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For a while now, weve been hearing warnings about AI eliminating jobs. First, it was only at the fringes. But now its starting to bite into roles once thought untouchable. It isnt just administrative work, copywriting, or design anymore; even advisory roles, data analytics, and coding are being reshaped by automation. But history teaches us that technological disruption doesnt eliminate work, it reshapes it. The industrial revolution, for example, didnt end human contribution, it simply redefined the places where humans bring the most value. AI is doing the same thing today. While it does, in fact, take (or reduce the need for) some jobs, it can, and will, pave new paths in the form of entrepreneurial opportunities. The rise of no-code tools, automated workflows, and AI-powered tools to support business creation means people can turn ideas into companies faster than ever before. The real challenge now lies in ensuring that the accessibility and utilization of these resources match the level of AI-induced displacement. While employment rates remain relatively stable, the numbers mask deeper shifts in how work gets done. Automation has been advancing for yearsaccelerated by AIwith many firms quietly cutting labor not through layoffs but by trimming hours, automating tasks, or relying on smaller teams to sustain productivity. This obscured drop in main hours, dubbed shadow layoffs, paints a far more complex picture of employment health than the headlines and numbers suggest. AI makes independence not just possible, but practical With roughly 80% of U.S. businesses already operating as nonemployer firms (meaning the owner is the only employee), self-driven enterprises have gained popularity since the 1990s. This massive trend is undervalued, and AIs unique ability to fuel entrepreneurial endeavors will signal a cultural and economic shift toward independence, flexibility, and self-determination. These characteristics are uniquely American, one of the reasons the country has long been the poster child for rags-to-riches capitalism. AI makes the traditional employment model even less reliable and familiar roles less secure, but the benefits of AI-driven entrepreneurship could reshape the workforce in the near future. For individuals, AI removes many of the barriers that once made the process of building a business challenging. AIs assistance negates, for example, costly and time-consuming marketing campaigns and the difficulties of providing customer support and training materials that drain budgets and slow down the path to business ownership. Launching a brand, opening an online clothing store, or offering a niche service can now happen in days, not months, with tools that streamline product development, go-to-market, and scaling from day one. For example, a laid-off marketing manager can launch a single-person consultancy powered by AI tools and handle everything from accounting and content creation to client management as a one-person show. This is something that in the past would have demanded at least three additional employees. While the technology is proven, individual grit alone isnt enough. Without proper support systems to close the gap between displaced workers and AI-enabled bootstrapping, an accessible path to entrepreneurship will remain out of reach for most. For future classes of AI entrepreneurs to thrive, theyll need an ecosystem designed to absorb and launch them forward. Turning disruption into design: Why public-private collaboration matters The ultimate goal for turning AI displacement into entrepreneurial opportunities should be a healthy society and a resilient economy. The key to maximizing these circumstances lies in empowering those who combine a unique vision with AI fluency. Investing in regional AI boot camps, small-business accelerators, or micro-grant programs for displaced workers will provide resources to help them reinvent themselves. Timely support is key: Upskilling workshops, business literacy, and AI fluency need to be accessible before layoffs happen, not after. If laid-off workers can pivot faster, the economic and social repercussions will be minimal. The most effective recipe for success in this regard is when the private and public sectors work in a complementary manner. Public-private entrepreneurial hubs could close this gap. Governments can ensure equitable access, while private companies focus on relevance and innovation. Through upskilling and educational initiatives and incentivized collaborations, the two can turn layoffs into small-business launchpads. In New York, the Department of Labor enacted an initiative to provide free access to Coursera and professional certifications from leading tech companies, including Google. While primarily for reskilling, these certifications and courses specifically support self-employment in the digital economy. If replicated nationwide, this could actually start moving the needle on digital self-employment. The key to kick-starting like-minded programs is through building awareness. They should focus on steering economic and social stability by providing laid-off workers with the necessary tools. If key private-sector leaders and government officials can align around shared goals, AI could redefine the American dream instead of disrupting it. While AI destabilized the traditional employer-employee model, it also opened new doors for the next wave of entrepreneurs. These entrepreneurs wont necessarily have an Ivy League degree or access to VCs, but they will be those who embrace AIs powerful capabilities and monetize those skills in original ways. AI will continue to change the paradigm on how and where people earn a living, but the outcome depends on how society responds. With the right infrastructure in place, this wave of automation could become one of the largest drivers of entrepreneurship since the internets onset. Without it, expect to see deeper inequality and economic stagnation. Disruption is unavoidable, but reinvention is a workers choice. Those who pair their expertise with AIs capabilities wont just survive this transition; theyll be the ones who embrace entrepreneurship, turning passion projects into real businesses faster than ever. The barrier to entry is no longer a team or a budget. Its a mindset and a small monthly subscription. In this shift, the winners wont be the ones who fear AI; theyll be the ones who take one good idea and build.
Category:
E-Commerce
When Jon LaMantia, a Long Island-based business reporter, was in journalism school, his professor drilled one rule into his students: you get two exclamation points a year and no more. So if you use them in January, LaMantia recalls being told, you better hope theres nothing to exclaim for the rest of the year. The rule stuck. LaMantia still thinks about that rigid quota today. I use exclamation points all the time in texts and emails. If you dont, the message sounds more stern, he says. But I cant remember the last time I used one in a business article. Strong feelings about the exclamation point arent uncommon. People tend to either love it or loathe it; lean on it constantly, or avoid it religiously. Personally, I use multiple, but at work Ill only use one, says a woman who works in HR at an investment bank in New York City, who wasnt cleared to speak publicly but said she couldnt resist chiming in on this topic. People say Im bubbly and high-energy, so I use them to let my style come through in emailwhen appropriate. A consultant in Ohio, who also asked not to be named, tells me he uses them to lighten the tone of written communication or reduce formality. Others tread more cautiously. I use way too many and then feel embarrassed later on, admits an artist from Brooklyn. A Boston-based consultant says hes begun actively metering his usage to set the right tone. In short, exclamation points matter. They spark surprisingly strong feelings about tone, intention, and even etiquette. But according to new research, they also shape much more than just mood. Warmer, But Less Analytical A recent study published in the Journal of Experimental Social Psychology, titled Nice to meet you. (!) Gendered norms in punctuation usage, found that women not only use exclamation points more frequently than men, but that this difference carries real consequencesboth for those writing and for those reading. Across several experiments, participants judged writers who used exclamation points differently across measures that included perceived warmth, power, analytical ability, and competence. Heavy usersa group that overwhelmingly skews femalewere seen as warmer and more enthusiastic, but also as less analytical. The study also showed that women were more likely to think about their punctuation choices, whether to end a sentence with a period or an exclamation point, for example, underscoring the invisible cognitive labor that often shapes womens communication. All of it illustrates how something as small as punctuation can reinforce the subtle forces still underpinning stubborn gender norms and divides both at work, and beyond. Unequal Cognitive Load Cheryl Wakslak, associate professor of Management and Organization at Marshall School of Business at the University of Southern California and one of the authors of the study, says she was particularly struck by how much mental energy women devote to these decisions. Women are putting a lot of thought into this, she says. On one hand, intentional communication is valuable, she adds, but its also a lot of cognitive energy that men are simply not spending.” Women, she explains, are constantly navigating what she describes as a warmthcompetence tightrope. Theyre worried about not seeming warm, so they use exclamation points to appear warmer. But theyre also worried about not being seen as competent or powerful, and they may worry that exclamation marks undermine that. Men, the research shows, largely dont think about any of that. Another finding that surprised her: the trade-offs of using exclamation points. Heavy users were perceived as more appealing collaborators and more enthusiastic, but also less powerful and less analytical. For me, the most interesting finding, though, was about competence, says Wakslak. We didnt see a clear effect in either direction. That matters to me because, when Im walking that tightrope, Im mostly worried about the competence trade-off, she adds. I dont need to seem powerful in every context, but I do want to seem competent. Still, she acknowledges that in some work environments, being perceived as analytical is crucial. In those situations, based on these findings, a woman might want to avoid using exclamation marks. Perpetuating Stereotypes Asked about the exclamation point research, Elaine Lin Hering, author of Unlearning Silence, a book about verbal and nonverbal communication, says shes not surprised. [The findings] illustrate the downside of the conditioning women have long received and the contorting women do to try to meet expectations. It is simply one of many examples of the double standards women are held to and the tension that women navigate every day, she adds. It’s akin, Hering says, to women being told to smile more in order to appear warmer and more approachableand then finding themselves being taken less seriously because they smile too much. And the issue extends beyond punctuation. Workplace communication norms are typically defined by the groups with the dominant identity. Not just that everyone should talk like a man, but that how people communicate should fit into the stereotypes that the dominant groups have of that other identity, she says. Social norms exacerbate inequality by perpetuating existing stereotypes that the dominant group holds, she explains, like that women are too emotional or Asians are good workers but not leaders or that Gen Z is lazy. So what can be done? As ever, when the problem is rooted in social conditioning, theres no easy fix. But Hering says that, especially in workplace settings, systems can be put in place to help control for biases like the ones that creep in when we read something someones written. We can challenge the social norms and exacerbated inequalities by having clear and consistent criteria for evaluating performance, she says. Research published in 2022, shows that womenbecause of systemic biasare often assessed in workplaces based on their actual performance, while men are assessed based on their future potential creating what the academics dub a gender promotion gap. Having more rigid criteria for assessment can offset that divergence. A wide awareness of the existence of these biases and this conditioning is alsoof coursecritical to making workplaces fairer. And Cheryl Wakslaks coauthor Gil Appel is the first to admit that. Appel, Assistant Professor of Marketing at the GW School of Business at George Washington University, says that spending time researching gender and communication has made himmuch more of a feminist. There are some things that men just dont have to think about at all, and women have to think about all the time, he says. Whether thats to ensure their safety, or whether its to make sure theyre coming across as competent, he adds. They just always have to be thinking. And beyond becoming more feminist, theres one other thing thats changed for Appel since working on the research: I have to admit, he says, I definitely use more exclamation marks now.
Category:
E-Commerce
Its been a tumultuous year for the legacy retailer, shaped by new tariffs, shifting consumer habits, and the constant flip between wartime and peacetime leadership. Macys Inc. Chairman and CEO Tony Spring shares why his team is now on version twenty-seven of the plan, and what it really means to court the next generation of shoppers. This is an abridged transcript of an interview from Rapid Response, hosted by the former Fast Company editor-in-chief Robert Safian. From the team behind the Masters of Scale podcast, Rapid Responsefeatures candid conversations with todays top business leaders navigating real-time challenges. Subscribe to Rapid Response wherever you get your podcasts to ensure you never miss an episode. The Thanksgiving Day Parade, the sprint to Christmas, it’s like your Super Bowl. What’s waw distinctive about 2025? I mean, the economic and shopping environment has been pretty chaotic. I think the news certainly makes things more complicated. I think people are confused. We had a terrific second quarter. We talked about the back-to-school business being pretty healthy, and yet we all see potential storm clouds on the horizon. So we’re trying to be cautiously optimistic You could stay up all night worrying But in reality, our job is to make sure we create a better shopping experience for the customer. There’s plenty of things that are out of our control that we could obsess about, but it really doesn’t satisfy anything or make you feel any better. And for the parade, how do you keep it fresh? Making sure every year the parade has, again, newness: We have partnerships with Disney, Pokemon, Pop Mart, Labubus We want to make sure that whatever is popular and whatever’s interesting weaves its way, not only into our merchandise strategy, but also into an iconic event like the Thanksgiving Day Parade. 32 million people approximately are going to watch it on TV, and we have several million more that come live in person in New York City on that day. Macy’s has an iconic place in American culture, although obviously it hasn’t been immune to the challenges in retail. You launched what you call a bold new chapter after becoming CEO in 2024. It’s showing traction in your financial results, but you’re still sort of in the midst of it. What’s working, what’s not? Well, let me break it into the three parts: The first was strengthening and reimagining Macy’s, and that included closing underproductive stores and betting on our future state stores, so putting more colleagues into the stores, putting new merchandise into the stores. We also improved our digital platform and doubled down on our luxury businesses, which include Bloomingdale’s and Blue Mercury. And then the final part of the strategy is end-to-end operations, and that’s making sure we’re utilizing automation and robotics and AI, and making sure the complexity that might exist in our business doesn’t affect the consumer. Your stores face pressure from everywhere, fast fashion and e-commerce and social shopping and live shopping. How do you think about in-person, human interaction, versus digital commerce? I talk to our team all the time about the word balance, and I don’t think the word gets enough volume or credit There’s some reports out now that the next generation is longing for socialization, and in-person shopping is a big part of what they’re doing together. There is a place, I think, for all these types of businesses, as long as we pay attention to what the consumer wants. Almost 70% of our business still remains in physical retail, which is very consistent with the industry averages. That doesn’t mean we don’t love our digital business. If we were selling paper towels, who wants to go shopping for paper towels? I’d like to have those delivered to my house right before I run out of them. But I think there are other things that are fun to do in person. And by the way, when we have a DJ on a Saturday, when we do bottle engraving, when we, people show how to do flower arranging, you can get people to turn out to the stores because it becomes an extension of what they want to do for the weekend. I think a big part of our bold new chapter is stepping up to the fact that a good retail experience, people are looking for. A bad or mediocre retail experience. People, people can do digital. They don’t need to exhaust themselves with that experience. I want to ask you about planning and decision-making in 2025. One CEO I talked to recently told me that things change so fast that he’s been forced to update his plans as often as weekly. You get new data constantly. I’m curious what you look at and how fluid you have to be with your plans? You have to be very fluid. I mean, to be candid, in the age of tariffs and in the uncertainty of supply chains, plans are the guardrails, and the longer the plan, the less accurate it is. So you do deal with a rolling operating forecast, which is something that we update on a weekly and monthly basis, and that kind of gives us a greater visibility into how to allocate inventory, how to plan our staffing, how to change our marketing, so that we’re doing it in real time, not based on some plan that we developed three or six months ago, which may at this point be somewhat outdated. I think we’re on version number 27 of our forecast and plan, because of the interesting environment that we’re operating in 2025. There’s an analogy that people sometimes use, that sometimes you need a wartime leader and sometimes you need a peacetime leader, and there’s a different strategy for each one of them. And I’m curious whether you feel like for Macy’s, is today wartime or peacetime? And how would you cast yourself in that? I’d like to say it depends on the day of the week you ask me, and I think the challenge for our business is, on Tuesdays, I might have to be a peacetime leader, and on the first day of November, you may need to be a wartime leader. And in the environment we’re operating with, with unexpected tariffs by the middle of the year that didn’t exist at the beginning of the year, there is a lot of wartime philosophy. The same time, we are in a business for the long term. We are not trying to just have a great third quarter. We’re trying to have a great business that lasts decades, if not more. What matters tomorrow is going to be different than what mattered yesterday. I use a phrase, graciousness and kindness don’t cost money. So, how do we make sure that we imbue and express those things on a regular basis? What’s your role when it comes to the Thanksgiving Day Parade itself? Stay out of the way.
Category:
E-Commerce
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