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AI integration remains a top priority across enterprises worldwide, yet success remains elusive despite widespread enthusiasm and significant investment. An October 2024 study by Boston Consulting Group found that only 26% of companies have derived measurable business value from their AI initiatives. As a result, CEOs face mounting pressure to deliver tangible ROI, shifting focus from experimentation to real-world outcomes. Modern AI development increasingly relies on open-source foundations, enabling rapid iteration and innovation. Many transformative breakthroughs have emerged from community-driven developmentprimarily in Python, the dominant language in data science. However, as enterprises attempt to operationalize these advances, foundational cracks are becoming harder to ignore. Fragmented toolchains, limited oversight, and inconsistent practices introduce significant vulnerabilities at scale. Security, in particular, is a growing concern. Over half (58%) of organizations use open-source components in at least half of their AI and ML projects, yet nearly a third (29%) cite security risks as their biggest challenge with open-source tools. These are precisely the gaps Anaconda aims to close with its new Anaconda AI Platform, a unified system designed to bring structure, clarity, and control to the chaotic open-source AI development landscape. Founded in 2012 in Austin, Texas, as Continuum Analytics by Peter Wang and Travis Oliphant, Anaconda now supports more than 50 million users globally. As the longtime steward of the most widely used Python distributiontrusted by 94% of the Fortune 500Anaconda holds a uniquely strategic position. Since ChatGPT put large language models on the map, enterprises have been eager to own their destiny in AI, Peter Wang, chief AI and Innovation officer and cofounder of Anaconda, tells Fast Company. Enterprise-grade AI workflows naturally break down into a few key steps, each of which can be streamlined and handled in a structured way. Wang explained these steps include managing open-source Python libraries, tracking model weights, and continuously evaluating model performance. Right now, AI teams are stitching together ad hoc solutions to solve each piece, he added. The Anaconda AI Platform offers a unified foundation, an integrated stack that supports the entire AI lifecycle. It eliminates the need for disconnected tools and duct-tape integrations. The platform arrives at a pivotal moment as organizations seek structure around open-source AI development. Wang described it as a centralized control plane for AI workflows, streamlining processes from sandboxed development to enterprise-scale deployment. It enables teams to develop once, deploy anywhere, whether in the cloud, on-premise, or in sovereign data environmentswithout reengineering from scratch. Every decision we make in product update, new feature, or changeis with the intent of furthering the advancement and democratization of data science and AI for all, Wang says. Python is currently the developer language of choice for AI programming, and our new platform aims to make it easier for community members and enterprises alike to innovate freely with AI and without compromising security or compliance. As models grow more complex and regulations tighten, organizations need full visibility into their AI systems. Beyond its bold vision, the Anaconda AI Platform offers practical features like real-time governance, role-based access control, command-line integration, automated error correction, and pre-validated package security. These capabilities aim to reduce broken environments, improve deployment safety, and support better collaboration across distributed teams. Data scientists can continue to work in the tools they know and trust, while the Anaconda AI platform manages the complex orchestration of management and dependency resolution into invisible infrastructure rather than daily friction, says Wang. Our goal is to break down long-standing silos between data scientists, machine learning engineers, and operations teams, so that everyone works from a shared source of truth with full visibility into an AI models lifecycle, from development through deployment. A GitHub Moment for Open-Source AI Development? Just as GitHub centralized version control and collaboration in software development, the Anaconda AI Platform offers a similar home base for open-source AI in the enterprise. While the GitHub analogy is compelling, in reality, what were building goes much deeper, Wang says. AI development through open source faces pain points that consistently hinder progress across AI, ML, and data science teams in large organizations. Were addressing those day-to-day challenges to ensure that innovation can scale without friction. The platforms unified CLI authentication simplifies access across the Anaconda ecosystem with single sign-on. Previously, users had to manually manage tokens and settings across tools. Now, they authenticate once for seamless access. For enterprise administrators, role-based access controls ensure that only the right people access critical resources, balancing governance with innovation. Additionally, the Quick Start Environments feature offers preconfigured workspaces tailored for specific use cases like finance or AI/ML, eliminating setup hassles and enabling immediate productivity. This significantly improves onboarding, allowing new team members to contribute on day one. A technical director at a financial services company told us this eliminated a one-month turnaround time for package approvals, creating a much more fluid development experience, Wang tells Fast Company. Likewise, an industrial customer shared that they’ve been able to reduce the equivalent of two full-time employees previously dedicated to manual package management and approval workflows. Anaconda standardizes access to thousands of secure open-source packages, allowing organizations to transition away from legacy data analytics tools. By automating vulnerability scanning, package vetting, and security policy enforcement, we eliminate the risks traditionally associated with downloading open-source packages, Wang adds. This level of security results in 60% fewer breach risks when developing with Anaconda. Building a Responsible Foundation for Enterprises As AI becomes embedded in enterprise infrastructure, organizations are no longer just choosing modelstheyre choosing ecosystems. Wang noted that speed alone wont define success in enterprise AI; true success lies in scaling open innovation while maintaining control. AI shouldn’t be the exclusive domain of hyperscalers or tech giants. By providing the tools that make open source AI both secure and scalable, we’re empowering organizations of all sizes to participate in this transformation, he added. The future of AI isn’t just about technological capabilityit’s about responsible stewardship of these powerful tools. With its scale and trust, Anaconda may well become the GitHub of AI, offering centralized control and enterprise-grade security without stifling the innovation that makes open-source ecosystems thrive. Wang believes that open source is the ideal foundation for acelerating AI innovation. When teams can deploy solutions consistently across environments without rework, they deliver value faster, Wang says. We want everyone to reap the benefits of open source, as open innovation leads to the boldest of breakthroughs.
Category:
E-Commerce
Humans, for all our intellectual sophistication, are still tribal creatures at heart. We tend to gravitate toward people who are like usindividuals who look like us, think like us, share our values, and even mirror our quirks and tastes. On the surface, this makes intuitive sense. It explains the evolutionary origins of empathy: we feel the joys, sorrows, and struggles of others more deeply when we perceive them as part of our own “in-group.” But heres the catch: What feels good for individuals can be disastrous for diversity. If left unchecked, our biological instinct to seek sameness undermines one of the core ingredients of high-performing organizationsdiversity of thought, experience, and identity. When everyone around you shares your values, it creates an echo chamber, rewards conformity, and inhibits innovation, which emerges when different perspectives and conflicting ideas transition from a state of tension to a state of harmony. Likewise, homogeneity of values and thoughts blinds us to the talents, ideas, and perspectives of people who might see the world differentlyeven when they are the key change agents that can help teams and organizations evolve. Diversity is a survival strategy Even amid todays backlash against DEI initiatives, smart companies understand that removing barriers for historically marginalized individuals isn’t just a moral imperativeits a strategic advantage. Meritocracy is only possible when individuals are evaluated on what they can do, not how much they conform to the dominant culture. That means hiring for “culture fit”a euphemism for “people like us”is fundamentally flawed. If you only let people in who mirror the existing values and norms, you don’t have a cultureyou have a clique. The goal should be to allow cultural outliers and diverse thinkers not just to join but to thrive. And that introduces a practical challenge: working with people who don’t share your values, including your way of thinking and working. This isn’t progressit’s a stagnant loop. You’re building your team, your circle, with people who are just like you, which means youre all stuck on the same wavelength. The result? Predictable outcomes and a whole lot of missed opportunities for innovation. Youve got a room full of mirrors, not windows. You love others ideas because they are just like yours. Success today is less about being true to your own values and more about being open to others valueseven, and arguably especially, when they conflict with yours. Indeed, the ability to question your assumptions, see the world through others’ eyes, and remember that just because someone is different doesnt mean they are wrong, or that you are right, which will boost your social skills, and in turn your employability and career success. The more perspectives we add to a system, the denser its cognitive landscape becomes. Each new viewpoint introduces a different angle, a fresh interpretationyielding more ideas, more possibilities, and inevitably, more complexity. This complexity isnt a flaw; its the cost of a richer, more textured understanding of the world. But it also demands greater mental flexibilitythe ability to hold opposing ideas in tension, to think in shades rather than absolutes, and to make decisions amid uncertainty. So how do you work with people who challenge your most deeply held beliefs? 1. Professionalism over authenticity For centuries, people have gotten along in professional settings by pretending to like each other, or at least by pretending not to despise each other. This time-honored tradition of civility still works. You don’t have to like everyone. You don’t have to agree with everyone. You certainly don’t have to invite them over for Sunday brunch. But you do have to work with them respectfully and constructively. This means biting your tongue, smiling when necessary, and keeping your grievances to yourself. Authenticity sounds greatbut in a workplace setting, professionalism trumps it. 2. Find common ground Even if you clash over politics, religion, or lifestyle choices, chances are you can find some common ground. Maybe youre both passionate about the same industry trend. Maybe you both enjoy dark roast coffee. Maybe you both root for underdog sports teams. Think of it like being stuck at an airport bar during a layover. You might sit next to someone who is your ideological oppositebut after 45 minutes and a shared frustration over delayed flights, you find yourselves bonding. Finding common ground is about building bridges of human connection that can support collaboration, even across a chasm of differences. Seek those bridges. They are there. 3. Respect process over outcomes You won’t always agree on what the “right” answer is. But you can agree on how to get there. Focusing on processasking questions, debating ideas, testing hypothesescan depersonalize disagreements. Instead of framing it as “my values versus your values,” it becomes “let’s figure this out together.” In healthy organizations, the best idea winsnot the loudest voice or the most popular opinion. Respecting the process ensures that diversity of thought isnt just toleratedits leveraged. 4. Get comfortable being uncomfortable Most personal and professional growth happens outside your comfort zone. Working with people who reject your values forces you to examine your beliefs, sharpen your arguments, and sometimes even change your mind. Thats not weakness; its wisdom. Instead of viewing discomfort as a threat, reframe it as a sign you are learning. Be curious, not defensive. Ask questions, listen actively, and try to understandnot to convert or convince, but to expand your own cognitive tool kit. In a world where the pace of change is relentless and the problems we face are increasingly complex, intellectual humility isnt just a virtue. Its a competitive advantage. 5. Practice rational compassion Psychologist Paul Bloom argues for rational compassionthe ideathat empathy alone can lead to biased, shortsighted decisions, especially when working with people who dont share your values. Instead of relying on raw emotional reactions, rational compassion demands a more deliberate, reasoned approach: recognizing others’ needs without being overwhelmed by them, and acting in ways that are fair, sustainable, and strategic. When faced with ideological differences, practicing rational compassion helps maintain respect and effectiveness without slipping into resentment or moral grandstanding. It shifts the focus from feeling good to doing goodeven with those we disagree with. In a tribalized and polarized world, the future belongs to organizationsand individualswho can collaborate across differences, not despite them but because of them. Working with people who don’t share your values is not just a skill; it’s a superpower. It requires maturity, empathy, curiosity, and a dash of tactical faking. It forces you to confront your biases, question your certainties, and grow beyond your tribal instincts. And ultimately, it makes you not only a better colleague, but a wiser, more resilient, and more open-minded human being.
Category:
E-Commerce
For its first six decades in business, Target sat on the sidelines when a new U.S. president entered office. But on January 10, ahead of Donald Trumps return to the White House, the big-box retailer broke with tradition and donated $1 million to the Trump Inaugural Committee. Two weeks later, the corporate giant offered the new administration a different kind of gift: It announced that it was pulling back on its diversity, equity, and inclusion commitments, eliminating programs designed to increase its Black workforce and the number of Black-owned brands on its shelves. The backlash was swift. Rallied by civil rights leaders like Jamal Bryant and Al Sharpton, customers began boycotting Targets stores. This is the same retailer, after all, that had mobilized to support the Black community in the aftermath of George Floyds murder, which took place 10 minutes from its headquarters. Within a year of that tragedy, the company had committed to spending $2 billion with Black-owned businesses and adding products from more than 500 Black-owned brands to its shelves by the end of 2025. Now even the web page that tracked these commitments has disappeared. Many saw Targets abrupt capitulation to the Trump administration as a sign that it had never really believed in social justice in the first place. For months now, consumers have been registering their unhappiness by staying clear of Target. Since late January, weekly foot traffic across Targets fleet of nearly 2,000 stores has been down between 3.8% and 7.7% compared to last year, according to Placer.ai, which tracks people’s locations based on their mobile data. Target’s stock has plunged around 40% over the past year. The company is also facing the consequences of Trump’s trade war. Even a 30% tariff on China means that the 30% of products from Target-owned brands that are still produced in that country will be much more expensive. And then there are the innumerable goods from other brandsand other countriesimpacted by Trumps so-called reciprocal tariffs. Theres no question that Target is dealing with a barrage of setbacks this year, but the retailers troubles date back even further. (Target turned down Fast Companys request for an interview, but responded to questions via email.) After explosive sales growth in 2021 and 2022, the company has been flatlining: Net sales dropped $1.7 billion, or 1.6%, in 2023. Last year, they declined as well, though comparative year-to-year sales were up about 1% (2023 was a 53-week year). Target was projecting 1% growth for this yearbefore the tariffs were announced. Meanwhile, CEO Brian Cornells 2024 pay, which is tied to the companys performance, dropped to $9.9 milliona 45% decline from the previous year. It wasn’t so long ago that Target had a reputation for providing a delightful shopping experience, with tidy, brightly lit stores and shelves stocked with well-designed products at affordable prices. Under Cornell, who became chief executive in 2014, the company built up a portfolio of more than 45 private-label brands, which are now worth more than $31 billion in annual sales. The retailer also became the exclusive launch partner to dozens of pioneering direct-to-consumer brands, helping to cultivate the retailer’s Tarzhay mystique. But that charm has been fading due to a series of missteps that the company made coming out of the pandemic. For one, it overestimated demand and bought too much inventory, which weighed on profits. (The company’s operating income dropped by more than 50% in 2022. And though it’s recovered ground in recent years, operating income was still down 38% last year from its 2021 high.) As the company wrestled with this excess inventory, the store experience seem to degrade: Customers started complaining about messy, disorganized aisles and long checkout lines. More recently, Target’s reliance on selling discretionary products, which make up 50% of its business and most of its owned brands, has held it back at a time when consumers are feeling the pinch of inflation. Target remains one of the biggest legacy brands on the American retail landscape, generating $106.6 billion in revenue last year. The question now is whether it can pull itself back from the brink, or whether its best days are over. [Photo: Smith Collection/Gado/Getty Images] How Shopping at Target Stopped Being Fun The weekend before Easter, Target dropped a limited-edition collaboration with Kate Spade. Collabs like these were once highly anticipated affairs that drove shoppers into stores. A decade ago, shoppers mobbed stores to get their hands on items from Target’s Lilly Pulitzer and Missoni collections. But on the morning of the Kate Spade drop, only a handful of women showed up at my large store in the Boston suburbs. When the doors opened at 7 a.m., customers found employees still unpacking Kate Spade merchandise from cardboard boxes and putting it on shelves. Fifteen minutes later, as shoppers got impatient, a manager said they could just go through the boxes themselves to fish for the bracelets and purses they had come to buygiving the whole experience more of a bargain-basement vibe than a partnership with a beloved, high-end designer. The problems continued from there. While the store has a dozen changing rooms, only one was unlocked. Customers tried to find an employee to open up the other stalls, but nobody was available. Some shoppers just gave up on their quest, abandoning piles of clothes on the floor. Target says the Kate Spade collab resulted in the companys largest launch day for a limited-time collection in the past decade. Even so, Placer.ais data shows that there was a 4.7% drop in foot traffic at Target stores compared to the previous year during the week of the collections launch. Shopping experiences like mine seem to have become increasingly common at Target, according to our own reporting and reporting from The Wall Street Journal and Vox. “The stores are disorganized, product is never where its supposed to be, and I’ve seen expired product on shelveswhich is the worst thing you can do as a retailerand there’s no one you can even complain to,” says Sucharita Kodali, principal analyst at Forrester, who specializes in retail. “These are serious executional problems.” This decline of the in-store experience didn’t happen overnight. For years, Target stood out from low-cost competitors like Walmart and Costco by offering a more pleasant shopping experience than their warehouse-like, no-frills ambience. But things began to devolve in the wake of the pandemic. During the COVID-19 lockdowns, many retailers saw an enormous boost in online sales as consumers used their stimulus checks to shop. Target’s sales exploded by $15 billion, or 20%, in 2020 as it sold customers garden furniture and decor for their home upgrades, and sweatpants for their homebound lifestyle. But consumers’ shopping behavior shifted quickly when society opened back up, a change that caught Target by surprise, according to Mickey Chadha, a retail analyst and vice president at Moody’s. To head off supply chain issues during the pandemic, Target had placed advance orders for products that people would want while stuck at home. But when lockdowns were lifted, suddenly it had a lot of inventory that it couldn’t sell,” Chadha says. “It would take them a long time to recover from that decline in profitability.” Soon after, customers started voicing concerns about messy shelves and long checkout lines. A year ago, Fast Company spoke with Target customers and employees who complained the retailer was understaffing stores. A student at Illinois Wesleyan University wrote an op-ed in her college paper describing how she has found empty shelves and trash on the floors of her local store, and urging college students to take their business elsewhere. Redditors vented that Targets grocery and bakery sections were out of stock, and inventory was often misplaced. Target also put many products behind plexiglass in 2023 in response to a wave of organized retail theft. “Target’s strategy used to be to wow customers with their assortment of exciting, higher-end items in store,” says Nicole DeHoratius, professor of professional practice at Columbia Business School who studies retail operations and supply chains. “But if you can’t touch and feel the products, or even read the packaging, why would you even go to the store?” DeHoratius points out that a poor in-store experience is likely to drive customers to shop online. But this presents another problem for Target since its e-commerce operations are still just a fraction the size of Amazons and Walmarts. For several years Target has invested $3 billion to $5 billion annually to speed up its online deliveries. It’s also partnered with Shopify to bring more brands into Target Plus, its third-party marketplace. These efforts have been working: Targets digital sales now make up nearly 20% of its overall business, generating $20 billion in revenue. But Walmarts e-commerce sales, which reached $100 billion in 2024, are growing roughly twice as fast as Targets. And Walmart continues to invest in its delivery infrastructure. In February, it announced that it was offering same-day delivery service to 93% of U.S. households (Target reaches 75% through its delivery service, Shipt). Walmart followed up with news in April that it has redesigned its approach to shipping and could now serve an additional 12 million households. “Walmart’s online shopping experience is more sophisticated,” says DeHoratius. “If a Walmart customer doesn’t shop in store, [it] can capture that sale online, but Target is unable to do that.” [Source Photo: Zoshua Colah/Unsplash] Choosing essential groceries over affordable luxuries Target is working through its operational issues. A year ago, in an acknowledgment of customer frustrations with the slow checkout process, Target said it would open more checkout lines and launch express self-checkout with limits of 10 or fewer items. But a bigger issue for the company is that its unique value propositionof offering better-designed products at good pricesmay no longer resonate with American consumers. The Kate Spade collaboration was part of Target’s 25-year-long strategy of partnering with high-end designers, from architect Michael Graves to fashion designer Proenza Schouler, to create more accessible versions of their products. Target has also invested heavily in its more than 45 in-house brands across the fashion, home, and beauty categories. Many of these lines closely mimic the aesthetic of other popular brands. (Auden underwear is a cheaper alternative to ThirdLove; Open Story luggage is similar to Away’s minimalist suitcases.) “Target’s cachet was that they offered good products at a decent price,” says Chadha, the VP at Moody’s. “Their private-label strategy was very successful because you could only get those products at Target, and their margins were very high.” Target’s appeal to middle-class consumers was that they could visit a store to buy essentials like toilet paper and dish soap while also browsing for affordable luxuries. This led to the “Target effect” of stopping at the store to buy a few basics, and leaving with $100 worth of products you didn’t know you needed. But over the past four years, consumers have consistently felt worried about the economy. And in this environment, they are less eager to spend on discretionary purchases. This gives Walmart yet another advantage. For one thing, Walmart’s entire brand centers on offering low prices. (Since 2007, Walmarts motto has been Save money. Live better.) Walmart is also continuing to expand its grocery offerings, which now make up roughly 65% of the store, and is currently building five new high-tech distribution centers for perishable products. “In an inflationary time, consumers shift from discretionary to nondiscretionary products, which basically means food and essentials,” says Chadha. “Walmart has gained market share because of its food offerings. But it has also improved its own in-house brands, which means customers pick up a few other things on their grocery run.” Targets competitors are, indeed, finding more success with their in-house brands. Costcos Kirkland brand now generates more revenue than Nike, and Walmart’s new private-label grocery brand, Bettergoods, is one of the country’s fastest-growing. (Target’s ultra-cheap Dealworthy brand, launched last year to compete with Amazon and Costco, is also growing quickly.) Though grocery currently makes up 23% of Target’s selection, the company is starting to move that needle. Target generated $23.8 billion from food and beverage in 2024, up $9 billion from five years ago. To keep up with this growing demand, its opened three new food distribution centers over the past two years, bringing its total to eight. Its opening yet another in 2026. [Source Photo: Justin Sullivan/Getty Images] Then Came the Boycott Target was already on shaky ground as 2025 dawned. And then Trump took office. For years, Target had positioned itself as a progressive company, supporting Pride month with rainbow merchandise and running commercials celebrating Black joy for Black History Month. Chadha points out that Target’s social justice stance made sense because it generally aligned with the company’s customer demographics. Walmart tends to have very large-footprint stores in rural locations that are more right-leaning; Target, conversely, tends to have smaller stores in more left-leaning urban areas. “Geography matters,” says Chadha. “Targets stores are in places that generally skew blue.” Target took a particularly bold stance in support of the Black Lives Matter movement in 2020. In addition to its commitment to buy inventory from Black-owned businesses, Target vowed to increase its Black workforce by 20% over three years, to donate $100 million to support Black-led nonprofits, and to offer scholarships to students at historically Black colleges and universities (HBCUs). The directive came from the top. In an interview with the Economic Club of Chicago a year after George Floyds murder, Cornell said the killing had compelled him to rethink his leadership at Target. I recognize that its time to take it to another level, and that as CEOs, we have to be the companys head of diversity and inclusion, he said. But when Trump took office in January of this year, his administration took aim at DEI, saying it would draw up a list of private companies that could be investigated for “illegal DEI discrimination.” Target abruptly announced it was pulling back on all of its DEI initiatives. Target was far from alone in capitulating: Dozens of companies, including Amazon, PepsiCo, and Walmart, quickly eliminated DEI programs. But Target’s reversal was more painful, says Jamal Bryant, the Atlanta-based pastor who helped kick-start the Target boycott. To Bryant, it revealed how superficial and performative Target’s promises to the Black community had been. “We’ve never asked Target for a handout; we were looking for a handshake,” he says. “And for Target to withdraw that hand so suddenly was disappointing.” On February 2, Bryant used his pulpit at New Birth Missionary Baptist Church in Stonecrest, Georgia, to urge people to fast from shopping at Target during Lent, the 40-day period before Easter. He wasn’t sure whether the boycott would have any impact. But according to Placer.ai, foot traffic to Target across all stores has been down by at least 4% every week of the boycott compared to last year. Meanwhile, Costco and Walmart were seeing increases in foot traffic. “I was shocked,” Bryant says. “You have to understand, this is the largest boycott by Black people since the Montgomery Bus boycott.” For weeks, Target didnt acknowledge the boycott. But days before Easter, Cornell sat down with Bryant and Reverand Al Sharpton, who had also supported the boycott. The civil rights leaders asked Target to restore its internal DEI efforts, eposit $250 million into Black-owned banks, establish new partnerships with HBCUs, and renew its commitment to invest $2 billion in Black-owned businesses. Cornell committed only to the last issue, so Bryant says the boycott is still on. (The week of April 28, Targets foot traffic was down 5% compared to last year, according to Placer.ai.) The question is whether there’s any way for Target to bounce back from these many intersecting crises. The analysts I spoke with believe there is still time for Target to turn things around. For one thing, Target is a very big company; it has the resources to invest in fixing its operational problems and making inroads with the communities it has alienated. It wouldnt be the first big retailer to rebound. Just a decade ago, Walmart’s stock plunged amid worries that it couldn’t keep pace with Amazon. But Walmart managed to beef up its e-commerce operations and is in a much stronger position today. Kodali, the analyst at Forrester, acknowledges that Target is at a low point, but she believes it can recover. “Retail is cyclical,” she says. “Target has lost its mojo, but it is not irreparably damaged. It needs to refresh its store experience, its technology, its employee training programs, but it can make a comeback. Target is too big to fail.” She says that 30% tariffs on Chinese goodsif that rate stickscould actually help Target, along with other value retailers. “The tariffs will affect inflation more than lower sales for any mass merchant,” she says. As long as Target can improve its shopping experience, it could be a destination for what she calls “essential goods.” Last week, Cornell sent around an email to staff acknowledging the “tough few months” Target has faced this year. “There’s been a lot coming at usmacro challenges in the environment,” he wrote, “but also headlines, social media and conversations that may have left you wondering: Where does Target stand? What’s true? What’s not?” He noted that “silence” from the highest levels of the company have exacerbated this uncertainly. Cornell has yet to speak publicly about the company’s DEI rollback, and his message to employees didn’t mention it either. “I want to be very clear,” he wrote. “We are still the Target you know and believe in.” Whether he was stating a fact or an aspiration, however, remains to be seen.
Category:
E-Commerce
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