to a puzzle



Old computer voices often sounded robotic and choppy, like “He-llo-hu-man-I-am-a-com-pu-ter.” This happened because older software programs had to stitch together small sounds that had been mapped out from recorded voices. The maps, called spectrograms, look like graphs with peaks and valleys representing how strong each tone was at each instance when a sound happened.



The programs put the maps together like pieces in a puzzle and turned them back into sounds. That method worked, but it sounded very unnatural. 









Early computer-synthesized speech sounded stiff and robotic.



Today’s computers use machine learning, a kind of artificial intelligence, to sound like a person. Engineers and scientists train an AI program by giving it many hours of recordings of real people talking. The machine learning software analyzes patterns in the speech. That includes everything from how people breathe to when they laugh and to how their voices sound higher when they get excited.



The patterns allow the computer to shape phonemes into words and sentences in all the subtle ways people do.



This advanced technology even allows a sophisticated AI computer to listen to a recording of your voice for just a few seconds, learn your exact speech patterns and copy it. It can then say sentences you have never actually spoken, in a voice that sounds just like yours.



Helpful and harmful voices



Text-to-speech software helps millions of people every day. In cars, it gives directions so drivers can keep their eyes on the road. It can read news articles and websites for people who are blind, and it can give a voice to people who cannot speak.



Like some other powerful technologies, the software can also be misused. Advanced software can create highly realistic fake voices, sometimes called audio deepfakes. These synthetic voices can sound almost identical to a real person’s voice by learning from a short sample of their speech.



Scammers can use this technology to impersonate family members, co-workers or celebrities. They can make phone calls or leave voice messages that try to fool people into believing bad information. Scientists and engineers are working to make tools that can identify fake voices to help stop scammers.



So the next time you hear a phone, computer or video game speak with a human voice, you know how it was able to it without having lungs, vocal cords, lips or a tongue!







Hello, curious kids! Do you have a question you’d like an expert to answer? Ask an adult to send your question to CuriousKidsUS@theconversation.com. Please tell us your name, age and the city where you live.



And since curiosity has no age limit—adults, let us know what you’re wondering, too. We won’t be able to answer every question, but we will do our best.



Tam Nguyen is an associate professor of computer science at the University of Dayton.



This article is republished from The Conversation under a Creative Commons license. Read the original article. ]]></description>
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<pubDate>Wed, 12 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Siri, and, Alexa, sound, human, computer, engineer, explains</media:keywords>
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<item>
<title>American Express adds 350 luxury hotels to Platinum Card travel program as it doubles down on premium travel</title>
<link>https://thebusinesseconomic.com/american-express-adds-350-luxury-hotels-to-platinum-card-travel-program-as-it-doubles-down-on-premium-travel</link>
<guid>https://thebusinesseconomic.com/american-express-adds-350-luxury-hotels-to-platinum-card-travel-program-as-it-doubles-down-on-premium-travel</guid>
<description><![CDATA[ American Express is expanding one of the Platinum Card’s most valuable perks, adding more than 350 curated premium hotels to its Fine Hotels + Resorts and The Hotel Collection programs as premium credit card issuers continue to compete for high-spending travelers.



The additions expand the combined portfolio to more than 3,400 properties across 116 countries, giving Platinum Card members hundreds of new places to book curated stays while taking advantage of benefits like complimentary breakfast, guaranteed late checkout, and on-property credits. 



The expansion also marks the 35th anniversary of Fine Hotels + Resorts, American Express’s luxury hotel program.



Building a bigger travel ecosystem



The move is the latest example of American Express (Amex) investing in a broader premium travel ecosystem rather than relying solely on traditional credit card rewards to keep cardholders happy. Over the past year, the company has introduced its new Sidecar by The Centurion Lounge concept for travelers with limited time before flights, expanded its airport lounge footprint, and rolled out new travel-focused benefits, even as issuers like Chase and Capital One aggressively court affluent cardholders.



Earlier this year, Audrey Hendley, president of American Express Travel, told Fast Company that the company is increasingly designing travel benefits around how cardmembers actually travel instead of simply adding more perks. That thinking helped inspire Sidecar, the company’s new 33-seat airport lounge concept in Las Vegas, after research found many Centurion Lounge visitors spend less than an hour before boarding.



Espacio Nagoya Castle in Nagoya, Japan [Photo: American Express]



“We’re seeing a significant segment of travelers who only spend 30 to 45 minutes in the lounge,” Hendley previously told Fast Company. “Sidecar is our way of honoring that time with the same level of care and service.”



She said Amex is “always looking for ways to understand better how customers travel and what they’re looking for in the experience,” an approach that’s evident in the company’s latest hotel expansion.



“For 35 years, Fine Hotels + Resorts has helped Platinum Card members turn hotel stays into more rewarding travel experiences,” Hendley said in Wednesday’s announcement. “This expansion gives card members more choice across the places they want to go now—from beach escapes and culinary capitals to culture-rich cities and adventure destinations—while continuing to deliver the elevated benefits they expect from American Express Travel.”



The strategy also reflects how American Express sees luxury travel evolving. Rather than simply booking a five-star hotel, travelers increasingly want properties that serve as a gateway to local food, culture, wellness, and outdoor experiences.



Casa Lucia, Meliá Collection, in Buenos Aires, Argentina [Photo: American Express]



American Express says its 2026 Global Travel Trends report found travelers continue prioritizing meaningful, authentic experiences when planning trips, and the newest additions were selected to reflect those evolving preferences.



Among the new properties is Selman Marrakech in Morocco, a luxury equestrian retreat that’s become a destination for milestone celebrations and once-in-a-lifetime getaways. In Japan, Espacio Nagoya Castle blends Japanese art, regional history, wellness, and access to one of the country’s most distinctive culinary cities. Travelers looking for outdoor adventure can book Roki Collection Queenstown in New Zealand, with access to helicopter tours, heli-skiing, hiking, boating, golf, and wineries. Meanwhile, Casa Lucia, Meliá Collection, in Buenos Aires joins The Hotel Collection, putting guests within easy reach of the city’s parrillas (grill restaurants), cafés, bakeries, and contemporary Argentine cuisine.



More ways to justify a premium annual fee



For Platinum Card members, the biggest impact is simple: more opportunities to use benefits that can help offset the card’s annual fee.



Bookings of two nights or more through The Hotel Collection include a $100 credit toward eligible on-property charges, which vary by hotel, along with noon check-in, late checkout, and room upgrades when available. Fine Hotels + Resorts reservations include daily breakfast for two, guaranteed 4 p.m. checkout, and access to select complimentary night offers at eligible properties.



Mont Cervin Palace in Zermatt, Switzerland [Photo: American Express]



Those benefits have become increasingly valuable as luxury hotel prices climb and premium credit cards compete on experiences rather than points alone.



Celebrating 35 years



The expansion also serves as a milestone for Fine Hotels + Resorts.



To mark the program’s 35th anniversary, American Express is highlighting several longtime favorites that have helped define the collection, including Mont Cervin Palace in Zermatt, Switzerland; Mandarin Oriental, Bangkok; Amandari in Bali; and The Carlyle, A Rosewood Hotel, in New York City.



When Fine Hotels + Resorts debuted in 1991, the program included just 120 hotels that fit inside a printed directory sent out to cardholders. Today, together with The Hotel Collection, the program spans more than 3,400 properties around the world. That evolution mirrors American Express’s broader strategy: expanding beyond rewards points to build an interconnected ecosystem of airport lounges, curated hotels, dining benefits, and premium travel experiences designed to keep cardmembers engaged long after they’ve booked a flight.



With Chase continuing to expand Sapphire Lounges and Capital One rapidly growing both its airport lounge network and premium travel offerings, American Express is betting that a broader ecosystem of exclusive experiences, not just rewards points, will keep the Platinum Card at the center of luxury travel.



 ]]></description>
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<pubDate>Wed, 12 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>American, Express, adds, 350, luxury, hotels, Platinum, Card, travel, program, doubles, down, premium, travel</media:keywords>
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<item>
<title>Social Security changes: See the full list of 14 rare conditions just added to the fast track for disability benefits</title>
<link>https://thebusinesseconomic.com/social-security-changes-see-the-full-list-of-14-rare-conditions-just-added-to-the-fast-track-for-disability-benefits</link>
<guid>https://thebusinesseconomic.com/social-security-changes-see-the-full-list-of-14-rare-conditions-just-added-to-the-fast-track-for-disability-benefits</guid>
<description><![CDATA[ The Social Security Administration (SSA) is allowing more people to fast track their access to disability benefits. 



On Tuesday, the agency added 14 more medical conditions to its Compassionate Allowances list (CAL). The newest conditions on the list include genetic disorders, cancer, and more. 



What are compassionate allowances? 



As noted by the National Council on Aging, the SSA first created the Compassionate Allowances program in 2008. 



According to Social Security, the allowances “are a way to quickly identify diseases and other medical conditions that, by definition, meet Social Security’s standards for disability benefits.”



This includes applications for Social Security Disability Insurance (SSDI) or Supplemental Security Income (SSI) programs. 



The Social Security Administration looks at a person’s medical records if they apply for any of these disability benefits. In many of the claims, the agency can use technology to see if the applicant has any of the Compassionate Allowance conditions.  



With the new additions, the list now includes 314 conditions, such as ALS/parkinsonism dementia complex, child lymphoma, and ovarian cancer. 



“Social Security is strengthening our disability programs and making the disability determination process better, faster, and higher-quality to serve the American public,” Social Security Administration commissioner Frank J. Bisignano said in the announcement. “The Compassionate Allowances initiative cuts through red tape and allows us to deliver support to individuals who experience life-changing diagnoses and need help fast.”



Which medical conditions were added?



The 14 new conditions added to Social Security’s Compassionate Allowances list are: 




Adenylosuccinate Lyase Deficiency – Neonatal Form and Type 1



Aicardi Syndrome



Baraitser-Winter Syndrome



Beare-Stevenson Cutis Gyrata Syndrome



Bohring-Opitz Syndrome



CASK-Related Gene Disorders



Hepatosplenic T-Cell Lymphoma



Lafora Disease



Malignant Migrating Partial Seizures of Infancy (MMPSI)



OPHN1 Syndrome



Primary Cardiac Sarcoma



Primary Intracranial Malignant Melanoma



Uveal Melanoma – with Metastases



Warburg Micro Syndrome




The full list of all 314 conditions, including the new ones marked in red, is available on the Social Security website. ]]></description>
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<pubDate>Wed, 12 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Social, Security, changes:, See, the, full, list, rare, conditions, just, added, the, fast, track, for, disability, benefits</media:keywords>
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<item>
<title>Total solar eclipse live stream today: Here’s where you can see the 2026 eclipse in person and online</title>
<link>https://thebusinesseconomic.com/total-solar-eclipse-live-stream-today-heres-where-you-can-see-the-2026-eclipse-in-person-and-online</link>
<guid>https://thebusinesseconomic.com/total-solar-eclipse-live-stream-today-heres-where-you-can-see-the-2026-eclipse-in-person-and-online</guid>
<description><![CDATA[ Today around 15 million people will be able to view a total solar eclipse in its entirety, with hundreds of millions more able to view a partial eclipse. Here’s when the eclipse is set to occur and how and when you can watch it in person and online.



What’s happening?



A total solar eclipse will be visible today (Wednesday, August 12, 2026) in parts of North America and Europe, including Greenland, Iceland, Portugal, Russia, and Spain. 



Varying degrees of a partial eclipse will be visible over a much wider area, including in parts of Canada, the U.S., the U.K., France, Germany, Italy, Liberia, Tunisia, and more.



In total, more than 70 countries will experience the partial or total eclipse today, according to TimeandDate.com. Nearly 980 million people, or 12% of the Earth’s population, will be able to see part of today’s eclipse.



NASA has an animated map that shows the path of totality for the eclipse.



It is occurring, as all solar eclipses do, because the moon will briefly move between the Earth and the sun today, blocking the sun’s light from hitting the planet for a few moments. 



When to see the total eclipse in person



If you want to see the total eclipse in person, you’ll need to be in select areas of Greenland, Iceland, Portugal, Russia, or Spain today. 



If you are, you’ll be able to witness the moon nearly completely blocking the light of the sun for roughly two minutes, with a longer, partial eclipse visible on either side of the total eclipse.



The time the total eclipse occurs depends on which city and country you are in. According to TimeandDate.com, those times include:




Greenland: 13:07 ADT to 17:50 WGST



Iceland: 16:42 GMT to 18:49 GMT



Portugal: 17:30 AZOST to 20:42 WEST



Russia: 03:37 ANAT to 21:34 MSK



Spain: 19:30 CEST to 20:46 WEST




When to see the partial eclipse in person in the United States



Here in America, it won’t be possible to see the total solar eclipse. Depending on your location in the United States, you’ll be able to see the sun partially eclipsed by the moon to varying degrees. 



According to NASA, people in Alaska will be able to see the most eclipse coverage, at about 28%, while those in Washington, D.C., and Michigan will be able to see only 4% and 3% coverage, respectively.



NASA says the following times are when people in the following cities can expect to see the most eclipse coverage possible (all times local):




Anchorage, Alaska: 8:21 a.m.



Bangor, Maine: 1:53 p.m.



Boston: 1:55 p.m.



Detroit: 1:36 p.m.



Fairbanks, Alaska: 8:27 a.m.



Juneau, Alaska: 8:24 a.m.



New York: 1:54 p.m.



Philadelphia: 1:53 p.m.



Portland, Maine: 1:53 p.m.



Washington, D.C.: 1:53 p.m.




Eclipse viewing safety



If you do plan on viewing the total or partial eclipse in person, it’s important that you never look directly at the sun. Doing so can permanently damage your eyes and cause blindness.



NASA maintains an Eclipse Safety page here with instructions on how to protect your eyes and view an eclipse safely. 



TimeandDate.com also stresses that sunglasses will not protect your eyes during an eclipse. 



How to stream the total eclipse live



The safest way to view the total eclipse is to watch one of the live streams covering the event from the comfort of your own home.



Both TimeandDate and NASA are offering a live stream of the total eclipse beginning later today on their YouTube channels.




TimeandDate’s live stream will begin at 12 p.m. ET.



NASA’s live stream will begin at 1:15 p.m. ET.




Both are available on YouTube, and both are embedded below.











 ]]></description>
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<pubDate>Wed, 12 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Total, solar, eclipse, live, stream, today:, Here’s, where, you, can, see, the, 2026, eclipse, person, and, online</media:keywords>
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<item>
<title>The creative economy’s greatest competitive advantage</title>
<link>https://thebusinesseconomic.com/the-creative-economys-greatest-competitive-advantage</link>
<guid>https://thebusinesseconomic.com/the-creative-economys-greatest-competitive-advantage</guid>
<description><![CDATA[ Today, most of the conversations about the future of the creative industries have focused on what technology will make possible. The more important question is what the future will require from the next generation of talent.



Artificial intelligence is changing more than how creative work gets done. It is changing what employers expect from the people entering the workforce. According to PwC’s newly released 2026 Global AI Jobs Barometer, entry-level jobs most exposed to AI are now seven times more likely than others to require skills once reserved for senior roles, including leadership, strategic thinking, and judgment.



This finding represents a profound and exciting shift. For decades, graduates entered the workforce expecting to develop those skills over time. Today, employers increasingly expect them on day one.



AI does not have an imagination, so it will not replace creativity. More importantly, we need to consider how the next generation of creative professionals will develop the judgment, confidence, and cultural understanding that AI cannot provide.



The answer is in the classroom.



Creative education has always been about more than mastering a craft. It is where students learn to defend an idea, accept criticism, ask a great question, collaborate across disciplines, navigate ambiguity, and understand the cultural context and history behind their work. Those are becoming workplace expectations and one of the creative industries’ greatest competitive advantages.



THE VALUE OF RISK REHEARSAL IN THE CLASSROOM



I think of the classroom as the safest place to take creative risks. A designer can present an idea that does not work. A marketer can rethink a campaign. A filmmaker can abandon an entire concept and start over. Failure is often where the best learning begins.



The ability to experiment matters because judgment develops through repetition, critique, curiosity, and reflection. Failure and iteration until a product or process works is a fundamental part of creative education. Those experiences build instincts that have become increasingly valuable in an AI-powered workplace.



WHERE CAREERS REALLY BEGIN



The best creative education also brings the industry into the room. When students learn alongside the people already shaping their fields, they gain that exposure while they are still testing ideas and developing their instincts. They enter the workplace with a foundational understanding of how the industry operates and will be ready to contribute on a higher level from the start.



The classroom is where the industry and education come together. It is an extension of the industry itself, where ideas are challenged, relationships are built, and future collaborators, mentors, and employers are often found. That kind of proximity is the difference between studying a field and becoming part of it.



THE NEW VALUE OF CREATIVE THINKING



As AI changes how creative work gets made, employers are looking for more creativity, paired with the judgment to know what’s worth making.



Professionals with AI fluency are already commanding a 62% wage premium, according to PwC, and while traditional roles are growing more slowly, demand is rising for hybrid roles combining creativity with data, tech, and ethical practice. The World Economic Forum has pointed to creative thinking, leadership, and resilience as among the fastest-rising skills employers want. A creative education has long been designed to cultivate that exact combination.



Neither educators nor employers have fully solved this transition. We are learning alongside one another in real time. That is exactly why closer partnerships between classrooms and industry matter more than ever.



The institutions willing to evolve alongside industry, while remaining grounded in timeless creative principles, will produce graduates prepared not just for today’s jobs, but for careers that don’t yet exist.



GREAT IDEAS NEED CULTURAL CONTEXT



Instinct is not built only at a desk or in a critique. It is shaped by exposure to culture, history, and great work.



That is what exposure to a museum, a gallery, and a classroom can offer that no algorithm can replicate. In an AI era, philosophy, history, and art may be among the oldest subjects we teach, but they could also be the most urgent.



I recently spoke with a designer now leading one of fashion’s great houses. He described how essential it was to understand the cultural history and creative thinking that came before him. That knowledge, he said, is what helps a designer determine what should come next.



Technology can be a research partner, capable of tracing the history of a textile or a silhouette in seconds. It cannot replicate the instinct that comes from standing in a room with the work itself, or the judgment that comes from a classroom built to test ideas before the world does.



EDUCATION IS AN ECONOMIC STRATEGY



The best classrooms continue shaping students after graduation. Alumni return to teach, mentor, and hire the next generation, making creative education cyclical rather than linear. What students learn in their twenties can stay with them throughout their careers, eventually finding its way back into the same classrooms that first shaped them.



The strongest creative industries are defined by the companies they produce and by their ability to continuously develop talent. The future of the creative industries will be determined by who develops people with the judgment, curiosity, and imagination to use it well.



That work begins in the classroom.



Jason Schupbach is president of the Fashion Institute of Technology.



 ]]></description>
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<pubDate>Wed, 12 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, creative, economy’s, greatest, competitive, advantage</media:keywords>
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<item>
<title>Sick leave – Making changes to company sickness policy</title>
<link>https://thebusinesseconomic.com/sick-leave-making-changes-to-company-sickness-policy</link>
<guid>https://thebusinesseconomic.com/sick-leave-making-changes-to-company-sickness-policy</guid>
<description><![CDATA[ By Peter Done on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs
Is it possible to make changes to our company sickness policy? Peter Done of HR consultancy Peninsula answers the question
The post Sick leave – Making changes to company sickness policy appeared first on Small Business UK. ]]></description>
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<pubDate>Wed, 12 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Sick, leave, –, Making, changes, company, sickness, policy</media:keywords>
</item>

<item>
<title>How Premium Product Presentation Helps Brands Build Stronger Customer Trust</title>
<link>https://thebusinesseconomic.com/how-premium-product-presentation-helps-brands-build-stronger-customer-trust</link>
<guid>https://thebusinesseconomic.com/how-premium-product-presentation-helps-brands-build-stronger-customer-trust</guid>
<description><![CDATA[ 
Learn how premium product presentation, luxury packaging, and custom rigid packaging help brands build stronger trust and customer loyalty. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2025/11/shutterstock_2590857393-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Premium, Product, Presentation, Helps, Brands, Build, Stronger, Customer, Trust</media:keywords>
</item>

<item>
<title>Met’s CCTV reporting platform quadruples shoplifting charge rate</title>
<link>https://thebusinesseconomic.com/mets-cctv-reporting-platform-quadruples-shoplifting-charge-rate</link>
<guid>https://thebusinesseconomic.com/mets-cctv-reporting-platform-quadruples-shoplifting-charge-rate</guid>
<description><![CDATA[ 
The Metropolitan Police&#039;s CCTV shoplifting reporting platform raised charge and caution rates from 7.3% to 29.4% and now expands to eight more boroughs. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/shutterstock_1217013985-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Met’s, CCTV, reporting, platform, quadruples, shoplifting, charge, rate</media:keywords>
</item>

<item>
<title>Tina McKenzie named interim FSB chair as Martin McTague takes peerage</title>
<link>https://thebusinesseconomic.com/tina-mckenzie-named-interim-fsb-chair-as-martin-mctague-takes-peerage</link>
<guid>https://thebusinesseconomic.com/tina-mckenzie-named-interim-fsb-chair-as-martin-mctague-takes-peerage</guid>
<description><![CDATA[ 
FSB interim national chair Tina McKenzie takes over as Martin McTague steps down to join the House of Lords, the small business organisation announced. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/Tina-McKenzie-03-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Tina, McKenzie, named, interim, FSB, chair, Martin, McTague, takes, peerage</media:keywords>
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<item>
<title>360 directors convicted of filing offences in three months, Companies House says</title>
<link>https://thebusinesseconomic.com/360-directors-convicted-of-filing-offences-in-three-months-companies-house-says</link>
<guid>https://thebusinesseconomic.com/360-directors-convicted-of-filing-offences-in-three-months-companies-house-says</guid>
<description><![CDATA[ 
Companies House disqualified 23 directors for 70 years combined in the first half of 2026 and convicted 360 more of filing offences, new figures show. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/03/companies_house-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>360, directors, convicted, filing, offences, three, months, Companies, House, says</media:keywords>
</item>

<item>
<title>Raleigh owner Accell Group enters insolvency proceedings</title>
<link>https://thebusinesseconomic.com/raleigh-owner-accell-group-enters-insolvency-proceedings</link>
<guid>https://thebusinesseconomic.com/raleigh-owner-accell-group-enters-insolvency-proceedings</guid>
<description><![CDATA[ 
Accell Group, the Dutch owner of Raleigh bikes, has entered insolvency proceedings, with its UK and Ireland arm moving to appoint administrators. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/08/shutterstock_2242295781-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Raleigh, owner, Accell, Group, enters, insolvency, proceedings</media:keywords>
</item>

<item>
<title>OpenAI acquires presentation startup NextSlide</title>
<link>https://thebusinesseconomic.com/openai-acquires-presentation-startup-nextslide</link>
<guid>https://thebusinesseconomic.com/openai-acquires-presentation-startup-nextslide</guid>
<description><![CDATA[ NextSlide says its team members are now working on ChatGPT. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/04/GettyImages-2259148891.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, acquires, presentation, startup, NextSlide</media:keywords>
</item>

<item>
<title>X replaces ‘misaligned’ revenue sharing program with Original Content Rewards</title>
<link>https://thebusinesseconomic.com/x-replaces-misaligned-revenue-sharing-program-with-original-content-rewards</link>
<guid>https://thebusinesseconomic.com/x-replaces-misaligned-revenue-sharing-program-with-original-content-rewards</guid>
<description><![CDATA[ X is winding down its existing Revenue Sharing program. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2023/11/X-and-Threads-GettyImages-1763609384.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>replaces, ‘misaligned’, revenue, sharing, program, with, Original, Content, Rewards</media:keywords>
</item>

<item>
<title>The Kindle Scribe Colorsoft is a lot of fun, but it’s not a must&#45;have</title>
<link>https://thebusinesseconomic.com/the-kindle-scribe-colorsoft-is-a-lot-of-fun-but-its-not-a-must-have</link>
<guid>https://thebusinesseconomic.com/the-kindle-scribe-colorsoft-is-a-lot-of-fun-but-its-not-a-must-have</guid>
<description><![CDATA[ While the device is pretty and lightweight, it’s not something the everyday person needs due to its hefty price tag and size.  ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/kindle-scribe-colorsoft.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, Kindle, Scribe, Colorsoft, lot, fun, but, it’s, not, must-have</media:keywords>
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<item>
<title>This former notorious red&#45;light district is now one of the world’s top AI hubs</title>
<link>https://thebusinesseconomic.com/thisformernotorious-red-light-districtis-nowone-of-the-worlds-top-ai-hubs</link>
<guid>https://thebusinesseconomic.com/thisformernotorious-red-light-districtis-nowone-of-the-worlds-top-ai-hubs</guid>
<description><![CDATA[ More than 20 years ago, King&#039;s Cross was one of the seediest area&#039;s in London. Now it&#039;s sprouting something new. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/08/VladSt.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>This former notorious, red-light, district is, now one, the, world’s, top, hubs</media:keywords>
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<item>
<title>Planned Amazon data center could become the biggest climate polluter in the U.S.</title>
<link>https://thebusinesseconomic.com/planned-amazon-data-center-could-become-the-biggest-climate-polluter-in-the-us</link>
<guid>https://thebusinesseconomic.com/planned-amazon-data-center-could-become-the-biggest-climate-polluter-in-the-us</guid>
<description><![CDATA[ As part of a planned Texas data center, Amazon is investing in an on-site power plant that could reportedly become the largest source of climate pollution in the United States. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2025/08/GettyImages-692150220.jpeg" length="49398" type="image/jpeg"/>
<pubDate>Sun, 09 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Planned, Amazon, data, center, could, become, the, biggest, climate, polluter, the, U.S.</media:keywords>
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<item>
<title>Terafab could become the largest factory on the planet—or Elon Musk’s biggest failure</title>
<link>https://thebusinesseconomic.com/terafab-could-become-the-largest-factory-on-the-planetor-elon-musks-biggest-failure</link>
<guid>https://thebusinesseconomic.com/terafab-could-become-the-largest-factory-on-the-planetor-elon-musks-biggest-failure</guid>
<description><![CDATA[ At last, we know how Elon Musk’s fabled Terafab will look. Tesla and SpaceX showed a video rendering of their jointly developed advanced chip factory on Thursday. It will occupy 100 million square feet in Grimes County, Texas, about 45 miles northwest of downtown Houston. The sci-fi-looking building is so vast that you could fit six of them in Manhattan. Musk, the CEO of both companies, took to X on Thursday to declare it “the largest and most valuable building on Earth by far.”



Except, you know, it doesn’t actually exist. As with so many of Musk’s grand projects, like the ones he used to sell his inflated SpaceX IPO, this is just a megacool gigafuturistic terarender.



Musk’s brand is the epic announcement, and the Terafab launch does not disappoint in that regard. The factory’s website labels itself as “the most epic chip-building effort ever.” It is a cosmic vision, sold as imminent, wrapped in renderings.



The question isn’t whether Terafab will ever be real; it’s whether it will be this Terafab, on this schedule, at this size. 




The foundations for an exciting future are being built in Texas. Next up: Terafab → https://t.co/jGg52Zhn5I pic.twitter.com/SNfSXNr2tb— SpaceX (@SpaceX) August 6, 2026




What is Terafab, exactly?



SpaceX says the facility will be “an advanced semiconductor fab that will bridge the divide between current global chip supply and the compute demand of the future.” A vertically integrated factory putting manufacturing, packaging, and testing of advanced logic and memory under one roof, the company claims “Terafab will be epic in both its mission and in its sheer size.”



The chips will be optimized for edge computing and inference, destined for Tesla’s Optimus robots and self-driving Cybercabs, while additional high-power chips will sustain SpaceX’s space-based data centers. Intel is participating, though Intel won’t say what its role is. SpaceX promises to employ at least 3,000 workers from Grimes and neighboring Brazos counties, and says it’s “committing to the use of” water from the local Gibbons Creek Reservoir rather than local groundwater. 



According to Bloomberg, the fab (semiconductor fabrication plant) will be powered by natural gas power plants that SpaceX will build itself. “We are bringing our own power,” Riley Trettel, SpaceX’s head of energy and data center development, told residents at a public meeting Wednesday—plus “very large battery arrays.” Solar power is nowhere in the plans, even though project partner Tesla is itself a solar manufacturer.



SpaceX, freshly public after raising $87.5 billion in its IPO, got a 100% tax abatement from Grimes County—contingent on spending at least $5 billion by 2030 and creating at least 1,800 full-time jobs by 2035—plus $30 million in state incentives. The news landed one day after hundreds of residents packed a county meeting Wednesday to protest those millions in tax breaks and what they saw as insufficient transparency.



The Texas Governor’s office put out a statement endorsing the deal from Dr. Sarah Borowicz, superintendent of the Anderson-Shiro Consolidated Independent School District, promising every opportunity would be managed “wisely, transparently, and always with students at the center of every decision.” 



Still, the price keeps shifting. Terafab was unveiled in March as a $25 billion factory, then slated at $55 billion in later filings, and is now budgeted at $16.8 billion for its first phase—with filings suggesting the total bill could reach $119 billion across a “multi-phase” construction plan. Same factory, third price tag. Terafab, it’s worth noting, did not come up on SpaceX’s first earnings call earlier this week.



[Rendering: SpaceX]



Size matters



Putting aside its fantastic ambitions and potential conflicts with the interests of Texas residents, one can only be amazed at Terafab’s theoretical final size. Apple Park, the “spaceship” complex in Cupertino, California, is roughly 2.8 million square feet. Tesla’s Gigafactory Texas facility, already one of the largest buildings in the world, is about 10 million square feet. At 100 million square feet, Terafab would be 10 Gigafactory Texases and 35 Apple Parks.



Back in March, Musk said Terafab was going to be as big as 15 Pentagons. Yesterday, Musk was posting that Terafab “will be 50 times the size of the Pentagon when complete.” Either way, it’s massive.



This otherworldly footprint mirrors Musk’s other supersize ambitions, which include launching 1 million AI servers into orbit and establishing a 100-gigawatt space data center, fed by a factory on the moon that would catapult the servers into Earth’s orbit using an electromagnetic mass driver. Back then, experts in physics, aerospace engineering, and chip design pointed out that Musk’s plan ignores basic thermodynamics. Of the lunar factory and its mass driver, Harvard astrophysicist Avi Loeb said: “The entire project sounds more like a speculative science fantasy than a believable technological project.”



Terafab feels like the terrestrial mirror of that space fantasy. Ironically, among its planned output are the high-power chips designed to run SpaceX’s space-based data centers.



Musk will keep selling the future in units of epic. Epic in mission and epic in sheer size. Maybe Grimes County gets its 3,000 jobs and its robot chip factory. Or maybe it gets a very large, very tax-exempt construction site and a hard lesson: The rendering is always the biggest version the building will ever be. ]]></description>
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<pubDate>Sat, 08 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Terafab, could, become, the, largest, factory, the, planet—or, Elon, Musk’s, biggest, failure</media:keywords>
</item>

<item>
<title>‘If trust breaks, your business breaks’: How Alphonzo Terrell is building Spill to be a different kind of social platform</title>
<link>https://thebusinesseconomic.com/if-trust-breaks-your-business-breaks-how-alphonzo-terrell-is-building-spill-to-be-a-different-kind-of-social-platform</link>
<guid>https://thebusinesseconomic.com/if-trust-breaks-your-business-breaks-how-alphonzo-terrell-is-building-spill-to-be-a-different-kind-of-social-platform</guid>
<description><![CDATA[ Alphonzo Terrell was the global head of social and editorial at Twitter, until Elon Musk’s $44 billion acquisition that led to roughly 80% of the company’s workforce being laid off—Terrell included.



But he wasted no time in creating his own social media platform, Spill, with a very clear perspective.



After years of seeing firsthand how harmful and exploitative social media can be to Black and queer folks in particular, Terrell wanted to design a space to serve, safeguard, and give equity to those communities.



The app includes features such as Spades (a popular card game within the Black community) and subcommunities for users to find their specific tribes, e.g. Foodie Spill, Art Spill, Book Spill, etc. Operating in the background of all that is an AI moderation tool the company says has a 90% success rate. And the company held a community investment round last year that allowed users to become shareholders.



It’s no wonder why just three years in, Spill is on pace to more than double signups and revenue year over year, having crossed into positive cash flow earlier this summer due in large part to brand partnerships including Netflix, Paramount+, and Gilead.



[Screenshots: Spill]







Terrell pushes back against Spill being labeled as a standalone app for Black Twitter. “I think it minimizes the power of our communities,” said Terrell in an episode of Fast Company‘s podcast Creative Control. “We didn’t own Black Twitter. We didn’t actually have agency. And it was sort of this sadomasochistic relationship of like, here’s this platform that’s constantly harming you, but yet I have to keep using it because it’s the only way I can have a microphone.”



Terrell will join a main stage panel at Fast Company‘s 12th annual Innovation Festival September 14-17 in New York City to discuss what it means to put communities at the core of your business.



But in the meantime, check highlights of Terrell’s episode of Creative Control below and be sure to listen to the episode in full on the audio platform of your choice.



On defining what Spill really is . . .



“We’ve evolved and clarified our value prop today that’s actually fundamentally different [than being Black Twitter]. We really see Spill as an operating system for fandom—and more importantly, culture-forward fandom.



 When you find a place where you can be around other people that love the same thing that you love, it’s an immediate belonging. And many of us are not honest about how weird we are. And so these platforms and these tools became an incredible way to find people that were into superspecific niche things.”



On driving revenue through community . . .



“We have a really robust intelligence engine where we can tell you basically what our communities think about pretty much any topic under the sun, from Black maternal health to a new campaign about a new sauce. And that’s been really helpful for the brands. . . . A lot of these brands don’t want to make mistakes that can be costly or end up in situations where they’re getting boycotted and probably could have avoided that if they came and talked to platforms like us. We’re not a market research firm per se, but we have first party data and intelligence that nobody else has. And we want to use it so that people can make better decisions that benefit our communities.”



On maintaining trust while working brands . . .



“Anything that would hurt or harm the communities that we are built to serve and that we are every day working our asses off to build and maintain trust with is antithetical to our business model. It’s not even personal at that point or moral. It’s just, this would be bad for business. 



[It’s] really about calculating short-term gain versus long-term gain. If you want to take a deal from something questionable now, maybe. But then think about six months, 12 months down the line, 24 months—if that trust breaks, your business breaks. And was that worth the cost of one deal? Most often that’s actually not that hard of a calculus to make.”



Join thousands of business leaders, makers, and innovators at Fast Company’s 12th annual Innovation Festival in New York City this September 14-17. Purchase your festival pass today and save. Standard rates end Friday, August 21.



 ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/08/p-1-91585614-spill.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 08 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>‘If, trust, breaks, your, business, breaks’:, How, Alphonzo, Terrell, building, Spill, different, kind, social, platform</media:keywords>
</item>

<item>
<title>States with the least—and most—housing market inventory heading into the fall</title>
<link>https://thebusinesseconomic.com/states-with-the-leastand-mosthousing-market-inventory-heading-into-the-fall</link>
<guid>https://thebusinesseconomic.com/states-with-the-leastand-mosthousing-market-inventory-heading-into-the-fall</guid>
<description><![CDATA[ Want more housing market stories from Lance Lambert’s ResiClub in your inbox? Subscribe to the ResiClub newsletter.



Nationally aggregated inventory is up just 2.1% on a year-over-year basis from July 31, 2025, to July 31, 2026.



While that’s up a tad from the +1.9% year-over-year pace last month, it’s decelerated significantly since last year.



If you go back 12 months, that year-over-year national inventory growth rate was much higher (+24.7.%). After a period of a burst of softening in which leverage shifted more toward homebuyers, the supply-demand balance in the nationally aggregated housing market has been more stable over the past year, settling into what ResiClub considers a “soft” market. Note, however that there’s a lot of nuance regionally and locally.



Nationally, we’re still below pre-pandemic 2019 inventory levels (9.1% below July 2019), and some resale markets, in particular chunks of the Midwest and Northeast, still remain, relatively speaking, tight-ish.







July inventory/active listings total, according to Realtor.com:




July 2017 -&gt; 1,322,659



July 2018 -&gt; 1,261,916



July 2019 -&gt; 1,239,534



July 2020 -&gt; 822,834



July 2021 -&gt; 546,686 (pandemic housing boom overheating)



July 2022 -&gt; 691,652



July 2023 -&gt; 647,135



July 2024 -&gt; 884,273



July 2025 -&gt; 1,102,787



July 2026 -&gt; 1,126,252




From July 2024 to July 2025, U.S. active inventory across the country rose by 218,514 homes for sale.



From July 2025 to July 2026, U.S. active inventory across the country rose by 23,465 homes for sale.



Right now, we’re looking at state inventory data. ResiClub members (paid tiers) can get our monthly interactive deep-dive analysis looking at inventory shifts and signals for 800-plus metro areas, 3,000 counties, and 25,000 zip codes. ResiClub PRO details here.



Below is the year-over-year active inventory percentage change by state.



Click here to view an interactive version of the year-over-year map below.







While active housing inventory is rising in most markets on a year-over-year basis, the pace of growth continues to decelerate across much of the country (see the side-by-side maps below). In fact, Florida—home to many of the weakest regional housing markets over the past two years—is now seeing active inventory edge down a little year-over-year (-14%).



From left: Year-over-year active inventory shift from July 2024 to July 2025; year-over-year active inventory shift from July 2025 to July 2026







And while active housing inventory is rising in most markets on a year-over-year basis, some markets still remain tight-ish.



As ResiClub has been documenting, both active resale and new homes for sale remain the most limited across huge swaths of the Midwest and Northeast. That’s where home sellers in the summer are likely, relatively speaking, to have more power than their peers in many Southern markets.



In contrast, active housing inventory for sale has neared or surpassed pre-pandemic 2019 levels in many parts of the Sunbelt and Mountain West, including metro-area housing markets such as Punta Gorda, Florida, and Austin.



Many of these areas saw major price surges during the pandemic housing boom, with home prices getting stretched compared to local incomes. As pandemic-driven domestic migration slowed and mortgage rates rose, markets like Punta Gorda and Austin faced challenges, relying on local income levels to support frothy home prices.



This softening trend was accelerated further by an abundance of new-home supply in the Sunbelt. Builders are often willing to lower prices or offer affordability incentives (if they have the margins to do so) to maintain sales in a shifted market, which also has a cooling effect on the resale market: Some buyers who would have previously considered existing homes have opted for new homes with more favorable deals over the past couple of years—which then put additional upward pressure on resale inventory.



Click here to view an interactive version of the map below.







At the end of July 2026, 16 states were above pre-pandemic 2019 active inventory levels: Alabama, Arizona, Arkansas, Colorado, Florida, Hawaii, Idaho, Nebraska, North Carolina, Oklahoma, Oregon, South Carolina, Tennessee, Texas, Utah, and Washington. (The District of Columbia is also back above pre-pandemic 2019 active inventory levels.)



Click here to view an interactive of the chart below (best done on desktop).







Big picture: Over the past year the post-boom softening hasn’t been as strong as it was in 2024 or 2025, and inventory growth has decelerated on a year-over-year basis. That said, the nationally aggregated housing market remains soft. While home prices are declining in some parts of the Sunbelt, large parts of Northeast and Midwest markets are still eking out small year-over-year gains. At the national level, home prices are essentially flat year over year.



Click here for an interactive version of the table below.







Below is another version of the table above—but this one includes every month since January 2017.







If you’d like to further examine the monthly state inventory figures, use the interactive below.



As ResiClub has been closely documenting, Florida—which has been the epicenter of housing market weakness over the past 2.5 years, particularly in Southwest Florida—is no longer seeing the same upward burst in inventory.



Indeed, the intensity of Florida’s housing market correction is easing across many pockets of the state. There are still pockets of weakness, particularly in Southwest Florida, but the burst of softening has let up. Some builders have also reported that their affordability adjustments have helped them better meet the market in the state. To really get a sense of the zip ode nuances, I recommend using the ResiClub Terminal.



Click here to view an interactive/searchable version of the chart below.






 ]]></description>
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<pubDate>Sat, 08 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>States, with, the, least—and, most—housing, market, inventory, heading, into, the, fall</media:keywords>
</item>

<item>
<title>Why can’t your email be as secure as your texts?</title>
<link>https://thebusinesseconomic.com/why-cant-your-email-be-as-secure-as-your-texts</link>
<guid>https://thebusinesseconomic.com/why-cant-your-email-be-as-secure-as-your-texts</guid>
<description><![CDATA[ Most people take for granted that the messages they send via popular messaging apps like Meta’s WhatsApp or Apple’s iMessage are end-to-end encrypted (E2EE), meaning that no one but the sender and receiver—not even WhatsApp or Apple—can read the contents. Unfortunately, this rock-solid privacy-preserving encryption doesn’t extend to the other major type of messages we send: emails. 



Not a one of the big four email providers—Google’s Gmail, Apple’s iCloud Mail, Microsoft’s Outlook, or Yahoo Mail—supports end-to-end encryption for personal accounts. Fortunately, if you do want E2EE protection for your emails similar to what you have for your texts, there are some email platforms that offer such robust privacy protections.



Why aren’t emails end-to-end encrypted?



If you have a personal email address ending in @gmail.com, @iCloud.com, @outlook.com, or @yahoo.com, the emails you send and receive are not end-to-end encrypted. However, it’s important to note that the email providers do use some encryption to protect your messages. 



They do this in two ways, primarily: by encrypting your messages in transit between the sender, their servers, and the receiver, and by encrypting your emails at rest on their servers. However, this encryption isn’t end-to-end because email providers hold the encryption keys, meaning they could read your emails if they wanted or turn them over to government agencies if presented with a lawful court order. In the worst case, if an attacker stole the email platform’s encryption keys, they could possibly access all your emails and their contents.



On the other hand, with end-to-end encryption like that used by the world’s most popular messaging apps, the service provider does not have access to the encryption keys that unscramble the message to make it readable—only the sender and receiver do. This restriction is why end-to-end encryption provides superior privacy and security versus regular encryption.



The question that arises then is, why wouldn’t these email platforms just end-to-end encrypt your emails as they do with the messages in the popular messaging apps you use? 



The answer is less conspiratorial than practical. Email is a decades-old technology, designed to work seamlessly across all services. If emails were encrypted end-to-end, email interoperability would break. It would be very hard, if not impossible, to send an email from, for example, a Gmail account to an iCloud account. End-to-end encrypted email would also have other drawbacks. Email services scan emails for signs of spam and phishing attempts. If those emails were end-to-end encrypted, the services wouldn’t be able to detect, quarantine, and block potential emails that are seeking to harm you. 



Other useful features we’re used to, like search, would also be severely hindered. Currently, most of your emails don’t actually reside on your devices. The older ones are stored on the service’s servers. Yet you can still search for them by keyword to find that old email you need precisely because the service’s servers can read the content of your emails. E2EE emails would break this server-side ability, meaning that if you wanted to search through your thousands of old emails, you’d need to download all of them to your smartphone or laptop first.



Of course, sometimes it’s prudent to sacrifice convenience for privacy, and if you want your emails end-to-end encrypted, you do have some good options.



Trade iCloud, Gmail, Yahoo, and Outlook for these platforms



Since the early 1990s, a technology called Pretty Good Privacy (PGP) has allowed people to end-to-end encrypt their emails. However, using PGP is pretty complicated for the average email user, as it involves the manual management of encryption keys.



Thankfully, if you want end-to-end email encryption, you don’t need to manually mess with PGP—provided you are willing to switch email providers. In recent years, a number of companies have sprung up offering ready-to-use end-to-end encrypted emails. Two of the most popular are Proton Mail and Tuta Mail.



Both services are essentially the Signal of the email world. By that I mean that any emails sent from one Proton address to another Proton address, or one Tuta address to another Tuta address, are end-to-end encrypted by default, without your having to do anything.



However, there are some important limitations to these end-to-end encrypted email services. If you use either to send an email to an email address other than one ending with the E2EE address you are using (for example, sending an email from your Proton email account to someone with a Gmail email address, or even from a Proton email address to a Tuta email address), you will lose the protection of end-to-end encryption, as its transmission will default to standard email protocols. If the E2EE email service didn’t ditch the encryption in these instances, the recipient with the other email service wouldn’t be able to read the content of the message.



To get around this limitation, both Proton and Tuta allow you to send end-to-end encrypted emails to non-Proton and Tuta email addresses, respectively, via a secure online platform. Instead of seeing text in the body of the email, the Gmail or Yahoo Mail user, for example, will get a secure link. Clicking it takes them to a website where they can enter the password you provided them to decrypt your end-to-end encrypted message.



Should you switch to E2EE email?



So, should you switch to an end-to-end encrypted email platform? Most people would likely find the inconveniences too burdensome.



But if you want the most protection possible for your emails, Gmail, iCloud, Outlook, and Yahoo aren’t the services to use. In that case, E2EE email providers like Proton and Tuta are worth checking out.



 ]]></description>
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<pubDate>Sat, 08 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Why, can’t, your, email, secure, your, texts</media:keywords>
</item>

<item>
<title>Turn your handwriting into a font for Android, Windows, or MacOS</title>
<link>https://thebusinesseconomic.com/turn-your-handwriting-into-a-font-for-android-windows-or-macos</link>
<guid>https://thebusinesseconomic.com/turn-your-handwriting-into-a-font-for-android-windows-or-macos</guid>
<description><![CDATA[ Handwriting has personality. Get to know someone well enough and their handwriting will remind you of them, because we all form letters just a bit differently.



Our devices, for the most part, lack that kind of personality. Sure, you can choose a font from a drop-down list in your word processor of choice—but it’s not the same.



So what if you could inject some of that unique-to-you personality into your digital discussions? It’s possible—with the right free tool at your fingertips.



This tip originally appeared in the free Cool Tools newsletter from The Intelligence. Get the next issue in your inbox and get ready to discover all sorts of awesome tech treasures!



Your handwriting, your font



​FontCrafter​ is a free web app that can turn your handwriting into a font.



➜ Just download a PDF, fill it in by hand, and the site will create a completely custom font exclusively for you based on your writing.



⌚ It takes around 15 minutes from start to finish—and then the custom font is yours forever to use on any device you want, without any additional setup.



For perspective, that’s nothing compared to the typical laborious process of creating an actual custom typeface. FontCrafter takes something that’d ordinarily be out of reach for most of us and makes it downright easy.



✅ As for the specifics, when you visit the website, you can download a PDF template to start. The idea is that you’ll print out the PDF and then fill it in by hand to show every letter and character in your natural writing.



The template gives you three lines. I filled out the first with uppercase letters and the next two with lowercase ones, but you can do all with uppercase letters if you prefer. Providing multiple versions of letters is meant to introduce a bit of variation, allowing the typed text from your font to look more natural.



FontCrafter starts by having you fill in each letter multiple times.



When you’re done filling out the form, you’ll need to scan it and upload it back to the website, making sure the crosshair symbols in the corners are included. This is going to work best with an actual physical scanner, because a certain amount of precision is needed—but you could always try using the built-in scanning function in Google Drive​ or another such app, if you want. 



⛔ If you don’t have a printer or a scanner handy, there are workarounds. I used my ReMarkable writing tablet, which made the process easy. You could do the same thing with an iPad or Android tablet or even just with a stylus or your finger on your phone, depending on what you have handy. Just note that having a stylus is going to result in more realistic-looking text than using your finger, for obvious reasons.



However you go about it, once you’ve got your template filled out, head back to the website and submit it. The web application will process it, right in your browser, then ask you if you want ligatures (a custom character shape created when two letters merge into a single joined form) or not. Just choose whatever option looks best to you.



You’ve got a couple options for how your custom handwriting font appears.



Last but not least, you’ll have your font ready to download in whatever format you prefer. Both TrueType and OpenType are available, and both will work with most devices and software that supports custom fonts in the first place. 



All that’s left is to install the font in your operating system—something that’s possible with Android​ as well as Windows​ and ​MacOS​—and use it in whatever applications you like. 



Once your font is finished, you can install it anywhere that accepts custom font uploads.



Is this practical? Possibly not. But is it cool to turn your handwriting into a font? Definitely. I’m enjoying it, even though my handwriting is awful. Just imagine how well it will work for you, a much cooler person with much better penmanship than me.




FontCrafter runs right in your regular web browser​—no downloads or installations needed.



It’s completely free to use, without any limitations (or even ads). You can opt to make a contribution to its creator if you want.



The service is a client-side web app, meaning it’s 100% private and everything happens locally on your own device. Your handwriting is never uploaded to a server, no accounts or sign-ins are required, and no one has any access to any of your data.




Treat yourself to all sorts of brain-boosting goodies like this with the free Cool Tools newsletter—starting with an instant introduction to an incredible audio app that’ll tune up your days in truly delightful ways. ]]></description>
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<item>
<title>Saudi&#45;led consortium completes $55bn EA takeover</title>
<link>https://thebusinesseconomic.com/saudi-led-consortium-completes-55bn-ea-takeover</link>
<guid>https://thebusinesseconomic.com/saudi-led-consortium-completes-55bn-ea-takeover</guid>
<description><![CDATA[ 
The $55bn EA takeover by Saudi Arabia&#039;s Public Investment Fund, Silver Lake and Affinity Partners has closed, taking the games publisher off Nasdaq. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Saudi-led, consortium, completes, 55bn, takeover</media:keywords>
</item>

<item>
<title>ASA bans Jaded London email ad for glamorising smoking</title>
<link>https://thebusinesseconomic.com/asa-bans-jaded-london-email-ad-for-glamorising-smoking</link>
<guid>https://thebusinesseconomic.com/asa-bans-jaded-london-email-ad-for-glamorising-smoking</guid>
<description><![CDATA[ 
Jaded London has been told to drop an email ad after the ASA ruled that an image of a model holding a lit cigarette irresponsibly glamorised smoking. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>ASA, bans, Jaded, London, email, for, glamorising, smoking</media:keywords>
</item>

<item>
<title>Anthropic finds three hacks by its AI models after OpenAI disclosure</title>
<link>https://thebusinesseconomic.com/anthropic-finds-three-hacks-by-its-ai-models-after-openai-disclosure</link>
<guid>https://thebusinesseconomic.com/anthropic-finds-three-hacks-by-its-ai-models-after-openai-disclosure</guid>
<description><![CDATA[ 
Anthropic says three of its AI models hacked outside organisations, days after OpenAI disclosed its models broke into the AI firm Hugging Face in July. ]]></description>
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<pubDate>Wed, 05 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Anthropic, finds, three, hacks, its, models, after, OpenAI, disclosure</media:keywords>
</item>

<item>
<title>Six&#45;month&#45;old Volta strikes $10bn deal with Anthropic</title>
<link>https://thebusinesseconomic.com/six-month-old-volta-strikes-10bn-deal-with-anthropic</link>
<guid>https://thebusinesseconomic.com/six-month-old-volta-strikes-10bn-deal-with-anthropic</guid>
<description><![CDATA[ 
Volta Anthropic deal: the London start-up incorporated in January has agreed a $10bn data centre partnership and raised funding from Nvidia at $2.4bn. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Six-month-old, Volta, strikes, 10bn, deal, with, Anthropic</media:keywords>
</item>

<item>
<title>Bank of England staff worked nearly 13,000 days overseas, FOI data shows</title>
<link>https://thebusinesseconomic.com/bank-of-england-staff-worked-nearly-13000-days-overseas-foi-data-shows</link>
<guid>https://thebusinesseconomic.com/bank-of-england-staff-worked-nearly-13000-days-overseas-foi-data-shows</guid>
<description><![CDATA[ 
More than 1,000 staff used the Bank of England working from abroad policy for 12,889 days in total, freedom of information data released this week shows. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Bank, England, staff, worked, nearly, 13, 000, days, overseas, FOI, data, shows</media:keywords>
</item>

<item>
<title>Robinhood to list a fund that lets anyone back Y Combinator startups</title>
<link>https://thebusinesseconomic.com/robinhood-to-list-a-fund-that-lets-anyone-back-y-combinator-startups</link>
<guid>https://thebusinesseconomic.com/robinhood-to-list-a-fund-that-lets-anyone-back-y-combinator-startups</guid>
<description><![CDATA[ Robinhood&#039;s latest financial instrument intends to let any retail investor feel like they, too, can make money by backing Y Combinator startups. ]]></description>
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<pubDate>Wed, 05 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Robinhood, list, fund, that, lets, anyone, back, Combinator, startups</media:keywords>
</item>

<item>
<title>Indian EV startup River raises $120M Series C to scale production, launch more models</title>
<link>https://thebusinesseconomic.com/indian-ev-startup-river-raises-120m-series-c-to-scale-production-launch-more-models</link>
<guid>https://thebusinesseconomic.com/indian-ev-startup-river-raises-120m-series-c-to-scale-production-launch-more-models</guid>
<description><![CDATA[ River plans to build a new factory, launch additional models from 2027, and target profitability as it scales production. ]]></description>
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<pubDate>Wed, 05 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Indian, startup, River, raises, 120M, Series, scale, production, launch, more, models</media:keywords>
</item>

<item>
<title>AI makes weather prediction better. Can WindBorne make it lucrative?</title>
<link>https://thebusinesseconomic.com/ai-makes-weather-prediction-better-can-windborne-make-it-lucrative</link>
<guid>https://thebusinesseconomic.com/ai-makes-weather-prediction-better-can-windborne-make-it-lucrative</guid>
<description><![CDATA[ WindBorne Systems has raised $37 million Series B round to scale its weather balloons and AI forecasts. ]]></description>
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<pubDate>Wed, 05 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>makes, weather, prediction, better., Can, WindBorne, make, lucrative</media:keywords>
</item>

<item>
<title>Disney+ looks to TikTok creators to bring fan content to its short&#45;form video feed</title>
<link>https://thebusinesseconomic.com/disney-looks-to-tiktok-creators-to-bring-fan-content-to-its-short-form-video-feed</link>
<guid>https://thebusinesseconomic.com/disney-looks-to-tiktok-creators-to-bring-fan-content-to-its-short-form-video-feed</guid>
<description><![CDATA[ As streamers compete with social media giants for viewer attention, Disney+ is partnering with TikTok to bring creator content to its app. ]]></description>
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<pubDate>Wed, 05 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Disney, looks, TikTok, creators, bring, fan, content, its, short-form, video, feed</media:keywords>
</item>

<item>
<title>MacPaw taps Liquid AI to offer on&#45;device inference to devs building for its app store</title>
<link>https://thebusinesseconomic.com/macpaw-taps-liquid-ai-to-offer-on-device-inference-to-devs-building-for-its-app-store</link>
<guid>https://thebusinesseconomic.com/macpaw-taps-liquid-ai-to-offer-on-device-inference-to-devs-building-for-its-app-store</guid>
<description><![CDATA[ MacPaw is building a local version of its AI assistant Eney using Liquid AI&#039;s models. ]]></description>
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<pubDate>Wed, 05 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>MacPaw, taps, Liquid, offer, on-device, inference, devs, building, for, its, app, store</media:keywords>
</item>

<item>
<title>From two friends to ten countries: Amazon Ads spotlights Rising Stars’ entrepreneurs</title>
<link>https://thebusinesseconomic.com/from-two-friends-to-ten-countries-amazon-ads-spotlights-rising-stars-entrepreneurs</link>
<guid>https://thebusinesseconomic.com/from-two-friends-to-ten-countries-amazon-ads-spotlights-rising-stars-entrepreneurs</guid>
<description><![CDATA[ By Partner Content on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs


The post From two friends to ten countries: Amazon Ads spotlights Rising Stars’ entrepreneurs appeared first on Small Business UK. ]]></description>
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<pubDate>Tue, 04 Aug 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>From, two, friends, ten, countries:, Amazon, Ads, spotlights, Rising, Stars’, entrepreneurs</media:keywords>
</item>

<item>
<title>ChatGPT dominates Congress’s AI spending</title>
<link>https://thebusinesseconomic.com/chatgpt-dominates-congresss-ai-spending</link>
<guid>https://thebusinesseconomic.com/chatgpt-dominates-congresss-ai-spending</guid>
<description><![CDATA[ Anthropic may have topped OpenAI as the world’s most valuable AI startup a few months ago, but when it comes to power users, Sam Altman’s company still has the edge.



ChatGPT accounted for 88% of all known spending on AI tools by the U.S. House of Representatives between April 1, 2025 and March 31 of this year, according to a study of House disbursement records by CNBC.



The analysis only looks at paid usage, so free accounts are not factored into the equation, nor is any AI usage that’s bundled with larger software contracts. But of the $113,740 spent in named vendors during that period, $100,580 went to ChatGPT. Spending by Democrats was three times that of Republicans, the records show.



Spending on Anthropic’s Claude was a distant second, accounting for $13,160 across just 37 transactions.



The heavy usage by Congressional members and their staff could give OpenAI an edge over its rivals as the debate over AI regulation continues and the government awards contracts to AI giants for a variety of departments.



The totals gathered by CNBC are almost certainly far short of the actual spending by Congress on AI. The data did not include Senate usage (though it’s worth noting the Senate does not allow Claude for official use) and some House offices have individuals sign up for a subscription to an AI service, then reimburse that staffer, which would not be line-itemed in the disbursement records.



Big spending



In some cases, the use of OpenAI could be habitual. ChatGPT was the first major AI chatbot on the market and was the first form of the technology that many members of the House experimented with in 2023, when the legislative body formed an AI working group.



OpenAI and Altman have also been significant donors to many Congressional races and have spent significantly on lobbying in recent years.



In the second quarter of this year, OpenAI spent $1.2 million on lobbying, an increase of nearly 18% from the first quarter and a new record for the firm. It’s also nearly double what it spent in the second quarter last year. (Anthropic, meanwhile, spent $1.97 million from April through June.)



Last year, OpenAI spent nearly $3 million in federal lobbying, and Altman has personally donated more than $126,000 to individual candidates and political parties since the launch of ChatGPT. The vast majority of those donations were to Democrats. Previous donations include six-figure contributions supporting Joe Biden’s 2020 presidential run and $250,000 to the Democratic super PAC American Bridge 21st Century in 2020.



Altman did, however, also personally donate $1 million to Donald Trump’s inauguration fund in 2024. (He’s said he doesn’t plan to make any political donations in the 2026 midterm elections. “I would love to see money out of politics in general,” he said last month.)



Meanwhile, OpenAI co-founder and president Greg Brockman, along with his wife Anna, have committed $50 million to the pro-AI super PAC Leading the Future super PAC, which says it plans to support AI-friendly candidates from both parties during the midterm elections. (Other donors to Leading the Future include private equity giant Andreessen Horowitz and Palantir cofounder Joe Lonsdale.) The Brockmans also gave $25 million to Trump’s MAGA Inc. super PAC in September of 2025.



The heavy House usage of ChatGPT and the political spending of AI companies is increasingly important as momentum grows for government regulation of the industry. Leaders of the top AI companies, including Altman, are expected to gather at the White House Tuesday to discuss a new framework that would allow the government to review frontier AI models before they launch. This comes after models from OpenAI and Anthropic both went rogue and hacked into other companies recently. ]]></description>
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<pubDate>Tue, 04 Aug 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>ChatGPT, dominates, Congress’s, spending</media:keywords>
</item>

<item>
<title>How Byron Allen plans to turn BuzzFeed into a YouTube rival</title>
<link>https://thebusinesseconomic.com/how-byron-allen-plans-to-turn-buzzfeed-into-a-youtube-rival</link>
<guid>https://thebusinesseconomic.com/how-byron-allen-plans-to-turn-buzzfeed-into-a-youtube-rival</guid>
<description><![CDATA[ When the media mogul Byron Allen took a controlling stake in BuzzFeed in May—becoming its CEO and chairman—it was his latest bold bet in a volatile media landscape. The Allen Media Group founder explains his strategy for BuzzFeed, why YouTube and Netflix aren’t untouchable in the streaming wars, and why race matters in media ownership. (Editor’s note: This interview was recorded before BuzzFeed announced layoffs for 35% of its staff on July 27, 2026.)



This is an abridged transcript of an interview from Rapid Response, hosted by the former editor-in-chief of Fast Company Bob Safian. From the team behind the Masters of Scale podcast, Rapid Response features candid conversations with today’s top business leaders navigating real-time challenges. Subscribe to Rapid Response wherever you get your podcasts to ensure you never miss an episode.







You started out as a performer, and you personally host the TV show Comics Unleashed, which is in Colbert’s old spot, but you’re also very much a businessperson. How do we know when you’re joking and when you’re serious? You do make some audacious moves: trying to buy BET or ABC, suing McDonald’s, threatening GM.



I have made it very clear that, unfortunately, Black-owned media—not to be confused with Black-targeted media—virtually does not exist, and that’s unfortunate. You have to remember, I started the company from my dining room table, where I’m sitting now. I started the company from my dining room table in ’93. And Coretta Scott King was a friend of mine, Martin Luther King’s widow, and I think she’s the true queen of America. Bob, she taught me a lot. She said to me, “Byron, as Black people in America, we had four major challenges. Number one, end slavery. Number two, end Jim Crow. Number three, achieve civil rights.” Then she choked up and said, “Number four, the real reason they killed my Martin: achieve economic inclusion.”She said, “You know, Byron, they didn’t kill my Martin”—that’s how she referred to him—”over the ‘I have a dream’ speech. They killed him over the speech he gave in February of ’68 at Stanford University called ‘The other America.&#039;” In that speech, he said, “There are two Americas. One America has access to opportunity and economic inclusion and education, and the other America doesn’t. Two Americas will not survive. We must achieve one America or the whole system will implode.” And I said to her, “OK, you’ve done more than enough. It’s for our generation to deal with the fourth and final chapter.” All I said to corporate America is this simple thought, Bob: The greatest trade deficit in America is the trade deficit between white corporate America and Black America. Until we close that trade deficit, we can’t have one America. It starts with economic inclusion for all Americans, especially Black Americans, the furthest left behind. That’s the reason I filed the lawsuits, Bob.



You created a distinction between Black-owned media and Black-targeted media. And I know those lawsuits were about devoting more of their media budgets to Black-owned outlets.



That’s right.



But you bought the Black News Channel out of bankruptcy and merged it into TheGrio. Is there a business opportunity in talking to and engaging with Black audiences differently? Is that where there are undervalued properties and audiences, or are these things completely separate?



You should not have a world where we don’t have Black-owned media. We need to control our images. We need to control how we’re produced. We need to control how we’re depicted. Are you OK, Bob, if I control all of media and I control how your white children grow up and see themselves? Will you trust me with that? Can I tell your white children how to think about themselves, how to see themselves, who they are in this society? Are you OK with me having that power and that control over your children’s psychology and self-worth?



Let me ask you about BuzzFeed. You’ve built a lot of your media business by buying distressed, overlooked assets—the Weather Channel, regional sports networks—and taking advantage of these opportunities. You bought a majority stake in BuzzFeed for $120 million. It’s a business that has struggled for several years. Why? What do you see in BuzzFeed that others don’t value?



Look, really simple. BuzzFeed is phenomenal. BuzzFeed is one of the great original brands, right? And it’s not only BuzzFeed. It’s HuffPost. It’s Tasty. Tasty has 174 million social media followers, Bob. Unbelievable, OK? They announced that they were about to run out of money. I’m a firm believer in business as a contact sport, and speed wins championships. So I quickly called them and I said, “Hey, I understand you have some issues here. I’m here to help you get it done. Let’s work on it, and let’s get it done now.” So we cut a deal. No analysis paralysis. Let’s get to it. When I bought into the company, the stock was trading at about 60 to 70 cents a share. Once it got announced, it immediately moved to a buck 40, buck 50. And BuzzFeed is now going to chase YouTube.When you think about BuzzFeed and the first 20 years of BuzzFeed, it was text. It was written. Advertisers are only paying about a buck 25 CPM [cost per thousand impressions] for written content, articles, a buck 25. Who cares? It’s a waste of time. We’ll do it. We will definitely do it. I love the written word, but I’m saying it’s a waste of time to invest huge resources when the advertisers are not supporting it.



Which is what Jonah [Jonah Peretti, cofounder and former CEO of BuzzFeed] figured out when he closed BuzzFeed News, right? It was just costing too much money.



And I love having those articles. I want that. I’m going to build on that. I’m going to make it even stronger. I love HuffPost. I love BuzzFeed. We’re going to do some amazing things with Tasty. But we have to get into the video business. A buck 25 for text, video is approximately $30. So I’m here, and I’m able to put BuzzFeed immediately into the video business and chase YouTube. YouTube is . . .



Because you’ve already got video from your other properties.



That’s exactly right. YouTube is the biggest streamer on the planet. Why? Two words: free and streaming. The world loves free and streaming. Bob, the two easiest things you will ever sell in your life: free and streaming. So it’s hard to fall off the floor. I like to buy businesses in the lobby and take them to the penthouse. I have no interest in buying a business in the penthouse and taking it to the lobby. BuzzFeed was on the floor. I picked it up. It’s on the elevator. We are going to be a serious competitor for free streaming video, and I’m taking it to the penthouse. And when I get to the penthouse, they’re going to have to add a lot more floors, because I’m going to go beyond the penthouse where it currently sits.People must remember that the video sitting at YouTube, 99.9% of it, is noninclusive. Hey, YouTube creators, if your content is sitting at YouTube and you like getting one check, take your content, put it at BuzzFeed, and get two checks. Not a hard pitch, Bob. Not a hard pitch. Day one, I’m going to put over 30,000 movies, TV shows, and documentaries on BuzzFeed. Over 750 FAST [free ad-supported streaming TV] channels: People Magazine, Kevin Hart, Johnny Carson, Architectural Digest, and over 400 ABC, NBC, CBS, and Fox affiliates. Super-hyperlocal news, weather, sports, and traffic, geofenced to the user’s ZIP code. I already have that technology with Local Now. I’ve been building it and investing in Local Now since I bought the Weather Channel in 2018.I have won best streamer [from various media outlets] three times with Local Now, and nobody knows about Local Now. So I have the best technology and the worst branding. Now I’m going to take some of the best branding, BuzzFeed and HuffPost, and marry it with the best technology.



The snootiest among my colleagues often complain that content quality is going down as access gets ubiquitous, and we’re going to the lowest common denominator as we change these financial models. Does that hold any weight? Are we losing anything culturally in this transition?



I don’t think so. I’ll say to your snooty friends, “Don’t smell it, sell it.” That’s what I’ll say to your snooty friends. Sell it. And Henry Ford said it best: “Opportunity is never lost. Your competitors will always find it.”



 ]]></description>
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<pubDate>Tue, 04 Aug 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Byron, Allen, plans, turn, BuzzFeed, into, YouTube, rival</media:keywords>
</item>

<item>
<title>Levain Bakery just dropped a Crate &amp;amp; Barrel collab for all your cookie needs</title>
<link>https://thebusinesseconomic.com/levain-bakery-just-dropped-a-crate-barrel-collab-for-all-your-cookie-needs</link>
<guid>https://thebusinesseconomic.com/levain-bakery-just-dropped-a-crate-barrel-collab-for-all-your-cookie-needs</guid>
<description><![CDATA[ Levain Bakery used to use Crate &amp; Barrel products to display its cookies because the home goods brand’s serveware looked clean, simple, and elevated.



“We weren’t finding some sheet pans or something at a restaurant supply place,” Levain Bakery’s cofounder, Pam Weekes, tells Fast Company. “We kind of wanted something that was a little more unique and special.”



Now the bakery has collaborated with the home goods brand on a 17-piece collection.



[Photo: Levain Bakery]



The two brands announced their collaboration Tuesday, which includes items like plates, glasses, dish towels, spatulas, mixing spoons, and a $15 ceramic Mini Crate inspired by the berry box colanders Levain Bakery has long used to display their cookies. The collection’s $18 Cookie Glass is hand-blown, and the $20 Perfect Silicone Cookie Mat was designed to make Levain-sized cookies at home.



Everything in the collection is something the bakery’s cofounders would use themselves.



“It was a real collaboration, which was really nice because I think we’re pretty particular, and we’re pretty clear about what we like and what we don’t like,” Weekes says. “But they’re pretty particular as well.”



The design process brought together Levain Bakery’s baking know-how and playful visual identity with Crate &amp; Barrel’s manufacturing expertise and functionality.



When the bakery said they wanted to make a cookie jar, for example, Crate &amp; Barrel had plenty of experience with making them. And when they wanted to make a bench scraper, a tool used to cut dough and scrape messy counters clean, Weekes and her team could explain their specific needs. Bench scrapers at restaurant supply stores are typically too big and clunky, so Levain Bakery has gotten theirs from France. (The bakery also got its name from France, as levain means leavening.)



[Photo: Levain Bakery]



“They’re not expensive, but they are hard to replace,” the other cofounder, Connie McDonald, says of their bench scrapers. “So . . . we explained it to the Crate &amp; Barrel team like, ‘This bench scraper has to kind of fit in your hand and it has to feel good.’ And they did it, and it feels great.”



The $50 cookie jar, which comes with a maple lid, includes original illustration in Levain Bakery’s signature blue style by the artist and longtime collaborator Libby VanderPloe, as do the collection’s textiles, tools, and serveware.



[Photo: Levain Bakery]



For Levain Bakery, which opened as a bread shop in 1995 and is now preparing to open its 21st location, the collaboration helps get its brand name in more places, as Crate &amp; Barrel has more than 100 stores, outlets, and franchise locations globally. Finally, fans of the New York City bakery you could get only in a few select cities can bring it to their own home.



 ]]></description>
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<pubDate>Tue, 04 Aug 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Levain, Bakery, just, dropped, Crate, Barrel, collab, for, all, your, cookie, needs</media:keywords>
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<item>
<title>Chase Bank is closing another wave of branches this summer: See a list of shuttered locations in several states</title>
<link>https://thebusinesseconomic.com/chase-bank-is-closing-another-wave-of-branches-this-summer-see-a-list-of-shuttered-locations-in-several-states</link>
<guid>https://thebusinesseconomic.com/chase-bank-is-closing-another-wave-of-branches-this-summer-see-a-list-of-shuttered-locations-in-several-states</guid>
<description><![CDATA[ JPMorgan Chase operates the largest network of retail consumer banks in the United States, and even at a time when more financial services are automated and face-to-face customer service feels like something from a bygone era, the banking giant has continued to invest in physical locations.



Since 2018, Chase has opened more than 1,000 locations, a company spokesperson told Fast Company. But there’s a catch.



While Chase Bank has continued to open new branches at an aggressive pace, its net branch count is not dramatically larger than it was eight years ago, the company’s financial filings show. 



At the end of 2025, Chase reported 5,083 branches. That’s just 48 more branches than it reported in 2018. 



One reason for that is because Chase also closes many branches that it deems unnecessary, either due to low foot traffic, consolidation, or because it plans to relocate a branch to a nearby address.



This summer has been no exception. Since June, Chase has closed more than a dozen branches across several states, recent filings with the Office of the Comptroller of the Currency (OCC) reveal.



The closures have impacted Chase Bank branches in Florida, Washington, Ohio, Illinois, California, Louisiana, Arizona, and New York. They include a Chase Bank location at One World Trade Center in Lower Manhattan, which is now just listed as an ATM. 



Additional filings show that more branches are expected to close, though the advance closure notices do not specify expected closure dates.



A spokesperson for Chase declined to say how many closures are expected this year.



Which Chase Bank branches have closed this summer?



Since June, at least 13 Chase locations have closed in eight states, OCC filings show. The locations are listed below. According to Chase, some of the branches were relocated to nearby locations. Those addresses are marked accordingly.   



Closed in June




922 Jimmy Buffett Mem Hwy, Indian Harbour Beach, FL 32937 (relocated)



2700 S Washington Ave, Titusville, FL 32780 (relocated)



13119 Seattle Hill Rd, Snohomish, WA 98296



5730 N Dixie Dr, Dayton, OH 45414



3703 N Main St, Dayton, OH 45405 (relocated)



875 N Michigan Ave, Chicago, IL 60611 (relocating soon)



2314 N Chester Ave, Bakersfield, CA 93308 




Closed in July 




1001 N Martin Luther King Hwy, Lake Charles, LA 70601



6950 E Main St, Mesa, AZ 85207



3420 Severn Ave, Metairie, LA 70002



1435 Camino Del Mar, Del Mar, CA 92014 



One World Trade Center, New York, NY 10007



5550 W Touhy Ave, Skokie, IL 60077 (relocated)




These closures come four months after earlier media reports listed 16 Chase branches that were set to close this year, although there is some overlap between the two lists.



Is Chase scaling back physical retail?



Not according to Chase. “We continue to invest in our branch network to deliver experiences and services customers love,” a spokesperson told Fast Company in a statement. “Chase operates the largest branch network in the U.S. and is the only bank with branches in all lower 48 states.”



Regarding the recent branch closures, the spokesperson added, “In some cases, we may relocate a branch if another is nearby or foot traffic is low—helping ensure a strong network that serves communities for the long term.”



Back in February, JPMorgan Chase publicly reaffirmed a commitment to its branch network, announcing plans to open more than 160 new branches in about 30 states in 2026.



While the Chase spokesperson declined to say how far along the company is in that goal now that we are more than halfway through the year, the February announcement was part of an ongoing growth strategy. Two years earlier, Chase announced plans to open more than 500 branches by 2027. 



Chase’s annual reports show the company’s branch network peaked in 2013. 



This story is developing… ]]></description>
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<pubDate>Tue, 04 Aug 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Chase, Bank, closing, another, wave, branches, this, summer:, See, list, shuttered, locations, several, states</media:keywords>
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<item>
<title>Sam Altman shared a parenting hack. Thousands of moms and dads instantly disagreed.</title>
<link>https://thebusinesseconomic.com/sam-altman-shared-a-parenting-hack-thousands-of-moms-and-dads-instantly-disagreed</link>
<guid>https://thebusinesseconomic.com/sam-altman-shared-a-parenting-hack-thousands-of-moms-and-dads-instantly-disagreed</guid>
<description><![CDATA[ Sam Altman has some advice for parents, and it’s going about as well as you’d expect. 



On August 31, the Open AI CEO took to X (where he’s a frequent poster) to share an idea with his followers: “cool use case of chatgpt work i heard last night,” he wrote. “connect your family calendars and explain your kids’ interests. every morning for the drive to school, have it make a podcast that talks about one kid’s soccer game that afternoon, one kid’s upcoming birthday, some news, etc.”



The tweet now has more than 11,000 likes and almost 4,500 comments, most of which are less than glowing. For the majority of commenters, the tweet is yet another example of how AI CEOs are living in their own self-reinforcing bubbles—and the rest of us just have to deal with the consequences.



“What if you just talked to your children?”



In the days following his August 31 tweet, parents are showing up in Altman’s comments in droves to point out their problems with the premise of using AI to generate a daily podcast for their kids’ car rides. 



Most commenters are zeroing in on the idea that Altman seems to be suggesting that users outsource what should be a positive daily interaction with their kids to AI.



“Yeah my dad AI generates podcasts about my upcoming birthday instead of talking to me while we drive to school,” game developer Sean Gause wrote. 



Film concept artist Reid Southen added: “Or you could be an actual parent instead of having AI summarize your kids for you, you absolute sociopath.” 



One of the post’s top comments came from Alex Hirsch, creator of the TV show Gravity Falls, who simply suggested: “What if you just talked to your children?” His comment has garnered over 200,000 likes. 



Another subsection of commenters is zeroing in on the potential data security concerns with handing over their kids’ daily schedules to Open AI. “Sam wants to know your kids’ schedules, interests, and birthdays,” one user wrote. “Not creepy at all.”



Why tech CEOs just can’t stop talking about AI



Tech CEOs like Altman have always been vocal about their opinions on artificial intelligence. Lately, though, those ideas have become increasingly unavoidable. 



Earlier this year, at graduation ceremonies across the U.S., multiple CEOs made the mistake of mentioning AI—presumably expecting the audience’s support—only to be booed by the crowd. 



It happened at the University of Central Florida, where real estate executive Gloria Caulfield likened AI to the “next industrial revolution”; at Middle Tennessee State University, where Big Machine Records CEO Scott Borchetta claimed that AI is “rewriting production”; and at the University of Arizona, where former Google CEO Eric Schmidt said that AI will “touch every profession, every classroom, every hospital, every laboratory, every person, and every relationship you have.”



In a post to X this May, around the same time as the graduation speeches, Box CEO Aaron Levie responded to a claim that CEOs are the “most delusional about AI.” He proposed that “CEOs are uniquely prone to AI psychosis because they’re sufficiently distant from the last mile of work that still has to happen to generate most value with AI.” 



The phenomenon of CEOs being overly optimistic about AI has become so pronounced that one social media creator, Brian Patrick, has turned tracking executives’ outlandish AI comments into his full-time job. In one such video, Patrick examines a 2015 clip of Altman himself stating that “my job is to help people destroy jobs” (a claim he’s since walked back). In a more recent video, Patrick highlights Altman’s statement from a July 2026 podcast episode that OpenAI is “close to creating a genie that can grant every wish.”



Altman’s latest tweet feels like yet another example of how tech CEOs are grossly misunderstanding the general public’s stance on AI and, in the process, coming across as deeply disconnected from reality.



“I feel bad for Sam Altman. He probably thought this was some ‘feel good’ use case, and had no idea how creepy and weird it is,” freelance writer James La Forte commented under the tweet. “Can we please get some normal people running these tech companies?”



Fast Company reached out to Altman for comment, but had not heard back at the time of publication. ]]></description>
<enclosure url="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/08/p-1-91584149-sam-altman-chatgpt-parents.jpg" length="49398" type="image/jpeg"/>
<pubDate>Tue, 04 Aug 2026 14:00:07 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Sam, Altman, shared, parenting, hack., Thousands, moms, and, dads, instantly, disagreed.</media:keywords>
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<item>
<title>Petrol hits 160p a litre, highest since Iran war began, says RAC</title>
<link>https://thebusinesseconomic.com/petrol-hits-160p-a-litre-highest-since-iran-war-began-says-rac</link>
<guid>https://thebusinesseconomic.com/petrol-hits-160p-a-litre-highest-since-iran-war-began-says-rac</guid>
<description><![CDATA[ 
UK petrol prices have hit their highest level since the Iran war began at 160p a litre, RAC figures show, with diesel forecast to reach 185p in weeks. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/07/shutterstock_2171839481-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Petrol, hits, 160p, litre, highest, since, Iran, war, began, says, RAC</media:keywords>
</item>

<item>
<title>LinkedIn adds ‘AI slop’ button as 40% of long posts found AI&#45;written</title>
<link>https://thebusinesseconomic.com/linkedin-adds-ai-slop-button-as-40-of-long-posts-found-ai-written</link>
<guid>https://thebusinesseconomic.com/linkedin-adds-ai-slop-button-as-40-of-long-posts-found-ai-written</guid>
<description><![CDATA[ 
LinkedIn AI slop button: users can now privately flag posts they suspect are AI-generated, as the platform scraps its own AI &#039;enhance your post&#039; tool. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/07/shutterstock_2314942859-768x433.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>LinkedIn, adds, ‘AI, slop’, button, 40, long, posts, found, AI-written</media:keywords>
</item>

<item>
<title>How to Build a Lead Management Process That Scales</title>
<link>https://thebusinesseconomic.com/how-to-build-a-lead-management-process-that-scales</link>
<guid>https://thebusinesseconomic.com/how-to-build-a-lead-management-process-that-scales</guid>
<description><![CDATA[ 
Adding more leads to an unoptimized pipeline rarely solves a growth problem. In fact, scaling lead generation without a structured operational backbone usually exposes underlying structural cracks. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2026/07/shutterstock_2760058063-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:06 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, Build, Lead, Management, Process, That, Scales</media:keywords>
</item>

<item>
<title>BP puts North Sea business up for sale after 60 years</title>
<link>https://thebusinesseconomic.com/bp-puts-north-sea-business-up-for-sale-after-60-years</link>
<guid>https://thebusinesseconomic.com/bp-puts-north-sea-business-up-for-sale-after-60-years</guid>
<description><![CDATA[ 
BP North Sea sale: BP is seeking a buyer for its North Sea oil and gas business, with five production hubs and 1,100 staff, after a portfolio review. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2024/06/shutterstock_1563447607-768x432.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>puts, North, Sea, business, for, sale, after, years</media:keywords>
</item>

<item>
<title>York and North Yorkshire secures established status in rural first</title>
<link>https://thebusinesseconomic.com/york-and-north-yorkshire-secures-established-status-in-rural-first</link>
<guid>https://thebusinesseconomic.com/york-and-north-yorkshire-secures-established-status-in-rural-first</guid>
<description><![CDATA[ 
York and North Yorkshire Combined Authority has been granted Established Mayoral Strategic Authority status, the first rural mayoral area to hold it. ]]></description>
<enclosure url="https://bmmagazine.co.uk/wp-content/uploads/2025/04/shutterstock_2512249589-768x512.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:05 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>York, and, North, Yorkshire, secures, established, status, rural, first</media:keywords>
</item>

<item>
<title>India is starting to pay for apps, not just download them</title>
<link>https://thebusinesseconomic.com/india-is-starting-to-pay-for-apps-not-just-download-them</link>
<guid>https://thebusinesseconomic.com/india-is-starting-to-pay-for-apps-not-just-download-them</guid>
<description><![CDATA[ India&#039;s app market generated a record $345 million in Q2. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2023/10/india-internet-users-getty.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:04 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>India, starting, pay, for, apps, not, just, download, them</media:keywords>
</item>

<item>
<title>What’s the best handheld mini fan?</title>
<link>https://thebusinesseconomic.com/whats-the-best-handheld-mini-fan</link>
<guid>https://thebusinesseconomic.com/whats-the-best-handheld-mini-fan</guid>
<description><![CDATA[ From premium Shark and Dyson offerings to random Amazon devices, these mini fans will make your sweaty summer a little more managable. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/07/mini-fans-review.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>What’s, the, best, handheld, mini, fan</media:keywords>
</item>

<item>
<title>OpenAI reportedly finds evidence that more of its agents ran amok</title>
<link>https://thebusinesseconomic.com/openai-reportedly-finds-evidence-that-more-of-its-agents-ran-amok</link>
<guid>https://thebusinesseconomic.com/openai-reportedly-finds-evidence-that-more-of-its-agents-ran-amok</guid>
<description><![CDATA[ OpenAI has reportedly found evidence of additional agent misbehavior as it looks into the incident that occurred with Hugging Face. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/07/OpenAI-logo-green.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>OpenAI, reportedly, finds, evidence, that, more, its, agents, ran, amok</media:keywords>
</item>

<item>
<title>Rivian spinoff Also to start delivering e&#45;bikes after months of delays</title>
<link>https://thebusinesseconomic.com/rivian-spinoff-also-to-start-delivering-e-bikes-after-months-of-delays</link>
<guid>https://thebusinesseconomic.com/rivian-spinoff-also-to-start-delivering-e-bikes-after-months-of-delays</guid>
<description><![CDATA[ Also has big plans beyond the TM-B. The startup mostly refers to itself as a &quot;vehicle&quot; company and has plans to make four-wheel pedal-assist cargo vehicles for Amazon. ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/05/rj-scaringe-Getty.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Rivian, spinoff, Also, start, delivering, e-bikes, after, months, delays</media:keywords>
</item>

<item>
<title>Silicon Valley loves young founders. Until it doesn’t.</title>
<link>https://thebusinesseconomic.com/silicon-valley-loves-young-founders-until-it-doesnt</link>
<guid>https://thebusinesseconomic.com/silicon-valley-loves-young-founders-until-it-doesnt</guid>
<description><![CDATA[ AI tools have democratized the opportunity to build, shortening the timelines of success and enabling more young people to start successful companies without stepping foot inside a Big Tech company.  ]]></description>
<enclosure url="https://techcrunch.com/wp-content/uploads/2026/07/GettyImages-2236223183.jpg" length="49398" type="image/jpeg"/>
<pubDate>Sat, 01 Aug 2026 14:00:03 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Silicon, Valley, loves, young, founders., Until, doesn’t.</media:keywords>
</item>

<item>
<title>How to safely eat your greens during the cyclospora outbreak, according to an infectious disease expert</title>
<link>https://thebusinesseconomic.com/how-to-safely-eat-your-greens-during-the-cyclosporaoutbreak-according-to-an-infectious-disease-expert</link>
<guid>https://thebusinesseconomic.com/how-to-safely-eat-your-greens-during-the-cyclosporaoutbreak-according-to-an-infectious-disease-expert</guid>
<description><![CDATA[ Salads – along with other fresh produce – are some of the healthiest foods you can eat. Leafy greens are rich in vitamins A, C and K, folate, potassium and magnesium. They also contain lots of fiber, which supports a healthy gut microbiome, promotes fullness, helps regulate blood sugar, and may contribute to healthy aging and better cognitive function.



But an ongoing 2026 outbreak of cyclosporiasis, caused by the cyclospora parasite, has sickened more than 11,500 people across the United States with explosive diarrhea and other gastrointestinal symptoms and has put a damper on salad consumption. A poll released on July 26 reports that 40% of U.S. adults have cut down on buying and eating fresh produce. News of egg and blueberry recalls, plus an investigation into a new, separate cyclospora outbreak, has not helped.



As an immunologist and infectious disease specialist studying how germs spread and cause illnesses and outbreaks, I know it’s impossible to entirely eliminate your risk of being infected with microbes that can contaminate foods, such as cyclopsora, E. coli and salmonella.



But rather than avoiding fresh produce, adopting a few sensible food safety practices can help you significantly reduce your risk of getting sick while continuing to enjoy the many health benefits and flavor perks of salads and fresh veggies.



During an active outbreak, washing your prewashed greens is a good idea. But better still would be choosing a whole head of lettuce that you wash at home.



The perks of prewashed produce



Bagged lettuce and other veggies, often labeled “triple washed” or “prewashed” and marketed as ready to eat, have become very popular. The packaging gives consumers confidence that the product has been commercially cleaned and helps save time when preparing fast, healthy meals.



Convenience is important: Research shows that when vegetables are easier to prepare and eat, people tend to consume more of them.



Commercial processors follow food safety practices, and millions of bags of produce are consumed safely each year. Normally, using prewashed lettuce right out of the bags is a low-risk move. 









Salad has some hefty health benefits – and there are ways to keep eating it, even during a foodborne illness outbreak.



Commercial packaging risks



However, prewashed doesn’t mean sterile. “Triple washed” or “ready to eat” means a product is cleaned to commercial standards, not that it is free of all harmful germs. And the same things that make prewashed vegetables convenient and appealing also introduce risk. That’s because each stage of production – harvest, cut, wash, conveyor belt and packaging – creates another opportunity for contamination.



What’s more, bagged lettuce often travels a considerable distance to consumers. This gives germs ample time to multiply, making contaminated food harder to locate and recall. During commercial processing, pathogen from a single contaminated leaf can spread to additional leaves through equipment or wash water, increasing the potential for cross contamination. Research also suggests that cut leaves release plant juices that may help bacteria survive and multiply.



Cyclospora is resistant to the chlorine and sanitizers commonly used to sanitize fresh produce, and routine washing may not completely remove the parasite. It’s also a particularly persistent pathogen in that its eggs adhere tightly to the surface of leafy greens and other bumpy produce. For these reasons, preventing contamination during growing, harvesting and processing is the most effective strategy for reducing risk.



Benefits of whole, local lettuce



In the face of multiple outbreaks involving fresh produce, choosing whole heads of lettuce and washing them at home is a reasonable way to reduce risk. Strip off and throw away the outer leaves, wash the leaves you plan to eat under running water and dry them in a salad spinner or with paper towels.



Whole lettuce heads undergo less processing than commercially bagged lettuce, which means fewer chances for exposure to microbes that can make people sick. That’s also true of locally grown produce. Local produce usually comes from smaller farms and gets to your plate in fewer steps, so it tends to be safer than mass-produced fruits and vegetables.



Buying lettuce at local farmers markets or farm stands – or even just choosing locally grown produce at your supermarket – can lower your risk of exposure during the current cyclosporiasis outbreak, which is suspected to come from commercial producers.



The upshot is that the health benefits of salad far outweigh the relatively small risk of foodborne illness – particularly if you follow these three simple rules:




Opt for whole heads of lettuce when possible, and rinse them well at home. Thoroughly scrub other produce with water and a produce brush, too.



When possible, buy locally grown produce, since nationwide outbreaks generally come from large commercial producers.



If you do go for bagged and prewashed greens and other produce, give them a good rinse even when they say “prewashed.”




Lisa Cuchara is a professor of biomedical sciences at Quinnipiac University.



This article is republished from The Conversation under a Creative Commons license. Read the original article. ]]></description>
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<pubDate>Fri, 31 Jul 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>How, safely, eat, your, greens, during, the, cyclospora outbreak, according, infectious, disease, expert</media:keywords>
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<item>
<title>National Avocado Day 2026: List of all the best freebies and deals, from Chipotle to Qdoba</title>
<link>https://thebusinesseconomic.com/national-avocado-day-2026-list-of-all-the-best-freebies-and-deals-from-chipotle-to-qdoba</link>
<guid>https://thebusinesseconomic.com/national-avocado-day-2026-list-of-all-the-best-freebies-and-deals-from-chipotle-to-qdoba</guid>
<description><![CDATA[ The average American eats nine pounds of avocado every year, according to the Wall Street Journal. One special day of the year might have something to do with that: National Avocado Day.



Here’s a roundup of the avocado deals that will “guac” your world as the holiday hits this Friday, July 31.



Chipotle Mexican Grill



California-based Chipotle Mexican Grill is one of the biggest names in Mexican chains. Its guac is pretty famous, too. 



For two days, July 31 and August 1, Chipotle guests can receive free chips and guac with the purchase of an entree. There’s one catch: You have to order online using the code AVO2026 at checkout.



Qdoba Mexican Eats



Guacamole is always free on Qdoba’s create-your-own entrées. But for National Avocado Day, the fast-casual chain is making the entrées themselves free. Rewards members who purchase an entrée and drink on July 31 or August 1 can get a free entrée to go with.



Del Taco



Del Taco is celebrating National Avocado day all weekend long. From July 31 to August 2, customers who purchase an Epic Fresh Guac Burrito will get a second one for free.



Fuzzy’s Taco Shop



Irving, Texas-based Mexican chain Fuzzy’s Taco Shop is teaming up with Avocados From Mexico to give customers free chips and guacamole with the code AVODAY in-app. 



Enjoy the free scoop alongside an item from Fuzzy’s new Beach Club menu available through August 30.



Barberitos



This Friday, the southwestern-inspired food chain Barberitos is adding free guacamole to any in-store entrée purchase. 



Even better, the restaurant is giving one lucky customer free guacamole for a year. To enter, all you have to do is follow @barberitos on Instagram. 



Unexpected Deals



Tex-Mex isn’t the only cuisine where free avocado is a plus. 



Pokeworks, a national poke bowl and burrito chain, is offering a free scoop of avocado with any entree today through August 2. Use the code AVOSUMMER to unlock the deal, both online and in-store. 



The western burger chain Farmer Boys is giving rewards members $3 off on their signature avocado-topped Farmer’s Burger between July 31 and August 1. ]]></description>
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<pubDate>Fri, 31 Jul 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Why memory chip stocks are rallying again: Micron and Sandisk surge as AI optimism returns</title>
<link>https://thebusinesseconomic.com/why-memory-chip-stocks-are-rallying-again-micron-and-sandisk-surge-as-ai-optimism-returns</link>
<guid>https://thebusinesseconomic.com/why-memory-chip-stocks-are-rallying-again-micron-and-sandisk-surge-as-ai-optimism-returns</guid>
<description><![CDATA[ Memory chip stocks are rallying big after a week of poor performances. 



Companies including Micron Technology (Nasdaq: MU) and Samsung Electronics Co. (KSE: 005930.KS) saw their shares rise on Thursday, July 30, and into premarket trading Friday, July 31. 



South Korea’s Kospi (Korea Composite Stock Price Index) recovered and then some from its fall earlier this week, jumping almost 18% on Friday. 



Its growth was led by a similar turnaround from Samsung and SK Hynix Inc. (KSE: 000660.KS), jumping 26.81% and 29.95% on Friday, respectively. 



Meanwhile, American chip manufacturers saw similar turnarounds as the week ended. Still, the boosts weren’t enough to make up for a month of falling stock prices. 



Here’s where the companies stand as of today: 



Micron Technology, Inc. (Nasdaq: MU)




Close Thursday: up 18.36%



Premarket Friday: up 4.66%



Past month: down 24.23%




Sandisk Corporation (Nasdaq: SNDK)




Close Thursday: up 25.99%



Premarket Friday: up 6.18%



Past month: down 43.71%




Western Digital Corporation (Nasdaq: WDC)




Close Thursday: up 15.37%



Premarket Friday: up 6.17%



Past month: down 16.55%




Seagate Technology Holdings (Nasdaq: STX)




Close Thursday: up 11.41%



Premarket Friday: up 6.06%



Past month: down 11.74%




All premarket figures are as of publication. 



Why have chip manufacturers’ shares surged?



All of the chip manufacturers had suffered earlier in the week from ongoing fears around AI over-investment. 



But their fates changed—at least for the moment—thanks to strong earnings reports from Microsoft, Amazon, and Lam Research across late Wednesday and Thursday.



The tech giants beat expectations on the strength of their cloud growth, indicating that chip demand will continue to be strong. 



For instance, Amazon Web Services (AWS) grew its net sales by 37%, its quickest growth since 2021. 



Microsoft’s own cloud computing services, Azure, saw more than $100 billion in revenue for the first time. Microsoft 365 Copilot also surpassed 30 million paid seats. 



In its earnings report, the company stated that the milestones reflect “the confidence customers are placing in us to power their AI transformation.”



Meanwhile, Lam Research’s revenue rose more than 15% from last quarter “as AI-driven demand continues to reshape the semiconductor industry,” CEO Tim Archer said in the release. 



Shares of Microsoft (Nasdaq: MSFT), Amazon (Nasdaq: AMZN), and Lam Research (Nasdaq: LRCX) also rose significantly in response to the earnings reports.



 ]]></description>
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<pubDate>Fri, 31 Jul 2026 14:00:08 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
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<item>
<title>Blueberry recall expands to more products sold at Publix as E. coli outbreak hospitalizes 4 people</title>
<link>https://thebusinesseconomic.com/blueberry-recall-expands-to-more-products-sold-at-publix-as-e-coli-outbreak-hospitalizes-4-people</link>
<guid>https://thebusinesseconomic.com/blueberry-recall-expands-to-more-products-sold-at-publix-as-e-coli-outbreak-hospitalizes-4-people</guid>
<description><![CDATA[ Early this month, the Centers for Disease Control and Prevention (CDC) posted an update about an ongoing investigation into an E. Coli outbreak believed to be affecting multiple states. 



The outbreak was believed to be linked to blueberries, and as a result, one blueberry product was recalled. 



But now, additional berry products are being recalled as the outbreak investigation continues. Here’s what you need to know.



What’s happened?



On July 3, Frutas y Hortalizas del Sur S.A. of San Carlos, Chile announced a recall of one of its blueberry products over concerns that it could be linked to the E. coli outbreak. The U.S. Food and Drug Administration (FDA) posted the recall notice three days later, on July 6.



The recall covered a specific lot of Frozen GreenWise Organic IQF Blueberries, which were sold at Publix stores. 



Now, Publix itself has initiated a recall of additional GreenWise berry products sold at its stores, out of concern that they could also be contaminated with E. coli. 



It should be noted, however, that none of the products have been confirmed as the source of the outbreak, nor have they been identified as contaminated with E. coli.



Instead, Publix says it is recalling the additional berry products “out of an abundance of caution.”



It’s a caution that seems warranted. According to the CDC’s most recent update on the E. coli outbreak linked to frozen blueberries on July 30, the outbreak has resulted in 12 confirmed cases so far, with a third of those individuals requiring hospitalization.



What products are being recalled?



The original recall initiated by Frutas y Hortalizas S.A. on July 3 covered only one product:




Frozen GreenWise Organic IQF Blueberries in 10oz packaging, with the lot code 60401 and Best By Date of February 9, 2028




Publix’s new recall expands to all lots of four additional GreenWise berry products, including:




GreenWise Organic Whole Blueberries, 10-ounce, UPC 41415-06453



GreenWise Organic Whole Blueberries, 48-ounce, UPC 41415-12053



GreenWise Organic Whole Mixed Berries, 10-ounce, UPC 41415-06753



GreenWise Organic Whole Mixed Berries, 48-ounce, UPC 41415-12153




Images of the recalled products’ packaging can be found here.



Where were the recalled products sold?



Publix says that the four berry products included in its recall were shipped to Publix retail stores in the following states:




Alabama



Florida



Georgia



Kentucky



North Carolina



South Carolina



Tennessee



Virginia




What should I do if I have the recalled products?



Publix says that if you purchased any of the recalled products, you should not consume them.



Instead, you should return them to their place of purchase for a full refund, or you should discard them.



Those who have additional questions or concerns about the recalled products can contact Publix Customer Care at 1-800-242-1227. ]]></description>
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<pubDate>Fri, 31 Jul 2026 14:00:08 +0000</pubDate>
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<media:keywords>Blueberry, recall, expands, more, products, sold, Publix, coli, outbreak, hospitalizes, people</media:keywords>
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<item>
<title>TGI Fridays store closures: See a list of locations that have lost the most restaurants since its bankruptcy</title>
<link>https://thebusinesseconomic.com/tgi-fridays-store-closures-see-a-list-of-locations-that-have-lost-the-most-restaurants-since-its-bankruptcy</link>
<guid>https://thebusinesseconomic.com/tgi-fridays-store-closures-see-a-list-of-locations-that-have-lost-the-most-restaurants-since-its-bankruptcy</guid>
<description><![CDATA[ TGI Fridays is forging a path forward after a headline-grabbing bankruptcy raised doubts about its future nearly two years ago, but fans of the casual dining brand in the United States might still have a harder time finding one these days.



The restaurant chain has lost almost 200 locations since the beginning of 2024, according to its most recent franchise disclosure document. 



Some states, including New York, New Jersey, Florida, and Virginia, have seen net location losses in the double digits over that period.



Reached for comment by Fast Company, a spokesperson confirmed that TGI Fridays currently has 76 U.S. locations. Its disclosure document shows it had 269 U.S. locations at the start of 2024, including both company-owned and franchised locations.



That net loss of 193 stores is not entirely surprising. 



The brand’s former owner, TGI Fridays Inc., sought Chapter 11 bankruptcy protection in November of 2024 after announcing earlier that year that it would close dozens of underperforming locations.



However, the beloved Fridays brand has since begun to move forward under new ownership. TGI Fridays is now operated by Sugarloaf Hospitality, and once again led by CEO Ray Blanchette, who had stepped down from the top job in 2023.



In a statement to Fast Company, Blanchette said TGI Fridays has almost 400 locations in 40 countries, and that it’s expected to grow globally in the years to come. 



“We are always evaluating our footprint as we work towards our target of more than 1,000 units and $2 billion in global annual revenue by 2030, but cannot get into specifics on plans for individual locations,” Blanchette said. 



Which states have lost the most TGI Fridays locations?



According to Fridays’ franchise disclosure document, the following states lost the most TGI Fridays restaurants between early 2024 (before its bankruptcy petition) and the end of last year. These counts include both franchised and company-owned locations:




New York: -26 locations



New Jersey: -17 locations



Florida: -15 locations



Virginia: -13 locations



Illinois: -12 locations



California: -12 locations



Ohio: -10 locations



Texas: -10 locations



Massachusetts: -8 locations




The document, which was issued in April, further showed that TGI Fridays did not expect to open any new U.S. restaurants in 2026.



Additionally, there have been some high-profile closures since the disclosure document was produced:




Indiana: A Fridays location in Evansville, Indiana, was reported closed by local media earlier this month.



Pennsylvania: A Fridays location in Loyalsock Township was reported closed in May.



Massachusetts: A Boston location in the city’s Mission Hill section was reported closed in February.




What’s next for Fridays?



In January, TGI Fridays announced its “1-2-3 Strategic Vision” plan, through which it aims to leverage its brand internationally and be a global leader in American-style casual dining—in part by thinking more flexibly about the format of its restaurants across markets. 



“The brand’s growth strategy includes a diverse mix of formats, from high-volume airport locations to right-sized hotel concepts and traditional full-service restaurants,” the announcement read, “designed to meet guests where they are and optimize franchise development opportunities in key markets.”



This story is developing and may be updated. . .  ]]></description>
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<pubDate>Fri, 31 Jul 2026 14:00:08 +0000</pubDate>
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<item>
<title>The 7 best POS systems for bars and pubs</title>
<link>https://thebusinesseconomic.com/the-7-best-pos-systems-for-bars-and-pubs</link>
<guid>https://thebusinesseconomic.com/the-7-best-pos-systems-for-bars-and-pubs</guid>
<description><![CDATA[ By Henry Williams on Small Business UK - Advice and Ideas for UK Small Businesses and SMEs


Whether you serve cocktails or craft ales, check out our pick of the best POS systems that can help to boost efficiency and revenue
The post The 7 best POS systems for bars and pubs appeared first on Small Business UK. ]]></description>
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<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>The, best, POS, systems, for, bars, and, pubs</media:keywords>
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<item>
<title>Mastery of Philippines’ San Guillermo Persuade Investors</title>
<link>https://thebusinesseconomic.com/marketing-mastery-of-philippines-san-guillermo-pursuade-investors</link>
<guid>https://thebusinesseconomic.com/marketing-mastery-of-philippines-san-guillermo-pursuade-investors</guid>
<description><![CDATA[  ]]></description>
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<pubDate>Sat, 20 Nov 2021 00:08:49 +0000</pubDate>
<dc:creator>Business Economic Syndicated News</dc:creator>
<media:keywords>Noubikko, San Guillermo Shopping Complex, Dantru, RPConnect</media:keywords>
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