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While most museums have some kind of storea place to buy a postcard or mug and help their respective institutions squeeze a few more bucks from its visitorsfew are actually outstanding places to shop. The notable exception is MoMA. The MoMA Store has become a brand in and of itself to the point where there are shoppers who know the acronym and logo but not necessarily the history behind them. And while retail has helped MoMA gain name recognition, the museum wants it to become a more effective ambassador for the flagship art institution. The recent renovation of MoMA’s SoHo design store, which recently reopened after months of renovations, exemplifies this new approach. We’ve been thinking beyond revenue and contemplating our reach and how our retail business can connect people to the larger institution and to its mission of connecting people around the world to the art of our times, says Jesse Goldstine, the general manager of MoMAs retail operations, who joined the museum in 2015. This rolls up into the biggest pivot in the business since Ive been managing retail at MoMA, which is the shift in strategy from the typical exit-through-the-store model to retail as a point of entry for the institution. [Photo: MoMA] Between online sales, brick-and-mortar shops, and licensing, MoMAs retail endeavors generate more than three million transactions annually (MoMA declined to share sales figures). To put that figure into context, the museum welcomed 2.7 visitors during between 2023 and 2024. MoMA says at least 7% of museum visitors learn about the institution through merchandise. Recently, MoMA has been ramping up its licensing partnerships with brands like Lego, New Era (for cobranded Yankees and Mets hats), and Nike (for cobranded tube socks). Additionally, more than half of MoMA Stores revenue is driven by brick-and-mortar stores. Because the shop might be the first time someone engages with MoMA, the institution saw an opportunity to strengthen a connection to the museum itself. See an Aalto vase in the shop, then head to Midtown to see an archival example. Part of his shift has to do with the nature of SoHo and how the design store, which opened in 2001, relates to the neighborhoods visitors. When people come to 53rd Street, they know what MoMA is, they understand the brand, Goldstine says. They likely are walking out of the museum and into one of our retail locations. In SoHo, not necessarily. They may have grabbed a cup of coffee and saw a cool thing in the window. They may be excited about the MoMA hoodie that they’ve seen on TikTok or Instagram and want to go purchase it, but they don’t understand who we are as a business. [Photo: MoMA] A store that channels a museum To strengthen the connection, MoMA Design Store now looks a bit more like a museum. Working closely with Peterson Rich Officethe Brooklyn-based architecture firm behind Galerie Perrotins downtown outpost and the Mets forthcoming retail and dining renovationthe shop reconfigured its layout to accommodate the strategy. First off, its much easier to see inside the store. Before, MoMA Design Store used its storefront for vitrine-like displays in each window. They looked attractive, but blocked longer interior views. Now, the windows are unobstructed and instead look into a spacious, gallery-like space in the front of the store, which will feature products from the museums collection plus exclusives and special pop-ups. (Its also a flexible area that can be emptied out for events and talks to seat 50 people.) They also installed deep, built-in cabinets along the storefront at window height, which offers a space where furniture is displayed sparingly, like sculpture. Perforated metal shelving acts as a back wall for the storefront gallery as well as a secondary threshold into the shop. [Photo: MoMA] A more controlled entry sequence into the store is another shift for the experience. Instead of two doors at the corner of Spring and Crosby, theres now one entrance on Spring. The architects shifted the door over a few feet so that its on a central axis and offers a sightline to the back wall, which is the site of a new rotating mural commission from a contemporary artist. The first is by Nina Chanel Abney and will be up for a couple of years. Overall, PRO emphasized whats necessary for function but kept its interventions minimal. Sustainability concerns (why use more material than you need to or rebuild something thats perfectly sound?) alongside architectural philosophy influenced the renovation. The stores original design by 1100 Architects was celebrated when it debuted in 2001 and involved covering p the 19th-century buildings industrial detailsthink mirrored panels over cast-iron columns and an illuminated drop ceiling over pipes and air ductsbut didnt serve the new business strategy. It was the spirit of the time, says Miriam Peterson, who founded PRO with Nathan Rich. There was almost a fight against history and old things or this attitude that in order to have a point of view about what it means to be contemporary, you have to erase or obliterate whatever it is that was there before. PRO removed most of the aughts-era interventions (the only feature they kept was the concrete stair leading to the basement, where home goods and children’s departments are). They wanted to make the shop feel spacious and heighten the feeling of being in SoHo, playing up the features that are distinct to the building. You cant squander the history of New York, Rich says. [Photo: MoMA] Refreshingly, the redesign is not intended to be an Instagrammable experience, which has influenced so many SoHo flagships as of late. Its still, at its heart, a very good place to shop. Youll still be able to find exclusive products that MoMA Stores merchandisers and buyers source from all around the world and that have all been curator approvedincluding Kermit-green expandable suitcases from the Korean brand Rawrow, painterly tumblers from the century-old European glassware company Ichendorf, and retro-style Bodum coffee makers plus perennial bestsellers like perpetual calendars, ceramic Anthora cups, and prismatic acrylic side tables. However, there are 30% fewer SKUs on the floor, a strategy that gives merchandisers more space for storytellingthis includes iPads with video demonstrations of electronics, like projectorsplus breathing room for each product. (Anyone whos braved the crowds on weekends or around the holidays will likely appreciate more space to move around.) The redesigned store and strategy behind it also speaks to shifts in how people want to shop. Consumers are interested in spending money at places that align with their values. Its easier than ever to find attractive, stylish products online and there are countless outlets now with aesthetics similar to MoMA Store. However, none of them have the same history and connection to art. In the past, it might have been that the museum lent credibility to the store’s inventory, but the relationship is more reciprocal now. On their way out of the store, visitors will notice a screen near the door that advertises the current exhibitions in the museum. The train uptown to see them is just two blocks away.
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E-Commerce
Since our return from Davos, Switzerland, earlier this year, we have been dissecting the World Economic Forums Future of Jobs Report 2025. The WEF surveyed more than 1,000 companies from 22 different industries across 55 countries to attempt to predict and paint a picture of what work will look like in 2030. The encouraging news is that there are projected to be 170 million new jobs globally by 2030; however, 92 million jobs are expected to be eliminated due to AI automation. That is a net gain of 78 million jobs by 2030. To get a true understanding of why and how this shift will occur, here is a look at the story beneath the story. 4 factors reshaping the global workforce Four disruptive forces driving the next chapter of work stood out in the WEF report: AI and automation will continue to permeate the globe. By 2030, 86% of companies anticipate that artificial intelligence will have a significant impact on their operations. The scale and speed of this shift are unprecedented. Economic pressure is growing. Half of employers say rising costs are forcing them to rework their business models by looking at ways to cut costs while increasing revenue and production. How? AI and automation are the fastest and surest ways. The green transition is accelerating. As companies pursue their own climate goals, demand will surge for renewable energy engineers, sustainability consultants, and carbon auditors. Demographics are shifting. Developed countries are aging at an accelerated rate, while developing nations are sending their younger populations into the workforce. This shift is creating opportunities in several regions worldwide. AI creates new business models, opportunities, and industries Every technological revolutionfrom electricity to the internetsparked fears of obsolescence. But each wave created more jobs than it destroyed. Take the internet: In the 1990s, critics predicted a massive increase in unemployment and economic destruction. Today? The commercial internet alone supports 28.4 million jobs and drives 18% of the United States GDP. It created new career paths that didnt exist before, like social media managers and DevOps engineers. Whole industries were created: software-as-a-service (SaaS) companies, cloud computing, e-commerce platforms, and the creator economy. Every technological advancement in history has led to a net increase in employment. AI is following the same pattern, and were at the edge of the job creation phase. Consider the rise of ChatGPT. Behind every AI tool is a multidisciplinary team of humans. Machine learning engineers designed and implemented the algorithms. Data scientists and data engineers cleaned, curated, and labeled massive datasets. AI ethics experts are working to ensure responsible and fair AI use. Infrastructure architects built the cloud systems that scale these models globally. Every AI tool you use required dozens of specialists to make it work. The more AI gets deployed, the more humans we need to build, maintain, and improve these systems. Its continuous work that requires human expertise. Jobs that are growing versus those disappearing As organizations navigate these times of change, there are multiple areas in which they should focus. To best prepare for the future and set a company up for growth, they must start building a deep team that relies heavily on big data specialists, AI and machine learning engineers, fintech developers, software engineers, and environmental and renewable energy specialists. Conversely, some roles will decrease significantly in number or disappear altogether. If there are people at a company who hold these roles, they need to be reskilled or upskilled if there is a desire to save on recruiting and training costs. Administrative assistants can be almost completely replaced via AI for handling scheduling and initial call response. Accountants and auditors at the entry to mid-managerial level can be replaced by software and AI. Additionally, graphic designers who create emails, internal and external company documentation, and presentations will also be phased out. Upskilling or reskilling is crucial for individuals currently in those roles. Irreplaceable skills In the World Economic Forum report, employers anticipate that 39% of workers’ core skills will change by 2030. Essentially, the tasks you were hired to do, and the skills you possess that qualified you for and secured your job, may become obsolete in five years. So what skills are rising in demand? Think of technical skills like proficiency in AI and big data, as well as cybersecurity. No matter the industry, the future will favor those who can think critically, collaborate effectively, and learn continuously to solve problems. AI will continue to automate repetitive and mundane tasks, so AI and automation will almost exclusively handle frontline traditional grunt work. In these times of generational workforce shifts, the talent and skills of resilience and adaptability will become increasingly necessary to maintain relevance and demand for your services. The jobs of tomorrow To envision what new jobs will be created, you need to think about the problems and challenges that will be created by increased reliance on AI. AI will create more than it replaces, albeit in different roles and skill sets. As digital transformation continues to accelerate, companies will begin to staff up in roles such as software developers and UX designers, focusing on individuals who possess the skills to bridge the gap between technology and the businesses’ needs. As medical science advances, the life expectancy of the population continues to increase, which is expected to drive demand for careers in healthcare, particularly in eldercare. As the population ages, the demand for doctors, nurses, and in-home caregivers will increase. This is the way of things. Environmental, social, and governance (ESG) compliance; experience design; and supply chain resilience were not recognized as distinct job categories 10 years ago. What new jobs will exist and be in high demand over the next five to 10 years? The age of endless preparation and flexibility Unless you plan to retire within the next 18 months, you cannot rest on your current skills. AI and automation will likey displace some jobs, possibly including yours. But massive opportunities will open for people who are willing to adapt. Be a student of your industry and develop an understanding of how it is evolving. That will put you in a position to increase your skills and remain a vital part of your field. Individuals’ futures are in their own hands. We all have to ask ourselves: Will I let the future happen to meor will I create it?
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E-Commerce
If you listen to the CEOs of elite AI companies or take even a passing glance at the U.S. economy, its abundantly obvious that AI excitement is everywhere. Americas biggest tech companies have spent over $100 billion on AI so far this year, and Deutsche Bank reports that AI spending is the only thing keeping the United States out of a recession. Yet if you look at the average non-tech company, AI is nowhere to be found. Goldman Sachs reports that only 14% of large companies have deployed AI in a meaningful way. What gives? If AI is really such a big deal, why is there a multi-billion-dollar mismatch between excitement over AI and the techs actual boots-on-the-ground impact? A new study from Stanford University provides a clear answer. The study reveals that theres a right and wrong way to use AI at work. And a distressing number of companies are doing it all wrong. What can AI do for you? The study, conducted by Stanfords Institute for Human-Centered AI and Digital Economy Lab and currently available as a pre-print, looks at the daily habits of 1,500 American workers across 104 different professions. Specifically, it analyzes the individual things that workers actually spend their time doing. The study is surprisingly comprehensive, looking at jobs ranging from computer engineers to cafeteria cooks. The researchers essentially asked workers what tasks theyd like AI to take off their plates, and which ones theyd rather do themselves. Simultaneously, the researchers analyzed which tasks AI can actually do, and which remain out of the technologys reach. With these two datasets, the researchers then created a ranking system. They labeled tasks as Green Light Zone if workers wanted them automated and AI was up to the job, Red Light Zone if AI could do the work but people would rather do it themselves, and Yellow Light (technically R&D Opportunity Zone, but Im calling it Yellow Light because the metaphor deserves extending) if people wanted the task automated but AI isnt there yet. They also created whats essentially a No Light zone for tasks that AI is bad at, and that people dont want it to do anyway. The boring bits The results are striking. Workers overwhelmingly want AI to automate away the boring bits of their jobs. Stanfords study finds that 69.4% of workers want AI to free up time for higher value work and 46.6% would like it to take over repetitive tasks. Checking records for errors, making appointments with clients, and doing data entry were some of the tasks workers considered most ripe for AIs help. Importantly, most workers say they wanted to collaborate with AI, not have it fully automate their work. While 45.2% want an equal partnership between workers and AI, a further 35.6% want AI to work primarily on its own, but still seek human oversight at critical junctures. Basically, workers want AI to take away the boring bits of their jobs, while leaving the interesting or compelling tasks to them. A chef, for example, would probably love for AI to help with coordinating deliveries from their suppliers or messaging diners to remind them of an upcoming reservation. When it comes to actually cooking food, though, theyd want to be the one pounding the piccata or piping the pastry cream. The wrong way So far, nothing about the studys conclusions feel especially surprising. Of course workers would like a computer to do their drudge work for them! The studys most interesting conclusion, though, isnt about workers preferencesits about how companies are actually meeting (or more accurately, failing to meet) those preferences today. Armed with their zones and information on how workers want to use AI, the researchers set about analyzing the AI-powered tools that emerging companies are bringing to market today, using a dataset from Y Combinator, a storied Silicon Valley tech accelerator. In essence, they found that AI companies are using AI all wrong. Fully 41% of AI tools, the researchers found, focus on either Red Light or No Light zone tasksthe ones that workers want to do themselves, or simply dont care much about in the first place. Lots more tools try to solve problems in the Yellow Light Zonethings like preparing departmental budgets or prototyping new product designsthat workers would like to hand off to AI, but that AI still sucks at doing. Only a small minority of todays AI products fall into the coveted Green Light zonetasks that AI is good at doing and that workers actually want done. And while many of todays leading AI companies are focused on removing humans from the equation, most humans would rather stay at least somewhat involved in their daily toil. AI companies, in other words, are focusing on the wrong things. Theyre either solving problems no one wants solved, or using AI for tasks that it cant yet do. Its no wonder, then, that AI adoption at big companies is so low. The tools available to them are whizzy and neat. But they dont solve the actual problems their workers face. How to use AI well For both workers and business leaders, Stanfords study holds several important lessons about the right way to use AI at work. Firstly, AI works best when you use it to automate the dull, repetitive, mind-numbing parts of your job. Sometimes doing this requires a totally new tool. But in many cases, it just requires an attitude shift. A recent episode of NPRs Planet Money podcast references a study where two groups of paralegals were given access to the same AI tool. The first group was asked to use the tool tobecome more productive, while the second group was asked to use it to do the parts of your job that you hate. The first group barely adopted the AI tool at all. The second group of paralegals, though, flourished. They became dramatically more productive, even taking on work that would previously have required a law degree. In other words, when it comes to adopting AI, instructions and intentions matter. If you try to use AI to replace your entire job, youll probably fail. But if you instead focus specifically on using AI to automate away the parts of your job that you hate (basically, the Green Light tasks in the Stanford researchers rubric), youll thrive and find yourself using AI for way more things. In the same vein, the Stanford study reveals that most workers would rather collaborate with an AI than hand off work entirely. Thats telling. Lots of todays AI startups are focusing on agents that perform work autonomously. The Stanford research suggests that this may be the wrong approach. Rather than trying to achieve full autonomy, the researchers suggest we should focus on partnering with AI and using it to enhance our work, perhaps accepting that a human will always need to be in the loop. In many ways, thats freeing. AI is already good enough to perform many complex tasks with human oversight. If we accept that humans will need to stay involved, we can start using AI for complex things today, rather than waiting for artificial general intelligence (AGI) or some imagined, perfect future technology to arrive. Finally, the study suggests that there are huge opportunities for AI companies to solve real-world problems and make a fortune doing it, provided that they focus on the right problems. Diagnosing medical conditions with AI, for example, is cool. Building a tool to do this will probably get you heaps of VC money. But doctors may not wantand more pointedly, may never usean AI that performs diagnostic work. Instead, Stanfords study suggests theyd be more likely to use AI that does mundane thingstranscribing their patient notes, summarizing medical records, checking their prescriptions for medicine interactions, scheduling followup visits, and the like. Automate the boring stuff is hardly a compelling rallying cry for todays elite AI startups. But its the approach thats most likely to make them boatloads of money in the long term. Overall, then, the Stanford study is extremely encouraging. On the one hand, the mismatch between AI investment and AI adoption is disheartening. Is it all just hype? Are we in the middle of the mother of all bubbles? Stanfords study suggests the answer is no. The lack of AI adoption is an opportunity, not a structural flaw of the tech. AI indeed has massive potential to genuinely improve the quality of work, turbocharge productivity, and make workers happier. Its not that the tech is overhypedweve just been using it wrong.
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E-Commerce
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