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I have a confession to make. For most of my career in creative leadership roles, I have contributed to collaboration overload. I believed that bringing everyone together to swap ideas was the surest path to stronger work. If the room was full and the conversation was flowing, I assumed we were headed in the right direction. And I know Im not alone. Collaboration overload has crept into creative teams everywhereshaped by hybrid schedules, the pressure to stay visible when were apart, and a steady flow of digital tools like Slack and Teams that keep us connected but can slowly chip away at focus. Creative teams have reached a point where we are spending so much time meeting, messaging, and circling each others work that nobody has the space or clarity to actually create. Collaboration overload is not tenable. One reason is that the expectations of the next generation call for an urgent shift in how collaboration happens. Many emerging creatives want room to explore ideas independently, develop a point of view, and contribute something meaningfulnot spend their days in back-to-back meetings and endless threads. When collaboration becomes constant, it leaves no space for the kind of personal exploration that builds creative confidence. And as AI takes on more of the administrative and production parts of creative work, the value of human creativity shifts toward originality, taste, and discernment. Those qualities need room. Creatives need autonomy to imagine what AI cannot. Collaboration is nonnegotiable. But so is autonomy. Creative teams thrive when those two forces support each other rather than compete. We need to protect deep, independent thinking while using collaboration to enhance our work. What were really trying to restore is a sense of rhythm that alternates between solo thinking, ensemble critique, and restorative rest. How We Reached Collaboration Overload Collaboration overload didnt happen overnight. It gradually built up as our work patterns evolved and expectations around them shifted. Hybrid work marked a major turning point. Many teams have done an impressive job recreating the natural touchpoints of in-person creative lifequick gut checks, spontaneous critiques, and the energy that comes from simply being around each others work. However, hybrid also makes it easy for the pendulum to swing too far. Overcompensating with meetings existed long before virtual work, but now the ability to schedule, ping, or gather a group is almost effortless. In an active studio, always on is balanced by the ebb and flow of real human presence; theres a built-in rhythm that allows people to step away and actually make the work. In hybrid environments, that rhythm can be harder to sense and even more difficult to maintain. Meanwhile, our collaboration tools multiplied. Slack, Teams, Figma, Notion, Miro, Mondayeach with real utility, but each adding another stream of communication. When organizations lack clear ways of working with these tools or fail to update those norms as teams evolve, the tools can lead to fragmentation and additional layers of coordination. Its common for a creative professional to switch between three or four platforms before noon, each buzzing with activity. The tools keep us connected, but without shared habits for using them, they often create more work than clarity. This pressure is even more pronounced in service-driven work, where being responsive is part of the relationship. When clients depend on you, and you depend on each other, its easy for the expectation of availability to grow. While quick back-and-forth exchanges can spark a moment of insight, most ideas need a quieter runway to take shape. Cross-disciplinary work added another layer of complexity. Modern creative teams bring together designers, strategists, writers, technologists, and producersoften across time zones. While diversity is a strength, without a clear structure, it can blur boundaries. When everyone can contribute to everything, eventually, everyone does. What begins as good-faith instinct can quickly lead to fatigue. Clear ownership becomes harder to define. And underneath it all lies a cultural belief: Collaboration is inherently good. Its central to how we see ourselves as a creative organization. Its part of our culture, our language, our identity. But when something becomes a given, we rarely pause to intentionally shape it. Instead, the instinct becomes moremore conversations, more people, more touches. And when collaboration becomes the default mode, the work can lose the focus it needs to move forward. Restoring Creative Rhythm The answer is not less collaboration, but better rhythm. Creative rhythm is the intentional pattern that helps teams move fluidly between independence and interdependence. Its the cadence that supports both solo brilliance and ensemble performance. And it works because its shaped with care, not left to chance. Creative rhythm has three core elements. 1. Protecting Deep, Independent Thinking Every strong project begins with someone going deep. It might be a strategist absorbing context, a designer exploring visual possibilities, or a writer shaping the early throughline of a story. Depth takes time. It takes quiet. And it takes the freedom to try and fail without an audience. Leaders can support this by giving teams dedicated focus timeand making it visibly protected. No meetings. No pings. No expectation of instant replies. Just as important is helping people understand how a project will operate before it begins. Newer hires, freelancers, and younger creatives often benefit from clarity around collaboration style, decision owners, and when to bring ideas into the room. Not all questions need to happen in front of the entire group. Sometimes a quick one-on-one discussion moves the work forward more cleanly and avoids the swirl that happens when something still in progress is put in front of the whole team. Clear ownership models, such as Responsible, Accountable, Consulted, Informed (RACI) or simple lead/support distinctions, also reduce the urge for everyone to hover. Ownership creates space. 2. Designing Purposeful Ensemble Moments Not all collaboration is equal. The most meaningful collaboration occurs when the team comes together with purpose. These ensemble moments give the work dimension by exposing it to different perspectives and the healthy tension that fuels creativity. Effective ensemble collaboration is focused, time-bound, and grounded in psychological safety. Teams should feel at ease challenging ideas without risking personal conflict. This kind of task-oriented disagreement increases creativity and results in better outcomes. The point is not harmony. The point is healthy friction that moves the work forward. Leaders can also improve ensemble moments by reducing their frequency but increasing their quality: short, well-run critiques; workshops with a clear objective; sharing sessions that come after deep independent thinking, not before it. Creativity needs both divergence and convergence. Rhythm is what allows them to coexist. 3. Building Periods of Rest and Reset Rest is often an overlooked part of creative rhythm. Creative teams need periods where nothing urgent is expectedmoments when minds can wander, connect dots, or simply breathe. Constant coordination drains curiosity. Rest restores it. This is where leaders can model healthier norms blocking focus days, encouraging asynchronous progress over real-time responses, limiting the number of platforms teams are expected to monitor. Rest isnt a luxury. Its a requirement for sustained creative performance. What Creative Rhythm Looks Like in Practice Creative rhythm represents a shared understanding of how a team works together. In practice, it looks like: Project phases that intentionally make room for independent development before bringing the group together to synthesize and refine Designated owners who drive work forward without constant supervision Clear checkpoints that prevent unnecessary consensus Critiques that foster momentum rather than hinder it Fewer meetings, conducted with greater purpose and clearer outcomes A culture that values autonomy as much as alignment When teams work in sync, they dont constantly switch mental modes. They have time to reflect and room to breathe. Ensemble moments feel invigorating because theyre not constant. Guarding the Conditions for Creativity Over the past few years, Ive learned that part of my role is to protect peoples creative focus with as much care as I guide the work itself. I still believe in collaboration. I always will. However, Ive come to recognize the need for curated collaboration, the kind that brings the right people together at the right moment, not everyone at every moment. I believe in stepping back as much as stepping in. And I believe that helping people protect their alone time is one of the most important things a creative leader can do.
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E-Commerce
The U.S. job market is sluggish and confusing this fall.American companies are mostly holding onto the employees they have. But they’re reluctant to hire new ones as they struggle to assess how to use artificial intelligence and how to adjust to President Donald Trump’s unpredictable policies, especially his double-digit taxes on imports from around the world.The uncertainty leaves jobseekers struggling to find work or even land interviews. Federal Reserve policymakers are divided over whether the labor market needs more help from lower interest rates. Their deliberations are rendered more difficult because official reports on the economy’s health are coming in late and incomplete after a 43-day government shutdown.The Labor Department is expected to provide at least a little clarity when it releases November numbers on hiring and unemployment Tuesday, 11 days late.Forecasters surveyed by the data firm FactSet expect that employers added an unimpressive 40,000 jobs last month and that unemployment stayed at 4.4%, unchanged from the last rate published for September.Hiring has clearly lost momentum, hobbled by uncertainty over Trump’s tariffs and the lingering effects of the high interest rates the Fed engineered in 2022 and 2023 to rein in an outburst of inflation.Labor Department revisions in September showed that the economy created 911,000 fewer jobs than originally reported in the year that ended in March. That meant that employers added an average of just 71,000 new jobs a month over that period, not the 147,000 first reported. Since March, job creation has fallen farther to an average 59,000 a month.During the 2021-2023 hiring boom that followed COVID-19 lockdowns, by contrast, the economy was creating an average of 400,000 jobs a month.The unemployment rate, though still modest by historical standards, has risen since bottoming out at a 54-year low of 3.4% in April 2023.Adding to the uncertainty is the growing use of artificial intelligence and other technologies that can reduce demand for workers.“We’ve seen a lot of the businesses that we support are stuck in that stagnant mode: ‘Are we going to hire or are we not? What can we automate? What do we need the human touch with?”’ said Matt Hobbie, vice president of the staffing firm HealthSkil in Allentown, Pennsylvania.“We’re in Lehigh Valley, which is a big transportation hub in eastern Pennsylvania. We’ve seen some cooling in the logistics and transportation markets, specifically because we’ve seen automation in those sectors, robotics.”Worries about the job market were enough to nudge the Fed into cutting its benchmark interest rate by a quarter of a percentage point last week for the third time this year.But three Fed officials refused to go along with the move, the most dissents in six years. Some Fed officials are balking at further cuts while inflation remains above the central bank’s 2% target. Two voted to keep the rate unchanged. (Stephen Miran, appointed by Trump to the Fed’s governing board in September, voted for a bigger cut in line with what the president demands.)Fed Chair Jerome Powell warned after last week’s rate cut that the job market is even weaker than it appeared.Government data show that the economy has added less than 40,000 jobs a month since April. But even that overstates the pace of hiring, Powell said. He suspects that revisions could reduce payrolls by as much as 60,000 a month, which would mean employers haven’t been adding jobs at all; instead, they’ve been cutting 20,000 a month since the spring. “It’s a labor market that seems to have significant downside risks,” Powell told reporters.Because of the government shutdown, the Labor Department did not release its jobs reports for September, October and November on time.It finally put out the September jobs report on Nov. 20, seven weeks late. It will publish some of the October data including a count of the jobs created that month by businesses, nonprofits and government agencies along with the November report Tuesday. But it will not release an unemployment rate for October because it could not calculate the number during the shutdown.The October numbers are expected to show a big drop in U.S. government jobs, reflecting the delayed impact of billionaire Elon Musk’s purge of the federal workforce as the head of the Department of Government Efficiency, or DOGE.Analysts at Evercore ISI, a research outfit, noted in a commentary last week that about 150,000 federal workers agreed to take a buyout under pressure from DOGE and that 100,000 likely left the government when the 2025 fiscal year ended on Sept. 30, pushing down October payrolls. The remaining 50,000 stayed on for the rest of the calendar year and their departures will likely show up in the January 2026 jobs report. Paul Wiseman, AP Economics Writer
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E-Commerce
The Mozilla Corporation, maker of the popular Firefox web browser, has announced the appointment of a new CEO Anthony Enzor-DeMeo, general manager of Firefox, will become top boss at a time when Mozilla is trying to rebrand itself as the worlds most trusted software company. Heres why and what you need to know about Mozillas new CEO. Who is Anthony Enzor-DeMeo? As of today, Anthony Enzor-DeMeo is Mozilla Corporations new chief executive officer. However, while his position may be new, his involvement with Mozilla is not. Enzor-DeMeo was previously the general manager of Firefox, which is Mozilla’s most well-known product. Under Enzor-DeMeos management, the Firefox browser saw double-digit growth on mobile over the past two years, the company revealed in a press release. It also added AI features, including Shake to Summarize, which lets an iPhone user simply shake their device to get Firefox to summarize a web page. More recently, under Enzor-DeMeos management, the browser also added AI window, an opt-in in-browser AI assistant. Prior to joining Mozilla, Enzor-DeMeo was the chief product and technology officer at the fintech company Roofstock. Enzor-DeMeo replaces Laura Chambers, who served as Mozillas interim CEO for the past two years. Chambers will stay on at Mozilla, returning to her role on the board of directors. Announcing Enzor-DeMeos promotion to CEO, Mozilla president Mark Surman said, Anthony understands that trust is more than a brand promise, its something you earn through how products are built, how data is handled, and how clearly users understand whats happening. Thats the future were building toward. Trust in the AI era Indeed, trust in a world of AI seems to be the main name of the game at Mozilla under Enzor-DeMeos leadership. The browser is AIs next battleground,” he said in a statement. “Its where people live their online lives and where the next eras questions of trust, data use, and transparency will be decided.” He added that users “want software that feels modern and helpful, but also honest about what it does.” In a blog post, Enzor-DeMeo said that under his leadership, Mozilla will work on becoming the trusted software company in an era where many are losing trust in Big Tech companies due to their opaque policies around AI. Mozilla, Enzor-DeMeo says, will accomplish this by giving users agency in every product the company builds. Privacy, data use, and AI must be clear and understandable,” he said. “Controls must be simple. AI should always be a choicesomething people can easily turn off. In addition to building trust, Enzor-DeMeo says another goal of Mozilla is to grow Firefox from a browser to a broader ecosystem of trusted software. According to November 2025 data from Statcounter, Firefox is currently in fourth place in the global browser market share rankings. Googles Chrome leads the way with more than 71% market share, followed by Apples Safari at above 14%. Microsoft Edge comes in third place at just below 5% market share, and Mozillas Firefox comes in fourth place with 2.3% global market share.
Category:
E-Commerce
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