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When Donald Trump pulled the United States out of the Paris climate agreement in 2017, major companiesincluding tech giants Apple, Amazon, and Googlewere quick to criticize the move. Elon Musk stepped down from his role on the presidents advisory committees in response. Facebook CEO Mark Zuckerberg said that the decision was bad for the environment, bad for the economy, and it puts our childrens future at risk. What happened this year was very different: Trump ordered the U.S. to leave the Paris Agreement, again, on his first day in office. Zuckerberg, who was getting ready to co-host an inaugural ball for the president, didnt comment on the news. (In an unrelated Facebook post that came shortly after Trumps announcement about the Paris Agreement, Zuckerberg said he was Optimistic and celebrating.) Jeff Bezos, who previously criticized Trump and poured $10 billion into climate nonprofits, has now cozied up to the president. Other tech CEOs sat in support at the inauguration and donated millions to Trumps inaugural committee. Its one example of the business worlds reluctance to take any public stand against the current president. In the first term, everyone was fighting me, Trump said at a press conference in December when he talked about meeting with tech leaders. In this term, everyone wants to be my friend. Whether out of a fear of retribution and/or a belief that their companies could benefit directly from Trump, most business leaders are staying quiet. That’s true both for specific policy, like the Paris Agreement, and as the new administration veers toward authoritarianism. The muted responsenot to mention the fact that some executives are embracing Trump and voluntarily ditching programs like diversity, equity, and inclusionisnt dissimilar to what happened when Adolf Hitler came to power in Germany. The parallels of corporate conformity and subservience are quite strong, says Peter Hayes, a professor emeritus of history at Northwestern University and the author of a new book, Profits & Persecution, about how companies responded to and collaborated with the Nazi party. When Hitler came to power in 1933, few took him seriously. As with Trump, people tended to underestimate the threat he posed. A lot of people thought Hitler was a blowhard, Hayes says. He never had been to university. He’d never held a government position. He’d never had a real job in his life, aside from running messages behind enemy lines in World War I. They just didn’t take him seriously. And the antisemitism, only the worst people took that seriouslythe people who believed in it took it totally seriously. Everybody else tended to sort of say, Well, you know, if it comes, it’ll stop short of the kind of people I know. At the time, business leaders liked some aspects of the Nazi platform, including its willingness to dismantle labor unions. Those who objected to Hitlers antisemitism thought that it could be moderated. (In the culture of the time, many Germans were antisemitic themselvesand had especially objectionable views about Jewish immigrants who had recently moved from Eastern Europebut didn’t think that their Jewish colleagues should lose their jobs or, later, their lives.) But businesses quickly became participants in the de-Jewification (“Entjudung”) of their corporate boards. Some of that was driven by fear, after seeing examples of what the Nazis were willing to do. In one case, the new government arrested the editors of a newspaper in Munich and appointed Nazi replacements who fired Jewish employees. The Nazis intimidated Bosch’s CEO by arresting one of his friends. A cigarette magnate was threatened with the takeover of his property and a trial on corruption charges if he didnt do what the government wanted. They always were willing to use force, but they treated it as a last resort towards the corporate world, Hayes says. Because you can intimidate ordinary middle-class or upper-class people pretty easily. And they did. People conform. After seeing what was happening to others, some companies started to practice anticipatory compliance, including Deutsche Bank, which fired Jewish members of its board before it was forced to. (In the long term, it didn’t help: Two of the bank’s directors were executed later in the war because they’d criticized Hitler.) As Hitlers regime progressed, the corporate compliance became more horrific: seizing Jewish-owned businesses and property, using forced Jewish labor, and providing, in the case of a chemical company called IG Farben, the poison gas used to kill millions of people in concentration camps. Some companies fully embraced Nazi propaganda; others were just afraid to resist. Now, as corporate leaders fail to stand up for things they’ve advocated for in the past, such as climate action, what happened in Germany is kind of a road map for what were experiencing, Hayes says. The country is at a pivotal moment. The White House is seizing power in unprecedented ways, such as freezing funding that was already appropriated by Congress. Trump broke the law to fire inspectors general at federal agencies. Under Elon Musk, who was never elected to any office, the so-called Department of Government Efficiency has started slashing jobs and funding at federal agencies, from the National Institutes of Health to the National Oceanic and Atmospheric Administration. (The job cuts include accidentally firing workers responsible for nuclear security and researching the bird flu outbreak.) Musk and other Republicans have threatened judges with impeachment for blocking DOGE work that the judges say is illegal. When Musk sat in at a recent Cabinet meeting, Trump threatened to throw out anyone who objected to Musk. The White House is starting to control which journalists can be part of the press pool covering the president, something that used to happen through an independent committee. The list goes on. Hayes argues that American business leaders have caved to Trump even without the same type of intimidation that happened in Germany. But there has been some pressure: Trump threatened to jail Zuckerberg if he “interfered” with the 2024 election, for example, and then credited his own threats with forcing Zuckerberg to make changes to Meta, including ditching fact-checkers. Some of the pressure on CEOs, along with politicians and other public figures, now comes in other forms, including the fact that Trump can easily incite his online followers to violence. “We have on record Republican senators who’ve said to their Democratic colleagues, ‘I can’t speak up because I’m afraid for my family, Hayes says, adding that corporate leaders may also be afraid to talk because they’re worried about losing ther jobs. “This is the normal form of human self-protection that dictatorial and authoritarian forces totally exploit. Hayes points out other parallels to Nazi Germany. Hitler, like Trump, didn’t worry about long-term impacts to the economy. Hitler wanted Germany to be self-sufficient, and pushed for companies to make gasoline from coal, even though it was far more expensive than importing fuel from other countries. Similarly, Trump is trying to prop up fossil fuel companies in the U.S. at a time when the rest of the world is moving to electric vehiclesand EVs ultimately make more economic sense. “We’re giving up the future to serve the fossil fuel industry in the short term, and to try to make us an island in the world,” Hayes says. “It’s not going to work. The bill will come due. And as it starts to come due, everything that Trump has ever done indicates that he will blame someone else. And that’s when this government will become truly dangerous.” In Germany, Hayes says, the first year of Hitler’s rule was the critical moment that businesses could have made different choices. In theory, it’s not too late for companiesalong with the rest of societyto become more vocal now. Hayes, however, doesn’t believe that salvation is likely to come from the corporate sector, warning, “Don’t expect them to stand up to this.
Category:
E-Commerce
Microsoft employees stream down a hallway by the dozen, smartphones and paper coffee cups in hand, many clad in heavy coats on this frigid February morning. The setting is idyllicLake Washington is in full view through floor-to-ceiling windowsbut they stride purposefully. As they do, they pass a digital sign with a tersely worded call to action: All squads ship Competing/differentiating Growing work every sprint to double Successful Sessions ABS(Always Be Shipping) Despite the profusion of Microsofties on the premises, this isnt Microsofts sprawling Redmond campus. Instead, these staffers have taken over a Hyatt hotel in Renton, another Seattle suburb. They work for a division known as Microsoft AIMAI for shortand have traveled from corporate outposts as distant as the U.K., Switzerland, China, and India to attend a team off site. Mustafa Suleyman, MAIs CEO, instituted these conclaves upon arriving at Microsoft just under a year agopart of an unorthodox mass hiring in which the software behemoth absorbed most of the staff from Inflection AI, the startup Suleyman cofounded in 2022. The gatherings take place roughly once every seven weeks, and part of their purpose is unblinking self-assessment. Ahead of the meeting, around 80 squads of 6 to 15 people apiece have rated themselves on their success in hitting recent deadlines on a scale of red, amber, or green. The results arent greatbut Suleyman sees that as progress in itself. It’s taken a few cycles to get people to be basically honest in terms of their scoring, he tells me shortly after presiding over the events keynote presentation. And this time, there was lots of redlike almost 45% red. I think that was a really, really good moment; and we sort of stood up and owned it. I was very proud of the team. Though being CEO of something called Microsoft AI sounds like a job of nearly unlimited purview, Suleyman does have a more specific remit. Hes charged with using AI to transform the companys consumer properties, including the free Copilot chatbot app available on the web and in versions for Windows, Mac, iPhone, and Android. The progress MAI measures in squad-size chunks all levels up to a much higher goal: building an AI companion that not only answers questions accurately but performs tasks based on a deep understanding of your needs. And not just an anodyne chatbot, but a warm and relatable persona youll enjoy spending time with. In its present form, Copilot has barely begun to hint at this wildly ambitious vision. But as Microsoft pushes forward, You’ll start to see Copilot become a platform that enables a personalized AI companion for you, promises Suleyman. It’ll have its own name, have its own visual representation, have its own personality, and really be your sidekick. What we are building is your second brain, your aide, your consigliere, your reliable chief of staff in your pocket. Its lofty talk, but Suleymanwhose round, wire-frame glasses help give him the presence of a particularly glib owlhas a knack for explaining AI in a compelling fashion. His cautionary 2023 book on the subject, The Coming Wave, was a New York Times Best Seller; his 2024 TED talk, What is an AI Anyway? has been viewed 2.7 million times. More importantly, his bona fides include cofounding not just Inflection, but before that DeepMind in 2010. The London-based company made computing history when it created software that taught itself to play the famously complex Chinese board game, Go, better than any human. Then it developed an algorithm for predicting how proteins fold themselves, a transformative tool for drug discovery. Both of those landmark feats reached fruition after Google acquired DeepMind in 2014; Suleyman left DeepMind in 2019 and exited Google altogether in 2022, shortly before founding Inflecton. In 2023, Google merged the company with another AI arm, Google Brain, to form Google DeepMind, with Suleymans fellow cofounder Demis Hassabis as CEO. The combined operation is responsible for the Gemini large language model now used in many Google products, putting Suleyman in direct competition with his former colleagues. (Suleyman says he remains friendly with Hassabis, but argues that competition fuels creativity, noting that in February, he recruited the engineers responsible for one of Googles best-received uses of AI: its uncanny Audio Overview synthetic podcasts.) In terms of raw users, Copilot has some catching up to do. According to data from intelligence company Similarweb, the consumer versionwhich is distinct from the one thats part of the Microsoft 365 productivity suitehad a desktop and mobile web audience of just 15.6 million in January. That was far behind OpenAIs ChatGPT (246 million), Chinese upstart DeepSeek (79.97 million), and Gemini (47.3 million), though ahead of Perplexity (10.6 million) and Anthropics Claude (8.2 million). This data doesnt include people who use Microsofts free Copilot app, but market intelligence firm Sensor Tower says that ChatGPT currently has 30 times the monthly active users of consumer Copilot. Microsoft is not wholly dependent on Copilot to reach consumers. Bing, another part of Suleymans portfolio, may only have 4% of the search market to Googles 90%, according to StatCounter, but with an audience of 174 million people in January, its larger than any AI bot except ChatGPT, per Similarweb. His group also oversees Microsofts Edge web browser, which comes bundled with Windows and could become a potent AI delivery system of its own. And over time, Suleymans AI companion vision might give Copilot more market traction by clearly differentiating it from ChatGPT. (The two products share many technical underpinnings thanks to the Microsoft-OpenAI partnership.) Still, the relative tininess of Copilots current user base shows that the vision of Microsofts signature consumer-AI effort has yet to transform into the kind of mass attention the company cares about. For Copilot to be truly useful for you long term, it needs to not only be able to ingest all your long-form documents and your email and your calendar and your context, but it needs to not forget what you’ve talked about a couple of sessions ago. And we are getting really good at that now. [Photo: Carlton Canary for Fast Company] Then again, its not like anyone else has truly figured out consumer AI. The industrys often-clumsy stabs at itsuch as Googles gaffe-ridden AI Overviews and short-lived Meta bots personified by the likes of Snoop Dogg and Paris Hiltoncan feel like answers to questions nobody asked. Every single company is trying to understand what the market wants at this point, says Divya Kumar, Microsofts general manager of search and AI marketing. Weve barely scratched the surface. But Suleyman cant depend on Microsofts rivals flailing forever; if MAI doesnt create the first true AI consigliere, somebody else surely will. Hence, the intensity he brings to managing and motivating his team, a job he describes as building the cultural flywheel that then builds the product. That goal was apparent in a February email to his staffwritten shortly after DeepSeeks stunningly efficient LLM shocked the AI industryin which Suleyman predicted more surprises ahead and called for a great hunkering down. What MAI needs from everyone this year is extreme focus, he wrote. The competition will be unlike anything weve seen. This is for real. This is the time to do the best work of your lives. The son of an English nurse mother and Syrian cab-driver father, Suleyman landed on AI as his lifes work not because he was in love with the technology for its own sake, but because he saw its potential to make the world a better place. At 19, he dropped out of the University of Oxford, where he studied philosophy and theology, to help start a telephone counseling service for Muslim youth. He then served as a human rights policy officer for London Mayor Ken Livingston and cofounded a consultancy dedicated to driving societal change on a global scale. Suleyman was only 25 when he and two friends, who had the training in computer science he lacked (Hassabis and Shane Legg), started DeepMind in 2010. The company was a bet on their conviction that evermore-powerful supercomputers would lead to an epoch-shifting moment when AI would surpass human cognitive ability across an array of disciplines. Legg called that phenomenon Artificial General Intelligence, or AGI. Early on, their faith that AIs future would be extraordinary was so contrarian, Suleyman says, that we never really talked openly about our ambition to build AGIthat was always something that we whispered in hushed tones to each other and among a very small group.” Eventually, though, the entire field adopted AGI as a conceptand a goal. DeepMind indeed made historic progress, putting Suleyman at the heart of the AI revolution just as it was taking off. But in a major career setback, he left DeepMind in 2019reportedly not by choice but precipitated by complaints from employees that he had a bullying management style. In a 2022 podcast, he accepted the criticismI really screwed upand said that hed since worked with an executive coach to become a better boss. By the end of his DeepMind tenure, Suleyman says, he was itching to get AI out of the lab and into the real world. Rather than leave Google altogether, he spent another two years at the company as VP of AI product management and AI policy. Among his responsibilities was working with the Google Brain team, which had developed an LLM called LaMDA. At the time, ChatGPT didnt exist; even OpenAIs GPT LLM hadnt proven itself capable of powering radically new AI experiences. LaMDA was at GPT-3 level performance, at least a year earlier than GPT-3, Suleyman remembers. Leveraging it into new Google features would have been a bold, attention-grabbing move. But it also would have been risky and required sign-off from many internal stakeholders. Suleyman struggled to rally support. That was really on me, he says. I was the one trying to get this out the doorpersuade the lawyers, persuade the policy people, persuade Google Search. And for some reason, there was just a series of mental blockers in the company. Concluding that this effort had reached a standstill, Suleyman departed Google in January 2022. Officially, he was joining venture capital firm Greylock as a partner. Barely more than a month later, however, he returned to AI with the launch of Inflection. Suleyman and his cofounders, DeepMind principal research scientist Karén Simonyannow MAIs chief scientistand LinkedIn cofounder and Greylock partner Reid Hoffman quickly lined up $225 million in funding. Suleyman didnt spell out the startups exact plans beyond acknowledging they involved making it easier for humans to communicate with computers: It feels like were on the cusp of being able to generate language to pretty much human-level performance, he told CNBC. What that meant became clearer in May 2023, when Inflection introduced Pi, its chatbot. Short for personal intelligence and available on Facebook Messenger, Instagram, and WhatsApp, as well as the web and as an iPhone app, Pi was a rough draft of Suleymans notion of an AI companionoptimized for engaging conversation rather than purely informational utility. I chatted about philosophy with it for what turned out to be 2 hours, wrote an impressed Reddit user. I kept waiting for it to break and say stupid random stuff like [ChatGPT does] but it kept going coherently. As Pi was establishing itself, Suleymanfound himself in an ongoing dialog with Microsoft CEO Satya Nadella about their companies respective futures. Microsoft had invested in Inflection and was providing the startup with cloud services, so it was only natural theyd talk. But by the winter of 2023a period when Sam Altmans brief ouster at OpenAI highlighted how vulnerable Microsoft had left itself by tethering its AI vision to an outside partnerNadella was proposing scenarios involving Suleyman joining Microsoft in some capacity. Suleyman was willing to listen. Microsoft already had a deep technological platform, a large consumer footprint it knew how to monetize through advertising, and the ability to shovel its formidable resources to high-priority initiativesassets Inflection couldnt match on its own. Furthermore, Suleymans confidence in Inflections initial business plan, which involved building high-cost computing clusters to train its own in-house LLM, Inflection-1, had been shaken by new developments such as Metas open-sourcing of its Llama AI model, which made a world-class LLM available to any company that wanted to use it. I just did not predict that a public company would make the crown jewels available to everybody, he says, calling the realization of how that might impact the competitive landscape painful. Nadella, too, had reason to reassess Microsofts AI strategy, particularly on the consumer front. For all the benefits the company had reaped from its investment in OpenAI, the tantalizing sense that it might help Bing bite into Googles dominance in sudden and dramatic fashion hadnt panned out. Nor had Copilot become ChatGPTs peer in traffic and name recognition, despite being based on some of the same underlying GPT technology. As of right now, it feels to me as an outside observer that they haven’t gotten nearly the leverage that they would’ve wanted on the consumer side, says tech investor and writer M.G. Siegler. Microsoft product manager for model personality Rachel Taylor: The way that you show up for Gen Z versus my mom, who’s just turned 70, has differences in style and delivery, and it should feel different as time goes on. [Photo: Carlton Canary for Fast Company] Suleyman is quick to underline that he could have continued pursuing his AI vision at Inflection, which had raised a total of more than $1.5 billion from investors. On top of that, in November 2023 he met for eight hours with SoftBank CEO Masayoshi Son, who made an enormous offer to raise a gigantic round at a huge price. But over a January 2024 lunch at the World Economic Forum in Davos, Suleyman says, Nadella made an irresistible offer: Come and drive Microsoft through the next decade. One of the most compelling pieces of what he said to me was, We completely missed mobile, referring to Microsofts Windows Phone being thrashed by Apples iPhone and Googles Android, Suleyman remembers. If we completely miss AI in the way that we missed mobile, it’ll be existential for the future of the company. Suleyman says it was a wrenching decision: “We were 70 people. The product was growing like wildfire. We had an amazing roster of investors. But a couple of months after Davos, a deal was announced. Acquiring Inflection would likely have raised antitrust concerns. Instead, Microsoft simply hired Suleyman, Simonyan, and most of the team theyd assembled. (LinkedIn currently lists 59 ex-Inflection staffers now at Microsoft.) Microsoft wont say how much it spent on this gambit; reports put the price tag at $650 millionor maybe moreto license AI models, pay off investors, and compensate Suleyman and other new employees. Along with existing Microsoft employees and additional ones Suleyman would recruit, the Inflection alums are part of MAIa Russian doll of new teams, he says. The company also declines to provide a current head count, but last November, Wireds Steven Levy quoted Suleyman saying about 14,000 people reported up into his team. (Inflection still exists, under new managementSuleyman no longer has an ownership stakeand has pivoted from building an AI companion to selling technology to enterprise customers.) Microsoft general manager of search and AI marketing Divya Kumar: One of the aspects of Mustafa that I really appreciate is his consumer ethos. Everything he thinks about, whether that is product engineering or marketing, he thinks about from the lens of the customer. [Photo: Carlton Canary for Fast Company] Suleymans unsatisfying experience trying to commercialize Googles LaMDA did leave him wary of big-company bureaucracy. The most important thing was figuring out how, culturally, we kept some distance from some of the old patterns in Microsoft that we were worried would slow us down, he says. This was something Satya and I talked about a lot. He was adamant that we would have all the necessary freedoms to operate and we wouldn’t be impeded in any way. The evidence that Nadella was good to his word includes the fact that Suleyman divided his team into small squads of employees who tackl their work in six- or seven-week cycles, an approach he brought with him from Inflection. MAI controls its own tech stack and is responsible for its own recruiting. Despite being part of the ultimate Microsoft shop, it even does some of its collaborating over Slack (I would say we mostly use Teams, Suleyman emphasizes when I ask). Nearly a year into his new job, Suleyman remains keen to shield MAI from certain Microsoftian tendencies. In a November email to staffers, he dutifully praised Microsofts consensus-driven culturebut stated that MAI’s objective should be respectful disagreement, followed up by a complete commitment to the outcome. That bias toward speedy decisiveness is tempered by the self-awareness Suleyman has carefully fostered since getting into trouble at DeepMind. In the lead-up to one team meeting, for instance, he asked his direct reports for examples of recent moves hed made that proved problematic so that he could share them more broadly. Suleyman still doesnt hesitate to describe himself as relentless. But he adds that hes now much more practical and more realistic. In some ways, I’m actually a lot more patient and balanced as well. Thats not far from how MAI staffers describe him: He’s a kind and empathetic person who still manages to have a tremendous level of urgency, says Kya Sainsbury-Carter, corporate VP of Microsoft Advertising, a direct report, and an 18-year veteran of the company. Back at Microsoft AIs off-site meeting, a standing-room-only crowd has assembled for a workshop on understanding Generation Z. The presentation includes TikTok videos in which young people rhapsodize about ChatGPT and excerpts from interviews with high schoolers talking about their busy lives. In an empathy-building exercise, participants discuss what they learned from this exposure to the next generation and how it might be applied to improving Copilot. Such anthropological inquiry is serious stuff at Microsoft, which turns 50 this year and is intent on forging a relationship with consumers who weren’t around for the glory days of the PC. Gen Z demands more than real innovation and crisp aesthetics; they want authenticity, social responsibility, and seamless digital experiences, wrote Suleyman in a January email to MAI staffers. We need to create experiences that truly resonate with these users. Copilot design director and Inflection AI alum Matt Pistachio: We still move quickly as a startup. We still meet together like we used to do. We still have the same vision. We’re just doing it at scale. [Photo: Carlton Canary for Fast Company] Of course, at the scale to which Microsoft is accustomedand hopes Copilot will reacheven delighting an entire generation of consumers wouldnt be enough. The company must consider the needs and desires of individual customers spanning a wide swath of humanity, a test that some on its Windows team have likened to ordering pizza for 1.5 billion people. Indeed, Copilot design director Matt Pistachioone of the Inflection employees who joined Suleyman at MAIgets most animated when telling me how AI can empower his mother, a Lebanese technophobe. She can talk in Arabic, he explains. She can talk in her broken English. She can just say what she wants and she has access to computing. As another Inflection alum, MAIs product manager for model personality Rachel Taylor, puts it, Your AI should feel different than mine. So how can Microsoft even begin to attack the problem of creating an AI companion that teeming masses of people might find indispensablebut each in a slightly different way? Suleyman divvies the necessary elements into three buckets that hes been talking about since the days of Inflections Pi: IQ, AQ, and EQ. IQ covers a companions raw skill at working with factsto answer any question accurately, superfast, be grounded in the real world, [and] provide evidence and citations, he says. AQ references the power to take action on behalf of a useror, using one of the tech industrys favorite current buzzwords, to be agentic. And EQ is about the companions emotional intelligenceits ability to make you feel empowered and make you feel supported and make you feel smarter and more capable. Building out these elements could keep Suleymans team busy for years. A lot of breakthroughs need to happen to be able to get to the vision that he’s got in his mind, says S. Somasegar, Madrona Venture Group managing director (and, previously, a 27-year Microsoft veteran). But some ingredients are falling into place, at least as first drafts. Starting in October, MAI began rolling out the meatiest changes to Copilot since Suleymans arrival. Thanks to voice mode, you can talk to the AI rather than type, and itll talk back. A feature called Think Deeper, based on OpenAIs reasoning o1 model, takes 30 seconds to generate its answers, but is optimized to deliver richer, more sophisticated explanations and advice than the stock model. Copilot Vision lets you carry on spoken conversations with the AI about web pages, say, so it can help suss out pertinent details in an Airbnb listing youre skimming while planning a vacation. A key focus is memory: Copilot knowing you better the more you use it rather than every session being a Groundhog Day-like new start. In February, Microsoft quietly shipped an update that lets it weave topics and ideas from past sessions into new ones: You have a sense that there’s a compounding value, says Suleyman. Microsoft is also working on giving its AI companion enough social grace to master group chats, tailoring its responses to the interests and attitudes of each human in a session. The challenge of making all this work is not just technological. Any AI companin worth its salt will certainly need a world-class LLM under the hood. But the MAI employees at the Hyatt off-site include educators, therapists, linguists, comedy writers, advertisers, designers, Suleyman tells me. Instead of building on the tech industrys past 20 years of consumer experiencesproducts such as Facebook and YouTube that aggregated massive amounts of user-generated content, with its rough edges often part of the appealhe is aiming to tap AI to help attain a level of polish that software has rarely had.We now have this new raw material to make beautiful experiences with, which is much closer to the raw material of Hollywood or game design, he says. We, as humans, love the feeling that arises when you listen to a beautiful piece of music or watch an epic movie or see a director of photography wash color over a scene. Once again, Suleymans rarified description of his aims is running ahead of anything MAI has actually shipped. But some of his aspiration to engage on an emotional level was visible in a blobby, smiling onscreen animated character I glimpsed at MAIs off-site meetingan early, unannounced manifestation of what Copilot would look like if you could see it as well as chat with it. The characters cartoony vibe also happens to scratch an itch Microsoft has had since at least 1992. Thats when the company became smitten with research by Stanford professors Clifford Nass and Byron Reeves, which showed that people attribute human qualities to computers and other forms of media. Taking their conclusions as an argument for making software interfaces more anthropomorphic, Microsoft released a quirky Windows add-on called Microsoft Bob. After that flopped, the company doubled down with Office 97s Office Assistants, including that iconic pest Clippy. In the 1990s, Microsoft tried to add a dash of anthropomorphic companionship to software with Microsoft Bob (seen here) and Office Assistants such as Clippy. They went on to be among the companys most famous failures. When it turned out Office users didnt actually want productivity aid from cartoon characters, Microsoft deemphasized Clippy and companyand eventually removed them altogether. More recently, it has good-naturedly embraced the talking paper clip as a totem of failure. If consumers really do find an animated version of Copilot to be irresistible, Clippy can feel free to have a long-delayed last laugh. But applying AI to a synthetic persona also brings risks that were unimaginable in Clippys day. Much of the air went out of Microsofts triumphant reveal of the first version of its consumer Copilot in February 2023 when it turned out to be a slightly terrifying loose cannon, most famously telling New York Times writer Kevin Roose that it loved him and he should leave his wife. (The company moved swiftly to tamp down its new chatbots wild side.) More recently, and far more alarmingly, Google-backed Character AI has been sued by the mother of a teenager whose suicide, she claims, reflected his unhealthy emotional attachment to the startups bots. In another suit, families say their childrens conversations with Character AI bots went in dark directions involving self-harm, violence toward others, and sexualized content. Microsoft is hardly blithe about AI companions potential to go awry. We’re setting the standard for these things existing, says Taylor. And so we have to be totally sure that we’re comfortable with them existing in the world. Her colleague Pistachio adds that the company is building its AI to calmly steer sessions in a responsible direction: It’ll be like, Okay, I think we’ve gone a bit too farI don’t think we should be joshing around this much. Suleyman, whose book The Coming Wave takes AIs perils at least as seriously as its promise, told me repeatedly that keeping it safe is not just vital but the whole point of his career. The goal of the next 50 years, he declares, has to be to make sure that this technology remains subservient to humanity. Yet that hasnt led him away from high-stakes applications of the technology. Former DeepMinders are involved in a new MAI healthcare group, whose mandate he paints in only the broadest strokes for now: Four billion or so people don’t have access to high-quality medical or health advice on a daily basisI think it’s just an amazing opportunity.” Ultimately, Suleyman says, his mission “is to make sure that [AI] genuinely does always remain something that makes our lives healthier and happier. The goal of civilization, in my opinion, is to relieve people of the obligation and pressure to solve shelter, food, community, work, well-being. Even now, as he builds a business at a titan of capitalism thats older than he is, hes still the 25-year-old enthralled by AIs potential to do good.
Category:
E-Commerce
Have you ever found yourself in a situation where you carefully laid out all the context for your manager, only to have them cut you off? Or maybe youve found youre eager to dive into the tactical details of a project while they keep steering the conversation back to vision. These moments can leave you frustrated and confused. You’re doing what seems logical, yet somehow its not landing. The good news is that these disconnects usually arent about your competency or the quality of your ideas theyre about different styles. Studies have found that two primary dimensions shape how people communicate and approach their interactions at work. The first is dominance, which refers to the degree a person attempts to control situations or the thoughts and actions of others, and the second is sociability, which measures how readily someone expresses emotions and prioritizes relationships and emotional connection with others. The intersection of these two dimensions leads to four different styles, which I call the 4Cs. The Commander Commanders can be so quick to take action that they may steamroll you or others. They care more about what needs to be done than how everyone feels about it. This doesnt necessarily mean theyre uncaring (although they sometimes neglect their teams need for emotional support), but they show their commitment to others by setting clear, ambitious targets rather than through praise or acknowledgment. Dont take it personally if a Commander: Nitpicks your work. When Commanders challenge your ideas, its more about stress-testing them to avoid mistakes and make them stronger rather than dissatisfaction with you or your performance. Acknowledge their input without getting defensive and refute with solid data: I see what you mean about the message lacking urgency. We approached it that way because our feedback survey showed . . . Skips pleasantries and small talk. Commanders see time as a valuable resource not to be wasted, so respect their desire for efficiency with phrases like, I know youre busy, so lets get right to it or, Ill dive straight inhere are the key points Id like to cover. And dont be offended when they send you two-word email replies without asking how your weekend was. Overlooks your opinion. Commanders appreciate assertiveness, so have a point of view and present it clearly. Start your pitch with something like, I believe . . . , My recommendation is . . . , From my perspective, it seems that . . . , or Here are my initial thoughts. The Cheerleader Cheerleaders are expressive and tend to be energetic, optimistic, and enthusiastic. Like Commanders, Cheerleaders value moving fast and aiming high, but they love building relationships and playing connector. Their focus on team spirit makes for an environment thats positive and fun, but some might find their high-energy, group-oriented style overwhelming and you might not always get the nitty-gritty feedback or specific direction you want. Dont take it personally if a Cheerleader: Cancels meetings at the last minute. Take the lead to reschedule, or youll be forgotten as they chase the next shiny object. Try this: I understand your schedule is tight, but were running out of time to plan for X. So Ill grab 20 minutes on your calendar to connect about that tomorrow unless you let me know otherwise. Changes priorities frequently. Their flightiness can be frustrating, but when the Cheerleader thinks of yet another new idea or veers off topic, gently steer them back: Thats fascinating. Ill make a note so we dont lose sight of this and can revisit it at a better time. Be clear about whats achievable, tying it back to team capacity and timelines: To meet our deadlines and keep the quality of work youre used to, we should stay focused on X. Gives you vague feedback and direction. Cheerleaders prefer to inspire and motivate rather than provide step-by-step instructions. When given vague feedback, drill deeper: Can you share what success looks like for this project? Provide options since Cheerleaders sometimes struggle to come up with specifics on their own: Here are a few ideas Ive come up with. Which one do you feel fits best? The Caretaker Caretakers are patient peacekeepers who listen carefully and make sure everyone feels seen and heard. While theyre high on sociability like the Cheerleader, Caretakers are more subdued and nurturing. They want you to feel safe voicing your thoughts and struggles. But at the same time, their indecisiveness can be a drag, particularly in fast-paced or high-stakes environments where quick action and risk-taking are crucial. Dont take it personally if a Caretaker: Constantly checks in. Caretakers sometimes helicopter manage or, worse, make you feel like you have to reassure them instead of the other way around. Gently make it clear you can handle tasks on your own without them hovering: Ive got this under control, but Ill definitely let you know if I need any help. Hoards work and stretch projects. Your boss may believe taking on the burden of extra work safeguards you from stressor theyre convinced that theyre best suited to handle tasks. To overcome their control issues, propose a gradual transition (Lets start with me handling part of [project], and we can go from there) or suggest working together initially (How about we tag-team on [project] at first? That way, you can see my approach and make sure its on track). Drops news on you at the eleventh hour. In a misdirected effort to keep things calm and stable, your boss may hold back important information, so regularly ask for insight on potential shifts: Are there any developments we should be aware of? It would help us plan and adjust accordingly or Knowing about changes ahead of time helps me prepare, so any heads-up would be helpful. The Controller Controllers excel through their meticulous attention to detail, reliance on data, and a preference for working behind the scenes to ensure everything runs like clockwork. They tend to be serious and reserved leaders who worry less about social connections and more about optimizing existing standards, rules, and processes. This can be a dream for those who love clear instructions, but Controllers can also come off as rigid and restrictive, especially when quick pivots or innovative leaps are needed to stay ahead. Dont take it personally if a Controller: Rejects your ideas without consideration. Controllers are wary of new ideas because they see them as risks that could lead to mistakes. So frame ideas as enhancements to existing processes, not as net new changes: [Idea] builds on our current system . . . or We can take what were already doing and make it even better by . . . Requires multiple approvals or reviews. Its not that they dont trust you; rather, they believe that having multiple sets of eyes means standards will be met. efore starting work ask, What are the key criteria youre looking for in this project? I want to make sure I meet your expectations from the outset. Suggest a quick pre-mortem session to catch any issues early: Can we check in before I finalize this? I want to address any concerns you might have. Expects you to be an expert in everything. If your boss overloads you with dense information or complex documentation, turn it back around and ask for guidance on whats most critical: I appreciate all the details. What would you say are the key points I should prioritize to make sure were compliant? You might not always like or agree with your bosss approachthats normalbut if there comes a point where their actions become disruptive to you or others, its not enough to say, Oh, thats just how they are! Ultimately, personal style doesnt give anyone a pass to be a jerk. The key is to stay flexible and observant, adjusting your strategies as you learn more about your bosss preferences and behaviors. Because even if your relationships are strong, they can always be better. Adapted from the book Managing Up: How to Get What You Need from the People in Charge by Melody Wilding. Copyright 2025 by Melody Wilding. Published in the United States and Canada by Crown Currency, an imprint of the Crown Publishing Group, a division of Penguin Random House LLC. All rights reserved.
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For filmmakers with a fondness for certain fonts, using them frequently enough in their work can turn typography into a sort of signature. See the typeface in a film, and you know exactly who the director is. Wes Anderson has an obsession with Futura, while John Carpenter set his film credits in Albertus, a formal serif. Papyrus is now synonymous with James Cameron’s Avatar franchise, and more than 40 of Woody Allen’s films use Windsor. For director Sean Baker, whose comedy-drama Anora won the 2025 Oscar for Best Picture and netted him the Academy Award for Best Director, his font of choice is the tall, narrow, decorative Aguafina Script. Created by type designers Alejandro Paul and Angel Koziupa of the Argentinean type foundry Sudtipos, Aguafina Script is described as semi-formal and eye-catching with characters that flow into each other, perfect for product packaging, glossy magazines, and book covers. Turns out it also works well for movie posters and title sequences, as Baker has proven for more than a decade now with his various projects. [Images: IMDB] Baker told the streaming platform Mubi last year that he first selected Aguafina Script for the title sequence of 2015’s Tangerine, about a transgender sex worker (a film that was shot entirely on iPhones), because he was looking for something that was stylistically interesting and because it subverted the grittiness of the subject matter. It is saying that there is an elegance to this production in the way were presenting the subject matter, he said. After realizing the font could serve the same purpose for 2017’s The Florida Project (about a girl and her single mother who live in a motel near Disney World), he said, If I continue this it could eventually become something that people connect withand connect with my films [the way Carpenter’s and Allen’s fonts did with theirs]. Now when you see those fonts, you think of those filmmakers and their films, said Baker, who utilized Aguafina Script through to the movie posters too. I like to have consistency between my advertising material and the actual credits. By weaving it into the visual identity of his films, including a recently minted Oscar winner, Baker has made Aguafina Script his own, and shown how type can be used to challenge viewers’ preconceived notions.
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The U.S. Forest Service, already struggling with understaffing, fired about 3,400 workers last monthroughly 10% of its workforceamid the Trump administrations efforts to shrink the federal government. Now, with Forest Service chief Randy Moore set to retire this week, the agency will be led by a former timber industry lobbyist. In a letter posted to the agencys website, Moore called the cuts incredibly difficult and urged remaining staff to rise to the occasion. But current and former Forest Service employees warn that mass firings threaten public access to federal lands and increase wildfire danger for tens of millions. They also fear the Trump administration is moving toward auctioning off public lands to corporations interested in resource extraction. Federal workers and their unions are pushing backwith some success. A federal judge last week ordered the government to cancel its directive to lay off employees at six agencies. However, the ruling did not extend to the Forest Service, leaving some workers unclear as to its implications. Workers are also speaking up in hopes that their advocacy can reverse the administrations course and protect the public lands they say are at risk. Tom Carvajals work duties as a lead river ranger in the Boise National Forest ranged from checking parking passes to guiding archaeologists on weeklong missions into the rugged Idaho wilderness. He said it was the greatest job in the world, but it came to an end in mid-February when he was fired alongside thousands of other Forest Service employees. I dont know if Ill be able to find something Im as passionate about, Carvajal said. As upset as he was to lose his job, Carvajal was more concerned about what would happen to the public lands he had dedicated years of his life to preserving. When you look at the other executive orders . . . our public lands are f**ked, Carvajal said. On his first day in office, President Donald Trump signed the Unleashing American Energy executive order that called for reversing environmental protections on federal landsabout 28% of the countryin the name of resource extraction. Carvajal fears that move could lay the groundwork for reducing the size of public lands by auctioning off once-protected areas to private development. It would not be the first time. During his first term, Trump eliminated environmental protections from more public land than any president in U.S. history. In 2017, he reduced Utahs Grand-Staircase Escalante and Bears Ears national monuments by a combined 2 million acres after companies including Energy Fuels Resources (USA) Inc. lobbied his administration for access to the areas uranium, coal, and oil deposits. In 2020, Trump stripped protections from Alaskas Tongass National Forest, allowing logging and road development on hundreds of square miles of old-growth forest. The Biden administration later reversed both decisions, but Trumps team is again looking to reduce the size of Utahs national monuments and allow logging in Alaskas protected temperate rainforests. Trump also moved to roll back regulations that required federal agencies to comply with the National Environmental Policy Act, which mandates environmental review for actions like land permitting. Doug Burgum, Trumps secretary of the Interior, has also directed his department to encourage energy exploration and production on federal lands and waters, even though the country is already producing more crude oil than ever before. Following Moores resignation, the Forest Service will be headed by Tom Schultz, the former vice president of resources and government affairs at Idaho Forest Group, one of the largest private lumber producers in the country. Capital & Main reached out to the Trump administration for comment but received no response. His Unleashing American Energy order characterized environmental protections of public lands as burdensome and ideologically motivated regulations, which impeded their development and stood in the way of making reliable and affordable electricity available to U.S. citizens. Unlike the National Park Service, whose primary mission is the preservation of natural and cultural resources, the Forest Service balances conservation with other purposes like timber production and resource extraction. Forest Service employees fear that the balance will tilt too far in favor of industry and that vast tracts of public lands could be lost. I think were going to lose our federal government land. I think in the next four years, the Forest Service just wont be around anymore, said Taze Henderson, a Forest Service employee in Washington states Okanogan-Wenatchee National Forest until he was fire this month. Hendersons job was to prepare the forest for private logging operations while prioritizing forest health and fire prevention. His efforts often drew legal challenges from local environmental groups, which, he said, complicated the timber harvesting process. Now he warns that the private contractors who could replace him will do far more damage to the forest. Raymond Beaupre worked as part of the Okanogan-Wenatchees wilderness trail staff before getting fired. Profit-driven timber harvesters will be more bloodthirsty, potentially endangering the ecosystem, according to Beaupre. Its like letting the fox into the hen house, he said. Beaupre warned that a downsized Forest Service would also limit recreational opportunities, as many trails require consistent upkeep to stay accessible. Without regular maintenance, fallen logs, and erosion ultimately lead to trail loss. Even before the firings, staffing and funding shortages had already led to trail loss. Our district used to have 1,200 miles of trails. Now we fight as hard as we can to maintain 450 of those miles, Beaupre said. Forest Service employees who were spared in the recent firings say the changes have already hurt the agency. I didnt know morale could get any worse and then it did, said Madi Kraus, a wildland firefighter and union steward for the National Federation of Federal Employees in Colorado. We feel like were in a relationship with an abusive partner. We never know whats going to come next. Many of those dismissed were responsible for managing firefighting logisticsa loss that could affect the agencys ability to protect communities, Kraus said. In fact, many employees whose main job wasn’t firefighting, but who were qualified to fight fires when needed, were terminated. Among them was Carvajal, who started his career as a wildland firefighter and continued to assist on crews after changing positions. Last summer, he logged more than 300 overtime hours fighting wildfires just north of Boise. With wildfire risks rising as more people move into fire-prone areas and climate change leads to more extreme weather, the need for a strong firefighting force has never been greater. But the Trump administrations actions are eroding that capacity, said Riva Duncan, a former forest fire chief in Oregons Umpqua National Forest. Even if the firings stopped right now, we know its still going to be bad, Duncan said. It means the existing workforce has way more exposure to risk. . . . Theyre not going to be able to suppress as many fires. Workers have staged protests across the country, including inside national parks, and unions have filed lawsuits against the Trump administration, claiming that the mass firings violate federal law. There are signs the pressure is working. Several Forest Service employees who were fired this month have since been rehired. Even though U.S. District Judge William Alsups order Thursday to rescind the directive firing probationary employees didn’t extend to the Forest Service, Alsup said he was going to count on the government to do the right thing by applying his ruling more broadly. Carvajal, meanwhile, is dedicating his time to speaking up about the potentially devastating impacts of deep cuts to the Forest Service and the loss of public lands. If we lose those lands to any other kind of development, thats really where the problem is going to last, Carvajal said. That can be avoided if people know that this is your land. By Jeremy Lindenfeld, Capital & Main This piece was originally published by Capital & Main, which reports from California on economic, political, and social issues.
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