President Donald Trump said Monday he is increasing tariffs on South Korean goods because the country’s legislature has yet to approve the trade framework announced last year.Trump said on social media that import taxes would be raised on autos, lumber and pharmaceutical drugs from South Korea with the rate on other goods going from 15% to 25%. The U.S. president previously imposed the tariffs by declaring an economic emergency and bypassing Congress, while South Korea needed legislative approval for the framework announced in July and affirmed during Trump’s October visit to the country.“Our Trade Deals are very important to America. In each of these Deals, we have acted swiftly to reduce our TARIFFS in line with the Transaction agreed to,” Trump said. “We, of course, expect our Trading Partners to do the same.”The threat was a reminder that the tariff drama unleashed last year by Trump is likely to be repeated again and again this year. The global economy and U.S. voters might find the world’s trade structure constantly being subject to disruption and new negotiations as Trump has already sought to levy tariffs in order to bend other nations to his will.Trump has in the past tied his tariffs to commitments by South Korea to invest $350 billion in the U.S. economy over several years, including efforts to revitalize American shipyards. But the Trump administration’s relations with South Korea have at times been rocky with the raid last year by immigration officials at a Hyundai manufacturing site in Georgia in which 475 people were detained.South Korea’s presidential office responded after a meeting of top South Korean officials that it will convey its commitment to implementing last year’s deal to the U.S.The presidential office said that South Korea’s Industry Minister Kim Jung-Kwan will travel to the U.S. for talks with Secretary of Commerce Howard Lutnick, while Trade Minister Yeo Han-koo will travel separately to meet with Trade Representative Jamieson Greer. Kim was on a visit to Canada.South Korean lawmakers have submitted five bills on implementing South Korea’s proposed $350 billion investment package to the National Assembly. The bills are currently before the assembly’s finance committee.Kim Hyun-jung, a spokesperson for South Korea’s governing Democratic Party, said his party will coordinate with the government to organize swift debate and action on the bills.Assembly officials said the five bills will likely be incorporated into a single proposed law, which will need approval from the finance and judiciary committees before it can go to a floor vote.Trump’s announcement of new tariffs fits a pattern in which Trump plans to continue to deploy tariffs, possibly to the detriment of relations with other countries.Just last week, the president threatened tariffs on eight European nations unless the U.S. gained control of Greenland, only to pull back on his ultimatum after meetings at the World Economic Forum in Davos, Switzerland. Trump on Saturday said he would put a 100% tax on goods from Canada if it followed through with plans to bolster trade with China.Trump has bragged about his trade frameworks as drawing in new investment to the U.S., yet many of his heavily hyped deals have yet to be finalized. The European Parliament has yet to approve a trade deal pushed by Trump that would put a 15% tax on the majority of goods exported by the EU’s 27 member states.The United States is poised this year to renegotiate its amended 2020 trade pact with Canada and Mexico. There are also ongoing Section 232 investigations under the 1962 Trade Expansion Act, as well as an upcoming Supreme Court decision on whether Trump exceeded his authority by declaring tariffs under the 1977 International Emergency Economic Powers Act.
Kim reported from Seoul, South Korea.
Josh Boak and Hyung-Jin Kim, Associated Press
After two weeks of intense political and legal scrutiny, the Federal Reserve will seek to make this week’s meeting about interest rates as straightforward and uneventful as possible, though President Donald Trump probably still won’t like the result.The central bank’s interest rate-setting committee is almost certain to keep its key short-term rate unchanged at about 3.6%, after three straight quarter-point cuts last year. Fed Chair Jerome Powell said after December’s meeting that they were “well positioned to wait to see how the economy evolves” before making any further moves.When the Fed lowers its short-term rate, it can over time influence other borrowing costs for things like mortgages, auto loans and business borrowing, though those rates are also affected by market forces.This week’s meeting one of eight the Fed holds each year will be overshadowed by the bombshell revelation earlier this month that the Justice Department has subpoenaed the Fed as part of a criminal investigation into testimony Powell gave last June about a $2.5 billion building renovation. It’s the first time a sitting Fed chair has been investigated, and prompted an unusually public rebuke from Powell.Now, Powell will have to shift from a dispute with the White House to emphasizing that the Fed’s decisions around interest rates are driven by economic concerns, not politics. Powell said Jan. 11 that the subpoenas were “pretexts” to punish the Fed for not cutting rates as sharply as Trump wants.Powell will be “under even more pressure to underscore, ‘everything we’re doing here is all about the economics,'” said Claudia Sahm, a former Fed economist and chief economist at New Century Advisors. “‘We didn’t think about the politics.'”Michael Gapen, chief U.S. economist at Morgan Stanley and also a former Fed staffer, said that despite the scrutiny, the Fed can be expected to consider its interest rate policies like it always does.“The meetings have a regular flow to them,” he said. “There are presentations that are made, there are discussions that have to be had. Some of these other broader-based attacks on the Fed don’t really come up.”Not long after the Justice Department’s subpoenas, the Supreme Court last week considered whether Trump can fire Fed governor Lisa Cook over allegations of mortgage fraud, which she denies. No president has fired a governor in the Fed’s 112-year history. During an oral argument, the justices appeared to be leaning toward allowing her to stay in her job until the case is resolved.Other Fed officials have also signaled the central bank is likely to keep rates unchanged at their two-day meeting that ends Wednesday. The Fed’s three rate cuts last year were intended to bolster the economy after hiring slowed sharply over the summer and fall in the wake of Trump’s April tariffs on dozens of countries.Yet the unemployment rate ticked lower in December, after picking up for much of last year, and there are other signs the job market may be stabilizing. The number of people seeking unemployment benefits has stayed historically low, a sign layoffs haven’t spiked.Meanwhile, inflation remains elevated and actually ticked higher last year, according to the Fed’s preferred measure. Prices rose 2.8% in November from a year earlier, the latest data available. That is up from 2.6% in November 2024.Unless businesses start cutting jobs or the unemployment rate rises, the Fed is unlikely to cut rates again for at least a few months, economists say. If inflation slowly declines this year, as economists expect, the Fed may cut again in the spring or summer. Wall Street investors expect just two quarter-point rate reductions this year, according to futures prices.Many economists expect growth could pick up in the coming months, which would be another reason to forego rate cuts. Gapen estimates that tax refunds could be about 20% higher this spring than last year as the Trump administration’s tax cuts take effect. Refunds could average $3,500, Gapen said.The economy expanded at a 4.4% annual rate in last year’s July-September quarter and may have grown at a similarly healthy pace in the final three months of last year. If such solid growth continues, Fed officials will likely wait to see if hiring picks up as well, further reducing the need for more rate cuts.
Christopher Rugaber, AP Economics Writer
Whether hes climbing skyscrapers in Taiwan or working to build the Honnold Foundation, free solo climber and activist Alex Honnold remains an optimist. He sat down with Fast Company to talk about why a good outlook is essentialboth for his sport and in the fight for the planet. Honnold also reflects on education, human potential, overconsumption, and whats at stake for American national parks and public lands.
Ive always been somewhat ritualistic, shaped by my Midwestern upbringing in a modest immigrant family. I remember my parents calculating the mileage of our 82 Honda Civic in a notepad after every fill-up, the same car I eventually inherited in high school. Or saving every receipt on vacation to audit our daily spending down to the dollar. In every sense, they were amazing parents, and their rituals instilled in me a desire to be intentional about how I lived my life.
As human beings in a world of constant distraction, time is the most precious resource we have. As a CEO, managing that resource is one of the most important skills you can master. And its no picnic. Ive often said work-life balance in the C-suite is an illusion. Its a worthwhile concept, but just like every cause has an effect, every choice has a consequence. Work out or binge-watch a show? Travel the world or save for a house? One isnt better than the other; theyre just choices.
Rituals structure your time. Put simply, the more deliberate you are with your habits and behaviors, the more intentional you can be with that time. They dont emerge from nowhere; theyre developed and refined over years of trial and error. How we create and, more importantly, maintain habits is deeply personal. What works for me almost certainly wont work for someone else.
RITUALS IN SERVICE OF OTHERS
GE, a company known for its highly organized, almost programmatic culture, is where I honed many of my habits. Early in my career, I worked 12- to 13-hour days, socialized until midnight, slept four or five hours, and hit repeat. At 26, I became a manager for the first time and realized that my colleagues, many of them only a year or two younger, were looking to me for guidance. Rituals were no longer just a catalyst for my own success; they became a way to deliver on my responsibility to othersa mindset that still defines my leadership at Twilio 25 years later.
THE 70-20-10 RULE
About 18 months ago, I met with a mentor, a seasoned leader and board chairman for some of the worlds top businesses. He shared a piece of advice that resonated with me: never spend evenings on things that aren’t mission critical. His point was simple: if its not family, it better be work. Otherwise, skip it.
Apart from a select few industry events, I decline nearly all networking and work-adjacent invitations so I can spend my time on what matters: showing up for my family and the company I run.
Most of my rituals orbit my calendar. I refuse to fill it with anything that drains attention or energy, both people and topics, personal or professional. Thats why I adhere to a 70-20-10 rule: 70% of my time on what matters, 20% on what must get done, and 10% on what gives me energy. That leaves exactly 0% for distractions.
Speaking of those work-life consequences, Ive missed milestones and moments with friends and family I can never get back. But I made choices that were right for me at the time and have few regrets. Ive been incredibly fortunate to carve out a life my parents only dreamed about. Today, as a soon-to-be empty nester, Im much more intentional (and present) about building rituals around moments that matter mostthat 70%like family dinners: a ritual I almost never miss when Im in town.
RITUALS BEHIND MY ROUTINE
Rituals are, by nature, structured and repetitive, but they arent immutable. Ive adapted mine to meet different stages of life and careerkids, promotions, jobs. Ive built and shed many, but these seven are most foundational for me right now:
Power of a plan: It sounds obvious, but aday without a plan is a ship without a rudder. I start each day, week, month, and year with one. It prioritizes what matters and reinforces accountability.
Refill the tank: My parents were firm believers in work hard, play hard, and that mantra shapes my weekends. While I do work, I make sure Saturdays and Sundays are memorableor epic as my baseline. With one kid in college and another headed there soon, I prioritize my time with them as much as possible, with regular trips to the record store with my daughter or the driving range with my son.
Delegate a lot: There are two forces at work here: I have a highly competent staff, and delegation empowers ownership (how else do we learn?). And it lightens my load.
Avoid multitasking: Multitasking is a myth; research backs this, and so does my personal experience. Its unavoidable sometimes, but always at the expense of something else. I try to avoid it, at work and home.
Declutter the inbox: Email overload is real. I embrace a philosophy of inbox zero to reduce clutter and track priorities.
No meeting default: I only attend critical meetings and believe they are for three things: dialogue, debate, and decision-making. Everything else can be done asynchronously, and I regularly purge those that dont meet this bar.
FINAL THOUGHTS
The more responsibility you take on as a leader, the greater the demands on your time and energy, and the more critical it becomes to perform for those who depend on your judgment, guidance, and steady hand. Decades into my career, Im a creature of habit. Whether in the office with colleagues, on the road with customers, or at home with family, my days are anchored by rituals.
So, as the energy and enthusiasm of the New Year inevitably wanes, resolutions will too. Its rituals, ones that fuel creativity, value precious time, and set you and your teams up for sustainable success, that last.
Khozema Shipchandler is the CEO of Twilio.
Three of the world’s biggest tech companies face a landmark trial in Los Angeles starting this week over claims that their platformsMeta’s Instagram, ByteDance’s TikTok, and Google’s YouTubedeliberately addict and harm children.Jury selection starts this week in the Los Angeles County Superior Court. It’s the first time the companies will argue their case before a jury, and the outcome could have profound effects on their businesses and how they will handle children using their platforms. The selection process is expected to take at least a few days, with 75 potential jurors questioned each day through at least Thursday. A fourth company named in the lawsuit, Snapchat parent company Snap Inc., settled the case last week for an undisclosed sum.At the core of the case is a 19-year-old identified only by the initials “KGM,” whose case could determine how thousands of other, similar lawsuits against social media companies will play out. She and two other plaintiffs have been selected for bellwether trialsessentially test cases for both sides to see how their arguments play out before a jury and what damages, if any, may be awarded, said Clay Calvert, a nonresident senior fellow of technology policy studies at the American Enterprise Institute.KGM claims that her use of social media from an early age addicted her to the technology and exacerbated depression and suicidal thoughts. Importantly, the lawsuit claims that this was done through deliberate design choices made by companies that sought to make their platforms more addictive to children to boost profits. This argument, if successful, could sidestep the companies’ First Amendment shield and Section 230, which protects tech companies from liability for material posted on their platforms.“Borrowing heavily from the behavioral and neurobiological techniques used by slot machines and exploited by the cigarette industry, Defendants deliberately embedded in their products an array of design features aimed at maximizing youth engagement to drive advertising revenue,” the lawsuit says.Executives, including Meta CEO Mark Zuckerberg, are expected to testify at the trial, which will last six to eight weeks. Experts have drawn similarities to the Big Tobacco trials that led to a 1998 settlement requiring cigarette companies to pay billions in healthcare costs and restrict marketing targeting minors.“Plaintiffs are not merely the collateral damage of Defendants’ products,” the lawsuit says. “They are the direct victims of the intentional product design choices made by each Defendant. They are the intended targets of the harmful features that pushed them into self-destructive feedback loops.”The tech companies dispute the claims that their products deliberately harm children, citing a bevy of safeguards they have added over the years and arguing that they are not liable for content posted on their sites by third parties.“Recently, a number of lawsuits have attempted to place the blame for teen mental health struggles squarely on social media companies,” Meta said in a recent blog post. “But this oversimplifies a serious issue. Clinicians and researchers find that mental health is a deeply complex and multifaceted issue, and trends regarding teens’ well-being aren’t clear-cut or universal. Narrowing the challenges faced by teens to a single factor ignores the scientific research and the many stressors impacting young people today, like academic pressure, school safety, socio-economic challenges and substance abuse.”Meta, YouTube, and TikTok did not immediately respond to requests for comment Monday.The case will be the first in a slew of cases beginning this year that seek to hold social media companies responsible for harming children’s mental well-being. A federal bellwether trial beginning in June in Oakland, California, will be the first to represent school districts that have sued social media platforms over harms to children.In addition, more than 40 state attorneys general have filed lawsuits against Meta, claiming it is harming young people and contributing to the youth mental health crisis by deliberately designing features on Instagram and Facebook that addict children to its platforms. The majority of cases filed their lawsuits in federal court, but some sued in their respective states.TikTok also faces similar lawsuits in more than a dozen states.
Barbara Ortutay, AP Technology Writer
Americas most iconic shoe giant is starting 2026 by laying off workers. Nike has confirmed that it will lay off 775 employees in the United States. The move marks the third year in a row that Nike has cut jobs. Heres what you need to know about the latest Nike layoffs.
Whats happened?
On Monday, CNBC reported that shoe giant Nike would eliminate 775 jobs. The job cuts will primarily encompass positions at the companys distribution centers in Mississippi and Tennessee. Nike has warehouses in those states that act as major hubs in the companys supply chain. The distribution centers store the companys inventory before shipping the products out to customers and retail partners.
Nikes most recent round of job cuts is the third in as many years. In 2024, Nike announced it would cut 2% of its total workforce, or about 1,600 roles. Those cuts were made so the company could reduce expenses in response to weakening sales.
Then last year, Nike announced in August that it would cut about 1% of its corporate staff. Those cuts were part of a company realignment, Nike said at the time.
In May 2025, Nike had around 77,800 employees. Todays confirmed layoffs of 775 workers mean the latest job cuts equate to around 1% of its workforce.
Why is Nike cutting jobs?
When reached for comment, a Nike spokesperson told Fast Company that the job cuts were part of the steps the company was taking to strengthen and streamline our operations so we can move faster, operate with greater discipline, and better serve athletes and consumers.
As part of those steps, Nike said it’s sharpening our supply chain footprint, accelerating the use of advanced technologyand automation, and investing in the skills our teams need for the future.
The company said its actions to consolidate its footprint will primarily impact its U.S. distribution operations.
These actions are designed to reduce complexity, improve flexibility, and build a more responsive, resilient, responsible, and efficient operation and to support our path back to long-term, profitable growth, including contributing to improved EBIT (earnings before interest and taxes) margins over time, the spokesperson added.
Under former Nike CEO John Donahoe, the company moved away from wholesale partners in favor of direct selling, which necessitated a buildup of employees at its distribution centers. But ultimately, Nikes lackluster sales demand could not support the number of employees at the distribution centers. Nikes new CEO Elliott Hill has flipped its sales playbook, embracing wholesale partners again, and focusing on cutting costs to increase margins.
How has Nikes stock price reacted?
As of yesterdays closing price, Nike shares (NYSE: NKE) were trading at $64.99. In premarket trading this morning, shares are essentially flat.
In other words, investors so far seem to have shrugged off the fact that the layoffs will have an immediate impact on the companys finances or operations.
After reaching an all-time high of around $180 in 2021, Nikes share price has steadily declined, falling to as low as the $62 range in March of last year.
Over the past 12 months, Nikes share price has declined by more than 11%, and over the past five years, the stocks price has collapsed by more than 50%. Since the new year began, NKE shares have risen about 2%.
In todays experience economy, cultural capital is increasingly valuable, especially for cities seeking to differentiate themselves. Municipalities routinely invest in traditional industries, physical infrastructure, and innovation pipelines, but music is often siloed as entertainment. Music can function as an economic engine, a form of cultural connective tissue, and a powerful competitive differentiator.
The scale of the opportunity is significant. The music industry contributes more than $212 billion to the U.S. GDP and accounts for 2.5 million jobs nationwide. Cultural exports are not just symbolic; they shape global perception, attract investment, and support workforce retention. According to the Recording Academy, when an out-of-town visitor buys a concert ticket for $100, the local economy sees an additional $335 in related spending.
New models show that with the right civic support, music can and should be treated like any other high-impact export.
MUSIC AS A BRAND AND A BRIDGE
City-supported music touring programs are emerging as effective tools for both artist development and place branding. When artists tour, they become de facto cultural diplomats who carry a citys stories, aesthetics, and identity into new markets. As artists expand their reach, the citys cultural profile grows alongside them, creating a powerful feedback loop of visibility and credibility. This reframes the relationship between municipalities and creators. Rather than acting as passive supporters, cities become strategic amplifiers.
One of the things that we have found that operationalizes this approach is to provide financial support to musicians who promote the city while on tour. When our city launched its Music Ambassador Program (MAP), we learned through Memphiss MAP initiative that cash touring grants and facilitated media opportunities generate artist growth and a stronger global position as a music destination. The benefits are twofold: artists receive tangible career support, and the city gains authentic, artist-led storytelling.
A STRATEGY FROM THE TECH PLAYBOOK
The private sector, music companies, and recording studios are beginning to recognize the value of these partnership models closely mirror what the tech industry has been doing for years. When private sector, government, music companies, and recording studios collaborate, artists gain regional and national exposure with cities extending their cultural footprint. For example, weve teamed up with Universal Music Groups East Iris Studios in Nashville, the MidCity District and Apollo Coalition here in Huntsville to expand visibility for the artist and our community.
Partnerships like this mirror successful long-standing economic exchange programs in tech and business that also apply toward creative capital.
BEYOND VENUES: RETHINKING MUSIC INFRASTRUCTURE
Supporting music as an export requires more than building amphitheaters and creating performance spaces. It demands logistical support, funding mechanisms, professional pathways, and investment in the systems that allow artists to scale their careers. High-impact, cost-effective strategies include:
Stipends or grant programs for touring
Mentorship pipelines connecting local talent with established and influential industry professionals
Relationships, residencies, or cultural exchange programs with peer cities
Public-private partnerships that lower barriers to touring and cross-market visibility
The goal here is to reduce friction in talent mobility and help artists build sustainable, long-term careers that extend beyond local gigscareers that have a ripple effect on job creation, production, marketing, hospitality, and tourism across the broader music ecosystem.
PROMOTE ARTISTS WITH EQUITY AND AUTHENTICITY
Here in Huntsville, Alabama, we have seen great success with our music export programs and have also learned many important lessons along the way. These three lessons in particular are helpful to consider when building or expanding a program in your city.
1. Programs must be intentionally designed to avoid favoritism or the commodification of local culture for external approval. Exporting culture carries the risk of disproportionately favoring established artists unless equity is prioritized.
2. Authenticity matters. The most successful music export initiatives reflect the true dynamics, diversity, and texture of a citys creative communitynot a curated version of its scene.
3. Community engagement is essential. Listening sessions, grassroots input, and shared ownership are crucial components needed for ensuring music strategies are sustainable and scalable. Bringing the local community into the fold is critical to the long-term success of cultural exports.
THE FUTURE: CULTURE AS ECONOMIC INFRASTRUCTURE
As the boundaries between industry, culture, and identity continue to blur, cities that treat music as an exportnot just an amenitywill gain a measurable advantage.
Municipal governments and chambers of commerce have long focused on exporting products, ideas, and innovation. In an era where identity, experience, and narrative shape everything from tourism to talent recruitment, it is time to recognize music and the arts not simply as local assets but as exportable engines of economic growth.
Matt Mandrella is the music officer for the City of Huntsville, Alabama.
Before the age of technological distraction, we lived more in tune with our bodies. We spent more time outdoors where the sun regulated our circadian rhythms, which has been scientifically proven to reduce anxiety and depression. Without constant distraction, people sat in their boredom, which became drivers of artistic endeavors, creative ideas, and human connection.
But how many of us can remember the last time we were truly bored?Drove without music, or sat in a coffee shop simply looking out the window?
Today, our digital devices have optimized our lives to the point of exhaustion. In pursuit of a frictionless experience, technology has eradicated the natural pauses that once grounded us in our bodies and environments. Yet research shows that taking breaks throughout the day is critical for restoring energy, improving focus, and inspiring creativity.
THE MYTH ABOUT OPTIMIZATION
We currently subscribe to the myth that if everything is efficient and optimized, our lives will feel easy and pain-free. We can order just about anything with the press of a button, or access infinite entertainment to fill every idle moment. Machines clean our clothes, dishes, and soon, well be able to offload daily chores to household robots. At work, we can use AI to automate tedious tasks or avoid the sometimes painful stuckness of thinking. Everything around us is designed to feel effortless, yet somehow it feels anything but.
For decades, businesses have equated technological progress with the most optimized path. In many ways weve arrived, yet were more unhappy than ever. Since 2005, the depression and anxiety among young people has increased by 63%, due, in part, to greater levels of social media engagement, academic stress, and economic stress.
Most of us know this experience firsthand: We get lost in a social media or news feed, only to emerge an hour later, disembodied, losing the throughline of the initial query. Or we pick up a phone reflexively, even if theres nothing pressing to do or see.
Research shows that overuse of smartphones can make us more in touch with our screens and less in touch with our bodies. This has only been exacerbated as platforms have shifted away from user autonomy and toward extractive profit models. As journalist and coiner of the term enshittification, Cory Doctorow wrote in a story for Wired, Technological self-determination is at odds with the natural imperatives of tech businesses. They make more money when they take away our freedomour freedom to speak, to leave, to connect.
In response, a growing movement of young people has begun leaving social media platforms, even ditching their cell phones altogether. In a New York Times story featuring Luddite teens, one teen was quoted as saying, things instantly changed. I started using my brain. It made me observe myself as a person, after trading their smartphone for a flip phone. Their goal isnt for everyone to get a flip phone, but to inspire people to reflect on their relationships with technology.
DESIGN THAT GIVES USERS CONTROL
With AI embedded into our devices and digital platforms, the tension between user autonomy and technological progress is growing. Our tools are evolving to anticipate our habits and desires, often outside of cognitive awareness.
Now is our opportunity to step back and determine what we want technology to do for us, and what we want to do for ourselves. For designers, its about questioning how we might create products and experiences that restore control to the user over their time and attention. Only when we begin designing for moments of pause, can we begin to address our fundamental human needs.
In the same way handwriting can slow your thoughts, dumb phones force users to pause and contemplate their next moves and interactions. Light Phone and Mudita are examples of a design philosophy that give control back to the user. Instead of the typical smartphone that commodifies your attention, dumb phones are designed as a tool to be used, giving users the ability to customize the apps loaded onto the device. These phones are not for everyone. The experience is intentionally slow and far from seamless. The friction is a forcing mechanism for users to pause.
Like handwriting, resonant breathing has been proven to improve heart rate variability, a metric that can indicate wellbeing and mood. Devices intentionally designed with minimal features, like Ohm, help users slow down and reconnect to their bodys signals through breathwork.
On the creative side, publishing platforms like Substack and Inoreader allow users to choose who they read and subscribe to. These intentionally designed platforms allow users to build their own news feeds and maximize their time rather than being fed content based on algorithms.
FINAL THOUGHTS
We may have different aspirations for our relationships with technology, but we should all feel autonomous in choosing them. Questioning the never-ending optimization is the first step to determining what we want our collective future to look like.
For designers, its about not assuming the maximum, most feature-rich experience, but about distilling a product to its essential utility and allowing people to form their own relationship to it.
Designing for natural pauses allows us all to feel a little more present and in tune with our core needs, and how to address them. So perhaps the next wave of technology isnt about doing everything for us, but instead about giving us back the space to choose.
Dan Harden is the founder and CEO of Whipsaw.
There’s a lot of noise in the crypto space. Price swings rile up the internet, new jargony terms pop up constantly, and the hype and haters can turn people off before they begin. But if you’re curious about where crypto is actually headed, here’s what’s worth paying attention to in 2026.
Three key shifts are changing how everyday people interact with digital assets. None of them require you to have tech or financial expertise. And none of them require you to act right now.
Think of this as a look at the horizon, so you can make informed choices when you’re ready.
1. ADOPTION IS PICKING UP, EVEN IF YOU HAVEN’T NOTICED
At the beginning of 2025, our State of Crypto Holders Report found that one in five U.S. adults was using digital assets. And at the end of 2025, our Crypto Holiday Report found that nearly one in four had or were considering gifting crypto for the holidays, indicating that even more Americans had begun embracing digital assets.
Crypto is increasingly going mainstream, even when that story doesnt show up in headlines. More often, it seems like small, practical changes: a coffee shop adding crypto as a payment option, a payroll service letting employees receive wages in crypto, or an artist selling work directly on a blockchain instead of through a gallery.
Think about how mobile payments crept into everyday life. Nobody declared a “mobile wallet revolution.” It just became easier to tap your phone than dig for cash; eventually, we stopped noticing the change. Crypto is following a similar pattern. More people hold digital assets, more places accept them at the register, and the infrastructure to use it is simpler.
Imagine your niece, fresh out of college, getting a percentage of her paycheck deposited directly into a digital wallet. Shes not obsessing over charts or trading daily; she’s just letting it sit there, just as past generations might have put money into savings bonds and forgotten about it. That’s what quiet adoption looks like.
The tipping point might not feel dramatic when it arrives. It’ll feel normal. And that’s the point.
2. REAL-WORLD ASSETS ARE GOING DIGITAL
Here’s where crypto starts becoming an even bigger part of our everyday lives. Tokenization is a way to digitally represent ownership of physical assets like property, art, or commodities. Instead of needingor being ableto buy an entire house as an investment, you can own a fraction of it.
Say there’s a vacation home you’d love for an investment property, but its out of reach financially. With tokenization, you could buy just a slice of the place instead. You’d have a stake in the property and benefit if its value rises.
But dont think of it like owning a second home. You’re not getting the keys to stay there whenever you want; you’re getting a piece of the upside. The more pieces you own, the greater that upside, and the more power you have to make decisions about property management. This gives you some key benefits of property ownership without the headaches like dealing with maintenance calls or property taxes on your own.
Depending on how these opportunities are structured, different laws may apply. For example, securities laws may entitle you to receive certain legal disclosures before agreeing to anything. But for now, the point is about opportunity and access. A lot of people have been locked out of owning certain assets because the entry cost is too high. Tokenization chips away at that barrier, opening up opportunities to people who couldn’t participate before.
3. CRYPTO AND TRADITIONAL FINANCE ARE WORKING TOGETHER
For years, the narrative around crypto and traditional finance was adversarial. Digital assets were positioned as a replacement for banks, cutting out the middleman entirely.
But now, traditional financial institutions are starting to integrate crypto services into legacy systems, making things easier. If you want to dip your toes into digital assets but not abandon everything familiar, you don’t have to. Banks and crypto are figuring out how to work together, which means fewer either-or decisions for the rest of us.
It’s like when streaming services started working with cable providers instead of trying to replace them. The transition got smoother and more people got on board. The same thing is happening with crypto and finance. Regulatory clarity is improving, trust is building, and the walls between “traditional” and “digital” are thinning.
Picture your parents, who have banked at the same place for 30 years. They may not want to download a new app and figure out how it works on their own. But if their bank starts offering a simple way to hold crypto in an account they already trust, that changes things. They don’t have to learn a whole new system; they have a new option within one they already use.
For people newer to all this, that’s genuinely helpful. You can start exploring without overhauling how you manage your money or learn new platforms all at once.
WHAT DOES THIS MEAN FOR YOU?
Are you on the fence or curious about crypto but unsure of where to start? This might be the year to learn more. Not because of hype and FOMO, but because the tools are better, the education more accessible, and there are more ways in.
Crypto in 2026 is about quiet adoption, real-world assets going digital, and traditional finance finding common ground with digital assets. The tech isn’t going mainstream because of hype; it’s getting there through practical, unglamorous changes in how people actually use it.
Stu Alderoty is president of the National Cryptocurrency Association.
In 2008, we published the first listing on a bare-bones website called RunMyErrand.com: a single task, posted by someone who needed help, to be completed by an individual who had opted into making their time and abilities available. At the time, it was an untested idea, launched in the midst of the worst financial downturn in a generation, and there was no established language for what we were building. The term gig economy did not yet exist, and there was no widely accepted model for how a person in need might hire a stranger through a digital marketplace to complete a unit of work.
This was before Uber, Instacart, and Postmates, and before on-demand labor became a familiar part of daily life. Smartphones were still early in their evolution, and engineers like me were only beginning to understand how mobile computing, location data, and social connection might combine to enable an entirely new economic behavior. We believed we were building a simple errand marketplace, but quickly realized this heralded a broader transition toward making these transactions of time and labor widely accessible. What we did not yet realize was that we were participating in a broader societal shift that would fundamentally change how people thought about work, income, and employment.
Looking back, it is now clear that this period marked the beginning of a structural transformation in the labor market. Platforms like TaskRabbit helped make flexible, on-demand work visible, available, and scalable, while also enabling new ways for individuals to participate in the economy outside of traditional full-time employment. Over time, these models contributed to the rise of portfolio careers and multiple income streams, blurring the boundary between salaried work and independent labor in ways that have since become normalized.
A New Inflection Point for Work
We are now standing at another inflection point, but the nature of this shift is different. While the gig economy reshaped how work is distributed and compensated, AI is reshaping what kind of work is valued in the first place.
For decades, jobs have been defined by discrete, specialized skills. Writing, coding, financial analysis, forecasting, and operational planning formed the foundation of most knowledge work, and expertise in these domains served as a proxy for value. Credentials, degrees, and job descriptions reinforced the idea that professional worth was tied to the ability to execute specific tasks accurately and efficiently.
AI disrupts this model at a fundamental level. Many of the activities that once signaled expertise are rapidly becoming baseline capabilities, available to anyone with access to the same tools. Writing, coding, and analysis can now be generated, refined, and scaled with unprecedented speed, flattening the value of execution itself.
Historically, technological change has displaced physical or repetitive labor, often eliminating some jobs while creating others. What distinguishes this moment is that AI does not merely automate tasks at the edges of knowledge work; it challenges the central premise that skills alone are a measurable advantage and worthwhile barometer for potential success.
From Skills to Creativity
As execution becomes commoditized, the next era of work will reward what these systems cannot replicate. Creativity, interpretation, and cross-disciplinary imagination are becoming increasingly valuable because they shape how judgement is made, not just how efficiently tasks are completed.
What matters now is not simply the ability to produce outputs, but the ability to frame problems, apply taste and novel ideas, and connect the dots across domains. Taste and interpretation take on new economic significance, along with making sense of complexity and possible decisions amid overwhelming choice.
As an investor, I have observed that many of the strongest founders operating today do not fit neatly into traditional categories of specialization. They tend to be hybrids who combine technical fluency with creative or human-centered disciplines, allowing them to reframe problems in ways that are difficult to replicate. These individuals are able to step outside established assumptions and articulate solutions that feel both novel and coherent.
My own background reflects this hybrid approach. I studied math and computer science, but I also minored in dance, and I attended a small liberal arts college that emphasized interdisciplinary thinking and communication across domains. At the time, this path did not resemble the conventional trajectory of an engineer, but it proved formative in shaping how I approached building a company during a period of severe constraint and uncertainty.
Constraint as a Creative Advantage
TaskRabbit was built between 2008 and 2010, when venture capital was scarce and consumer trust was fragile. Operating under these conditions forced clarity about priorities and sharpened our focus on what truly mattered. While the technological landscape has changed dramatically since then, the underlying lesson remains relevant. Constraint can be a powerful catalyst for creativity, particularly in an environment where new tools make it tempting to pursue too many directions at once.
Today, AI enables teams to experiment rapidly and produce a wide range of outputs with minimal friction. That abundance can be useful, but it can also dilute focus. Many organizations struggle not because they lack ideas or capabilities, but because they attempt to do too much at once. In contrast, the leaders most likely to succeed in this era will be those who can identify the few connections that matter and build with intention rather than breadth.
Five Principles for the AI Era
If I were starting over today, I would focus less on mastering skills and tools, and more on cultivating the capabilities for applied creativity:
Study outside your lane. Perspective is built by crossing disciplines, not by staying within them. Insight often emerges from unexpected combinations rather than deeper specialization alone.
Develop taste. AI can generate infinite viable options. The ability to discern what is meaningful, coherent, or worth pursuing is increasingly rare and increasingly valuable.
Learn to ask better questions. The framing of a problem now matters more than the speed at which an answer can be produced. Clear questions shape better outcomes.
Build with what you have. Constraint forces focus and intention. Limited resources can sharpen creativity rather than hinder it.
Seek friction, not agreement. AI is excellent at reinforcing existing perspectives. Innovation more often emerges from challenge, disagreement, and productive tension.
The Shape of Work Ahead
Over time, these shifts will reshape how organizations hire and evaluate talent. Credentials will matter less than originalty, and linear career paths will give way to bodies of work that demonstrate creative judgment and independent thinking. Side projects, essays, experiments, and unconventional experiences previously left off of résumés will increasingly signal potential for creative thinking.
In moments of profound technological change, there is rarely a clear playbook. There is, however, a pattern. The individuals and organizations that thrive are not those who optimize for efficiency alone, but those who are willing to break precedent, integrate diverse perspectives, and imagine new frameworks for value creation. In a world where everyone has access to artificial intelligence, creativity is no longer peripheral to work. It is becoming the primary currency through which work is defined and rewarded.
