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Sunbridge appears to be a quintessential example of 21st century sprawl. A 27,000-acre residential mega-development taking shape outside of Orlando, Florida, its set to include more than 30,000 new homes in total when completea few neighborhoods, miles of trails, and a K8 school have already been completed. Its riding a growth boom in Central Florida; this fast-growing section of the Sun Belt has added more than 1,000 people every week in recent years. But within the different subdivisions being constructed at Sunbridge over the next 30 years, a landscape will emerge with each new home and green space thats much more wild, native, and sustainable than the stereotypical manicured, monoculture green lawns ringed with white picket fences. My spiel for Sunbridge is that you leave your house and in 10 minutes, youre immersed in nature, says Clint Beaty, senior vice president of Operations at Tavistock Development Company, which is developing Sunbridge. Im not talking about a single tree next to a retention pond. I mean a deer is going to walk up to you, and you may see bald eagles, all 15 minutes from the Orlando International Airport. Sunbridge was just named the nations first Homegrown National Park Community, a designation highlighting the projects focus on native plants, nature conservation, and sustainability focused on restoring a measure of biodiversity. Containing an array of different single-family homes, constructed by different developers, mostly ranging in price between $300,000 and $600,000, the larger development will feature a slate of standard suburban homes. According to Tavistock, a majority of the plants will be native, and interspersed with all those homes will be 13,000 acres that will be preserved as an interconnected network of natural habitats, including lakes, wetlands, and oak hammocks, a type of forest habitat native to Florida and the Southeast. [Photo: Scott Cook Photography/Tavistock Development Company] Conservation goes private Typical Florida developers often put the most expensive homes on the water and charge a premium; Sunbridge will leave those waterfronts open and wild for all to enjoy. In the long term, Beaty says, this philosophy will drive value; the challenge is, in the short term, getting homebuyers to understand that. The Homegrown National Park concepta marketing term, not an actual registered and protected public placewas cofounded by scientist and author Doug Tallamy, and aims to regenerate and restore 20 million acres of native habitat across the U.S., mostly on private land, in an effort to stem the biodiversity crisis. The pollution and the loss of habitat have put roughly 40% of animals, plants, and ecosystems in the U.S. at risk. The nation currently has 44 million acres of traditional green turflawn, which Tallamy calls dead space in terms of its ability to support diverse species and local ecosystems. Why should we develop property in a way that expels nature? And while Tallamy says there are parks and preserves for preservation of wildlife, if 78% of the U.S. is privately owned85% of land east of the Mississippi is in private handssomething has to make landowners take biodiversity more seriously. He hopes Sunbridge becomes the first of many such developments, and can help make the case to landowners that this strategy is both cost-effective and consumer friendly. If we dont do conservation on private property, were going to fail, he says. You cant say were not going to do conservation where we develop, because thats everywhere. [Photo: Tavistock Development Company] Landscaping the future While the Homegrown National Park focuses on flora and fauna, the team behind Sunbridge came to the idea while looking at water. Like other fast-growing parts of the country, such as Phoenix, Central Florida faces water shortages and hard limits on growth if business-as-usual development continues. The Central Florida Water Initiative predicts the region will face a 96 million gallon-per-day water shortfall starting in 2045. The landscaping philosophy of Homegrown National Parknative plants that require much less water, less maintenance, and less fertilizercan reduce irrigation and fertilizer runoff. Sunbridge developers estimate that when the entire project is complete and occupied in the coming decades, the planned Florida-native and drought-tolerant landscaping palette will save between 39,000 to 146,300 gallons of water daily, and help cut outdoor water use by 75%. In addition, it will contain whats called keystone plants, native species, such as live oaks, that support local insects and animals. Tallamy says that traditional American landscaping, which uses a variety of non-native plants for decorative purposes, doesnt feed local species and can disrupt the existing food web. Developers hope this plan not only allows the development to grow without bumping up against resource limits, but also proves to be a point of differentiation that attracts future buyers and even adds a premium to home prices. Theyve been aggressively marketing the developments trails, greenspace, lakes, and landscape, dubbing it a naturehood. Beaty, who grew up in Florida, remembers playing in backyards in July with brown grass as a kid, since it was so challenging to water. Ever since Disney came to Florida, he says, thats the (artificial) expectation people have of the Florida front yard. This is the horticultural challenge of our time, says Tallamy. How do we make ecologically accesible landscapes that are also pretty? [Photo: Scott Cook Photography/Tavistock Development Company] Finding the solution in sprawl It may seem counterintuitive to count suburban developments as part of the solution to the biodiversity crisis, since theyre a significant cause of the problem in the U.S. Sprawl development in the 21st century alone has eaten up more than two million acres annually in the U.S., according to the Center for Biological Diversity, leading to significant habitat and species loss: roads, fences and structures break up habitats; fertilizers and pollution harm plants; and light and noise pollution impact animal health. While Sunbridge remains the first large development to sign on, Homegrown National Park has also been busy with other collaborations, partnering with regional and state Native Plant Societies, including the Native Plant Society of Texas, to engage and support developers and HOAs that are interested in integrating the Homegrown National Park model. One of the challenges going forward will be maintaining the initial philosophy of native plantings and more sustainability minded landscaping. Since there arent necessarily strong ways to mandate lawn care or plant choicethere wont be an overarching homeowners association enforcing standardsBeaty hopes the good faith approach theyre taking, which favors carrots instead of sticks, will prove itself over time. This will include a number of resources and support, including publishing a curated list of native plants, and a variety of community programs to help with lawn care and to promote conservation. Residents will also be given digital water dashboards to help monitor their consumption, and messaging about how a healthier, more native lawn means fewer chemicals that aren’t good for your kids and a lower utility bill every month. Advocates say these kinds of development agreements, and efforts at urban rewilding in cities, can, along with the vital preservation of remaining natural habitat, help slow and ideally reverse the biodiversity loss being felt around the globe. Tallamy says that scientists already understand what needs to be done to fix the biodiversity crisis. Projects like Sunbridge, which seek to sell residents on the benefits of a more biodiverse landscape, can help get more momentum behind deploying those solutions. We know how to increase biodiversity, he says. What were fighting now are sociological problems.
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E-Commerce
Black, unassuming, about the size of a pack of chewing gum: On the surface, the Fire TV 4K Select stick released in mid-October looks just like any other streaming device made by Amazon. Plug it into your TV, and youll be greeted by Amazons tried-and-true living room interface, complete with icons for popular streaming apps like Netflix, Disney+ and Prime Video. And yet, the Select streaming stick is unlike any of its predecessors. Thats because the device is running Vega a new, Linux-based operating system Amazon has quietly been building over the past couple of years as a replacement for its legacy, Android-based Fire OS. The company plans to eventually launch Vega across a wide range of devices, including smart displays, streaming devices, even car dashboards. The adoption of Vega represents one of Amazons most ambitious hardware-related initiatives ever since the launch of the first Fire TV device over a decade ago. It also prompted backlash from consumers and lukewarm reception from developers. But for the company, launching Vega may be worth the pain. Amazon has always wanted to create its own software ecosystem, says Techsponential analyst Avi Greengart. Betting on Vega allows Amazon not just to optimize the code running on its devices, but also to break free from Google and take control of its own destiny. Android was developed to run on phones When Amazon launched its first Fire TV streaming box in early 2014, it did so by using a version of Googles Android OS that the company customized to its own needs. For that, Amazon decided not to license Googles Play Store and other services available on officially Google-sanctioned hardware. Instead, it simply used open source Android code freely available to anyone, and built its own Fire TV app store and services on top of that foundation. Android [has] been and remains super, super important to our product lines – it is wonderful how Google has built and supported that platform, wrote the outgoing Amazon devices executive Robert Williams in a recent LinkedIn post, adding: However, we also felt that we could build something more purpose-built for consumer electronics devices that was faster and used more modern components and design. [Photo: Amazon] There are sound technical reasons for this approach: Android is, at its core, an operating system for mobile phones, and many of its components are either not required or not optimized for other kinds of devices. Thats why Google itself switched from Android to a new, custom OS called Fuchsia for its smart displays in 2021. Similarly, Amazon first launched Vega on a smart display, the Echo Show 5, in 2023, albeit without publicly announcing the switch. We started where we could have the biggest impact right away, explains Tapas Roy, Amazons vice president of device software & services. Vegas integration with our custom-designed silicon accelerates AI query response times, such as for Alexa+, making our Echo lineup ideal for joint development. An insurance policy against Google Other reasons for an alternative to Android are less technical. While Google has maintained the core Android code as an open source project, it has also long tightly controlled what device makers can and cannot do if they want access to the companys Play Store, and other commercial Android components. Google in particular frowned upon efforts to build alternative, customized distributions of Android, something thats known among open source insiders as forking. Fire OS is the most popular forked version of Android in Western markets, leading to significant friction between the two companies. The conflict came to a head when Amazon began approaching third-party consumer electronics companies about making TVs powered by Fire OS a few years after launching its own streaming adapters. At the time, Google told TV makers that they couldnt use Fire OS if they also were using Googles Android on other devices, including phones. Google justified this by arguing it was trying to prevent fragmentation, but the move also effectively kneecapped Amazons smart TV efforts. The conflict resulted in an antitrust investigation in India that got resolved with a settlement earlier this year. Google and Amazon separately came to an agreement on the issue, paving the way for manufacturers like TCL to build TVs powered by Fire OS. Despite this truce, Vega OS can be seen as a kind of insurance policy against Google. If the search giant were to further restrict the use of Android in the future, Amazon wouldn’t be left empty-handed. At least publicly, Amazon is committed to shipping devices with both operating systems for the foreseeable future. We’re not moving away from Android, says Roy. Were a multi-OS company, and Fire OS isnt going anywhere. Creating and managing our own operating system lets us innovate across the whole tech stack within our devices where we need it. Amazon has no plans to make Vega available to third-party device makers, Roy said. Pushback from developers and consumers Amazon has faced some pushback from consumers after launching the Vega-powered Select stick. While Android-powered Fire TV sticks are rated 4.6 stars and up on Amazons shopping website, the Select model currently has a 3.6 star rating, with a whopping 25% of reviewers awarding it just a single star. Part of the backlash has to do with the fact that prior Android models allowed consumers to install their own apps from sources other than Amazons official store a feature frequently used for apps designed to access pirated content. Vega does not offer a similar sideloading feature. Amazon has also struggled to gain support from app developers and publishers for the device. Smart TV app developers already deal with a very fragmented landscape, with devices made by Roku, Samsung, Google, and LG, all requiring them to build different versions of their apps. At launch, the Select Stick was missing native apps from a number of major publishers, including CBS, PBS, andBET. To make up for those shortcomings, Amazon adopted a novel approach: For the time being, it is simply running the existing Android apps for services like these in the cloud. In most cases, consumers will notice little to no difference to an app running on the device itself. Some functionality, however, simply isnt compatible with this approach. As a result, Select stick owners currently dont have access to a Spotify app on the device. Despite the initial extra investment, publishers could ultimately benefit from porting their apps to Vega. The operating system is based on technology that will, at least in theory, allow developers to consolidate their codebase across multiple operating systems. Developers can reuse their … code from one project to another, within or outside of Amazon apps, to make the most of their time and efforts, Roy says. Aside from those practical considerations, developers do have another factor to contend with: With over 200 million Fire TV devices sold to date, Amazon is a giant in the streaming hardware space. If the company keeps shipping new devices running Vega, publishers may just have to fall in line and rebuild their apps for the new operating system. There are likely to be growing pains, says Greengart, adding: I would give Amazon extremely high odds for success with Vega OS.
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E-Commerce
Its not often that headlines about customer brawls end up morphing into good news for a brand. But thats arguably whats happened to Starbucks thanks to the bungled rollout of its limited-run Bearista cups becoming the first new craze of this holiday seasoneven including good-natured copycat tributes from the likes of Aldi and Walmart. At first, the Bearista debut on November 6 seemed like a black eye. The 20-ounce glass tumbler, shaped like a cute bear sporting a Starbucks beanie, sparked immediate viral demand, with customers at some locations lining up at 3 a.m. to score one. This apparently caught the company off guard, and supplies of the $30 object ran out almost instantly. Frustrated customers slammed the brand online (some claiming stores were woefully understocked), and in a few cases physically battled each other for what was available. ‘Bearista’ cups brew up brawls at Starbucks, Fox News reported. With fistfight accounts and clips circulating online, the fiasco took on a Waffle House vibenot exactly the community-centric third place experience the coffee giant tries to cultivate. Starbucks apologized for the disappointment. But the story didnt go away. It evolved. Of course the bear tumblers materialized on eBay, on sale for hundreds of dollars. But less predictably, a new round of social media videosand mainstream press coverage of themexplained how to DIY your own bear-shaped drinking vessel dupe by draining honey packaging and perhaps drawing on the Starbucks logo for fun. Aldi began winkingly promoting a $5 gingerbread-figure cup for those who missed out on that $30 bear; Walmart chimed in with its own version, a bear-shaped bottle of its Great Value brand honey filled with coffee. All of this has been lighthearted, and ultimately a tribute. Thus the Bearista mini-craze was pulled back from becoming a borderline squalid tale of corporate fumbling and manic consumerism. Instead, its as if the market has decided that thanks to this absurd incident, bear cups are, somehow, out of nowhere, now a Holiday Thing. And that works out rather neatly for Starbucks, which this week, in the direct aftermath of the Bearista freakout, began rolling out this years version of its traditional holiday-object lineup. On November 13 it started offering the new iteration of its annual reusable Red Cup promotiona free, limited-edition cup, in four design choices, for certain orders from its holiday menu. And it has teased new holiday merch additions to its lineup, including a collaboration with fashion brand Roller Rabbit slated for early December. Meanwhile, though Starbucks has declined to comment on whether the Bearista will return (a McRib-style mystery?), demand clearly transcends any ill will about the botched debut. We want the cup , reads the top response to one Starbucks Instagram post hyping the new Red Cup designs. Dont ignore our bear cup requests! echoes another response. We want more! In other words, what looked like a brand blunder is now arguably the happiest story of the early Brian Niccol eracertainly better than news of store closings or lagging earnings or union disputes. The Bearista tale, however chaotic, has ended up making Starbucks feel relevant, in a good way. If there is such a thing as the right kind of brand brawl, this was it.
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E-Commerce
With over 800 student organizations on campus, the University of Pennsylvania already seems to have a club for every interest, from investment banking to beekeepingeven cheese. Now, add AI to the mix. In September, dozens of Penn students gathered in the engineering school auditorium for the debut of the Claude Builder Club, sponsored by AI company Anthropic. Over the course of this semester, the Builder Club has plans to host a hackathon, demo night, and other opportunities to create projects using artificial intelligence. I need the Claude premium for a year, says Crystal Yang, a freshman who attended the first meeting. Claude, she had heard, is better for coding and sounding more human in writing. Like Yang, many attendees were interested chiefly in the free Claude Pro and API credits offered. But according to their responses at the first meeting, a number of attendees also wanted to spend the semester working on problems with climate, healthcare, and manufacturing. Hearing other Penn students stand up and share what problems they were working on solving with the help of AI was genuinely inspiring, says Alain Welliver, one of the Builder Club ambassadors leading Penns chapter. As an ambassador, Welliver is responsible for promoting the club and developing programming. Hell receive a $1,750 stipend for his work. Welliver, an engineering student, saw the ambassadorship opportunity this summer on LinkedIn and was quickly interestedhe had considered creating a similar club before. To land the role, he completed a written application form about projects hes built and his perspective on AI, and did an interview. The Builder Clubs are part of Anthropics broader Claude for Education initiative, which also includes a Learning mode in Claude and free campuswide access for partnering universities. Drew Bent, the education lead on Anthropics Beneficial Developments team, suggests that economics students who take part in the Builder Clubs could, for example, use their Claude app to create an interactive simulator for a macroeconomics concept in minutes. The first iteration of Builder Clubs debuted this fall semester; there are now over 60 participating universities. Theyve launched at seven of the eight Ivy League schools, SEC schools like the University of Georgia and Vanderbilt University, and international universities like the London School of Economics. According to Greg Feingold, who leads the Builder Club program for Anthropic, over 15,000 students have signed up. More than 25 of the chapters exceed 100 members. By the end of the semester, Feingold hopes to empower students to build projects theyre interested in, especially those who have found AI tools too costly or otherwise inaccessible before. I really want us to find those students who are not technical students and have them participate, Feingold says. I just know that were going to get some really amazing stories of people who have never written a line of code but were able to make an app for the first time. A certain type of agency Victor Lee, a professor at Stanford Universitys Graduate School of Education, says tech companies have launched similar programs in the past, pointing to Apples Swift Coding Clubs as an example. A lot of groups are trying to jockey for position and recognition, especially amongst a user base that is likely to be core to them, he says. Across college campuses, AI companies are everywhere. During the last finals season, OpenAI offered free ChatGPT Plus. At Penn, students recently waited in line for over an hour at a Google Gemini pop-up eventwhich included free Gemini-branded Owala water bottles. This has created concerns for educators, who worry many students are using AI to cheat. In addition to being a Builder Club ambassador, students can apply to be a Campus ambassador and promote Anthropic products directly to peers. Anuja Uppuluri, one of the first ambassadors, shared on X Anthropics $1/month Pro subscription deal for Carnegie Mellon University students this spring. Her post received tens of thousands of views, and in the comments section, multiple students asked for the offer to be available at their schools too. Uppuluri feels thankful that she took her introductory computer science courses before LLMs got popular: The temptation to use an AI tool would have been all too alluring. Theres some type of agency about Claude Code that makes it different, Uppuluri notes. It doesnt make it a tool. I think it makes it more like a pair programmer. Welliver finds Anthropic to be one of the few AI companies with an approach that fully aligns with his values. Part of the Builder Club programming that Anthropic has developed is education about AI safety and the societal impacts of AI. If you ask my friends, theyd probably be like, Alains the last person to become a brand ambassador, Welliver says. Anthropic, though, is really intentionally trying to do an ethical approach to advancing AI. I think those values transfer over to the club.
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E-Commerce
For years, weve treated confidence in the workplace as something that rises with seniority. The longer youre in the game, the more secure you should feel, at least in theory. But new data is telling a different story. Confidence is quietly increasing among early and mid-career employees, while many senior leaders are facing a growing sense of doubt. The emotional center of the workforce is shifting, and it says a lot about how work, identity, and leadership are changing. The View from the Ground Glassdoors latest numbers show something many leaders might not expect: Confidence is rising among those at the beginning and middle of their careers. Entry-level confidence ticked up 1.9 points and mid-level roles rose 2.3. After several years defined by layoffs, volatility, and reorganization, youd think this group would be the most anxious. But instead, theyre slowly stabilizingand in many cases, feeling more empowered. One possible explanation is that younger employees, particularly Gen Z, have grown up in uncertainty. They graduated into disrupted schools, unpredictable labor markets, and news cycles dominated by instability. Adaptation became the norm. So rather than viewing change as a threat, many see it as the default environment, something to work within rather than fight against. Hybrid work and flexible career pathways also matter. Many early-career professionals now build identity and stability not from a single employer, but from a mosaic of work, skill-building, networking, and side projects. They have learned to diversify not only their income but their sense of purpose. This gives them a form of psychological safety: When your career has multiple anchors, no single wave capsizes the ship. And importantly, younger workers are redefining what it means to succeed. Its less about climbing a ladder and more about gaining agency, having influence over how, when, and why they work. Even small signals of autonomy can boost confidence: the ability to negotiate schedules, contribute ideas early, or move laterally to explore new roles. So, while the headlines focus on uncertainty, many early-career employees are quietly reframing it. Theyre not waiting for perfect stability to feel secure. Theyre building confidence through adaptability, community, and self-direction. The Shifting View from the Top While those in the frontline are earning their sea legs, it seems executives and their peers are losing their footing. Many aspects of workforce management stabilized post pandemic, but confidence in executive leadership teams abilities to manage their teams, responses to critical issues, and readiness to address technical disruptions has trended downwards. From board members to C-suite team members themselves, there is an increasing belief that leadership teams are unable to withstand the demands of conflicting constituents and put the interests of the company above their own. These votes of incompetence are taking their toll in the confidence of those at the top. For a long time, it seemed the era of grey-haired expertise was impenetrable. The sentiment was that having seen it before, you would be trusted to resolve any problem and people would trust you. The Boomers and even Gen Xers who would fit that mold, however, are not perceived to be able to keep up. In some instances, it is made explicitly obvious that their value is waning. But regardless of age, leadership is exhausting. In the face of technological advancements and AI, topics that any employee may grapple with, executives are too often seen to be out of touch. It seems that the complexities of leadership are taking their toll. There are endless questions about the pros and cons of remote, hybrid, (or return to office) work modalities; international economic instability and politics are impacting trade and augmenting cost pressures; and retention is still a problem that has not fully recovered from the Big Quit. While leader responsibilities are not new, there do not seem to be right answers or resolutions to strive to achieve. Decision fatigue, and constant uncertainty may be eroding their sense of control. As a result, senior level employees have seen employee confidence fall month over month, a concerning trend as it may impact hiring and investment plans. In addition to task-related burnout, senior leaders are also unsure of how their reactions to colleagues and direct reports are measuring up. Many feel the weight of being both empathetic and decisivea balance thats emotionally taxing. This dip may reflect a growing leadership gap: leaders caring deeply, but struggling to sustain optimism. Despite moving in opposite directions, both groups reflect the same reality: The workplace is changing faster than people can adjust. For younger employees, that change still feels full of possibility. For leaders, it feels like exhaustion. Understanding both sides could be key to rebuilding trust and confidence across the organization.
Category:
E-Commerce
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