In early 2023, a couple of months after ChatGPT launched and became the fastest-growing consumer application in history, I remember feeling both excited but also a bit overwhelmed by the rapid pace of AI. The barrage of news, product launches, and innovative use cases was relentless.
We held an executive meeting at that time and decided to immediately reassign additional teams from other long-planned initiatives to double down on AI. We saw an opportunity to deliver even more value to our customers.
My experience is not unique. Across the board, leaders have been aggressively implementing AI to improve productivity, lower costs, and improve communicationbut the results have been disappointing to date for many organizations. Only 34% of organizations say their AI projects have returned a positive ROI for most or all initiatives, according to Lucids AI readiness survey.
Unlocking the tremendous value AI offers isnt a technology problem. Its an operational one. Leaders need to be more intentional about their workflows and practices to realize AIs vast potential.
OPERATIONS ARE DRAGGING AI INITIATIVES DOWN
In the race to keep pace with AI, businesses are moving quickly. But their emphasis on speed comes at a cost. About 61% of knowledge workers said in the survey that their firms AI strategy is only somewhat to not at all well aligned with operational capabilities. Most are glossing over foundational steps today that jeopardize their chances for success tomorrow.
One notable example is documenting company processes and knowledge, a critical input for AI initiatives. The survey found that most organizations lack process documentation for their AI initiatives. Only 16% of survey respondents replied that their workflows are extremely well documented. The top obstacle to documenting knowledge at scale is a lack of time, according to 41% of respondents. Before implementing AI, leaders should ensure their teams understand the importance of documenting processes so that they always make time for it. Teams cant harness AI to its fullest without well-documented, clearly structured processes. If an organization is already well into its implementation but didnt prioritize this upfront, its never too late to course-correct. Its actually critical to do so.
The next top barrier to knowledge documentation is the lack of tools (30%). Recently, I met with a Fortune 500 executive whose company is mandating AI to drive significant efficiency and productivity gains, yet relying on a legacy tool to collaborate that was never built for teams and centered on the individual user.
If companies want AI to be adopted across the enterprise, they need a common space for brainstorming, decision making, planning, and collaborative documentation. Even with all of AIs transformative capabilities, the fundamentals of successfully integrating technology into a workplace still apply. Companies need the right tools that enable better collaboration and help them document current processes and best practices easily.
FRICTION AROUND COLLABORATION LIMITS AIS IMPACT
A while back, our executive team tackled a strategic challenge together. A product leader used AI to generate an impressive preparatory memo in a short timeframe, summarizing the challenge, benchmarking solutions, and offering recommendations.
But the AI-generated memo was the starting point, not the end. We still needed to debate nuances specific to Lucid’s context, prioritize actions and assign ownership, and document takeaways and define next steps.
Even with the amount of work that can be accelerated and automated with AI, collaboration is still critical. The survey found 23% of respondents say collaboration is often or always the bottleneck in complex work. Implementing AI is a major undertaking. Only by consistently engaging key stakeholders for in-depth discussions, clarifying decisions, and ensuring shared understanding can these bold initiatives succeed.
THE NEW COMPETITIVE EDGE IN AI
The success of a company’s AI strategy is only as strong as its execution, and a large perception gap proves this. The survey found that 61% of C-suite executives feel their AI approach is well considered, but a much smaller percentage of managers (49%) and entry-level employees (36%) agree.
Closing this gap requires more than just a good plan; it requires operational readiness. Organizations must build stronger processes, improve documentation, and foster better collaboration to successfully implement AI. Harnessing the power of this revolutionary technology requires a level of rigor most organizations have yet to demonstrate. The new competitive advantage for AI adoption lies in the operational systems behind it.
Dave Grow is CEO of Lucid Software.
One thing I genuinely love about my job is mentoring young professionals who are just getting started in their careers. Gaining a foothold in the tech industry is tough, especially in the AI age. And todays new generation of employees are asking compelling questions: How do I focus in complex environments? How do I create a competitive advantage? What happens if I fail?
I recently found myself asking similar questionsabout my golf gameto one of the worlds top golfers, Padraig Harrington. It was humbling to be on the other side of the fence, getting insights from a global legend that not only improved my swing, but helped me better coach the next generation of tech employees.
Here are four highlights.
Commit to a strategy.
Pressures on. Its time to step up and take a swing. But then you second-guess your approach. Do you have the right strategy? Should you try something new? Padraig says that changing your strategy at the last minute could ruin your shot; you need to have a plan and stick to it. Your key goal on the golf course, he says, is to not change your mind over the ball.
This might seem counter to advice you would typically give young professionals. At SAS we talk a lot about staying flexible and agile amid changing market conditions. But while flexibility has its place, so does confidence and consistency. Once you lock in during the moments that matter most, youll get the job done the way you intended, instead of panicking under pressure.
Seek metrics that no one else measures.
This one really resonated with me, because in data and AI its tempting to default to metrics that are easy to capture: latency, throughput, conversions. But Padraig also zeros in on his own personal performance indicators that are slightly outside the norm, like how often his first putt is taken from inside the eight-foot marknot because it looks good on paper, but because it increases his chances of converting birdies or rescuing par.
As a data and AI organization that helps customers stay ahead of the game, this insight is incredibly useful. We will always track the necessary metrics, but we can also dig deeper to find that extra edge. This is true for individual employees, as well. If you do things a little differently than everyone else, find your own performance indicators, and sharpen your unique skills, youll stand out from the crowd.
Lean into the difficult shots.
Practice putting from off the green is a strategy Padraig lives by for short game. It sounds simple, but what hes really saying is you should challenge yourself when practicing. Great golfers, he says, practice being under pressure. They give themselves obstacles to overcome and being out of position by practicing from difficult lies or in unfamiliar wind conditions, so theyre ready for anything when its tournament time.
In organizations, just like in golf, you dont only win in good conditions. You also win by managing through tough conditions. Its how you adapt when facing a challenge, like overcoming a volatile market, mitigating bias, or managing data quality. If youre just starting out in your career, uncertainty is a given; but if you learn to anticipate it, or even welcome it, youll be ready for anything thrown your way.
Love the next shot.
Padraigs advice is pivotal when it comes to playing the game: Love the next shot. Dont dwell on past mistakes, especially as theres nothing you can do about them.
This is a powerful mindset shift in any profession, especially in tech, where failure is part of the terrain. Ive found that young professionals tend to be harder on themselves; they fear that one mistake could tank their future career. As technology leaders, mentors, or even golf professionals, we need to remind the younger generation not to beat themselves up over the last shot. Just learn, adjust, and commit fully to the next one.
With the next SAS Championship PGA Tour Champions golf event happening now, Im already applying these insightsboth on the course and in the conference room. And if I end up in the rough? Thats fine. Ive got another shot to look forward to.
Bryan Harris is the executive vice president and chief technology officer at SAS.
Artificial intelligence is changing everything: how we work, build, create, and grow. Its unlocking opportunities daily. At Grove Collaborative, weve seen it firsthand. AI helps us move faster, make smarter decisions, and, most importantly, serve our customers better.
But heres the part not enough people are talking about: the environmental cost.
AI is resource-intensive, especially when rolled out at scale. It uses a ton of electricity and water, drives new forms of e-waste, and complicates carbon accounting. For mission-driven companiesespecially those built on sustainabilitythat creates a real tension. We want to innovate. But we also want to protect the planet we all share.
So we asked ourselves a deceptively simple question: Whats our AI footprint?
We didnt know the answer. There was no standard. No export from a large language model. No tool. Just a growing impact no one seemed to be measuring.
So we built one.
A METHOD TO ESTIMATE AI EMISSIONS
Partnering with our longtime friends at Gravity, a carbon and energy accounting platform, we developed a science-informed method for estimating AI emissionsfactoring in compute time, server power, and grid emissions. Its not perfect (no model is). But its a practical start that gives us real visibility into the footprint were creating.
Our projected 2025 AI-related carbon footprint is 17.8 metric tons of CO2e, equivalent to roughly 6% of our 2024 business travel emissions (299 metric tons of CO2e). This is a first estimate based on our current usage today, but we know this number will grow. And having a baseline is essential to understand our impact so that we can explore how to reduce it over time.
During NYC Climate Week, we became one of the first retailers to disclose estimated AI emissions. And beginning in 2026, well include them in our annual sustainability reporting.
But this cant just be about us. Which is why were open-sourcing the methodology. Any company, whether a startup or multinational, canand shoulduse it to measure and track their AI footprint. Because the speed of AI adoption is outpacing our ability to measure its impact. Without transparency, theres no path to making AI both powerful and sustainable.
This isnt about slowing innovation. Its about making sure innovation and sustainability move forward together, not in opposition.
4 WAYS TO MEASURE YOUR AI FOOTPRINT
Heres the playbook were proposing for you to measure your AI footprint:
Measure what matters. Dont guess. Track AI emissions with as much granularity as current science allows. Build them into Scope 3 emissions reporting.
Mitigate with integrity. Offset what you cant reduce, but dont stop there. Balance AI emissions with high-quality carbon offsets and, based on your measurement, invest in strategies to reduce them over time.
Choose more sustainable models. Favor AI platforms that share environmental data, prioritize efficiency and water stewardship, and embrace circular design.
Lead through disclosure. Perfect measurement doesnt exist. But transparency builds trust and drives momentum.
Of course, this only works if the upstream providersthe companies building the AI infrastructure itselfstep up too. Were calling on OpenAI, Anthropic, Google, Microsoft, Meta, NVIDIA, and others to disclose their tools environmental impact. Without their transparency, no one can truly measure with accuracy.
LEAD WITH TRANSPARENCY
We know were early. We dont have all the answers. But we believe in leading with openness, not waiting for perfect data, and driving progress over perfection. Our mission at Grove has always been to create healthier homes and a healthier planet. That mission doesnt end with AI, but it does have to evolve to include it.
Our current AI emissions are modest. But even small footprints matter. And if we dont measure them, theyll grow unchecked.
So heres the challenge Ill leave with my peers: Dont let sustainability lag behind innovation. Measure your impact. Share your findings. Hold yourself accountable.
The future of innovation isnt just faster. Its more responsible, more transparent, more human. Thats how we make real progressand make sure it lasts.
Jeff Yurcisin is CEO of Grove Collaborative.
Theres a line I heard recently from Mel Robbins thats been echoing in my head ever since: People do well if they can.Its deceptively simple. The kind of phrase you nod at, maybe even repost. But when you sit with it, really sit with it, it starts to challenge a lot of the assumptions we make every day.Especially when it comes to financial health.
Not lazy, just locked out
Lets be honest: Its easy to judge what we dont understand. We look at people struggling with money and tell ourselves stories. Theyre reckless. They dont care. They should know better. But heres the thing: Most people do care. They want to pay off debt. They want to build credit. They want to save for the future, buy homes, support their families, live with dignity. What they often dont have is access, or a roadmap. Thats not laziness. Thats infrastructure failure.You wouldnt expect someone to drive to a job interview without a car, a license, or a GPS. So why do we expect people to navigate complex financial systems with zero guidance and very few guardrails?
Skill, not will
I grew up in a community where financial literacy wasnt part of the conversation; not at school, not at home, not even at the bank. I didnt learn what a credit score was until I had already messed mine up. And let me tell you, the learning curve wasnt gentle.So I get frustrated when financial challenges are framed as a lack of personal responsibility. That framing is lazy.Let me say that again: That framing is lazy. Not the people. Not the effort. The framing. Because once you believe that people are doing the best they can with the tools they have, everything changes. You stop asking, Why dont they just fix it? and start asking, Whats missing from the toolbox?
The illusion of equal opportunity
We love to talk about equal access in this country, but the truth is, access is rarely equal. Its shaped by geography, race, internet speed, ZIP code, history, policy, and yes, banking systems.You can’t teach people to swim and then throw them into a pool with no ladder.
Thats what we do when we say, Just build credit. But we dont acknowledge that millions of people are credit invisible or have a thin file because their rent, utility payments, or side hustle income doesnt get counted.And then we wonder why so many people feel stuck.
Lets redesign the system like we believe in people
What would it look like if we actually operated from the belief that people want to do well, and will, if given the right support?In my role at FICO, were constantly asking that question. We dont just talk about financial inclusion. Were reshaping how our tools show up in communities, how our education reaches people, and how our partnerships remove friction, not create more.Weve launched programs that meet people where they are. Not just where we think they should be. We partner with nonprofit organizations, elected officials, and even local credit unions to host free credit education sessions, translated, and culturally relevant.
Because accessibility isnt just about logging in. Its about feeling safe enough to show up.
And what about the kids?
This mindset shift isnt just for adults, either. Im a mom. And Ive seen firsthand how easy it is to label kids as difficult, especially neurodivergent kids, when theyre just overwhelmed or unsupported.They dont lack motivation. They lack tools, patience, and sometimes, a grown-up who gets it.Sound familiar?Adults are no different. Most of us are still carrying money habits, shame, and silence from childhood. If we werent taught how to manage money at 7, why do we expect everyone to have it figured out at 37?
A better way forward
So where do we go from here?We start by telling the truth: – Financial hardship isnt a character flaw. – Credit education isnt a luxury. – Access to opportunity should not depend on what side of the city you live on. And then we build programs, products, and policies that reflect that truth.That means working with communities, not on them. It means bringing empathy into corporate boardrooms. It means seeing people as capable, not broken.Because if we believe people do well if they can, then its on us to make sure they can.
A final thought
Theres someone out there right now who wants to fix their credit, get out of debt, or open their first savings account. Theyre not lazy. Theyre not unmotivated. They just havent had a fair shot.We dont need to change people. We need to change how we see them, and what we give them to work with.Because people do well if they can. And theyre counting on us to act like it.
Rukiya Kelly is global head of corporate impact and engagement at FICO.
When most people hear the word luxury, they think of exclusivity: high-end materials, bespoke finishes, and designs tailored for the few. But a quiet revolution is underway. The true measure of luxury today is accessibility: designing environments that are beautiful, functional, safe, and empowering for every body. Nowhere is this more urgent, or more overlooked, than in the bathroom.
According to the CDC, the bathroom is the most dangerous room in the house. There are 234,000 annual bathroom-related injuries in the U.S, with 81% caused by falls. For older adults, those falls can trigger a cascade of consequences: loss of independence, costly healthcare expenses, and a diminished quality of life. And yet, despite the bathroom being one of the most hazardous rooms in the home, its design has long been guided by aesthetics alone or, at the opposite extreme, clunky, clinical looking solutions that compromise dignity.
At Michael Graves Design, weve sought to lead a paradigm shift proving that the future of luxury is accessibility. In our second collaboration with Pottery Barn, weve introduced a collection of accessible bathroom products: a vanity with integrated grab bar, a new grab frame inspired by garden trellises combining architectural elegance with versatile safety support, and discreet grab bars built into a towel bar and a toilet paper holder. The collection shows how safety and style can, and must, live side by side.
ACCESSIBLE LUXURY ACROSS LIFES FULL ARC
For decades, accessibility was treated as an afterthought, bolt-on products carrying the stigma of hospitals and institutions. This reinforced the false idea that you can either have a safe bathroom or a beautiful one, but not both.
Our new collection challenges that assumption. A vanity can be refined, inviting, and intuitive while also being easy to navigate with limited mobility. A grab frame can be an interior design feature as much as a safety tool. Grab bars integrated into everyday accessories can blend seamlessly with surrounding materials, enhancing the overall space rather than detracting from it.
But bathrooms arent only sites of risk; they are deeply emotional spaces. Theyre where we begin and end our days, where children learn independence, where parents find a moment of solitude, and where older adults maintain dignity and autonomy. Designing items for the bathroom means designing for lifes most intimate transitions.
Thats why we think about the bathroom as both a present day necessity and a long-term investment in lifespan design. More households today are multigenerational, blending the needs of children, parents, and grandparents under one roof. Aging-in-place is a growing aspiration with enormous market implications. And temporary conditions, from injury to pregnancy to recovery from surgery, remind us accessibility is a universal human experience.
The same toilet paper holder with integrated grab bar that provides peace of mind for an older adult may also serve a child learning to balance or a teenager recovering from an injury. The same vanity that feels luxurious to one person also offers essential reach, stability, and comfort to another. This is design as foresight: solutions that adapt gracefully to evolving household needs rather than forcing costly renovations later.
By reframing accessibility as an essential part of luxury, not a limitation on it, we elevate the daily rituals of bathing, grooming, and self-care into experiences that feel dignified and restorative for every member of the household. This product strategy extends beyond the bathroom, presenting opportunities to address the activities of daily living more broadly.
DESIGN AS ANTICIPATION
To that end, the lesson extends beyond bathrooms. Design, at its best, is a form of anticipation, a way of seeing around corners and preparing for the moments when people need support most. Accessibility is about creating resilient environments that hold up under real-life pressures.
For businesses, this shift has profound implications. The companies that anticipate and meet the needs of diverse users will build deeper loyalty, longer product life cycles, and more durable brands. Those who continue to design for a typical user will miss opportunities hiding in plain sight.
5 LESSONS FOR EVERY ENTREPRENEUR
Not every business will design bathroom fixtures, but the principles that guide accessible luxury apply across industries. Here are five takeaways:
Redefine luxury through accessibilityThe strongest brands of the future will be those that make people feel included and empowered.
Design for lifespan, not a snapshotProducts and services that adapt and anticipate customers evolving needs earn lasting loyalty.
Use constraints as creativity catalystsAccessibility challenges often spark breakthroughs that benefit everyone.
Blend purpose with personalityPeople may buy for function, but they become brand loyalists when design delivers dignity, joy, and peace of mind.
Expand your perspective beyond the average userThere is no average customer; designing for edge cases often reveals universal value.
TOWARD A NEW STANDARD
We stand at a crossroads. Demographic shifts, cultural expectations, and personal experiences are reshaping how we define the modern home. For some, accessibility is already a necessity. For others, it is an inevitability. For all of us, it should be an expectation.
The bathroom may be one of the smallest rooms in the house, but it carries outsized importance in our health, independence, and dignity. By reimagining it through the lens of accessible luxury and lifespan design, we can transform not just a room, but the very idea of what it means to live well.
Luxury is no longer about gold-plated fixtures or marble countertops. Luxury is being able to live comfortably, safely, and beautifully, at every age, in every circumstance, for every body. That is the standard we should all be designing toward.
Ben Wintner is CEO of Michael Graves Design.
Last week, I walked into a meeting where AI notetakers outnumbered humans three to one. The irony wasn’t lost on meI built one of them.
As CEO of Fireflies, I’ve helped put AI in millions of meetings. And I believe AI should be in every meetingbecause knowledge shouldn’t vanish the moment we hang up. But having the right privacy controls to protect sensitive moments is key to using an AI notetaker.
THE PRIVACY-FIRST DECISION FRAMEWORK
Before your next meeting, ask yourself three questions:
Who controls the data? Every meeting should be captured, but not every recording needs to be shared. Use private meeting settings, control access permissions, and set retention policies that auto-delete after a certain number of days.
Who needs access? The power of AI is capturing everything. The responsibility is controlling who sees what. Share broadly for team updates, narrowly for performance reviews, not at all for sensitive discussions.
What’s the exit strategy? Even in meetings that should be recorded, participants need an out. Make it easy to kick out the bot mid-meeting, delete recordings immediately, or set auto-expiration dates.
MAKE SMARTER CHOICES
The proliferation of AI meeting assistants means you’re no longer just choosing whether to use oneyou’re choosing which one protects your conversations.
Thoughtful professionals are asking the right questions: Does this tool train on my company’s data? Can I delete recordings immediately? Who actually has access to my conversations?
The answers matter. The difference between a tool that respects your privacy and one that doesn’t isn’t always obvious in the demo. Look for providers who are transparent about their data practices. The ones who make security boring and straightforward, not the ones who make it complicated.
YOUR IMPLEMENTATION ROADMAP
If you’re ready to be more intentional about AI in meetings, here’s a simple approach:
Week 1-2: Assess. Look at your calendar. Which meetings generate clear action items? Which are primarily about building relationships? Start identifying patterns.
Week 3-4: Pilot. Try AI assistants in information-heavy meetings firsttrainings, quarterly reviews, customer calls.
Week 5-6: Establish principles. Based on what worked, create simple guidelines for your team. Not rigid rulesjust shared understanding about when AI helps and when it doesn’t.
Ongoing: Iterate. As AI capabilities evolve from passive note-taking to active participation, keep refining your approach. The goal isn’t perfection; it’s progress.
YOUR NEXT MEETING
Tomorrow, you’ll likely face the same choice millions of knowledge workers face daily: Should I add an AI notetaker to this meeting?
Now you have a brief framework for capturing everything while protecting what matters.
That’s also why Fireflies published guidelines for responsible AI meeting use. Because being intentional about privacy isn’t limiting AIit’s using it wisely. The future isn’t about choosing which meetings deserve AIthey all do. It’s about having sophisticated enough controls to protect privacy while preserving knowledge. Capture everything. Share thoughtfully. Delete when appropriate.
Krish Ramineni is CEO and cofounder of Fireflies.ai
Tesla rolled out “affordable” versions of its best-selling Model Y SUV and its Model 3 sedan, but the starting prices of $39,990 and $36,990 struck some as too high to attract a new class of buyers to the electric vehicle brand.
Tesla’s stock fell 4% and Tesla bull Dan Ives, an analyst at Wedbush, said he was disappointed that the cars were only about $5,000 cheaper than the next trims of the models.
The new versions, called Standard, cost more than what the previous models started at, including a $7,500 tax credit that expired at the end of September.
The much-awaited unveiling is crucial for Tesla as it pushes to reverse falling sales and waning market share amid rising competition in Europe and China, and the loss of the U.S. tax credit.
Model Y Standard [Image: Tesla]
CEO Elon Musk has for years promised mass-market vehicles, though last year he canceled plans for an all-new $25,000 EV, Reuters first reported. Instead, he chose to build lower-priced versions based on Tesla’s current models, sparking concerns among investors and analysts that the cheaper cars would cannibalize sales of existing vehicles and limit growth.
“It’s basically a pricing lever and not much of a product catalyst,” said Shay Boloor, chief market strategist at research firm Futurum Equities. “I don’t see it as unlocking new demand at scale.”
Both Standard versions offer 321 miles (516 km) of range and less powerful acceleration than the current higher trims called Premium. They can be ordered immediately, with deliveries set to start between December 2025 and January 2026 for many locations, Tesla’s website showed.
Model 3 Standard [Image: Tesla]
The Standard versions do not come with Autosteer, Tesla’s driver assistance system, or touchscreens for rear passengers. Tesla has also removed the LED lightbar in the cheaper Model Y. Both come with textile seats, with vegan leather available for the Model 3, and manually adjusted side-view mirrors.
Late last year, Musk said the vehicle would be priced below the “key threshold” of $30,000 including U.S. EV tax credits.
In the United States, prices effectively rose by $7,500 at the end of last month, when the credit ended. Quarterly sales rose to a record as consumers rushed to take advantage of the credit while they could, but expectations are that they will slow down for the rest of the year, unless the affordable car comes to the rescue.
“The desire to buy the car is very high. (It’s) just (that) people don’t have enough money in the bank account to buy it,” Musk said in July during Tesla’s second-quarter earnings call. “So the more affordable we can make the car, the better.”
Tesla had posted two clips on X over the weekend, igniting excitement among fans. One video shows headlights peering out of the dark and another shows what looks like a wheel spinning for a few seconds, followed by “10/7” the U.S. format for the date October 7.
Crucial to $1 trillion pay plan
Musk initially promised that production of the vehicle would start by the end of June. But Tesla only made what it called “first builds” of the car, it said in July, adding that it would be available for customers sometime in the last three months of the year.
Tesla has already been grappling with slowing sales of its aging lineup as competition has grown rapidly, especially in China and Europe, where Musk’s far-right political views have also undermined brand loyalty.
Earlier this year, Tesla launched a refreshed version of the Model Y with improvements including new light bars and a rear touchscreen.
Musk has been pivoting the company toward artificial intelligence, focusing on robotaxis and humanoid robots. Tesla has said it will launch more affordable vehicles in its lineup but has not provided details.
Affordable cars will also be key to Tesla delivering 20 million vehicles over the next decade – one of the several operational and valuation milestones set by the company’s board as part of its proposed $1 trillion pay package for Musk.
(Reporting by Abhirup Roy in San Francisco and Akash Sriram and Harshita Mary Varghese in Bengaluru; Editing by Peter Henderson, Richard Chang, Sriraj Kalluvila and Alan Barona)
The U.S. Department of Agricultures Food Safety and Inspection Service (FSIS) issued a public health alert on Monday for FreshRealm’s ready-to-eat meals shipped directly to consumers by HelloFreshdue to possible contamination from listeria.
HelloFresh is a German-based meal-kit company operating in the United States and globally in Europe, Australia, Canada, and New Zealand.
FreshRealm notified FSIS that the spinach used in the products tested positive for listeria bacteria. So far, no illnesses have been reported.
However, FSIS said it expected additional products will be affected, and asked consumers to check this public health alert frequently as the agency will update it when more information becomes available.
Last month, FreshRealm said tests confirmed that pasta used in linguine dishes sold at Walmart contained the same strain of listeria linked to a deadly outbreak in June, originally tied to chicken fettucine alfredo, that killed at least four people and sickened 20, the Associated Press noted.
Here’s what to know about this week’s alert.
What is listeria, and what are the symptoms of infection?
According to the Food and Drug Administration (FDA), Listeria monocytogenes is a type of disease-causing bacteria that is generally transmitted when food is harvested, processed, prepared, packed, transported, or stored in manufacturing or production environments contaminated with the bacteria.
Infection can lead to severe symptoms, such as abdominal pain, fever, nausea, and diarrhea, and poses a particular risk to vulnerable populations, including pregnant women, the elderly, and those with weakened immune systems.
What is the product information for the alert?
Here are the details of the products mentioned in the alert:
Product Name: HELLO FRESH READY MADE MEALS CHEESY PULLED PORK PEPPER PASTA
Establishment number and lot codes: Est. 47718 and lot code 49107, or Est. 2937, and lot code 48840
Package size and type: 10.1-oz. containers
Product Name: HELLO FRESH READY MADE MEALS UNSTUFFED PEPPERS WITH GROUND TURKEY
Establishment number and lot codes: Establishment number P-47718 and lot codes 50069, 50073, or 50698
Package size and type: 10-oz. containers
What if I have these products in my refrigerator or freezer?
Consumers who have purchased these products are urged not to consume them. Instead, these products should be thrown away or returned to the place of purchase.
Consumers with questions may contact FreshRealms customer service hotline at 1-888-244-1562 or customerservice@freshrealm.com.
The New York Stock Exchange’s parent company, Intercontinental Exchange (ICE), said on Tuesday it will invest up to $2 billion into the crypto-based betting platform Polymarket.
The move marries the more traditional, regulated NYSE with the riskier prediction markets, and is generally seen as a move by the iconic 233-year-old exchange to keep up with its competitors by capitalizing on the growing popularity of betting on all kinds of things.
“Our partnership with ICE marks a major step in bringing prediction markets into the financial mainstream,” Shayne Coplan, CEO of Polymarket, told Fast Company. Together, were expanding how individuals and institutions use probabilities to understand and price the future. . . . Realizing the potential of new technologies, such as tokenization, will require collaboration between established market leaders and next-generation innovators.”
Launched in 2020, Polymarket allows users to bet on the outcome of real-world events, including hot topics such as political elections, sporting events, weather patterns, awards (this year’s Nobel Peace Prize winner), predictions in the finance market (“Will Bitcoin hit above $120,000 today?”), and random pop-culture questions (“What will be the highest-grossing movie in 2025?“).
A look at the platform on Tuesday shows some of the biggest bets going were around questions like: “When will the government shutdown end?” (68% said October 15 or later); “Who will win the New York City Mayoral Election?” (Zohran Mamdani at 89%, Andrew Cuomo at 10%); and “Who is going to be the World Series Champion 2025?” (so far, the Los Angeles Dodgers are edging out the Toronto Blue Jays, 36% to 19%).
And those predictions, while seemingly fun, are big businessvalued at roughly $8 billion, according to a statement from Intercontinental Exchange to Bloomberg, which also noted that ICE will distribute Polymarkets event-driven data and has also agreed to partner on future tokenization initiatives.
The ICE investment also provides good optics for the betting platform, which is trying to boost its credibility and reestablish its presence in the United States following a probe by the Department of Justice and Commodity Futures Trading Commission, which was dropped back in July. The Justice Department had been investigating whether Polymarket allowed U.S. users onto the site when they were banned from doing so.
Bernie Sanders says in a new ChatGPT-assisted report released Monday that AI and automation could eliminate nearly 100 million jobs over the next decade.
Titled Big Tech Oligarchs War Against Workers: AI and Automation Could Destroy Nearly 100 Million U.S Jobs in a Decade, the report estimates that AI will automate away the jobs of 89% of fast food and counter workers, 64% of accountants, and 47% of truck drivers.
The artificial intelligence and robotics being developed by . . . today will allow corporate America to wipe out tens of millions of decent-paying jobs, cut labor costs and boost profits, Sanders, an Independent from Vermont and ranking member of the Senate Health, Education, Labor, and Pensions Committee, wrote in an op-ed on Fox News. The result? The wealthiest people in the world will get even richer, while working people lose their jobs and their income.
The report was compiled by Sanders and committee staffers, who derived their job loss estimates by asking ChatGPT how completely AI can automate various job tasks that are considered core or supplemental to more than 700 job types identified by the Bureau of Labor Statistics.
Congress and the American people must stand up and fight back
Its unlikely that ChatGPT would have a reliable view of AIs effects on the workforce today, much less in the next decade. The reports estimates fail to contemplate what kinds of new hybrid human/AI jobs (such as prompting or model training) might be created.
Sanders also oversimplifies the real mix of tasks involved in a specific job type: A task to which a worker devotes 10% of their time might stubbornly resist automation, and save the workers job.
There is tremendous uncertainty about the real capabilities of AI and automation, their effects on the rest of the economy, and how governments and markets will respond, the report states. The reports estimate represents one potential future in which corporations decide to aggressively push forward with artificial labor, the staffers write.
But Sanders and his staff cite some (arguably) more reliable data points, including Anthropic CEO Dario Amodeis prediction that “AI could wipe out half of all entry-level white-collar jobsand spike unemployment to 10-20% in the next one to five years.
They also cite Ford CEO Jim Farleys prediction that AI could eliminate literally half of all white-collar jobs in the U.S. within the next decade.
The report also takes aim at the Trump administration, which has essentially abdicated any oversight of the AI industry, while taking steps to speed the arrival of the new technology. The Trump administration is poised to only entrench the power of [Silicon Valley] executives, the authors write.
That must end. Congress and the American people must stand up and fight back to make sure workers benefit from AI and automation.
The approaching storm
Notably, Sanders chose to his op-ed the right-leaning Fox News, which has traditionally portrayed him as a far left progressive. But AIs impact on the workforce could be a rare issue that crosses partisan lines, especially when the benefactors of the new technology are identified as oligarchs and tech elites, as Sanders does.
Sanders isnt the only one who seems to be sensing this.
Arizona Democrat Mark Kelly recently released an AI for America plan, which proposes ways for AI companies like Google and OpenAI to help pay for the downside costs of the AI transformation, namely the necessary upgrades to the power grid (to support new data centers) and to expand the social safety net for workers who might be put out their jobs by automation.
While the HELP reports 100-million-jobs number is provocative and contestable, the tech industry is working hard to suppress meaningful AI legislation — Sanders and Kelly are right to sound the alarm that a widespread disruption of the workforce is very likely coming.
The real question is how soon.
