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Welcome to AI Decoded, Fast Companys weekly newsletter that breaks down the most important news in the world of AI. You can sign up to receive this newsletter every week via email here. AI pioneer pulls in a cool billion to launch his world model AI company Yann LeCun, one of the pioneers of AI and Metas former chief AI scientist, has long argued that large language models alone will not produce AI systems that outperform humans at most tasks. LeCun says todays transformer-based large language models are useful enough to be applied in valuable ways, but he also believes they are unlikely to achieve the general or human-level intelligence needed to perform many high-value tasks now reserved for human brains. He has found no shortage of AI commentators on X who disagree with him. Now he and his investors are placing a big bet that hes right. LeCuns new company, Advanced Machine Intelligence (AMI), says its building a new breed of AI systems that understand the world, have persistent memory, can reason and plan, and are controllable and safe. The company said Wednesday that it raised a $1.03 billion funding round from a group of investors including Cathay Innovation, Greycroft, Hiro Capital, HV Capital, and Bezos Expeditions. Former Google CEO Eric Schmidt and Tim Berners-Lee, who invented the World Wide Web, also threw in. AMI is likely to build models, or systems of models, that can train on a wider variety of data than todays LLMs. LeCun believes that AI systems need more than an understanding of words to truly understand and navigate the real world. They need to model the world in a very different wayone that starts with an ability to represent spatial data and develop a native understanding of physics. The AI would also need a very different architecture to structure all that high-bandwidth data. LeCun is in good company in this view: World Labs CEO Fei-Fei Li and UC Berkeley robotics lab director Pieter Abbeel are among those researching and building world models.) Even during his tenure at Meta, LeCun was working on (and writing papers about) these concepts. Now hell need to attract enough top research talent to flesh out those theories and build the models. Since LeCun is something like royalty in AI circles, I suspect hell attract the people he needs to take a good shot at functioning world models. A week after launch, OpenAIs GPT-5.4 is getting good reviews Generative models continue to improve, and the cadence of those improvements appears to be accelerating. Most recently, OpenAI released its newest model, GPT-5.4, which it says combines advances in reasoning, coding, and agentic workflows. Now that ChatGPT users and software developers have had a chance to try the model, some themes are emerging about its strengths and weaknesses relative to other frontier systems. My impression is that the reception has been mixed, based on comments from users, developers, and researchers on X. Many say the model is more project-oriented, meaning it is better able to understand and orchestrate general information work tasks, including those involving autonomous agents. On the other hand, some critics say GPT-5.4 is not a big enough leap forward in intelligence. Others argue the model is less adept at creative tasks, such as user interface design, than earlier GPT models. But most people would agree that GPT-5.4 is a big enough improvement to keep OpenAI at least on pace with its rival Anthropic, whose newest model, Claude Opus 4.6 got glowing reviewsespecially for the agentic improvements it brought to the Claude Code tool. Note that OpenAIs GPT-3.5-Codex model, launched in early February, brought similarly impressive improvements to OpenAIs Codex coding tool. The release of new versions of the base models now seem to affect the popularity of the consumer chatbots they power. After Google released its breakthrough Gemini 3 models last year, the Gemini chatbot saw big gains in usership. After Anthropics release of Opus 4.6 in February its Claude chatbot went to number one on the Apple Stores free apps ranking for the first time. After the release of GPT-5.4, the ChatGPT retook the number one spot. Tick-tock, Tick-tock. Its becoming clear that flagship AI models from the major labs are being built and trained to power agents, not just chatbots. That is, they are getting better at performing tasks rather than simply talking, whether that means operating a computer, researching on the web, or planning large projects. This shift from chatbots to agents will likely become more pronounced with future models, especially as the chatbot interface evolves to look more like a workspace. Amazon puts some organizational guardrails around AI coding tool use AI coding tools have had the most impact of any application of generative AI so far. They can dramatically speed up code production. But there are side effects. The Financial Times reported this week that Amazons AWS cloud division held a large meeting of its engineers after a series of service outages, at least two of which were reportedly caused by code alterations made by an AI coding tool, and one of which was linked to Amazons Kiro coding tool. Amazon says it will now require junior and mid-level engineers to obtain more senior-level sign-off for AI-assisted code changes. Since the explosion in the use of AI coding tools began last year, software engineers have been arguing about how much human oversight the tools require. The tools are improving, as are the AI models underneath them, but they still write code that ends up causing bugs, sometimes discovered long after the code was written. Amazon says its outages stemmed from user error rather than an AI failure. The company also said that AI coding tools can amplify existing engineering weaknesses such as weak safeguards, poor documentation, and bypassed review processes. Thats more than PR talk. Ive heard from a number of developers that engineers, especially younger ones, can lean too heavily on the tools, expect too much from them, and end up lowering their usual software development hygiene practices. I think we need to be clear that it is not magic, Replit CEO Amjad Masad said of coding tools during an interview last summer. The problem often leads to a lack of proper code validation, security testing, and documentation. I suspect that both the tools and their users will have to change. The tools must shift toward proactively pushing human engineers toward better testing and validation practices, while human coders will continue to learn what their AI coding partners can and cannot do. More AI coverage from Fast Company: ChatGP Edu feature reveals researchers project metadata across universities Googles Gemini AI wants to do the busywork in Docs and Sheets Anthropics Pentagon showdown is drawing Silicon Valley into a larger fight AI agents are coming for government. How one big city is letting them in Want exclusive reporting and trend analysis on technology, business innovation, future of work, and design? Sign up for Fast Company Premium.
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Personal networking can help grow your business, but it can also help you grow as a person and a leader. The key is in how you view it. For some, it is a necessary evilcollecting names and LinkedIn connections like a dance card. For others, it is no gameit is getting to know someone on a genuine basis, even if it will never help them. We asked our Fast Company Impact Council members about the role personal networking plays in their own growth strategies. Not surprisingly, many had thoughts about it, and those thoughts are insightful. 1. PRESSURE-TEST IDEAS Personal networking is how I pressure-test ideas, spot patterns early, and learn from leaders navigating similar change. In an AI-driven world, no one has all the answers. Candid conversations with CHROs, CEOs, technologists, and emerging talent sharpen my judgment and expand my perspective. I view my network as a learning community that accelerates adaptation and keeps my leadership grounded in real experience. Jacqui Canney, ServiceNow 2. CONTRIBUTION COMPOUNDS Im not a traditional networker. Im just genuinely curious about people. My philosophy is simple: Add more value than you take in every interaction. If you approach relationships that way, the network builds itself. Some of that value comes back to you. Some of it doesnt, and thats fine. The goal isnt extraction. Its contribution. Over time, that compounds. Elery Pfeffer, Nift 3. TALENT RECRUITMENT My top priority as CEO is talent recruitment. The best executive talent isnt found on job boards like Indeed; its built through genuine personal relationships where trust and cultural fit are already established. Investing time in meaningful networking is one of the highest-ROI activities one can do. Jeff Peel, Tactacam 4. TRUST, INSIGHT, AND REAL-WORLD EXPERIENCES Personal networking plays a significant role in my growth strategy because trust, insight, and real-world experiences are three of the mostimportant elementsof any relationship. In a field like organization design, these relationshipfundamentalsaremission critical. Showing upin person at conferences and industry gatherings is nonnegotiable forme becauseit opens doors to new connections, perspectives, and insights in ways that digital channels do not. Ultimately, staying close to decisionmakers and emerging trends through these networks helps us continually evolve how we drive impact and deliver results. Alice Mann, Mann Partners 5. IQ PLUS EQ Personal networking is our most durable growth lever. Clients are hiring people, and they are choosing based on conviction and chemistry. Our differentiation is IQ plus EQ, especially in a landscape where AI makes solutions feel interchangeable. We invest intentionally in the rooms where real connection happens: small dinners, curated summits, repeat moments in the same cities. We show up to exchange ideas and not to pitch. The business follows the trust. Peter Smart, Fantasy 6. EXPOSURE, NOT TRANSACTION I don’t think of networking the way most people frame it. It’s not transactional. It’s exposure. I want to be around people who think differently than I do. Different industries, countries, backgrounds. That’s where growth comes from. I’ve learned as much from a restaurant owner in San Sebastián or a founder in Stockholm as I have from music executives. Patterns are everywhere if you’re paying attention. The best ideas come from applying something from one world to another. If I stay in one circle too long, my thinking narrows. Relationships keep that from happening. They stretch you in ways that are hard to measure but very real. Logan Mulvey, GoDigital Music 7. YOUR NETWORK AND REPUTATION ARE KEY Weve moved from a knowledge economy to a network economy really fast, just in the past few years. When intelligence is unlimited (aka GenAI), who you know and your reputation among your peers is all you have left. The word networking comes with baggage because you have to be invited into the room first, and navigate the room with ease. Both things are harder for minorities, and yet all the more important. Thats where the benefits of a network like Fast Company Impact Council multiply. Hala Hanna, MIT Solve 8. A COLLECTIVE BRAIN TRUST As a leader, you’re paid to have great judgment, not to have all the right ideas yourself. You get that from a diverse network of people. I see it as the critical second piece of leadership, acting as a counterweight to technology. While AI is a huge focus, the value of human connection hasn’t changed in thousands of years. I view my network as a collective brain trust. My global background taught me that a widerapertureacross roles, countries, and industriesdefinitely leads tobetter judgment. Ultimately, human connection remains the foundation of good judgment. Tony Grimminck, Scribd, Inc. 9. BUILD TRUST AND DEMONSTRATE VALUE Personal networking is a muscle and it’s one I try and use every day to grow and nurture relationships. Whether it’s reaching out to an old colleague, having a virtual meet and greet with someone new, or attending an event, I show up with curiosity and genuine interest in what people are working on. My goal is to give, not to add them to my pipeline. By showing up as myself, with care, I build trust and demonstrate value, and business often follows. Randi Lee, Lucas Advisory 10. CONNECTING OTHERS AS A PUZZLE Personal networking is foundational to my growth strategy. I am a connector at heart and see it as a puzzle: Who should know each other and how can I empower them? Networking is not transactional. It is about building long-term relationships rooted in trust, generosity, and shared value. When you consistently show up for others, opportunities follow. Do not be afraid to reach out. There will be rejection. Develop thick skin, recover quickly, and stay humble. Resilience without ego is the differentiator. Meredith Rosenberg, NU Advisory Partners 11. ONE GENUINE CONNECTION AT A TIME Go to events you are actually interested in, that will have like-minded people having discussions you can meaningfully contribute to. It’s far better to make one genuine connectiondare I say a friendthan to indiscriminately gather 1,000 new LinkedIn contacts. Lindsey Witmer Collins, WLCM Studio 12. PEER COMMUNITIES Personal networking plays a meaningful role in my growth strategy. The right peer community sharpens perspective and strengthens decision-making. Ive been a member of YPO for nearly five years, which has been invaluable for supporting and learning alongside other founders. Im also part of networks like Pear and Founders Club, where we share insights, support one another, and grow together within the industry. Ben Jeffries, Influencer 13. BUILD LONG-TERM TRUST ACROSS INDUSTRIES Personal networking is not transactional for us, it is relational. Growth comes from long-term trust built across industries, from healthcare to consumer goods. We invest in conversations, not pitches, sharing ideas, research, and perspective generously. Those relationships often reveal unmet needs before they become formal briefs. For a design brand rooted in humanism, networking is simply an extension of our practice: listening first, adding value, and building partnerships that endure. Ben Wintner, Michael Graves Design 14. GROW BY REFERRAL As CEO and chief recruiter, this is my full-time focus. We grow by referral, reviewing and screening all who are referred to us who sync with our values of transparency, trust, kindness, generosity of spirit, gratitude, no politics or religion, and paying it forward, as well as sharing domain expertise. Larraine Segil, Exceptional Women Alliance 15. BE KIND, SELFLESS, AND AUTHENTIC There is nothing in business thats more powerful than your network (for good or bad). Always be kind, selfless, and authentic and seek out others doing the same. This will lead to both an incredible life and fulfilling career. Life is far too short to spend time with assholes and narcissists. William H. Dodge, P-U-B-L-I-C 16. DONT OPERATE IN A SILO Networking isnt about what you can extract, its about what you can contribute. No business challenge is truly new; someone, somewhere has solved a version of it before. A strong network shortens reaction time, prevents reinvention, and builds collective intelligence. Youre only as strong as the people you can rely on, otherwise youre operating in a silo in an interconnected economy. Emily Kortlang, Yerba Madre 17. RELATIONAL TRANSACTIONS Our growth strategyhas always centered onrelational transactions, notfinancialtransactions, because the first project should always be the first of manywith that client.Conceptually, we are always working totransition fromtraditional marketing to an attraction strategy, because our best workand our cultureshould be so compelling that clients actively seek us out. Steven McKay, DLR Group 18. PLAY THE LONG GAME Play the long game in relationship building. Take the meeting, do the call, go to the event. Ninety percent of the time youll be glad you did. These relationships help close deals, recruit talent, and attract partnerships in the medium and long term. Michael Tannenbaum, Figure 19. APPROACH WITH CURIOSITY I approach networking with genuine curiosity and a willingness to learn, leaving ego at the door. If you come into a conversation with the sole intent of convincing or selling someone, it rarely works. The most meaningful and fruitful connections come when you focus on listening and learning. Just like our partnership with Second Cityit all started with a casual conversation at a Fast Company event! Nathan Friedman, Understood.org
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Electric freight has reached a critical inflection point. The long-standing question about whether electric trucks can reliably handle long-haul duty cycles has been answered. Several heavy-duty battery electric vehicles (BEVs) have proved that zero-emission trucks can meet real work freight demands by completing single-charge journeys making corridor freight transportation a reality. Long-term forecasts for medium- and heavy-duty electric trucks and charging infrastructure also remain optimistic as original equipment manufacturers roll out new nameplates and next-generation platforms. But performance alone will not define the next chapter. Energy availability, infrastructure readiness, capital discipline, and the ability to align electrification with real business objectives are now shaping how the market evolves. The next phase of electric freight will be defined by pragmatism over hype. Three trends stand out. 1. The industry is entering a smarter, right-sized era. 2. Economics will remain the central challenge, with upfront entry costs emerging as the most immediate barrier. 3. Megawatt charging is poised to move from concept to commercial reality. The next two years will test which companies have built sustainable businesses, with sound economics, repeat customers, and scalable operations. Market realities are reshaping how electric freight infrastructure gets built The groundwork for electric freight has already been laid. Across North America, multiple companies now have medium- and heavy-duty charging sites up and running, proving that the technical capability exists to support zero-emission trucking at scale. Globally, more than 89,000 electric trucks were sold in the first half of 2025, up 140% from the same period in 2024, largely thanks to China and Europe, according to a report by Smart Freight Centre and BloombergNEF. China accounted for almost 80,000 of those, with sales in Europe making up most of the balance. That progress has also reinforced a broader industry understanding that the era of build it and they will come is giving way to a more demand-driven approach. An indicator of this is that market projections for electric trucking have effectively shifted about two years later than expected, and infrastructure development needs to adjust accordingly. This will not ultimately have a negative long-term impact, but it will be crucial for the industry and for companies that adapt to ensure lasting success. With grid constraints, interconnection delays, and rising power demand becoming more visible across major freight corridors, infrastructure planning must also account for real-world energy limitations and not just vehicle adoption forecasts. To achieve long-term viability, the focus must shift to building smarter and at the pace of real demand. This shift is already influencing how new charging hubs are being planned across key freight corridors. Along the I-15 and I-10 corridors, developers are prioritizing fewer chargers, streamlined amenities, and scalable designs that maintain corridor coverage while aligning more closely with todays market realities. Many sites are also exploring combinations of grid power, on-site renewable generation, and emerging flexible interconnection models to navigate local utility constraints and improve long-term resilience. This approach is likely to become more common across the industry, particularly in the near term, and thats a positive development as it creates the financial and operational runway and stability needed to prepare for what comes next. Megawatt charging becomes a reality in 2026 As electric truck models with higher power requirements begin to reach commercial readiness, the next phase of freight electrification will be defined by megawatt-level charging infrastructure. The trucking industry will need high-power charging infrastructure that can support the energy demands of the largest commercial vehicles and reduce charging times for fleets operating on tight schedules, according to a 2026 outlook report. Mercedes-Benz, MAN and Volvo vehicles are set to accept the megawatt charging standard , and recent industry reporting indicates that Teslas Semi program is progressing toward volume production in 2026 with plans for new megachargers capable of delivering the high power necessary for larger battery packs. To meet this shift, we will likely see infrastructure developers future-proof their charging operations by developing sites with charging demands of the next phase of electrification in mind, rather than built to todays standards alone. Some of todays leading heavy-duty charging sites are being designed with flexibility at their core, using underground trenching systems that allow for future upgrades to megawatt-scale charging without extensive reconstruction. This is particularly important given the billions of dollars being invested in charging technology that could evolve significantly before infrastructure assets are fully depreciated. This approach ensures that infrastructure remains relevant and scalable as heavy-duty EV adoption and vehicle capabilities grow. As the next phase of electrification takes shape, designing and locating charging infrastructure with long-term energy capacity in mind will be critical to keeping freight moving efficiently for decades to come. Redefining an industry through resilience If the first chapter of electric freight was defined by investor momentum and genuine ambition, the next will be defined by accountability. Government incentives and early capital played an essential role in accelerating pilot programs and proving technical feasibility. But as public funding becomes more limited and private capital grows more selective, the industry is entering a new phase where infrastructure providers and fleet operators alike must demonstrate disciplined growth, operational efficiency, and consistent customer value. This shift is healthy. Fleet electrification must function as a durable business model. That means minimizing soft costs, improving asset utilization, aligning infrastructure with real freight demand, and solving for energy constraints in practical, scalable ways. It also means supporting shippers that are under increasing pressure to meet ESG and climate commitments, while ensuring that carriers can remain competitive in amarket that transports more than 70% of the nations goods. The companies that succeed in this environment will not be those that built the fastest or expanded the most aggressively, but those that built at the pace of demand, with resilient energy strategies, flexible infrastructure design, and a clear path to long-term returns. With this, the next several years will reveal which players have built businesses designed to sustain in the energy transition. As these shifts take hold, a more resilient, efficient, and scalable zero-emission freight ecosystem is beginning to emergeone that is also restoring confidence across the investment community as market fundamentals stabilize and clearer paths to utilization and returns come into focusdesigned not just to withstand volatility, but to mature through it and deliver durable, long-term impact. Patrick Macdonald-King is CEO of Greenlane.
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E-Commerce
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