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Krista Vasquez had her heart set on getting married in a body-hugging, halter-style gown from Spain. In April, the Atlanta paramedic learned her dream dress would cost nearly $300 more because of new U.S. tariffs on imported goods. With little wiggle room in her timing, the bride-to-be quickly checked around for similar styles. The story was the same: Any dresses from Europe would come with tariff-driven price increases ranging from $150 to $400. And that was before President Donald Trump said he would increase the tariff on goods produced in the European Union from 10% to 50%. Vasquez, 33, went with her first choice, fearing shipping delays or additional costs like a rush fee before her October wedding if she placed an order elsewhere. It’s already expensive enough to get married, she said. It just kind of made me a little sad.” Wedding cakes, decor, attire, flowers, party favors, photo and video equipment, tableware, wine and Champagne. Not many goods used in the wedding industry remain untouched by the tariffs Trump has imposed since returning to office. How much of the import taxes get passed down to consumers is up to florists, photographers, caterers, and myriad other vendors and intermediaries, such as wholesalers. Olivia Sever, a 28-year-old online content creator in San Diego, has a lot of wedding shopping ahead of her. Much of what she wants may cost more because of tariffs. An immediate concern is some of her paper goods. Her wedding planner has already flagged a 10% price increase for the menus, place cards, and signage she wanted for her September celebration in Hawaii. Sever said shifting to American goods isn’t always cost-effective. For instance, flowers grown in Hawaii are in high demand, with increased prices to match, in response to 10% tariffs imposed on a large number of imports around the world. That includes flowers from Ecuador, Colombia, and other countries that grow the bulk of the flowers the U.S. imports. There’s just so many unknowns, but we have our budget and were trying to work within our budget, Sever said. If that means we cant get these, you know, specific shell cups I want, then we just wont get them and well get something else. Here’s a look from inside the wedding industry on tariffs. Tariffs and the wedding cake industry Clients of Phoenix cake artist Armana Christianson pay roughly $750 to $800 for one of her creations. She spent two years perfecting the 16 flavor combinations she offers. They range from simple vanilla bean, made with vanilla bean paste imported from Mexico, to dark chocolate raspberry with a whipped hazelnut ganache that’s dependent on chocolates and powders from Belgium. Not all of Christianson’s cost woes are tariff-driven. The chocolate industry was already struggling because of a cocoa bean shortage. I’m a small business with just myself as my employee. I’ve seen at minimum a 20% increase in just the chocolate I use. It’s a type of chocolate that I’ve built into my recipes. Changing brands isn’t acceptable, Christianson said. The imported white chocolate in her white chocolate mud cake, a popular flavor, shot up from $75 or $100 per cake to $150. She used nearly 10 pounds of it in a recent order, a cake that had five tiers. Christianson may have to come up with new recipes based on less expensive ingredients. In the meantime, she said, she’s eating the cost of tariffs for clients already on her books. I don’t have it in my contract where I can raise prices for unexpected events like this, she said. Unfortunately, that’s something I have to add to new contracts for my future couples. Tariffs and the wedding dress industry Almost all bridal gowns are made in China or other parts of Asiaand so are many of the fabrics, buttons, zippers, and other materials used, according to the National Bridal Retailers Association. Manufacturing in those countries, where labor generally costs less, has put the price of high-quality bridal gowns within reach for many American families. Retailers and manufacturers say the U.S. lacks enough skilled labor and production of specialized materials to fully serve the market. Skilled seamstresses are hard to find and often come from older generations. The materials that we sell in a bridal shop include lace, beadwork, boning for the corsetry. We dont really make stuff like that in this country. There just arent very many designers who create and put their whole looks together in this nation, said Christine Greenberg, founder and co-owner of the Urban Set Bride boutique in Richmond, Virginia. The designs done here are normally very simple designs. You dont see a lot of American-made gowns that have a lot of detail, a lot of embroidered lace, and thats a really popular wedding gown style, she said. Many designers with gowns labeled “made in the U.S.” still are using imported materials, Greenberg noted. If Trump’s highest tariffs on China are reinstated after a current pause, Greenberg said her small business will pay between $85,000 and $100,000 extra in import taxes this year. For a small, family-owned business that only hosts one bride at a time, this will absolutely lead us and many others to close for good, she said. We can’t buy American when the products don’t exist. Tariffs and the cut flower industry Roughly 80% of cut flowers sold in the U.S. come from other countries. And lots of quality faux flowers are made in China. Colombia is a large supplier of roses, carnations and spray chrysanthemums. Ecuador is another major rose supplier. The Netherlands produces a huge share of tulips and other flowers. In addition, some of the cut greens used as filler in flower arrangements and bouquets in the U.S. are imported. If youre talking about cars and computer chips, theyve got inventory thats sitting there. Its already stateside. Our inventory turns in days, and we saw the impact almost immediately, said Joan Wyndrum, co-founder of the online floral distributor Blooms by the Box. Were all absorbing a little bit, but its inevitable that it comes out on the consumer end of it. Wyndrum, who works drectly with wholesalers and growers, said the U.S. flower industry isnt capable at the moment of absorbing all the production from elsewhere. She does a lot of business with U.S. suppliers, though, and sees a huge opportunity for growth stateside. Theres a benefit to the U.S. bride to have flowers grown here. Its the simple reason of freshness, she said. Tariffs and the wedding industry overall Jacqueline Vizcaino is a luxury wedding planner and event designer in Atlanta. She’s also national president of the Wedding Industry Professionals Association, a 3,500-member, education-focused trade group whose members include transportation and photo booth providers, makeup artists, caterers, linen distributors, and planners. Any one wedding may involve 40 or more vendors, Vizcaino said. Huge jumps in costs are already widespread due to tariffs, she said, with florals and fabrics among them. With many weddings planned up to a year or more in advance, she and others in the industry are girding for more bad news. We’re going to see a lot of interactions that aren’t so pleasant in the next eight to 12 months,” she said. Tariffs have delayed decision-making among many couples planning weddings. Decisions are taking double the time because of the uncertainty. People are shopping around more and wanting [vendors] to lock in at the lowest price possible, Vizcaino said. McKenzi Taylor, a planner who coordinates weddings in Las Vegas, San Diego, and the Black Hills in South Dakota, said: Our inquiry-to-booking window has grown from 40 days to 73. Cancellations are up so far this year, on pace to double from last year, with costs definitely being a concern for couples. My vendors are shaking in their boots. By Leanne Italie, AP lifestyles writer
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E-Commerce
Why did your hometown newspaper vanish while the next town over kept theirs? This isnt bad luckits a systemic pattern. Since 2005, the United States has lost over one-third of its local newspapers, creating news deserts where corruption is more likely to spread and communities may become politically polarized. My research, published in Journalism & Mass Communication Quarterly, analyzes the factors behind the decline of local newspapers between 2004 and 2018. It identifies five key driversranging from racial disparity to market forcesthat determine which towns lose their papers and which ones beat the odds. 1. Newspapers follow the money, not community needs You might expect news media to gravitate toward areas where their work is needed mostcommunities experiencing population growth or facing systemic challenges. But in reality, newspapers, like any business, tend to thrive where the financial resources are greatest. My analyses suggest that local newspapers survive where affluent subscribers and deep-pocketed advertisers cluster. That means wealthy white suburbs keep their watchdogs, while low-income and diverse communities lose theirs. When police brutality spikes, when welfare offices deny claims, when local officials divert fundsthese are the moments when communities need their journalists the most. Poor and racially diverse communities often face the harshest policing and interact more with street-level bureaucrats than wealthier citizens. That makes them more vulnerable to government corruption and misconduct. Yet, these same communities are the first to lose their newspapers, because there are no luxury real estate agencies buying ads, and few residents can afford the monthly subscriptions. Without journalistic scrutiny, scholars find that mismanagement flourishes, corruption costs balloon, and the communities most vulnerable to abuse receive the least accountability. This is how news deserts exacerbate inequality. 2. Newspapers dont adequately serve diverse communities Picture this: A newsroom sends its reporters, most of whom are white, to a Black neighborhoodbut only after reports of gunshots or building fires. Residents, still in shock, dont want to talk. So journalists call the same three community leaders they always quote, run the tragic story and disappear until the next crisis. This approach, often referred to as parachute journalism, results in shallow coverage that paints the community in a negative light while overlooking its complexities. Year after year, the pattern repeats. The only time residents see their neighborhood in the paper is when something terrible happens. No feature story of the family-owned restaurant celebrating its 20-year anniversary, no reporter at the town hall when the new police chief gets grilled about stop-and-friskjust the constant drumbeat of crime and crisis. Is it any wonder racially diverse communities stop trusting and paying for that paper? Not when many working-class families of color can barely afford to add a newspaper subscription to their bills. Diverse neighborhoods get hit twice. First, their local papers inadequately represent them. Then, when people understandably turn away, subscriptions drop, advertisers pull back and the outlets shut down, leaving whole communities without a voice. Only in recent years have more media outlets begun to make a concerted effort to engage with and reflect the communities they serve. However, such efforts are often led by newer media organizations with fresh ideologies, while many long-standing media outlets remain stuck in traditional reporting practices, as illustrated in Jacob Nelsons Imagined Audiences. Although my analyses of local newspaper decline from 2004 to 2018 paints a frustrating picture, the emerging trend of community-oriented journalism holds promise for positive changes in diverse communities. 3. Population growth doesnt always save newspapers Its easy to assume that more people = more readers = healthier news organizations. But my research tells a different story: Counties with larger population growth actually saw greater declines in local newspapers. The catch lies in who is moving in: Population growth saves papers only when it comes with wealth. Affluent newcomers bring subscriptions and advertisers attention. But growth driven by high birth rates, typically seen in less developed areas with more racial and ethnic minorities, doesnt translate to revenue. In short, growth alone isnt enoughits the type of growth, and the economic power behind it, that matters. This highlights the fragility of market-dependent journalism. The news gap experienced by fast-growing communities may persist where local journalism depends primarily on traditional advertising and subscription revenues rather than diversified revenue sources such as grants and philanthropic donations. The latter, which often focus on community needs rather than profit potential, are more likely to help sustain journalism in areas with significant population growth. 4. Neighbors newspapers can save yours Youd think that competition between newspapers would be a cutthroat affair. But in an era of decline, my analyses reveal a counterintuitive truth: Your towns paper actually has better odds when nearby communities keep theirs. Rather than competing, neighboring papers often become allies, sharing breaking news, splitting investigative costs and attracting advertisers who want egional reach. While this collaboration can sometimes cause papers to lose their local identity, having some local journalism is still better than none. It ensures some level of accountability, even if the news isnt as focused on each towns unique needs. Resilient local journalism clusters together. When one paper invests in original reporting, its neighbors often benefit too. When regional businesses support multiple outlets, the entire news ecosystem becomes more sustainable. 5. Left or right? Local papers die either way In this highly polarized era, it turns out that theres no significant link between a countys partisan makeup and its ability to keep newspapers. Urban hubs such as Chicago keep robust media thanks to dense populations and corporate advertisers, not because they vote for Democrats. Meanwhile, newspapers in conservative rural areas can survive by cultivating loyal readerships within their communities. In contrast, communities with lower income and a diverse population lose outlets no matter whether they are red, blue, or purple. Partisan battles might dominate national headlines, but local journalisms survival hinges on practical factors such as money and market size. Saving local news isnt a left vs. right debateits a community issue that requires nonpartisan solutions. Abby Youran Qin is a Ph.D. candidate at the School of Journalism & Mass Communication at the University of Wisconsin-Madison. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
U.S. consumer demand for renewable energy continues to grow, with more solar panel capacity installed in 2024 than in 2023, which saw more than in 2022. But U.S. trade policy is in flux, and high tariffs have been imposed on imported solar panels, which may cause shortages. I am a scholar who studies the Sun, as well as an entrepreneur who is working to harness its power here on Earth by creating new designs for generating solar electricity. As part of that effort, Ive studied market trends and manufacturing capabilities in the U.S. and abroad. Right now, U.S. manufacturers do not produce enough solar panels to meet the nations demand, but industry investments and federal tax incentives have been making progress, though recent federal moves have created uncertainty. In 2024, U.S. installers put up enough solar panels to generate 50 gigawatts of electricityenough to power New York City for a year. U.S. manufacturers made only a small fraction of that4.2 GW of solar modules in the first half of 2024. That was a big boost, thougha 75% increase compared with the same period in 2023. And the prices were roughly three times the cost of imports. A look at recent imports In 2024, the U.S. imported far more panels than the country needed, suggesting developers may be stockpiling panels for future projects. Most of those imported panels were made in Asia, particularly Malaysia, Vietnam and Thailand. In fact, nearly all of the U.S.-made panels used at least some components from overseas. China currently makes about 97% of the worlds supply of photovoltaic wafers, which are building blocks of solar panels. The effects of proposed U.S. trade policies on the solar industry remain unclear. Through 2024, manufacturing continued a yearslong ramp-up to take advantage of government policies favoring domestic manufacturing. And imported panels seem slated to suffer from ever-increasing tariffs, which drive up costs. Domestic production rises Since 2010, U.S. solar panel production has increased about eightfold. But U.S.-made panels are more expensive than imported alternatives. In 2024, U.S.-made panels typically cost 31 cents per watt, but imported panels, even including tariffs that existed before President Donald Trumps second term, cost about one-third of that: 11 cents per watt. But domestic manufacturers are bringing costs down by ramping up production while relying on the government to maintain or increase tariffs on imports, which may make U.S. panels more competitive domestically in the future. Reliance on overseas sources Despite that increase in domestic production, U.S. demand for solar panels has grown even faster. To meet demand, the U.S. imports a substantial portion of its solar photovoltaic modules. Tariffs, including a 30% tariff on solar cells and solar panels starting in 2018, aimed to boost domestic manufacturing. But those tariffs and falling global prices made solar installations more costly in the U.S. than in the rest of the world. The average global cost of installed solar systems dropped from $1.15 per watt in 2012 to $0.72 per watt in 2016, nearly half that of U.S. installations. The 2018 tariffs, as well as earlier rounds in 2012 and 2014, have shifted the source of U.S. imports of solar panelsfrom China and Taiwan to Malaysia and South Korea. Manufacturers are also building solar panels in Singapore and Germany to maintain access to the U.S. market. And Chinese companies are even investing in U.S. solar manufacturers to take advantage of federal incentives and avoid tariffs. New tariffs emerge Trumps proposal for new tariffs on foreign-made solar goods, including panels and components, particularly target Chinese-owned companies in Southeast Asia. They could include a potential 375% tariff on Thai productsnearly quadrupling prices and a 3,500% tariff on products from Cambodia. In contrast, U.S.-made solar panels will be cheaper. But a reduced supply of solar panels will raise prices even of domestic-made panels, at least until U.S. manufacturing can catch up with the demand. Some developers have begun to delay or cancel solar installations to address rising costs. Domestic investment Due in large part to the Biden administrations Inflation Reduction Act, enacted in 2022, the U.S. solar panel industry has seen significant investments. Since the laws enactment, more than 95 GW of manufacturing capability have been added across the solar supply chain in the U.S., including new facilites that in a year can construct enough solar panels to produce nearly 42 GW, beyond existing manufacturing levels. This growth in manufacturing capabilities is largely located in Texas and Georgia. Still, the new administrations shifting priorities and trade policies make the landscape uncertain. Before Trump began discussing various solar-related trade policies, the industry projected it would install an average of 45 GW of solar panels every year for the next decade. Mojtaba Akhavan-Tafti is an associate research scientist at the University of Michigan. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
Early in my career, I was a loan underwriter at a bank. I was responsible for training a new employee, one with very little banking experience. During the training, she caught something I had missed and asked about it. I was shocked because I considered myself a diligent underwriter. But I quickly realized something: She was better than I was. She had a knack for noticing little abnormalities and was confident enough to point them out. For a moment, I was nervous. We worked at a small bank, and I felt threatened by her skill. But I quickly realized that she was an asset. She could work on the detail-driven parts of underwriting, which freed me up for other work. So I encouraged her to keep learning. {"blockType":"creator-network-promo","data":{"mediaUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/04\/workbetter-logo.png","headline":"Work Better","description":"Thoughts on the future of work, career pivots, and why work shouldn't suck, by Anna Burgess Yang. To learn more visit workbetter.media.","substackDomain":"https:\/\/www.workbetter.media","colorTheme":"green","redirectUrl":""}} Great leaders dont compete with their teams. Instead, they build teams that complement them and recognize that the entire team is stronger with high-performing people. “No room for ego” A good manager shouldn’t be the smartest person in the room. Strong teams are never built on ego, and when you hire smart people, you get a more innovative team and better outcomes. Keep in mind that smarter can mean different thingstechnical skills, creativity, or subject matter expertise. More than likely, youll hire someone who may be smarter in one area, which will allow you to shine with different skills. That was my experience with the new loan underwriter; I moved on to compliance work, which required some critical thinking skills I had. AI app-building startup Lovable is known for hiring top-tier talent. The company puts its principles right on its careers page, stating that there is no room for ego and that employees amplify each other. As one of the fastest-growing startups in Europe, Lovable has now reached $17 million in annual recurring revenuedue in part, no doubt, to hiring the best and its approach to teamwork. Ideally, you uncover someones potential during the hiring process. Ask questions that might help you determine that someone has the skills you dont have, or might be smarter than you in certain aspects of the job. Look for exceptional problem-solving skills or boundless curiositysigns that a person can take a project and run with it. Let others shine Once you hire them, you have to give your new employees room to do their best work and grow. You should set goals and offer resources, but not micromanage. It will be an ongoing process of giving the employees more responsibility to see how they handle the work. Smart employees will be up to the challenge, and youll gradually transition your own role to other work. Make sure your talented employees feel appreciated. Give them credit publicly and advocate for their growth. They should know that you know how smart and capable they are. You might fear that if you nurture a smart employee, they might eventually outgrow the role. Maybe theyll move to another team or leave the company altogether. Thats a legitimate concern and bound to happen at some point. But you cant hold people back. If employees reach a ceiling within your team, they should move on. Think of yourself as a talent developer, capable of finding and nurturing people in their careers. Thats a skill by itself. And when someone moves on, it creates opportunities for others to rise. {"blockType":"creator-network-promo","data":{"mediaUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/04\/workbetter-logo.png","headline":"Work Better","description":"Thoughts on the future of work, career pivots, and why work shouldn't suck, by Anna Burgess Yang. To learn more visit workbetter.media.","substackDomain":"https:\/\/www.workbetter.media","colorTheme":"green","redirectUrl":""}}
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E-Commerce
Artificial intelligence has been the subject of unprecedented levels of investment and enthusiasm over the past three years, driven by a tide of hype that promises revolutionary transformation across every business function. Yet the gap between this technologys promise and the delivery of real business value remains stubbornly wide. A recent study by BCG found that while 98% of companies are exploring AI, only 26% have developed working products and a mere 4% have achieved significant returns on their investments. This striking implementation gap raises a critical question: Why do so many AI initiatives fail to deliver meaningful value? Knowledge gap A big part of the answer lies in a fundamental disconnect at the leadership level: to put it bluntly, many senior executives just dont understand how AI works. One recent survey found that 94% of C-suite executives describe themselves as having an intermediate, advanced, or expert knowledge of AI, while 90% say they are confident in making decisions around the technology. Yet a large study of thousands of U.S. board-level executives reported in MIT Sloan Management Review in 2024 found that just 8% actually have substantial levels of conceptual knowledge regarding AI technologies. The only way AI initiatives can deliver significant value is when they are aligned with the organizations broader enterprise architecture. When I introduced the terminology of strategic enterprise architecture back in 2000 (e-Enterprise, Cambridge University Press), I wanted to emphasize the importance of aligning technical architecture with the broader structure of the business as a wholeits purpose, strategies, processes, and operating models. With AI, this alignment is more important than ever. But it relies on the ability of senior leaders to understand both parts of the enterprise equation. Opportunity costs The current gap between confidence and competence creates a dangerous decision-making environment. Without foundational AI literacy, leaders simply cant make informed decisions about how any given AI implementation fits with strategic priorities and the processes and existing tech infrastructure of the business. Ultimately, they end up delegating critical strategic choices to technical teams that often lack the business context necessary for value-driven implementation. The result? Millions of dollars invested in AI initiatives that fail to deliver on their promises. In addition to project failure, a lack of AI literacy leads to strategic opportunity costs. When CEOs cant distinguish between truly transformative AI applications and incremental improvements, they risk either underinvesting in game-changing capabilities or overspending on fashionable but low-impact technologies. What CEOs need to know Becoming AI-literate doesn’t mean that CEOs need to be able to build neural networks or understand the mathematical intricacies of deep learning algorithms. Rather, leaders need the kind of foundational practical knowledge that lets them align AI initiatives with core business operations and strategic direction. At minimum, CEOs should develop a working understanding of AI in three broad areas. 1. The Types of AI CEOs should understand the differences between the four major types of AI, the business applications of each, and their current maturity level. Analytical/Predictive AI focuses on pattern recognition and forecasting. This technology has been maturing for decades and forms the backbone of data-driven decision making in domains from finance to manufacturing. Deterministic AI systems apply predefined rules and logic to automate processes and decision-making, creating efficiency but requiring careful governance. Generative AIthe current hype kingcreates new content that resembles human work, offering unprecedented creative capabilities alongside significant ethical challenges. Agentic AI is the new kid on the block. It not only analyzes or produces outputs but takes bounded actions toward defined goals. Agentic AI offers the greatest opportunity and the largest risks for enterprise transformation, but is largely untested at scale. 2. Technical Infrastructure Considerations The infrastructure underpinning AI implementations shapes what is possible and practical for specific organizations. Deployment Models determine where and how AI systems operate. On-premises deployments maximize control over data, systems, and compliance but require significant capital investment and specialized personnel. Cloud-based deployments offer scalability and access to cutting-edge hardware but increase exposure to data security and vendor lock-in risks. Hybrid models retain sensitive processes in-house while outsourcing other workloads. Open and Closed Systems. Closed AI systemsproprietary systems created by commercial vendorssimplify deployment and provide enterprise-grade support but normally offer limited transparency and customization. Open (or open source) systems provide greater control and flexibility, particularly for specialized applications, but require more internal capacity and ongoing maintenance. Computing Resource Needs vary dramatically based on how AI is deployed. Most organizations primarily use AI for inference (using the reasoning capabilities of trained models) rather than training their own models. This approach significantly reduces hardware requirements but limits customization and mission-specific capabilities. Data Infrastructure is the foundation for successful AI implementations. This includes data pipelines for collecting and transforming information, storage systems for managing structured and unstructured data, processing frameworks for maintaining data quality, and governance mechanisms for ensuring compliance and security. Organizations with mature data infrastructure can implement AI more rapidly and effectively than those still struggling with data silos or quality issues. 3. The AI Tech Stack The contemporary AI stack comprises five interconnected layers that transform raw data into outputs designed to create value for the enterprise. The Foundation: Data & Storage This foundation captures, cleans, and catalogs both structured and unstructured information. The Engine: Compute & Acceleration High-density Graphics Processing Units (GPUs), AI-optimized chips, and elastic cloud clusters provide the parallel processing that deep-learning workloads require. Container orchestration tools abstract these resources, allowing cost-effective experimentation and deployment. The Brain: Model & Algorithm This is where foundation models, domain-specific small laguage models, and classical machine-learning libraries coexist. Organizations must decide whether to consume models “as-a-service,” fine-tune open-source checkpoints, or build custom networksdecisions that involve trade-offs between control, cost, and compliance. The Connectors: Orchestration & Tooling Retrieval-augmented generation (RAG), prompt pipelines, automated evaluation harnesses, and agent frameworks sequence models into end-to-end capabilities. User Access and Control: Applications & Governance This top layer exposes AI to users through APIs and low-code builders that embed intelligence in user-facing systems. For further foundational information on AI tech stacks, see IBMs introductory guide. Developing AI literacy in the C-Suite How can busy executives develop the AI literacy they need to lead effectively? Here are some practical approaches to closing the knowledge gap. Establish a personal learning curriculum. Set aside time for structured learning about AI fundamentals through executive education programs, books, or online courses specifically designed for business leaders. Build a balanced advisory network. Surround yourself with advisors who bridge technical expertise and business acumen. This might include both internal experts and external consultants who can translate complex concepts into business terms without oversimplifying. Institute regular technology briefings. Create a structured process where technical teams provide regular updates on AI capabilities, limitations, and potential applications in your industry. The key is ensuring these briefings focus on business implications rather than technical specifications. Experience AI directly. Hands-on experience with AI tools provides an essential perspective. Work directly with your company’s AI applications to develop an intuitive understanding of capabilities and limitations. Foster organization-wide literacy. Support AI education across all business functions, not just technical departments. When marketing, finance, operations, and other leaders share a common understanding of AI capabilities, cross-functional collaboration improves dramatically. True leadership in the age of AI begins with curiosity and the courage to learn.When CEOs become tech literate, they dont just adapt to the futurethey help shape it.
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E-Commerce
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