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Hello, and welcome back to Fast Companys Plugged In. When Amazon announced this week that its shutting down Amazon Go, its 8-year-old chain of cashierless convenience stores, the news did not come as a shocker. Almost two years ago, the company shuttered all its Go stores in San Francisco, along with some locations in New York and Seattle. Another round of closures came in 2024. Now its going from a few stores to no stores, a footnote given that the same day brought the news that Amazon is laying off 16,000 people across the company. Having shopped at the Amazon Go near my San Francisco office almost 200 times, I counted myself as a fan. Even back then, though, it felt like the company either didnt understand what it had created or had already lost interest. The piece I wrote when the San Francisco stores closed felt like an obituary, even though other locations remained in business. I said at the time that regardless of what happened to Amazon Go, I hoped startups would pursue the goal of freeing us from the drudgery of waiting in line to pay for stuff. One I mentioned in that piece, Grabango, folded the following year. Reportedly, the expense and complexity of equipping stores with its technologywhich, like Go, involved a bevy of cameras using AI to keep track of shoppers and the products theyd plucked from shelvesplayed a part in its demise. I should note that cashierless retail is not entirely dead. Amazon is still working on the Just Walk Out technology that powered the Go stores, which it makes available to other retailers. Some of its Whole Food Market stores continue to offer a variant of the tech in the form of smart shopping carts called Dash Carts, which it recently upgraded. Startups that remain in the game include Zippin, whose Go-like technology is widely used at sporting and concert venues, and Mashgin, which eliminates the need to configure an entire store with cameras by having shoppers place items on a tray for AI-assisted checkout. The one place Ive encountered checkout-free shopping lately is at airports, where Ive bought items using both Amazons and Mashgins platforms. My experiences were positive. Lets be honest, though: It isnt tough to improve on airport retail in its traditional form. Cashierless checkout surviving for niche applications would be a dramatic reversal from the days when the first Amazon Go stores opened and I wondered whether human-dependent checkout was on its way to becoming as quaint as sales transactions involving someone eyeballing price tags on items and laboriously punching keys on a cash register. Maybe it will someday. But surely not in this decade, and I wouldnt bet on the one after that. Why is that? Along with the cost of the tech, theres the question of how well it works at all. In 2023, The Informations Theo Wayt reported that Amazon had 1,000 people in India reviewing transactions from its stores, and that 70% of sales required a human in the loop. That made it sound like the main thing the company had achieved was to remote-control the checkout process rather than eliminate it. It was also a reminder that shopping in Amazon Go stores involved being monitored by cameras, giving the whole process a Big Brother vibe. Amazon disputed details of Wayts report. And the fact that considerable human labor was required to train the Just Walk Out AI doesnt mean it would be so forever. Still, the more you know about how technology of this sort works, the more daunting it soundsespecially in the context of retail, a business that has traditionally been resistant to experimentation and long-term thinking. Back when I was popping into my neighborhood Amazon Go several times a week, I thought of what it was doing as being centered on making my life slightly better. Ultimately, though, retail technology is not about direct customer satisfaction. Its about increasing sales. Making shoppers happier is only one way to accomplish that, and probably not the easiest one. In 2018, my colleague Sean Captain wrote about Standard Cognition, which had opened a 1,900-foot demo cashierless shop in San Francisco and had plans to help retailers take thousands of stores cashierless in just a couple of years. That didnt happen. Now known as Standard AI, the company has pivoted away from grab-and-go toward using cameras to understand what shoppers actually see and respond to, its website says. Our proprietary models continuously track awareness, engagement, and conversion to prove media impact, refine promotions, and optimize performance across every in-store placement. Standard AI is not performing facial recognition or otherwise associating this data with specific identifiable individuals. But even in anonymized form, the idea of being monitored as I shop for the purpose of maximizing sales makes me wince. The companys sitewith close-up imagery of shoppers contemplating products, overlaid with stats Standard has collected about themdoesnt help. (Yes, I am aware that club cards have long tied shoppers to purchases, and that online shopping has always been a minefield when it comes to merchants spying on customers.) Much has changed since Amazon Go was a novelty. AI is now everywhere in our lives, and the list of areas where its impact is potentially transformative is almost literally endless. I still like the concept of grab-and-go shopping. For now, however, it seems most useful as a case study in why technology that workskinda, in certain circumstancescan fall so short of working as a real-world business. Youve been reading Plugged In, Fast Companys weekly tech newsletter from me, global technology editor Harry McCracken. If a friend or colleague forwarded this edition to youor if you’re reading it on fastcompany.comyou can check out previous issues and sign up to get it yourself every Friday morning. I love hearing from you: Ping me at hmccracken@fastcompany.com with your feedback and ideas for future newsletters. I’m also on Bluesky,
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E-Commerce
From the outside, it looks like a generational standoff. Baby boomers are retiring earlier than expected, frustrated by workplace change, technology shifts, and growing tension with younger colleagues. At the same time, Gen Z talks openly about quitting jobs that feel misaligned or draining. Many leaders interpret this as a clash of values. Older workers cannot adapt. Younger workers lack commitment. The data tells a more complicated story. New research from Clari and Salesloft, conducted in partnership with Workplace Intelligence, surveyed 2,000 U.S. sellers and sales leaders across industries. The study found that 19% of baby boomers are planning to retire early because they are tired of dealing with Gen Z at work. At the same time, 28% of Gen Z respondents said they are actively searching for a role where they will not have to interact with baby boomers as much. The cost of that friction is not abstract. The research estimates that generational conflict is costing organizations roughly $56 billion each year in lost productivity, driven by miscommunication, burnout, and uneven adoption of new technologies like AI. On its own, that data suggests a workplace pulling itself apart. But another study complicates the narrative. Research from Southeastern Oklahoma State University, based on a survey of 1,000 employees, found that 71% of Gen Z workers are staying in a job or career longer than they want simply because they do not know how to leave. Nearly half say they are actively transitioning toward something new, while 68% report that their employer has no idea they are planning a change. Taken together, these findings reveal something leaders often miss. Baby boomers are leaving because they can. Gen Z is staying because they do not know how not to. This is not a motivation problem. It is a clarity problem. A shifting environment For many boomers, the workplace they are navigating today barely resembles the one they mastered. AI tools, shifting communication norms, and changing definitions of productivity have disrupted identities built on decades of experience and institutional knowledge. When those changes arrive without context or support, frustration grows. Early retirement becomes less about age and more about opting out of an environment that no longer feels coherent. Gen Z is facing the opposite challenge. They entered a workforce defined by constant change, but very little guidance. Career paths are opaque. Loyalty feels risky. Advice is often abstract. While they are often labeled as eager to quit, the reality is that many are stuck in roles they have already outgrown, unsure how to move on without harming their future. AI has intensified this divide rather than resolving it. For example, the same Clari and Salesloft research found that 39% of Gen Z would rather be managed by AI than by a baby boomer, while 25% of boomers say they would prefer working with AI over a Gen Z colleague. This preference is less about technology being superior and more about predictability. In environments where expectations feel unclear or inconsistent, AI can appear easier to work with than people. The leadership factor That is where leadership enters the equation. Engaged empathy is not about lowering standards or avoiding difficult conversations. It is about understanding how different generations experience the same systems and responding with clear, actionable communication. Without that effort, organizations allow frustration to turn into disengagement. For Gen Z, engaged empathy shows up as explicit career navigation. Not platitudes about growth, but concrete conversations about skills, timelines, and options. Many young employees are not afraid of hard work. They are afraid of making irreversible mistakes in a system that rarely explains the rules. For baby boomers, engaged empathy means recognizing that resistance to new tools is often rooted in identity, not stubbornness. When experience feels discounted rather than translated, trust erodes. Leaders who intentionally connect new technologies to existing strengths reduce defensiveness and preserve institutional wisdom. However, none of this works without clarity. High-performing organizations do not assume alignment across generations. They create it. They explain what success looks like now, how it is measured, and how employees at different stages can contribute and grow. They introduce AI as a shared resource rather than a silent evaluator. Boomers retiring early and Gen Z wanting to quit are not signs that work is fundamentally broken. They are signals that employees are responding rationally to unclear systems and inconsistent leadership. The solution is not fewer generations in the workplace. It is leaders willing to practice engaged empathy and communicate clearly enough that fewer people feel the need to escape in the first place.
Category:
E-Commerce
Last year was a brutal one for layoffs, with large cuts coming from Amazon, UPS, Microsoft and Verizon. And as things get rolling for 2026, it’s looking like this year won’t be any less uncertain for workers. This week has seen a slew of sizable job cuts from a wide variety of companies. As of Thursday morning, more than 61,650 positions have been eliminated. The actual number is likely a fair bit higher as many of the companies announcing layoffssuch as Shopify, Expedia, and Vimeodid not release the number of jobs that were impacted. Dow Inc. was the most recent well-known company to announce cuts. On Thursday, the chemical maker said it would do away with 4,500 positions as part of a streamlining operation it calls “Transform to Outperform.” The company says it plans to rely more on artificial intelligence and automation in the months ahead. Those layoffs represented approximately 12% of the company’s workforce. Dow was hardly alone this week, though. The staff trimmings are occurring at tech and tech-adjacent companies around the world and are adding up fast. Here are some other notable reductions in staff that have been announced this week. Pinterest On Monday, social media platform Pinterest filed a notification with the Securities and Exchange Commission (SEC) that it was planning “a reduction in force that is expected to affect less than 15% of the Companys workforce.” With an estimated workforce of 5,200 people, that puts the layoffs between 700 and 800. The company said it plans to utilize AI to fill many of those roles. Nike The footwear giant confirmed plans to lay off 775 employees in the U.S., the third year in a row that it has cut jobs. Nike said it would rely on automation to handle the duties of those workers. United Parcel Service (UPS) During an earnings call with analysts on Tuesday, Brian Dykes, chief financial officer of UPS, revealed plans to reduce operational hours at the delivery giant by 25 million, which will result in 30,000 workers losing their jobs. The cuts come as the company winds down its long-standing partnership with Amazon. The Home Depot The Home Depot confirmed plans Wednesday to lay off 800 workers, including 150 at its Atlanta headquarters. “Were simplifying our corporate operations to better support our stores and our customers,” a spokesperson for the home improvement retail chain told Fast Company. “These changes include a reduction in roles associated with our store support center . . . This was a difficult decision, and were focused on doing the right thing and supporting associates who were impacted.” Amazon Just months after laying off 14,000 workers last fall, Amazon on Wednesday said it was eliminating another 16,000 jobs. And the company did not rule out additional cuts in the months to come (though it said none were currently planned). “Some of you might ask if this is the beginning of a new rhythm where we announce broad reductions every few months,” wrote Beth Galetti, senior vice president of people experience and technology at Amazon. “Thats not our plan. But just as we always have, every team will continue to evaluate the ownership, speed, and capacity to invent for customers, and make adjustments as appropriate.” Other companies laying off workers Beyond the cuts this week, January has also seen notable workforce reductions from Autodesk (1,000 workers), Ericsson (1,600 employees), Meta Platforms (1,500 people), and ASML (1,700 staffers), according to job cut tracking sites Layoffs.fyi and trueup. Savings and productivity gains that come with AI and automation will almost certainly be pointed at by companies that lay off workers as layoffs in 2026 continue, but several businesses that have decided to become AI-first workplaces have come to regret the move. Two years ago, Klarna Group instituted a hiring freeze as it embraced the notion that AI could do the work of hundreds of employees. Last May, however, it reversed course, saying it might have been too ambitious with its AI goals. Meanwhile, language learning platform Duolingo saw its push to embrace AI attacked on social media. Shares of Duolingo are down more than 61% over the last 12 months.
Category:
E-Commerce
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