Your first 90 days as an executive set the tone for your reputation, relationships, and results. During this period, the board, C-suite, and peers are silently asking themselves, Did we make the right choice?
Harvard Business School research on the first 90 hours shows that the earliest actions you take (or fail to take) quickly shape the narrative others tell about your leadership. McKinsey calls leadership transitions one of the most important, and under-supported, events in businessyet nearly half are viewed as disappointments or outright failures within two years. And the pressure is mounting: Korn Ferry finds the average C-suite tenure (excluding that of the CEO) has declined to just 3.5 to 4.7 years, leaving leaders with little margin for error. From day one, youre expected to prove you belong and deliver impact.
When Tyler became chief growth officer at a global adtech company, he walked into a high-stakes environment. He faced slowing client renewals, new privacy regulations, and friction between product, sales, and data science teams. The pressure to deliver was immediate. McKinsey research shows that nearly 70% of CEOs replace members of their top team within two years, a reminder that leaders are often judged quickly on their ability to deliver. Tyler knew the clock was ticking.
Through our work advising dozens of companies facing similar situations, weve seen what works. Kathryn Landis, as an executive coach and keynote speaker, and Jenny Fernandez, as an executive advisor and learning & development expert, have supported senior leaders with their onboarding process using five key strategies to maximize their first 90 days.
1. Prepare Before You Start
The strongest executives dont wait for day one; they use the pre-start period as a strategic runway. Companies that support this transition are nine times more likely to achieve their performance goals.
Tyler spent his pre-start phase building a foundation. He met with regional sales leads, the head of product, and key clients to understand strengths and friction points. He reviewed campaign performance dashboards with the data science team and came armed with pointed questions about churn, market share, and competitive positioning. By the time he stepped into the role, he wasnt starting cold. He had already mapped key relationships, identified three high-impact priorities, and knew exactly how he wanted to introduce himself to the organization.
Pro tip: Smart prep before day one can save you months later. Prioritize conversations that give you both insight and allies.
2. Set the Strategic Tone With Your First Moves
Your first public moments as an executive leader arent introductionstheyre signals. Unlike other leadership levels, your opening moves are amplified across multiple audiences at once: The board scrutinizes your strategic judgment, employees look for clarity and confidence, and analysts and clients assess whether you can inspire trust in the companys direction. These moments set the narrative for your tenure.
At his first town hall, Tyler didnt sidestep the hard realities. He addressed the impact of new privacy regulations on revenue head-on, signaling transparency and urgency. He also previewed his first 90 days using a 30-60-90 framework: the first month for accelerated learning and relationship building, the second for delivering early wins and building alignment, and the third for locking in systems and scaling results. Framing his approach this way showed discipline in pacing and sequencing while making his priorities visible to both employees and the board.
Pro tip: Own the room early. Acknowledge the tough truths, share your priorities, and invite people into the solution.
3. Decode Power Dynamics and Close Capabilities Gaps
At the C-suite level, its not enough to read the org chart; you need to know where influence and execution risk truly reside. Unlike mid-level leaders who can focus narrowly on their own teams, executives must see across silos, uncover hidden influencers, and quickly spot the gaps that could stall strategy.
In his first month, Tyler identified a mid-level account strategist whose quiet influence made her the go-to fixer for client reporting issues and brought her into planning discussions. He also uncovered a critical capability gap: Sales lacked confidence in pitching AI-based targeting tools. Within weeks, he launched targeted training sessions to close it. At the enterprise level, he partnered with the COO to address misalignment between product and sales, formalizing decision rights to accelerate release timelines.
Pro Tip: Dont just look at titles. Find the people who can move mountains and align them with your agenda.
4. Turn Early Wins into Enterprise Momentum
Early wins at this level arent about checking a box. They are proof you can turn strategy into results at scale. This allows you to earn the political capital needed for bolder moves.
Tyler understood this dynamic. He wanted to show visible progress on the most frustrating roadblock to both the board and the front line: the broken client renewal process. Partnering with a cross-functional task force, he streamlined approvals, standardized templates, and introduced a dashboard to track processes. Within 90 days, he cut renewal turnaround time by 15%. The win was easy to measure, easy to explain, and directly tied to revenue.
Checklist: Identifying wins that matter
Stakeholder priority: Will the CEO, board, or frontline leaders see it as a top concern?
Business derailer: Is it blocking growth, execution, or customer outcomes?
Strategic impact: Will it deliver visible financial results or straegic results and energize teams?
Enterprise scale: Does it cut across multiple teams/functions and create repeatable value?
Measurable visibility: Can progress be tracked, communicated, and celebrated easily?
Pro tip: Target wins that are visible, scalable, and strategically relevant. If it checks at least one box, its worth pursuing.
5. Establish Your Operating Rhythm
Your operating rhythm is a visible signal of how you lead. It sets the tempo for the entire enterprise and cascades into decision-making, collaboration, and accountability. The way you structure updates, resolve issues, and enforce consistency becomes the culture.
Tyler was intentional about how decisions, updates, and problem-solving would happen. He replaced sprawling weekly status meetings with 15-minute daily stand-ups for his leadership team. In addition, he launched a quarterly anonymous pulse survey to spot issues early, introduced a live dashboard to track campaign performance, and clarified cross-functional ownership with a responsible, accountable, consulted, and informed (RACI) chart. Most importantly, Tyler modeled consistency, showing up to every Monday sync on time, prepared, and focused. That reliability sent a clear message that discipline wasnt a preference; it was a leadership expectation.
Pro tip: Your rhythm is your reputation. Protect it and make it contagious.
Tylers success wasnt about a single bold move. It was about stacking deliberate actions that built trust, delivered results, and established a culture of focus and follow-through.
In todays volatile C-suite environment, where tenure is shrinking and expectations are immediate, your first 90 days are more than an onboarding period. They are your launchpad. Lead with intention from day one, and you wont just survive those first three months; you will define the trajectory of your tenure.
Florida plans to become the first state in the country to eliminate all vaccine mandates, including for schoolchildren, state Surgeon General Joseph Ladapo, announced on Wednesday.
The Florida Department of Health, in partnership with the governor, is going to be working to end all vaccine mandates in Florida lawall of them. All of them. Every last one of them, Ladapo said during a news conference alongside Republican Gov. Ron DeSantis. The state’s surgeon general added that Florida has maybe half a dozen shots mandated currently.
The mandates, which have been in effect for decades, have been a bedrock of the United States’ public health policy aimed at curbing the spread of disease nationwide, The Associated Press noted. Both physician and public health groups have promoted the safety and efficacy of vaccines, especially among schoolchildren.
People have a right to make their own decisions, informed decisions, Ladapo, a vaccine critic, said.
The rollback could lead to fewer children getting immunized against diseases like polio and measles.
The Trump administration’s changing policies on vaccines under Health and Human Services Secretary Robert F. Kennedy Jr. have brought on more debate about whether parents should opt out of the shots as the school year begins. In Florida, the number of kindergartners with nonmedical vaccine exemptions rose this year, as it has nationwide, coinciding with the worst measles outbreak in 30 years.
News that Florida would be ending its vaccine policy drew a strong reaction in some corners of social media, with some people saying they would not be visiting Florida as a result. “After 35 years of many trips to Florida, this is the last straw,” Figgy wrote in the comments section of The New York Times. “We’re selling off our property rather than be subjected to all the disease-infected residents that have elected these political hacks that don’t give a fig about their own people, let alone the tourism industry that supports their state.”
In related news, the Food and Drug Administration (FDA) is now questioning whether it’s safe to get multiple respiratory vaccines at oncefor example, the flu, coronavirus, and other RSV shotssignaling a possible reversal of long-standing federal guidance, The Washington Post reported. Vinay Prasad, the FDA’s top vaccine official, said the agency is now unsure about the safety of that practice.
Employees at tech giant Oracle are facing down a fresh round of layoffs this month, the latest bad news out of an industry thats either booming or brutal, depending on whom you ask.
The company has yet to publicly confirm the new cuts to its workforce, but state data shows that Oracle is reducing its Seattle-area workforce by 101 employees. The layoffs were filed with Washington state on September 2 and will go into effect by November 3.
While state filings only reflect Seattle area jobs lost for now, Oracle employees in other states shared news of their jobs being cut on LinkedIn. In some instances, newly laid-off employees worked for the company for 20 years, so the round of reductions may not solely have impacted more recent hires.
Oracle workers based in Kansas, Massachusetts, and Texas were among those who said their positions were eliminated as part of a workforce reduction. On anonymous message boards, some Oracle employees reported seeing the companys general Slack channel drop by around 3,500 members in the last 24 hours, but no official numbers have yet confirmed the scope of the latest round of layoffs.
Some states make layoff data public through a kind of law known as a mini-WARN Act, which stands for Worker Adjustment and Retraining Notification. The laws are designed to provide workers with advance notice of mass layoffs and often collect that information into state databases. California also operates a WARN database, but it did not include new Oracle layoffs at the time of writing. Fast Company reached out to Oracle to confirm the layoffs but has not received a response from the company.
Multiple rounds of layoffs
Oracle also cut jobs last month. In mid-August, the company notified the state that it planned to eliminate 289 positions in the Bay Area across its offices in Pleasanton, Redwood City, and Santa Clara. In the same flurry of layoffs, Oracle planned to reduce its workforce by 161 positions in the Seattle area, where the company employs around 4,000 workers. The company has been conspicuously reducing its office footprint in Seattle over the last year.
Oracles employees are facing uncertainty as their employer trims its massive workforce, but the company itself is having a banner year. The enterprise hardware and software provider notched its best week since 2001 over the summer, with shares peaking at a record high above $250 last month.
In its June earnings call, Oracle chairman Larry Ellison marveled at spiking demand for the companys products. Even as it pours billions into cloud and AI infrastructure, Oracle is apparently still scrambling to keep pace with its happy customers.
The demand is astronomical, Ellison said. But we have to do this methodically. The reason demand continues to outstrip supply is that we can only build these data centers, build these computers, so fast.
President Donald Trump’s administration is reconsidering federal approval of Avangrid’s planned New England Wind project off the coast of Massachusetts, according to a court filing on Wednesday.
The legal maneuver is the latest move by U.S. authorities to stymie development of offshore wind energy, which Trump has called ugly, expensive, and unreliable. Last week, the administration also said it was reconsidering approval of SouthCoast Wind, another planned Massachusetts project.
Attorneys for the Department of Justice said they would move by October 10 to vacate the U.S. Bureau of Ocean Energy Management’s approval of the New England Wind construction and operations plan.
The filing came in a lawsuit brought earlier this year in U.S. District Court for the District of Columbia by local groups and individuals opposed to offshore wind development. The suit alleges the government violated federal environmental laws by approving the project.
Avangrid, which is owned by Spanish power company Iberdrola, declined to comment.
New England Wind was approved by former President Joe Biden’s administration in 2024. The project, once built, was expected to be able to produce enough electricity to power 900,000 homes.
Representatives for ACK for Whales, the lead plaintiff in the lawsuit, could not immediately be reached for comment.
By Nichola Groom and Laila Kearney, Reuters
U.S. consumers, particularly Gen Z, are likely to spend significantly less on the holidays this year, according to a new PricewaterhouseCoopers survey.
For PwC’s 2025 Holiday Outlook, the consulting firm polled about 4,000 consumers nationwide between June and July, and found shoppers expect to spend 5.3% less than in 2024, or about $1,552 per person. It’s the first notable drop since 2020when average spending fell 7.6%, to $1,187.
That’s not all. Some 84% of Americans expect to cut back over the next six months, particularly when it comes to eating out (52%), clothes (36%), and big-ticket items (32%)as a result of rising prices and tariffs (especially on electronics, apparel, toys, food, and household staples)and the overall high cost of living. More than half of those surveyed said increased prices will likely affect what they decide to purchase, making value a defining theme of the 2025 holiday season.
Gift spending is expected to take the biggest hit, down 11% to an average of $721, from $814 in 2024while people continue to spend on travel and entertainment, at an increase of 1%.
Gen Z holiday spending expected to drop sharply
PwC expects the sharpest decline in shopping to come from Gen Zers, who say they expect to reduce their holiday spending by a whopping 23%, leaving retailers to compete over fewer dollars.
However, the good news for retailers is that millennials, Gen Xers, and baby boomers are expected to spend about the same as last year, possibly slightly more.
What shoppers are looking for this holiday season
More than a good deal, consumers are seeking value and brands they feel “get” them this holiday season.
As with all forecasts, it’s worth noting this survey took place in June and July, during a period of high uncertainty over tariffs, and that purchasing behavior could always change between now and December, along with the economic climate and outlook.
Wall Street is steadying on Wednesday as Alphabet and other technology stocks rise.
The S&P 500 added 0.3% and was on track to break its two-day losing streak since setting its latest all-time high. The Dow Jones Industrial Average was down 179 points, or 0.4%, as of 12:32 p.m. ET, and the Nasdaq composite was 0.9% higher.
Googles parent company was one of the strongest forces lifting the market and climbed 8.7% after avoiding some of the worst-case scenarios in its antitrust case. A federal judge on Tuesday ordered a shake-up of Googles search engine but did not force a sale of its Chrome browser.
Because Alphabet is one of Wall Streets most valuable companies, its stock movements carry more weight on the S&P 500 and other indexes than the typical companys.
Also helping to steady Wall Street was a calming bond market. A day earlier, rising yields for government bonds around the world raised the pressure on the stock market. Yields climbed on worries about governments abilities to repay their growing mountains of debt, as well as concerns that President Donald Trumps pressure on the Federal Reserve to cut short-term interest rates could lead to higher inflation in the long term.
Such worries have pushed investors to demand higher yields in order to lend money to governments worldwide. And when bonds are paying more in interest, investors are less likely to pay high prices for stocks, which are riskier investments.
On Wednesday, Treasury yields retreated following the latest report on the U.S. job market coming in weaker than expected. The 10-year Treasury yield fell to 4.21%, from 4.28% late Tuesday, for example.
The report showed that U.S. employers were advertising 7.2 million job openings at the end of July, fewer than economists had forecast. The number bolsters the growing sense on Wall Street that the job market may be ossifying into a low-hire, low-fire state.
A weakened job market could push the Federal Reserve to cut its main interest rate for the first time this year at its next meeting, which is scheduled for later this month. Thats the widespread expectation among traders.
Lower interest rates could give the job market and overall economy a boost, along with prices for investments. The downside is that they can also push inflation higher when Trump’s tariffs may be set to raise prices for all kinds of imports.
Trading on Wall Street was mixed outside of tech stocks, which benefited from the Alphabet ruling. Apple rose 3% after analysts highlighted how the ruling will still allow it to sign lucrative search deals with Google.
This is a relief, an outcome that is much better than feared for Google and for Apple,” according to Chris Marangi, co-chief investment officer of value at Gabelli Funds.
Macys jumped 17.1% for one of the markets bigger gains after the retailer reported stronger profit and revenue for the latest quarter than analysts expected. The owner of Bloomingdales delivered the best growth in an important measure of sales in three years, and it also raised its forecasts for sales and profit this fiscal year.
American Bitcoin, a bitcoin treasury and mining company linked to the Trump family, shot up 28.1% in its first day of trading on the Nasdaq after completing a merger with Gryphon Digital Mining. Movements for its stock were so frenetic that trading was halted several times in the day’s first hour, and it more than doubled at one point.
Campbell’s rose 4.9% after the company behind the Goldfish and V8 brands reported a stronger profit for the latest quarter than analysts expected. It also said, though, that customers are continuing to be increasingly deliberate and that tariffs may help drag its overall earnings lower in its upcoming fiscal year.
On the losing end of Wall Street was Dollar Tree, even though the retailer reported better profit for the latest quarter than analysts expected. A chunk of its stronger-than-expected performance came because of the timing of tariffs, which could drag down its results in the current quarter.
Analysts also said expectations were high for the value retailer coming into its report. Its stock fell 7.1%, slicing into its gain for the year that came into the day at a stellar 48.6%.
In stock markets abroad, European indexes ticked higher following a weaker finish across much of Asia.
Japans Nikkei 225 fell 0.9% amid uncertainty about the political future of Japanese Prime Minister Shigeru Ishiba.
By Stan Choe, AP business writer
AP Business Writer Yuri Kageyama contributed.
Macy’s raised its expectations for the year and reported the first increase in same-store sales since 2022 after the department store chain intensified its focus on modernizing stores and improving the customer experience.
Comparable-store sales are considered a good barometer of a retailer’s health and, for the last three years, they had been been a reminder that the storied department store chain had a long way to go.
Macy’s reported an 0.8% increase in comparable sales. Industry analysts, who had expected a 0.5% decrease, were caught off guard by the swing and the company’s shares rocketed 19% higher Wednesday. They remain negative for the year, however.
The reversal in comparable-store sales underscored how Macy’s campaign to improve customer experience and the merchandise on its shelves has enticed shoppers to buy even as Americans as a whole grow more cautious about spending as President Donald Trump’s trade war raises economic anxiety.
Macys is grappling with an uncertain economic backdrop and higher costs, particularly because of the tariffs, and said Wednesday that it even though customers have proven resilient, they remain choosy about what they are buying, and executives are usure how tariffs will affect spending for the remainder of the year.
We’re celebrating the second quarter but were being prudent in our guidance for the third quarter and the remainder of the year because we want to see how the tariff environment plays out in totality, Macy’s CEO Tony Spring told investors during a conference call on Wednesday.
The company said in May that it was diversifying the origin of its imports and pulling items when the math doesnt work.
Spring told analysts that the company is trying to take a surgical approach” when it comes to price increases. The department store has already raised some prices, though Spring did not specify where. He noted in some cases, it has had to cut back on orders on items where it raised prices.
We’ve tried to be really thoughtful about what categories can bear the cost and the increases and where weve had to negotiate a little bit harder, he said.
Spring said the approach by Macy’s, which also owns upscale Bloomingdales and the cosmetic chain Bluemercury, of running different chains that cater to different types of shoppers, has been an advantage. The company is not as reliant on one product category or one consumer sector, he said.
Roughly 50% of customers at the Macy’s has a household income of over $100,000, and for Bloomingdale’s and Bluemercury, there’s a larger percentage of shoppers with household incomes over $150,000, Spring told The Associated Press on Wednesday. But he said while the lower income segment spent less, the difference wasn’t sizeable.
And tariffs may affect prices broadly.
About 20% of the department store’s products came from China at the end of its last fiscal year, according to Macy’s. Private brands sourced approximately 27% from China, down from 32% last year.
Macy’s reported net income of $87 million, or 31 cents per share, for the quarter ended Aug. 2. That compares with $150 million, or 53 cents per share, in the year-ago period. Adjusted earnings were 41 cents a share, well above the 19 cents per share estimated by FactSet.
Sales fell to $4.99 billion from $5.09 billion in the year-ago period. Analysts expected $4.7 billion, according to FactSet.
Including its licensed businesses, comparable sales rose 1.9% for all of its stores including its licensed businesses.
The retailer has closed unprofitable stores while investing heavily in modernizing Macy’s locations, and that appears to be working. Macys first 125 revamped stores achieved comparable sales growth of 1.4%, surpassing the 1.2% gain for all Macy’s locations.
The company has been adding more customer service in the fitting areas as well as the shoe department. It’s also been trying to differentiate its luxury business from its rivals by adding exclusive merchandise
For the year, Macy’s raised its earnings per share forecast to a range of $1.70 to $2.05, up from $1.60 to $2.
Macy’s also expects sales between $21.15 billion and $21.45 billion in 2025, up from $21 billion to $21.4 billion.
Wall Street has been projection per-share earnings of $1.79 on sales of $21.18 billion for the year, according to FactSet.
By Anne D’Innocenzio, AP retail writer
C-SPAN said Wednesday that it had reached a deal to have its three channels air on YouTube TV and Hulu’s live television feed, ending a dispute that had led to a revenue squeeze for the public affairs network in the cord-cutting era.
The network said the streaming services would pay the same fee as cable and satellite companies, roughly 87 cents a year per subscriber, and that C-SPAN would continue its no-advertising policy on television.
Congress involved itself in the issue, passing a resolution this spring calling on the services’ parent companies Alphabet for YouTube and Disney for Hulu to add C-SPAN to their programming mix. Because congressional sessions and hearings represent a big portion of C-SPAN’s programming, the politicians faced diminished airtime without a deal.
At its peak a decade ago, C-SPAN was seen in some 100 million homes with television. The number of homes paying for TV has since dropped to some 70 million, with roughly 20 million of those consumers now getting television through services like YouTube and Hulu, and they weren’t showing C-SPAN.
C-SPAN said its revenues had dropped from nearly $64 million in 2019 to $45.4 million in 2023.
We are proud that this agreement will give millions more Americans access to our unfiltered coverage of the nation’s political process, said Sam Feist, C-SPAN’s CEO.
David Bauder, AP media writer
Macy’s is coming up for air, topping earnings estimates and delivering the best comparable sales jump in 12 consecutive quarters.
With $4.8 billion in net sales, the retail company exceeded the company’s guidance, raising its full-year financial guidance after cutting it earlier this year, the company announced in its second quarter earnings report.
In addition to is namesake brand, Bloomingdale’s and Bluemercury, both owned by Macy’s, also saw comparable sales growth for a 4th and 18th consecutive quarter respectively.
Our performance highlights the advantages of being a multi-brand, multi-category, omni-channel retailer,” Macy’s Inc. chairman and CEO Tony Spring said of the report.
Macy’s sales announcement is already well received among investors, with the company’s shares seeing a 13% uptick in premarket trading, and is still up by 17.% at the time of publishing.
Macy’s ‘Bold New Chapter’ is working
Facing years of slipping sales, Macys rolled out a turnaround blueprint last February designed to steady the retailer by focusing on store closures and modernizing existing operations.
The turnover plan included the announced closure of 150 “unproductive” Macy’s locations, and the expansion of the Bloomingdale’s and Bluemercury brands through 45 new locations, both to be completed through 2026. Since the announcement, Macy’s has already shut down 64 stores.
Our teams achieved better than expected top- and bottom-line results during the second quarter, driven by our strongest comparable sales growth in 12 quarters, reflecting the strong performance in Macys Reimagine 125 locations, Bloomingdales and Bluemercury, Spring said.
The company’s raised guidance is betting on the Bold New Chapter initiative to “continue to gain traction” as it has already benefitted the retailer.
“The substantive, enterprise-wide improvements across our business, with a strong focus on customer experience, give us further confidence that our Bold New Chapter initiatives can drive sustainable, long-term profitable growth, Spring added.
Not out of the woods yet
While the $4.3-billion company appears to be coming up for air, the hard economic landscape is still on the horizon.
With tariff fears still looming and an uncertain economy, buyers are expected to be more weary this holiday season, with Macy’s expecting to see a negative impact in its fourth quarter.
Still, the company stated it “is confident that its strong financial position, diverse brand and category offerings, and range from off-price to luxury provide flexibility to adapt to the evolving environment.”
Google dodged a bullet Tuesday when a federal judge ruled the company does not need to sell off the Chrome browser or Android as part of the landmark antitrust case against it. While Google faces penalties meant to boost competition, it avoided the most severe outcomeand that reprieve is giving hope to other Big Tech players.
Google is the only tech giant with a judgment so far, but the Federal Trade Commission (FTC) still has cases pending against others. Meta went on trial earlier this year in a case that could force it to divest Instagram and WhatsApp. (The judge is weighing that decision now.) The suit, which was filed in 2020, alleges Meta overpaid for the two apps to preserve its dominance in social networking.
Amazon, meanwhile, is set to face trial in October 2026 for the FTC’s antitrust suit. And Apple isnt in the clear either: the Justice Department and 16 state and district attorneys general sued the company last March, accusing it of monopolizing the smartphone market.
The Google penalty should give allow all of those companies to take a collective breath, as Judge Amit Mehta accepted in full Googles proposed remedies, only tacking on a few modifications, while largely ignoring the governments suggestions. In fact, Mehta called the proposal to divest Chrome or Android an overreach on the part of the government.
As part of his 226-page decision, Mehta wrote the rise of generative AI has changed the course of this case, acknowledging that services like ChatGPT have upended the tech world.
That line could be key in upcoming antitrust cases. If the case seems to be leaning against Big Tech, invoking AI and changing market conditions could be the corporate equivalent of a get out of jail free card.
Amazon, for example, could argue AI shopping agents drive consumers to the lowest prices, boosting competition. It also doesn’t hurt that Amazon’s competitors are showing gains: Walmarts online sales jumped 22% last year and rose again in the second quarter, while Shein, Temu, and TikTok Shop are also chipping away at market share.
Meta, which is in the process of increasing its emphasis on AI, could make a similar argument. The company argues that todays social media looks very different than it did when it acquired rivals. Its recent addition of a friends-only tab on Facebooka way to restore a clean feed from people you actually knowreflects how much the industry has changed.
Still, some experts worry regulators are missing the bigger picture. By focusing narrowly on search or social dominance, they risk overlooking broader forms of platform power.
My concern with the Justice Department is do they know how to measure the power of these platforms beyond as a service? I dont think so, Ram Chellappa, Professor of Information Systems & Operations Management at Emory Universitys Goizueta Business School told Fast Company.
After all, this week’s precedent aside, the AI argument does seem to have some holes. Google remains the clear leader in search, despite advances from AI companies. Amazon still controls just under 40 percent of the U.S. ecommerce market and has a vast network of third-party sellers. And Meta remains a social media giant.
