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Were in the midst of an extraordinary wave of AI-fueled innovation, and no industry will remain untouched. Its still early days in what promises to be a new technology super cycle. But for impact organizations such as nonprofits and government agencies that typically lag in tech adoption, this moment represents a priceless window of opportunity. Unfortunately, the impact sector is still playing it safe with digital strategies that prioritize incremental modifications over decisive, daring action and technical innovation. These organizations are led by some of the smartest, most dedicated people I know, and they understand the trends. So why are they stuck in their approach to digital? Impact organizations cant afford to ignore AI Before we jump into the reasons nonprofits and government agencies are playing it safe, lets consider the stakesand why time is of the essence when it comes to adopting AI. First, AI is an impact multiplier. Leaning into the technology isnt about adopting new tech for the sake of keeping current. Its about radically amplifying your teams capacity to focus on your core mission rather than rote administrative tasks. Of course, AI isnt a panacea. And there are serious ethical considerations that should be taken into account along the way. The best technology decisions are always values-aligned. But that doesnt mean sidestepping it altogether. Second, the moment to act is now. Over the coming years, the gap between organizations that figure out how to effectively adopt AI and those that dont will widen exponentially. And in these early, chaotic days of technological innovation, AI tools and models are more affordable and accessible than ever before, creating a unique opportunity for even resource-strapped organizations to explore their potential. But realizing that potential requires thoughtful investment, even when entry costs seem low. Finally, all organizations, from corporate giants to small nonprofits, are still figuring out how to adopt AI. In this rare moment of digital parity, you have the chance to position your organization at the front of the curve. Five common mistakes that prevent digital risk-taking There are several reasons non-profits and government agencies fail to take calculated risks in their digital strategies. These mistakes arent unique to the current moment. They are perennial stumbling blocks that hinder digital innovation for many well-intentioned organizations and agencies. Here are five common mistakes that prevent digital risk-taking and how to solve them. 1. Underfunding digital investments Nonprofits and government agencies are fundamentally resource constrained. Budgets in the public sector are never going to rival those available in the private sector. But its also about resource allocation. Digital is often still viewed as just a communications tool or overhead rather than a core investment that is fundamental to program delivery and organizational success. Digital projects are often viewed as a one-time line item rather than an ongoing investment that needs to be refined and improved over time. Further, investments are often made just in technology, but not in the people and processes that will ultimately make that technology successful. Solution: Advocate for increased and sustained digital budgets by aligning digital strategies with organizational goals and measuring ROI over time. 2. Decision by committee The prevalence of committee-driven decision-making and the pursuit of consensus often leads to watered-down strategies and missed opportunities. In a fast-paced digital environment, this approach can also slow down decision-making. The result is a strategy that is already outdated by the time it is implemented. Solution: Streamline decision-making processes for digital initiatives. Implement agile methodologies and empower digital teams with greater autonomy. 3. Thinking you know your audience better than you do Ask any public servant or nonprofit staffer, and theyll tell you that what motivates them is helping people. But when it comes to knowing their audiences, many teams rely too heavily on what they think they know about key stakeholders. Worse, some organizations prioritize internal perspectives over the needs and preferences of their target audiences. This misalignment can lead to digital initiatives that fail to resonate or drive meaningful engagement. Solution: Take the time to conduct direct user research and test products with the people they are designed to serve. 4. Fear of failure The impact sectors current funding models and budget structures create an environment where failure is taboo. This risk-averse culture stifles innovation and prevents organizations from learning through experimentationa crucial element of digital success. Solution: Focus funding proposals on outcomes, not activities, to allow flexibility in approach and create a culture of innovation that embraces calculated risks and learns from failures. 5. Analysis paralysis When confronted with thorny problems like AI adoption, many organizations hang back because they are waiting for the just right moment or a critical mass of decisive information to make a move. In the wildly fast-moving world of AI, this mindset doesnt work. Learning by doing is the best course of action. Experimentation and prototyping are the name of the game. Solution: Empower your team to experiment with AI tools. Provide flexible guidelines that ensure data security and values alignment without stifling creativity. AI is here to stay, and its indelibly reshaping the digital landscape. For risk-averse impact organizations, avoiding it is the riskiest strategy of all. Elisabeth Bradley is CEO of Forum One.
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For the tens of millions of Americans affected by a rare disease, their genes often hold the key to getting the answers they desperately need; from helping them obtain an accurate diagnosis, to identifying which treatments they are likely to respond to. However, accessing these vital genetic insights has not always been prioritized by healthcare providers and payers. Fortunately, this is starting to change. After leading Baylor Genetics for nearly a decade, I have seen firsthand how powerful these genetic insights can be. They transform lives, guide clinical decisions, and bring long-awaited answers to patients and their families. Baylor Genetics core mission is rooted in pushing the boundaries of science and breaking barriers to accelerate access to critical health information. With that, the future of diagnosing rare diseases will depend on our ability to ensure that genomic sequencing becomes standard of care. Pediatric patients and the diagnostic odyssey About 80% of rare diseases have a genetic cause, and almost 70% of which present in childhood. For many, the road to diagnosis, often referred to as the “diagnostic odyssey” can take years, is costly, and filled with uncertainty. Unlocking genetic insights for pediatric patients can often lead to a much more expedient and sometimes lifesaving diagnosis. For children suffering from a rare disease, the diagnostic odyssey that leads to a correct diagnosis averages more than four years but is considerably longer for some. Tragically, approximately 30% of children with rare diseases die before reaching the age of five. With advances in science, advanced precision diagnostics can shorten a diagnostic odyssey by replacing years of inconclusive tests with a definitive answer. Finally, this course of action is getting the endorsement it warrants. 2025 milestones for pediatric genetic testing Florida lawmakers passed The Sunshine Genetics Act in July. This landmark initiative to advance early childhood healthcare through genomics creates a statewide pilot program, led by the Florida Institute for Pediatric Rare Diseases at Florida State University, to provide voluntary, no-cost genomic sequencing for all newborns in the state. The goal is to identify serious but treatable genetic conditions before symptoms appear. By offering genomic sequencing shortly after birth, the program empowers families with early genetic insights that can lead to faster diagnoses, timely interventions, and significantly improved outcomes. This investment in precision medicine not only improves care but helps families avoid years of diagnostic odyssey. The Sunshine Genetics Act positions Florida as a leader in proactive, equitable, and life-changing pediatric care. One month prior, the American Academy of Pediatrics (AAP) recommended genome and exome sequencing as first-tier tests for children with certain developmental delays. This aligns with existing guidance from the American College of Medical Genetics and Genomics to further reinforce that these laboratory technologies are clinically indicated to guide patient care, improve outcomes, and reduce long-term costs. These recommendations also make the case to strengthen insurance coverage for genomic sequencing. Both The Sunshine Genetics Act and AAPs endorsement mark a pivotal shift in pediatric genetic evaluation standards. AAPs endorsement marks a pivotal shift in pediatric genetic evaluation standards. Final words The transition from viewing genomic sequencing as a last resort to a frontline tool for diagnosis and care for rare disease marks an important shift in the healthcare industry. These milestones can empower physicians, when supported by genetics professionals, with access to earlier and more comprehensive insights that guide clinical decisions for patients and their families, marking a critical step toward faster diagnoses and improved outcomes. I am excited for what the future holds and optimistic as more patients and families are able to benefit from the value that genetic insights can provide. Kengo Takishima is chairman and CEO at Baylor Genetics.
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E-Commerce
For generations, American farms have powered the countrys food, feed, and fuel. Now, crops like corn and soybeans are at the core of homegrown industrial innovation. From adhesives and cleaners to renewable fuels, manufacturers are finding new uses for agricultural inputs in place of traditional materials. The crops themselves havent changed, buttheyre now entering new value chains and reaching industries they havent historically served. This evolution matters because more manufacturers are rethinking where and how they source materials. As companies look for inputs that are reliable, cost-effective, and produced closer to home, agriculture offers an overlooked advantage. The opportunity isnt about changing what we grow. Its about making agriculture a more connected, valuable part of the manufacturing economy. Biomanufacturing uses tools like fermentation, molecular science, and biotechnology to convert plants and other living organisms into industrial materials. The results are already embedded in daily life, in packaging, construction materials, personal care products, and more. For example, dextrose made from corn can replace formaldehyde in insulation, reducing indoor emissions. Corn-derived adhesives are being used in cardboard packaging to replace petroleum-based glue. Across the U.S., fast-growing infrastructure is supporting the production of biobased materials like these at commercial scale. New and retrofitted facilities are turning crops into renewable materials, supported by advancements in digital traceability, logistics, and science that link farms to industrial sectors theyve never served before. Three forces are accelerating this growth: Scientific advances in fermentation, stronger demand for U.S.-based supply chains, and federal investment in domestic production. Together, these forces are expanding what crops can do and creating new value chains across the economy. In fact, the U.S. Department of Agriculture estimates that the biobased products industry contributed $489 billion to the U.S. economy in 2021, employing nearly 4 million people. For farmers, this shift represents a rare thing: More demand without more complexity. Theyre not being asked to grow new crops or change how they farm. Instead, new industrial markets are emerging for what they already produce, offering pricing stability, new demand channels, and potential premiums for quality and consistency. These new pathways for crops are often shorter and more direct. ADM has a long-standing legacy of bridging the gap between agriculture and industry, connecting producers with buyers they might not otherwise reach, including fermentation companies and packaging manufacturers. That kind of access can translate to lower risk, steadier returns, and more choices at harvest. In this way, agriculture is taking on a more strategic role in the American industrial landscape. The national push for lower emissions, greater economic resilience, and secure domestic supply chains aligns with the unique capabilities of U.S. farms. We have the crops, the producers, and increasingly, the infrastructure to lead. Feeding people will always come first. But in todays economy, the same crops that support food and fuel can also support cleaner, more sustainable industrieswithout forcing a tradeoff. For producers, manufacturers, and the industries between them, the value of American agriculture is only growing. Chris Cuddy is senior vice president and global president of the Carbohydrate Solutions unit at ADM.
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E-Commerce
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