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Layoffs. Corporate restructuring. Leadership changes. New market strategy. Chances are that youll go through at least one significant company upheaval in your career (if not more than one). Employees are expected to adapt quickly, often with little support. While you may not be able to prevent internal changes, you can be preparedand protect yourself. Get clarification on your job responsibilities {"blockType":"creator-network-promo","data":{"mediaUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/04\/workbetter-logo.png","headline":"Work Better","description":"Thoughts on the future of work, career pivots, and why work shouldn't suck, by Anna Burgess Yang. To learn more visit workbetter.media.","substackDomain":"https:\/\/www.workbetter.media","colorTheme":"blue","redirectUrl":""}} One of the biggest impacts on your day-to-day might be changes in your job responsibilities. As soon as possible, youll want to discuss any changes with your boss. Ask directly, Do I have any new responsibilities? and How will my performance be evaluated now? Get the information in writing, if you can, even if its just a follow-up email you send after a discussion with your boss that says: Based on our conversation, I understand that my role now includes X, Y, and Z. You dont want responsibility changes to be overlooked or misunderstood, and you dont want the changes to negatively impact promotions or future raises simply because no one fully understands your role. Provide regular updates to your boss about how youre handling your new responsibilities, and share any wins. Additionally, make sure your boss is aware of any concerns you may have. For example, you may not have been given proper training to make you successful with your new responsibilities. If something is unclear, raising concerns early shows you want to ensure youre meeting expectations. Know your boundaries Do more with less has become the default expectation. You might quickly find yourself overwhelmed if youre working with a smaller team, a smaller budget, or a major strategy pivot. Its much harder to set boundaries if you accept additional work initially and then try to walk it back later. When faced with upheaval and asked to do more, you can say, Yes, I can take this on. Which of my other responsibilities should I de-prioritize? You can also mentally set a boundary around the number of hours youre willing to work. If youre asked to go above that, its time to push back. You could say, Im at capacity this week. Can this wait until next week? Remember that loyalty is often not reciprocal Significant changes need clear direction. A companys leadership team should communicate why the changes were necessary and how the company expects to benefit. If that doesnt happen, its a red flag. The changes might result in more problemsor cant save the company from a downward spiral. Keep your guard up. Look for signs that the company might be in deeper trouble, such as undergoing frequent leadership turnover, having an unclear strategy, or experiencing a lack of communication. Change is hard and takes time to have an impact. But if it feels like things arent going well, keep your résumé updated and your LinkedIn profile polished. Make sure you have an exit plan, even if youre not ready to leave immediately. The company will always protect its interests first. You should do the same. {"blockType":"creator-network-promo","data":{"mediaUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/04\/workbetter-logo.png","headline":"Work Better","description":"Thoughts on the future of work, career pivots, and why work shouldn't suck, by Anna Burgess Yang. To learn more visit workbetter.media.","substackDomain":"https:\/\/www.workbetter.media","colorTheme":"blue","redirectUrl":""}}
Category:
E-Commerce
When we talk about decarbonizing industries, footwear doesnt often steal the spotlight. Yet behind every pair of sneakers or boots is a complex web of supply chains, raw materials, energy consumption, and logistics. While our shoes leave physical footprints, they also leave behind a much larger, often invisible carbon and waste footprint. The footwear industry is estimated to be responsible for hundreds of millions of metric tons of COe emissions each yearthats more than the emissions of some entire countries. And its a sector undergoing massive transformation, fueled by a perfect storm of shifting regulation, growing consumer demand for transparency, and the urgent need to build climate resilience into business models. Whats exciting is that were finally starting to see momentum from both sides of the decarbonization equation: radical innovation and operational rigor. The innovation track: Rethink how shoes are made Innovation in footwear manufacturing has typically been focused on performance and aesthetics alone, but thats evolving. Today, some of the most forward-thinking brands are applying that same creative energy to impact, tackling not just how to build better shoes for us but also how to build them better for the planet. A powerful example of this is On. The brands new LightSpray technology uses a world-first process that eliminates the traditional cut-and-sew approach to constructing shoe uppers. It reduces waste, energy, and materials, and, crucially, carbon. Using prospective life cycle assessment (LCA)a highly scientific process that calculates the future environmental impact of a product or technology (based on projected data and scenarios)it was found that LightSpray has the potential to reduce production emissions by about 75% compared to traditional techniques. So, what can we learn? This breakthrough matters not just for the brand itself, but for the entire industry. Globally, around 23.9 billion pairs of shoes are produced each year, and the majority of them still rely on traditional methods that contribute both to emissions and waste throughout the supply chain. Beyond footwear, whats most notable isnt just the numberits the willingness to build sustainability into innovation at the R&D phase, not as a post-launch add-on. Thats a shift in mindset that every industry can learn from. The infrastructure track: Build out data and processes that make change possible While innovation grabs headlines, what often moves the needle at scale is what happens behind the scenes. Infrastructure supports measurement, monitoring, and decision making. In footwear, where the indirect Scope 3 emissions coming from a companys entire supply chain typically account for up to 90% of total footprint, the need for accurate, granular data is critical. Thats where brands like Axel Arigato are leading: not by launching one breakthrough product, but by laying the groundwork to reduce emissions across their entire value chain. Axel Arigato recently calculated its full corporate carbon footprint in addition to LCAs for over 270 of its products. This gives the brand visibility to identify impact hotspots and tools to make science-backed reductionsproduct by product, shipment by shipment, and decision by decision. The work enabled the brand to dive deep into understanding the impact of its products and business to a level of detail they have never gone into before. We have always strived to produce products that are less impactful on the environment, and we can now confidently measure this and communicate about it to our consumers, says Albin Johansson, CEO of Axel Arigato. This kind of backbone work isnt all that flashy, but it is essential. Having a baseline understanding of the status quo enables all kinds of companies to move from ambition to action, and to do so in a way thats resilient to legal requirements like reporting, investor pressure, and consumers shifting their expectations. It can even help provide the confidence to communicate impact publicly, in a world where green claims are heavily scrutinized Taking a step beyond footwear The race to decarbonize isnt exclusive to footwear or the wider fashion industry. But it does cast a revealing lens thanks to its material-intensive, design-driven, and deeply globalized nature. With footwear revenue projected to surpass $472 billion by 2028 and sustainable footwear alone expected to nearly double to $18.25 billion by 2034, the stakesand opportunitieshave never been higher. Crucially, the industry is showing us what it looks like when innovation and infrastructure finally work together. Because, with net zero targets and legal requirements looming, one without the other isnt enough anymore. A revolutionary new process cant scale responsibly without solid measurement and validation. Just like a robust data system doesnt drive progress unless its tied to product and design decisions. The future depends on both, and the businesses that are most future-proof are the ones willing to run down this dual track. So, whether youre in footwear or finance, the lesson here is clear: Lower impact is not about sticking to one strategy for reduction. Its a system-wide transformation that calls for imagination, precision, and bold partnership. Now, progress increasingly means fewer promises and more proof. And the sooner this double-edged strategy is scaled across industries, the better for our planet. Namrata Sandhu is founder and CEO of Vaayu.
Category:
E-Commerce
Todays U.S. farmers and agricultural businesses are navigating a complex landscape, with unique near-term and long-term challenges that include intensified global competition, record trade deficits, rising costs, and more frequent and extreme weather events. These challenges have created economic instability across the entire agriculture sector with U.S. row crop farmer net income remaining persistently low for the third straight year. Estimates from the University of Illinois show that corn and soybean farmers could face a net loss of between $50 and $70 per acre this growing season. On top of this, global acreage has leveled off at 2.3 billion acres and the average yield for corn and soybeans has also slowed. This uncertainty affects not only those who grow our food but also reverberates throughout the entire food system, threatening the stability we all depend on. Its clear that our sector must get off unpredictable commodity rollercoaster and create a more predictable future for farm families, agricultural businesses, consumers, and communities. Drawing on Land OLakes, Inc.s 104 years of experience as a cooperative, we have learned that collaboration is crucial for bringing stability and predictability to the food and agriculture sectors. The ag community represents only around 1% of the population but, by working together, we can capture efficiencies and reinvest in innovation, expand market opportunities, and support the communities and local businesses that are essential to our nations food supply. Become a student of the game At Land OLakes we have a saying that Our success starts with our member-owners success. What this means is that our decisions and investments must be made with our cooperative owners in mind. This mantra has never been more important than today when external factors are pressuring our bottom lines and muddying the decision-making process. In agriculture, were seeing pressure on the supply side as a result of global trade dynamics, a reduction in demand due to dips in commodity prices, and a rising cost to serve. All of which results in a tightening of margins up and down the food value chain. To be clear, these challenges are hardly unique to our sector, and I see the remedy as equally universal. Business leaders must double down on being students of the game, keeping a pulse on market dynamics and geo-political developments to stay on offense. And its not enough to simply insulate your own business, we must think more collaboratively to identify solutions that serve partners up and down our value chains. Inject predictability into our food system To address the pressures facing American farmers, we must move beyond traditional methods and invest in modern technologies and data-driven solutions that provide detailed plans down to the acre and animal, help minimize risk to inject predictability into farm operations. By creating standardized, reliable, and secure datasets, the industry can provide insights that help farmers respond to environmental and market challenges, manage supply chains, and track production volumes with unprecedented precision. As I look across this sector, Im especially inspired by how Keystone Cooperative is working to drive predictability. This Indianapolis-based cooperative is using precise, field-level data to help growers respond to seasonal challenges and maximize their ROI by applying the right crop protection products at the right time and in a precise location. For Land OLakes, data is the cornerstone of our innovation strategy. Through the WinField United Innovation Center, a leading agricultural applied research facility, we collect and analyze roughly six million data points annually to help farmers increase production, improve efficiency and optimize resource use. Those insights are then being delivered in a manner that reduces the risk farmers face each day. This includes low-interest financing, prescription programs with a performance warranty, and an AI assistant that provides real-time solutions to problems farmers encounter throughout the growing season. The power of the cooperative mindset In an era where traditional business models often prioritize short-term profits over long-term resilience, the cooperative model offers a compelling alternative. We like to say our capital is patient, meaning we can take a longer-term point of viewconsidering future generations as much as quarterly performance. With a reach that touches 50% of the U.S. harvested acres, over 100 million animals daily, and 13 billion pounds of milk per year, the Land OLakes cooperative system also demonstrates the strength of collaboration and shared purpose. By working together with established business leaders that have earned local trust and demonstrated the ability to drive change, we can strengthen the economic prosperity of our shared businesses and communities. The cooperative structure also fosters unique partnerships between stakeholders within and outside the agriculture sector. Theres a deeper level of commitment to shared success that shows up in business initiatives and community building alike. For instance, Land OLakes is collaborating with CentraCare to help establish the University of Minnesota CentraCare Regional Campus where medical students receive education, training, and career development opportunities in rural communities where local medical services are desperately needed. Going forward As we look ahead, I want to challenge other organizations to adopt this collaborative approach. Think externally and selflessly. Think long term. Think evolution. Even if youre operating outside of the cooperative framework, this mindset can help solve the challenges we all face, enhance economic performance and uplift the communities we serve. Brett Bruggeman is the executive vice president and chief operating officer of Land OLakes, Inc.
Category:
E-Commerce
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