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After 16 years of experiments to bring Photoshop apps to the phone, Adobe is launching its most convincing attempt yet. Called Photoshop Mobile and available in the App Store today, its Adobes first earnest attempt to build a Photoshop on mobile with the same unique powers that have made it so popular on desktop.This new Photoshop has been built from the ground up specifically for the phone, where it can sync seamlessly with Photoshop versions on the web and desktop. (An Android version is due this summer.) Pros will appreciate a few big technical headlines: You can have an unlimited number of layers, and there is no restriction on file sizes. (Vector drawing tools arent in this initial release, but Im told Shapes are coming soon.) Casual editors will want to know that the app is free to use, though many features will be tucked inside an $8/month subscription that comes paired with access to Photoshop on the web. Not all of Photoshop is in here, but were very confident in the foundations that we have that people are going to be able to use, says Matthew Richmond, VP of design for Creative Cloud Pro products and 3D at Adobe. A big part of this is the focus on the next-gen users, the individuals where, in a lot of cases [the phone is] their only computer.Truth be told, phones have been fast enough for Photoshop for years. The big breakthrough that made Photoshop on iPhone is beyond technical specs. Its the apps entire UX thatat least as I squinted through a webcam demolooks powerful, quick, and easy to learn. Its the first time Ive seen a permutation of Photoshop on a small screen that just seemed right, even if it looked new.A brief history of Photoshop on mobileAdobes first attempt at Photoshop on smartphones started in 2009, with a Photoshop.com mobile app. It was essentially an extension of the Camera app, and it allowed use of only the most basic controls, like cropping, rotation, and color. It was followed by Photoshop Mix (2014), Photoshop Fix (2015), and, finally, Photoshop Express, which lives on today. With all respect to Express, its not really Photoshop. You only need to load it for a few minutes to realize its extreme limitations: namely, building and managing layers and applying masks, when the app is really more focused on creating social-ready image and text layouts. Photoshop Mobile is different. Its the companys first smartphone app to take the core UX metaphor inside Photoshopof creating layers, masking out bits of images, and applying different appearances at each leveland bringing it to a small touchscreen. This approach to image editing is foundational, not just to Adobes own software but also to the very way artists and designers have constructed images for centuries. Its the fundamental framework of putting one color or cutout atop another that makes Photoshops approach to digital craft work at all. [Image: Adobe]Photoshops new Select and do UXThe brilliance of the app is that instead of drop-down menus and palettes of tools on the screen, it starts with your fingeran approach to UI that Adobe calls select and do. The idea is that you can tap on whatever part of the image you want, and youll be ushered through a workflow suggesting options for your next steps.In Photoshop desktop, and even in the tablet version, selection tools are hidden behind drop-down menus. You might even need to watch a tutorial to discover that they exist.On Photoshop mobile, youre urged to start selecting right away. A select area button sits at the bottom of the screen. Tap on that, and youre offered all sorts of ways to select (like draw a circle, or use the classic Magic Wand). You can even zoom in to the pixel level to make adjustments on what you select. But its newest option is called tap select. And it means that you can simply tap on a photos subjects (people, buses, plants) to highlight them, so editing on a phone stays easy. Richmond says it was this and related breakthroughs in touch accuracyborn from the most recent AI technologiesthat convinced Adobe that real Photoshop Mobile was feasible. Once something is highlighted, a new menu appears to help with wayfinding in the app. Adobe uses a combination of proven workflows and contextual UI to guide you to your next step. In this case, options appear to modify just this highlighted portion of the image (perhaps you want to use generative fill on that area, or change the color). Select whatever option you like, and that work becomes a new layer.[Image: Adobe]And gosh, those layers look lovely. They appear on the right side of your screen as thumbnails, always in reach. And you tap in to adjust their properties or reorder them on the stack, just like you can on a desktop. Still, the experience is specifically not the desktop. Yes, Adobes tens of thousands of fonts and Stock gradients and images are available for building new layers and masks. But no, you dont have every possible button you can imagine there all the time. And countless sub-featuresespecially appearance optionshave been left out of the mobile app. Adobe has limited functionality in part just to ship v1.0 of the product, and in part because it believes that this more focused approach to workflows can bring in a new generation of users to Photoshop, coaxing them ahead with a project to discover the power of selection tools and layering from the jump.Its figuring out how to play this kind of musical instrument, says Richmond, explaining that the notes in Photoshop are layers, selections, masks, and appearance.He adds: Weve been . . . trying to figure out if there are easier, faster ways to get started and really understand these concepts, because once you unlock them, its open-ended exploration.The business impact of Photoshop MobileMake no mistake: Adobe needs Photoshop on the iPhone to woo the majority of creators todayfrom a generation of young designers hooked on the quick construction tools of Canva to content creators who use a sea of different apps and, often, social medias own design tools to create their statement. Quite simply, it does not matter if Photoshop and the accompanying Creative Cloud is the most powerful editing software in the world on a desktop for a world hooked on good-enough production on a phone.However, the company is banking on the mobile market expanding its potential audience, because even as were nearly two decades into modern smartphones, there still isnt a perfect analog for Photoshop on phonesthe kind of ubiquitous software that allows deep-editing capability in a world reliant on filters and pre-chewed layouts.Creators, whether or not they become professionals, really have that desire to express themselves in a unique way, says Ashley Still, GM of Adobe Creative Cloud. They want to make sure that the content theyre creating is not just another template, that it represents their unique voice.Still is confident in the higher end of the mobile market after studying the publics response to Adobe photo editing program Lightroom on mobile. Originally launched in 2015, the app has been a success story for the company. Lightrooms users on mobile now outnumber its users on desktop, and Still believes the same will prove true for Photoshop in the next few years.Then, with Lightroom, Photoshop, and Express, she imagines a new creative workflow coming to the phone, where you can touch up an image in Lightroom, edit it with layers in Photoshop, then add text and other production elements in Express. Firefly image generation can sneak into this loop, too, turning ones phone into a fairly capable Adobe editing suite. In some ways, that sounds like Adobes strategy from a decade ago, when it was launching micro apps that handed off specialized functions to slice and dice media. The difference now, however, is that Adobes mobile apps are growing more capable and equivalent in scope to their desktop counterparts. Its hard to make a single app best at everything, Still concedes, noting, a lot of the magic is also going to happen with workflows across the applications. Adobe imagines that pro users, in particular, will choose to start a project on their phone but fine-tune it on a desktop. The company does not want to be prescriptive, Still insists, saying that Adobe apps wont offer complete feature parity across surfaces, but they should be optimized for where you meet them.[Image: Adobe]One of the things that I think we also didnt get quite right with [Photoshop on] the iPad is the expectation that we set within the community of the roles that these different devices play, she says.The challenge for Adobe now is, first, getting a working Photoshop app on Android, where the majority of smartphone users in the world reside. And then, second and more ongoing, figuring out how well all of its Photoshop select and do workflows really operate in the wild, while folding in the most demanded, most feasible add-ons into the product in a monthly release cadence.Theres a line in the sand where, like, we cant keep it inside the building anymore, says Richmond. We need to put it out there so we can see what happens at scale.
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E-Commerce
The surge in anti-DEI sentiment, fueled by political actions, social pressures, and legal uncertainties creates a complex environment for organizations striving to foster diverse and inclusive workplaces. To navigate this turbulent environment and advance diversity, equity and inclusion, companies should focus on three key actions:1. Tying DEI to outcomes,2. Creating systems that focus on debiasing,3. Building cultures of accountability. Understanding the backlash and how to defend against it The current DEI backlash creates a complex environment for companies that want to foster diverse and inclusive workplaces. To respond effectively, organizations must first understand the three sources of the backlash: The political backlash: The current political climate is undeniably hostile toward DEI. From executive orders dismantling federal DEI programs to legislative efforts like the “Dismantle DEI Act,” the message is clear: DEI initiatives are under attack. Since last years SCOTUS affirmative action decision and the closing of the House Office of Diversity and Inclusion, threats to the public sector have had a chilling effect on the private sector. The social battlefield: The social backlash against DEI is just as significant as the political one. Organizations face pressure from all sides, with some stakeholders demanding more aggressive DEI initiatives while others decry them as “woke” or divisive. Fear of alienating customers or facing boycotts can lead organizations to water down or avoid speaking publicly about their DEI efforts. And while cessation sensationalism may provide effective air cover for quietly continuing DEI work, what happens when theres a disconnect between what a company says or doesnt say and what it does? Our brains crave predictability. When we see contradictory actions and statements, it creates cognitive dissonance, which erodes trust and engagement. In fact, alignment between what an organization says and what it does is the foundation of organizational accountability. Therefore, organizations need to think about the impact of this strategy on their employees. The legal minefield: Although the law moves much more slowly than political and social forces, it is crucial for organizations to have a clear understanding of the legal framework governing DEI. Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on race, color, religion, sex, and national origin. However, as interpretation and application of laws are subject to change, organizations must stay informed about the latest legal developments to ensure compliance. This includes seeking legal counsel when necessary, conducting regular audits of DEI policies and practices, and staying abreast of any changes in legislation or judicial interpretation. Organizations must be prepared to defend their DEI initiatives against government scrutiny. They can mitigate legal risk in their DEI initiatives by avoiding the three Ps: 1. conferring preferences, 2. on protected groups, 3. with respect to palpable benefits. How companies can continue DEI work Despite these forces, organizations cannot afford to abandon their DEI efforts. DEI is not just a moral imperative; DEI is a business necessity. Research shows that when leveraged in the best way, diverse teams are more innovative and make better decisions, leading to improved performance and financial outcomes. According to a 2023 survey, inclusive companies are 1.7 times more likely to be innovative, and they achieve 2.3 times more cash flow per employee., To navigate the current landscape and continue to reap the benefits of DEI, organizations must adopt a strategic and proactive approach, focusing on three key actions: Make the case for impact. Organizations must be able to articulate the “why” behind their DEI commitments in a way that resonates with diverse and sometimes resistant stakeholders. By articulating the why, organizations make DEI compelling, tapping into our intrinsic motivational brain networks. Research shows that adding a whats in it for me allows others to align their own individual goals with those of the initiatives, making it more likely theyll act upon them. This calls for moving beyond the moral case for DEI to prove its tangible value. We have developed a science-based framework that outlines the tangible benefits of DEI and provides practical guidance on how to achieve them. It emphasizes the importance of prioritizing diversity and habituating inclusion to drive business success and create a more just, sustainable work environment for everyone. It provides a roadmap for organizations to measure the impact of their DEI initiatives and demonstrate their return on investment. In todays climate, where DEI is facing increased scrutiny, it is more critical than ever for organizations to articulate the business case for DEI and demonstrate its value. Embrace the power of de-biasing: Debiasing is a powerful tool for building fair and inclusive systems and processes. By removing unconscious bias from decision-making, organizations can create an equitable environment where merit matters. Thus, even those who oppose DEI from a meritocracy standpoint cannot reasonably argue against debiasing, Yoshino says. At the individual level, this means understanding and mitigating unconscious bias. Interpersonally, it calls for changing behaviors, adopting habits of inclusion, and enabling psychological safety in teams. At the institutional level, implementing strategies such as blind recruitment, structured interviews, and standardized performance evaluations can sustain individual and interpersonal progress. Ongoing education and training maintain and increase awareness of unconscious bias and equip individuals with the skills to mitigate its impact. Organizations can move beyond simply acknowledging the existence of unconscious bias to actively addressing it and creating a more inclusive workplace where everyone can deliver value. Build a culture of accountability: Accountability is the backbone of any successful DEI strategy. It’s not enough to simply have policies in place; organizations must ensure that these policies are translated into action, both for their employees and their customers. Not only does organizational accountability boost employee engagement and performance, it is also a predictor of long-term organizational performance. Inclusive leadership calls for accountability, both in modeling and ensuring inclusive behaviors. Neuroleadership Institute research has revealed two distinct forms of accountability that can apply to how we continue DEI work. Many organizations default to a punitive form of accountability like withholding bonuses that focuses on blame and punishment, hindering progress and creating a toxic environment. Fostering a proactive culture of accountability, on the other hand, frames accountability as a challenge and opportunity for growth. For DEI work, this means creating and communicating the why behind initiatives, establishing success metrics, and sharing outcomes with employees and customers. Proactive accountability, supported by neuroscience, drives individuals and organizations to achieve goals and own outcomes. This fosters trust among stakeholders, ultimately leading to improved results. Inclusive leadership development can create ownership and empowerment by redefining DEI accountability as a necessity for positive business outcomes. Looking Ahead The road ahead for DEI is bumpy, winding, and fraught with challenges. It is also paved with opportunities. By embracing a strategic and proactive approach, organizations can withstand the present to win the future in an increasingly diverse world. This is a defining moment for DEI. Organizations that rise to the occasion will not only reap the rewards of a diverse and inclusive workforce but also contribute to a more just and equitable society. By weaving DEI into their business goals, eliminating bias from their systems, and fostering cultures of accountability, organizations can navigate the turbulent waters ahead and emerge stronger and more inclusive than ever before. Janet M. Stovall, CDE, is the Global Head of D&I at the NeuroLeadership Institute.
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E-Commerce
Few self-help ideas are as prevalent and widely celebrated as the advice to “just be yourself.” Whether in job interviews, workplace interactions, or career choices, we are frequently encouraged to act “authentically”without compromise or concern for external pressures. While this sounds comforting and empowering, authenticity as an interpersonal strategy is fundamentally flawed and at odds with hundreds of scientific studies on emotional intelligence, social skills, and career success. As I illustrate in my forthcoming book, Dont Be Yourself: Why Authenticity Is Overrated and What To Do Instead, authenticity is not a helpful life hack, but rather a misguided notion that can easily backfire and lead to undesirable and counterproductive behaviors. Although there is no universal definition of authenticity, at its core, mainstream conceptualizations boil down to four general rules or principles: Always be honestwith others and yourself. Stop worrying about what others think of you. Follow your “heart” and values no matter what. Bring your whole self to work. Despite their appeal and likely good intentions, there are multiple problems with each of these rules, namely: 1. The pitfalls of honesty The advice to always be honest assumes that truthfulness is inherently beneficial, but this is not true. For starters, we lie to ourselves all the time, which makes it rather hard to be honest with others. For all the potential advantages of self-awareness, self-deception is the norm, and humans are prewired to interpret reality in self-serving ways. There is a practical reason for this: People with an inflated sense of their abilities tend to impress others more easily. Put plainly, bullshit is self-fulfilling: The more you BS yourself, the easier it is for you to BS others. In contrast, those who accurately assess their limitations often struggle to project confidence, for self-doubt and self-criticism are also contagious. Being honest with yourself is also rather painful: There is a reason the technical term for people who are capable of interpreting reality in accurate terms is depressive realists. Furthermore, deceptionespecially in the form of white liesserves a practical purpose in professional settings. Job interviews, performance evaluations, and workplace interactions tend to reward those who present a polished, strategic version of themselves rather than an unfiltered one. Even when people tell you they value authenticity, they prefer you to be rewarding to deal with, which means telling them what they want to hear rather than what you think they need to hear, even if the former requires acting and faking while the latter requires truth-telling. 2. The importance of others’ opinions The idea that we should ignore what others think of us may sound romantic, and almost smell of freedom, but it is both unrealistic and counterproductive. Humans are social creatures whose success depends on reputation, trust, and relationships. Research in social psychology highlights that other peoples perception of us is critical to career advancementhiring, promotions, and professional opportunities hinge not on how good we think you are, but on how good others think we are. Even when it comes to authenticity, a trait that is often valued by others, what matters is not how authentic we feel, but whether others find us authentic (trustworthy, reliable, predictable, and so on). This requires not just paying a great deal of attention to how people think of us, but also making the effort to impress them, which is the exact opposite to just being ourselves. Completely disregarding external opinions can make individuals seem abrasive, insensitive, entitled, and even narcissistic. Instead of ignoring or rejecting feedback, a more effective approach to interpersonal relations is to manage one’s image thoughtfully and carefully. Caring about what others think of you isnt a threat to your self-love, and if you decide to ignore what people think of you in order to boost your self-love, thats precisely how delusional narcissism manifests. Our reputation is not just constructed by others, but even owned by them. The only way to improve it is to understand how others see us, which requires paying a great deal of attention to other peoples views and opinions of usthis is not a sign of insecurity, but the essential hallmark of empathy and social skills. 3. The risks of blindly following your heart Popular culture romanticizes the idea of following ones heart, but emotions and instincts are rarely reliable guides. In fact, they are the source of impulsive, regrettable, and biased decisions, not to mention the major cause of prejudice, polarization, and tribalization. Making choices purely based on feelings can lead to short-sighted or detrimental outcomes, and it is already our default tendency: As behavioral economists have shown, we tend to think fast, which is a euphemism for not thinking at all. Moreover, rigidly adhering to personal values without considering external factorssuch as workplace culture and social normscan create unnecessary friction. Effective professionals recognize that ethical decision-making involves nuance and compromise. Why be true to your values when you can be open to other peoples values, so you understand their perspective, feelings, and points of view? How are we meant to work together in a culture that recognizes and tolerates the rich diversity that underpins human nature, if we all stay rigidly put and fixed on our own values? Furthermore, what if your values are toxic. For example, you may value your own selfish interests over the wellbeing of others; you may value greed, power, status, and even stepping on other peoples toes, as well as taking advantage of those who are weak, nave, or vulnerable. If that is the case, do we really want you to be true to your values? If some values are better than others, where do we draw the linehow do we know which values can be expressed, and which should be repressed? In short, it is only through having the self-critical humility and open-mindedness to question our values and their consequences, and make an effort to tolerate other peoples values, that we can truly aspire to collaborate and cooperate in a modern and civilized work culture. 4. The Myth of ‘bringing your whole self to work’ Encouraging employees to bring their “whole selves” to work suggests that complete transparency and personal expression are always beneficial. While workplace engagement improves when individuals feel comfortable being themselves, there is a fine line between authenticity and oversharing. Theres a difference between liking your job and erasing the boundaries between your professional and personal self. Professionalism requires emotional intellignce and situational awareness. Sharing too much personal information or treating colleagues as close friends can lead to misunderstandings, discomfort, or even reputational harm. If you assume your colleagues are interested in who you truly are, let alone desperate to meet your unfiltered and uninhibited self, think again. Your whole self, which includes your eccentric, inappropriate, and opinionated self, must surely be edited in a work environment. Different workplace cultures have different expectationssome encourage personal expression, while others prioritize formality. Being adaptable and reading social cues is far more effective than insisting on uninhibited authenticity. In the best-case scenario, your whole or true self may be someone who perhaps three or four people have learned to love. Needless to say, many people see work as just that, work, rather than a central part of their identity. This is what work has always been for the majority of people, something they do to get paid, make ends meet, and make a living. There are plenty of other sources of meaning outside ones job or career, so the assumption that people want to blend or integrate their personal and professional selves is simply nave. In short, authenticity is often presented as a golden rule for success, but real-world interactions require a more balanced approach. If anything, you are almost always better off not being yourself. Our freedom to “be ourselves” ends where our responsibilities to others begin, and a world in which everybody is just focused on being themselves and expecting others to adapt to their uncensored or unedited self would be an antisocial and chaotic world. Navigating professional environments effectively means knowing when to be genuine and when to engage in skillful and ethical deception to manage impressions and develop a reputation for being kind, caring, and not too authentic.
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E-Commerce
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