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Americans go to great lengths to ensure they are financially set for their later years. But if you’re asking Elon Musk, you really needn’t bother. According to the world’s richest man, whose net worth is estimated at well over $700 billion, saving for retirement will soon be obsolete. Musk aired this view on a recent episode of the Moonshots With Peter Diamandis podcast. Musk let listeners in on his vision of our financial future, a world where technology, specifically artificial intelligence, creates such an abundance of resources that anyone can buy anything they want. The entrepreneur said that within just a few years, we will live in a world marked by a great surplus, where better medical care than anyone has today” will be “available for everyone within five years.” He also said that there will be no scarcity of goods and services” and you’ll be able to learn anything you want. Musk continued, explaining that there will be such a surplus that life will no longer require people to save in order to ensure they are taken care of later on. One side recommendation I have is: Dont worry about squirreling money away for retirement in 10 or 20 years. It wont matter, he said, adding that he believes “saving for retirement will be irrelevant” and that the future will bring abundance.” Overall, Musk’s view of the future seems decidedly optimistic about AI. He talked about the power of AI to break barriers and using it to harness the sun’s energy. And he said he believes the “future of currency” will be measured not in money, but in “wattage.” But he also acknowledged that during what are bound to be years full of change, the road to the future he envisions will be “bumpy” and filled with obstacles. Musk said he doesn’t just foresee “universal high income,” but also major “social unrest” as the result of so much change in a short period of time. The prediction seems eerily similar to one made by John Maynard Keynes, known as the founder of modern macroeconomics, in 1930. In his essay, “Economic Possibilities for Our Grandchildren,” the economist wrote that by 2030, technology would enable workers to adopt a 15-hour workweek. At the time, the workweek was estimated to be about 50 hours. In one sense, Keynes was correct: The average number of hours fell in the years following the prediction, as the 40-hour workweek was established soon after. However, today full-time work hours hover at about 8.4 hours a day or 42.5 hours a week, per the U.S. Bureau of Labor Statistics. While many of Keyness predictions about technology proved to be correct, such as how vastly technology has reshaped certain industries, working hours have yet to fall as drastically as he predicted. At the moment, Musks comments are hard to swallow, given that many Americans struggle with basic expenses like childcare, let alone saving for retirement. According to a 2025 report from the National Council on Aging, most older adults don’t have enough money to financially survive “a financial shock” triggered by a death, the need for long-term care, or illness. “Eighty percent of those 60 and older have little to no assets and would not be able to weather a financial shock without falling into poverty,” the report said. Researchers added: “The future of aging in America will likely be defined by an ever-widening inequality in both financial status and mortality, deepening the divide between the majority of older Americans (the 80%) and the top 20%.” Musk did say there would be bumps along the road to utopia.
Category:
E-Commerce
Its that time again. The calendar has flipped, the resolutions are written, and youre probably sitting in your office chair at your office desk looking at a lukewarm cup of office coffee, wondering if youve really got another year of fluorescent lights and serendipitous coworker interactions in you. Lets make a pact: No more. Its time to find a great remote job. Unfortunately, you cant find 21st-century work using 20th-century methods. If youre still scrolling through the generic “Big Box” job boards and getting buried in 5,000 applications for one role, youre doing it wrong. Instead, here are the five sites you should check first when youre looking to work from home. We Work Remotely We Work Remotely is the “Old Reliable” of the remote world. Its been around since 2011, which in internet years makes it roughly as ancient as a stone tablet. But its still the heavyweight champion. Its simple. Theres no bloat. You get a clean list of categories, and the jobs are actually remote. Because companies that post listings here pay a fee, youre far less likely to run into the pages and pages of filler that plagues the free boards. FlexJobs I know, I know: Its a subscription service. Asking someone whos looking for a paycheck to pay money feels a little backward. But heres the thing: FlexJobs has an army of humans who hand-screen every single job posting. If youre tired of clicking on a “Work from Home” ad only to realize it’s a pyramid scheme or a high-pressure sales gig, this is your sanctuary. They filter out the junk so you don’t have to. Remote OK If We Work Remotely is the elder statesman, Remote OK is the cool, tech-savvy younger sibling. The entire vibe is built for people who want to work from a laptop, whether thats in their living room or a café halfway around the world. The sites filters are fantastic. You can sort by salary ranges (yes, actual numbers!), tech stacks, and even benefits such as health insurance or four-day workweeks. Its fast, transparent, and updated constantly. Remote.co Remote.co was started by the same team behind FlexJobs, but while FlexJobs is a paid, curated list, Remote.co is a free, high-quality resource that goes beyond just job titles. One nice feature: They don’t just list a job; they interview the companies. You can read Q&As from more than 100 remote-first outfits to see how they actually handle things like time zones and communication. Its perfect for job seekers who want to know the vibe of a company before they even hit the apply button. Working Nomads If your dream is to emphasize the remote part of remote work, this is your home base. Working Nomads curates roles specifically for the digital nomad crowd, meaning these companies are usually comfortable with you working from pretty much anywhere on the map. The categorization is incredibly clean, and the site uses a color-coded system for different industries, making it very easy to scan. It also has a premium tier with 10 times more listings and advanced search filters. And its daily email alerts are a great way to stay in the loop without having to constantly check the site.
Category:
E-Commerce
Theres a quote from Charles Bukowski framed on my office wall:What matters most is how well you walk through the fire. Were in that fire right now. For 25 years, our company has moved people to show up for entertainment. Then the world changed. Entertainment changed. Technology changed. Almost overnight, we had to throw the old playbook out the window. So, we paused. We looked inward and asked the hard question: Do we rebuild what we had or transform into what we need to be for the future? Companies need to choose the second. For us that meant becoming culture-led, not as a slogan or a rebrand, but as the infrastructure for how we operate. Becoming culture-led doesnt just guide values; it can become an operational advantage. FROM SILOS TO CONNECTION We stopped organizing ourselves around deliverables and started paying closer attention to what moves people. What makes them care, pause, laugh, click, and share. Inside entertainment, wed spent decades learning how to meet people in emotional moments. We began applying that same emotional fluency to everything we do: from car launches to hospitality marketing, and CPG storytelling. Not by forcing those categories to feel like entertainment, but by applying what wed learned about timing, tone, and human connection in places where meaning matters more than ever. A clear example was our work launching God of War Ragnarök for PlayStation. Instead of defaulting to an action-forward montage, we leaned into the childparent relationship at the heart of the game. That emotional center drove record results. We didnt get there by chasing categories. We got there by rethinking how we listen, interpret culture, and act on insight. A CHANGE IN HOW THE WORK MOVES Empowering culture-led work to emerge from an organization requires operational change. Were restructuring our strategy, creative, editorial, and social teams to be leaner and faster. Were bringing them into the same room at the start of every project. Its not perfect yet, but the work is already moving differently. We introduced informal culture briefs to stay close to whats resonating with people right now. Not whats trending, but what feels real and honest. That proximity keeps us grounded in how people live, not just how marketers talk. The result has been work guided by less formula and more heart, stronger briefs that adhere closer to consumers realities, and faster movement of ideas to production. LEARN TO SAY NO (WITHOUT FEELING SICK) We also had to get serious about what were willing to walk away from. In entertainment, the rule has always been simple: dont turn down work. You never know when the next thing is coming. That mindset builds hustle and burnout. A few months ago, for the first time, we turned down entertainment work that would have been a no-brainer any other year. But it didnt align with who we are becoming, and that was reason enough to walk away from the opportunity. Culture isnt just what you invite in. Its what youre willing to say no to. Every time weve made that choice, weve seen sharper focus, more ownership, and greater momentum. The team feels lighter, clearer, and more confident in where were steering the ship. THE REAL ADVANTAGE WAS NEVER THE CATEGORY The same instinct that led us to center the human relationship in God of War Ragnarök is the one that revealed what wed been building all along in entertainmenta space that trains you to make people feel something fast. You have seconds to earn attention, emotion, and trust. Over time, we realized that skill, emotional fluency, cultural timing, and instinctive connection were the real advantages. Not the form. Not the category. In hindsight, its what strategist Rita McGrath would call a transient advantage. A capability, not a credential. Something portable. Something that evolves as culture shifts. Once we recognized that, the question became how to operationalize it. HIRE TO PUT CULTURAL FLUENCY INTO PRACTICE Becoming culture-led takes more than intention. It takes structure. Were building that now through cultural roundups, shared language, and clearer boundaries. Not buzzwords. Practical ways to stay connected to how people think and feel. Were also changing how we hire. Experience still matters, but curiosity, self-awareness, and genuine growth mindset matter more. Alignment is becoming just as important as what client someone may bring in the door. Were learning to protect the culture were building by setting boundaries, by saying no, and by choosing clarity over comfort. Every time we do, we move forward. Were not done. And we probably never should be. That Bukowski quote doesnt say what matters is whether you make it through the fire. It says how you walk through it is what matters. Thats the challenge for leadership right now. Not avoiding change. Just walking through it honestly and with intention. Companies that treat culture as a core capability, not a campaign or a slogan, are the ones ready for whatever comes next. Michael McIntyre is the CEO of MOCEAN
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E-Commerce
When my mom was dying, hospice came daily and stayed for about ninety minutes. They answered questions, checked what needed to be checked, and did what good professionals do: They made a brutal situation feel slightly less impossible. And then they left. Ninety minutes go fast when you are watching your mother decline. The rest of the day stretches out in a way that does not feel like time so much as exposure. Every sound becomes a data point. Every small change feels like a decision you did not train for. Her breathing sounds strange. What do we do? How often should we turn her to avoid bedsores? What is the diaper situation, exactly? That was the gap, the long, quiet stretch between professional help. In those hours, what you want most is not a miracle. It is simply someone to ask. AI ENTERED MY LIFE IN A WAY I NEVER EXPECTED AI found its way into my life when I least expected it. Not as a replacement for care or love, and not as a shortcut around grief. It was a tool that did not get tired. A place to put the questions you are embarrassed to ask. It was a way to stop spiraling long enough to make the next decision. Before we reached hospice, my moms illness had already become a full-time information problem. Over the last few years of her life, her heart and kidney disease worsened, and the complexity multiplied with it. There were doctors and specialists, tests, lab results, scans, phone calls, and constant medication changes. The burden of continuity fell on us, and it was easy to feel like we were one detail away from missing something important. I kept feeling disappointed that I was not managing the data better. The dates. The times. The medication lists. When tools like ChatGPT took a leap forward, I suddenly had something I did not have before: A resource that could help me understand what I was looking at and organize what I could not hold in my head. In practice, it was not one magical capability. Depending on the day, AI played different roles: assistant, organizer, translator, sometimes just a calm voice to complain to that could talk back. I built multiple custom GPTs with specific jobs. One focused on medications. One helped me draft clear messages to doctors. One existed for the dumb questions, the ones you hesitate to ask because you think you should already know. Another served as a simple health profile, a place to store key details so I could reorient myself when I was exhausted. It might sound like overkill until you have lived long enough inside the healthcare system to realize how inconsistent it can be. People change. Portals change. Instructions change. That little AI team was consistent. It was there at any hour when my brain was foggy, and I needed to turn a messy thought into clear words. It even became emotional support in a way I did not anticipate. I built something like a caregiver therapist, somewhere I could say what I was feeling, including guilt, and got feedback that, even though I knew it was an algorithm, still brought real solace. AI WAS NOT PERFECT This is the part people do not like to say out loud. AI gave wrong information sometimes. It forgot a medication from a spreadsheet. It dropped something from a list. It did not remember a doctor when I asked. If you use these tools in caregiving, you must double-check, especially with medication, reminders, and timing. You must treat it like a friend who knows a lot but can be flaky. Still, even with those limitations, the difference was profound. This was never about delegating love. It was about delegating the parts of the experience that did not need to consume the last of my cognitive energy. When my mother finally passed, the AI journey took another turn. It became a project manager for funeral arrangements and the memorial service. It helped me think through practical details, such as food for 30 people and what flowers might cost. It helped me craft a eulogy by taking a messy voice memo, my unstructured stories, and the tone I wanted, and shaping it into an arc in my voice at a time when I could not simply turn on my best writer brain. In some ways, the most startling part is that I have a control group. My father passed away about three to three and a half years ago, right before the age of AI. The difference between then and now has been night and day. With my mother, having these tools did not make it easy in the way people mean when they say easy. It made it more dignified for everyone, including her. WHAT CHANGED WAS NOT GRIEF. IT WAS THE OVERWHELM Dignity is not the absence of pain or a tidy emotional arc. Dignity is being able to show up without drowning in chaos. It is being able to look your mother in the eye and be present, instead of being trapped inside your own spinning mind, trying to remember whether you wrote down the one thing that could change everything. In the end, the most important thing AI gave me was not an answer. It gave me room. Room to think, to breathe, to steady myself, to stay with my mother instead of disappearing into logistics and fear. Grief will always demand something from you. It demands tears, memory, love, and the kind of courage that does not feel like courage while you are living it. But it also demands paperwork, phone calls, deadlines, and decisions made on days when you can barely form a sentence. AI did not carry the grief. It carried some of the weight around it, so I could carry her, and then carry myself, with a little more dignity. Edwin Endlich is president of the National Alliance for Financial Literacy and Inclusion and chief marketing officer at Wysh.
Category:
E-Commerce
Paramount Skydance is taking another step in its hostile takeover bid of Warner Bros. Discovery, saying Monday that it will name its own slate of directors before the next shareholder meeting of the Hollywood studio. Paramount also filed a suit in Delaware Chancery Court seeking to compel Warner Bros. to disclose to shareholders how it values its bid and the competing offer from Netflix. Warner Bros. is in the middle of a bidding war between Paramount and Netflix. Warners leadership has repeatedly rebuffed overtures from Skydance-owned Paramount and urged shareholders to back the sale of its streaming and studio business to Netflix for $72 billion. Paramount, meanwhile, has made efforts to sweeten its $77.9 billion hostile offer for the entire company. Last week, Warner Bros. Discovery said its board determined Paramounts offer is not in the best interests of the company or its shareholders. It again recommended shareholders support the Netflix deal. David Ellison, the chairman and CEO of Paramount Skydance, said Monday that it’s committed to seeing through its tender offer. We do not undertake any of these actions lightly,” he said in a letter to shareholders of Warner Bros. Warner Bros. has yet to schedule its annual meeting or a special meeting to consider the Netflix offer, and Paramount did not name any potential candidates for the board. Associated Press
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E-Commerce