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There is a very real anxiety around automation, especially in Americawhere once-thriving communities have been gutted by waves of displacement, offshoring, and the unchecked application of technology. The narrative around manufacturing automation has long been framed as a zero-sum game: Either humans do the work, or machines do. But that binary thinking is outdated and dangerous. Not only does it threaten millions of livelihoods, but it jeopardizes innovation and efficiency. It overlooks a more powerful and sustainable vision for manufacturings future, one where AI empowers people instead of replacing them. AI is key to a more resilient workforce and more competitive industries. And when people leverage manufacturing intelligence platforms, they can outperform full automation. Manufacturing at the crossroads Americas manufacturing sector is at a crossroad. On one hand, we face a growing shortage of skilled labor amid major sector growth. Companies are announcing new factories in the United States every month, but the National Association of Manufacturers projects that by 2030, more than two million manufacturing jobs could go unfilled due to a lack of qualified workers. On the other hand, were in the middle of an extraordinary wave of technological advancementAI, augmented reality, robotics, and more. By using AI to make expertise more accessible, repeatable, and scalable, we can build a more efficient and safer workforceand actually fill our empty jobs. Today’s factory jobs are more art than science, where years of built-up knowledge are critical to getting things done the right way. They rely on software, sensors, and split-second subjective decisions. But the tools on the factory floor havent evolved past a checklist and a hope. Were asking workers to operate with 20th-century instructions in a 21st-century environment. Manufacturing intelligence platforms aid operators Empowerment in a 21st-century environment starts with manufacturing intelligence platforms. It involves equipping operators with the context and support they need to thrive on the factory floor. A new hire should be able to perform a task with the confidence of a 10-year veteran. Seasoned workers should be free to focus on high-value tasks where their expertise has the greatest impact. And those on the frontline of work should have the tools and agency to shape the future of AIimagining potent use cases no boardroom could conceive. This vision is not just better for operators. Its better for business. The most forward-thinking companies arent chasing full automation. Theyre investing in tools that help their people work smarter, faster, and with more precision. They recognize that machines cant replicate everything humans do. The real opportunity lies in upskilling and empowering people, not replacing them. And this vision is better for national competitiveness. As stress on global supply chains intensifies, the United States faces a defining challenge: to rebuild and reimagine industrial strength. The future of American manufacturing depends on revolutionary efficiency and innovation for the people actually doing the work. Human adaptability is a competitive advantage, not a liability, and human intelligence enhances artificial intelligence just as much as the reverse. To deliver that efficiency where it matters most and truly expand domestic capacity, we need to harness the power of AI to accelerate human potential. Make progress Theres a broader economic and cultural truth here, too. Manufacturing isnt just about making things. Its about making progress. And progress requires us to unlock the full capabilities of our people. Americas strength in the 20th century didnt come from labor automation. It came from the transformation of it. From the GI Bill to labor protections to the rise of technical education, we invested in our people. And now, as we enter a new industrial era, we have a chance to do it again. This time with smarter tools, more connected systems, and a deeper understanding of what humans are best at: problem solving, adaptability, and creativity. The new industrial revolution is about expanding human potential. Lets empower and accelerate. Devin Bhushan is founder and CEO of Squint.
Category:
E-Commerce
When people envision the future of work, they picture cleaner dashboards, sleeker interfaces, and smarter notifications. But here’s what teams actually need: software that doesn’t just help them manage work, it executes the work. Over the past two decades, we’ve built robust systems to track, assign, and visualize tasks, and they’ve transformed how teams operate. But even the most organized teams still face the same fundamental challenge: They’re managing work, not eliminating it. That’s precisely where AI opens up entirely new possibilities. There’s a category of invisible work that quietly drains teams: formatting data, logging updates, preparing follow-ups, and building workflow skeletons before real work begins. These repetitive, nonstrategic tasks don’t show up in retros or roadmaps, but they consume hours each week and hinder team productivity. AI’s breakthrough isn’t in flashy productivity features. It’s in solving the invisible work problem and giving teams their time back. From work management to work execution We’re witnessing the next evolution in how software integrates into work. The systems that have successfully managed tasks are now ready to execute them. This advancement, from work management to work execution, is powered by AI that’s embedded, context-aware, and proactive. Not assistants waiting for commands, but agents that anticipate needs and act autonomously. At monday.com, we know how work really happens across nearly every industry. We’ve seen what drives teams forward and what slows them down. This evolution isn’t about replacing what works; it’s about taking it further. Let teams focus on strategy, creativity, and high-impact thinking while AI handles the operational work that currently requires manual effort. The most transformative AI won’t live in standalone chatbots. It’ll be woven into the platforms teams already use, quietly listening for intent and acting before people know what to ask for. Getting this right requires rethinking some fundamentals: AI should be outcome-first, not feature-first. Teams want results, not more buttons to click. It must be accessible to nontechnical users. With most of our customers identifying as nontechnical, complexity is the enemy of adoption. It should reduce friction, not create more. Every interaction should move work forward, not sideways. That’s what separates useful AI from merely impressive AI. When customers can describe their needs in plain language and instantly get complete, functional solutions, that’s the next frontier of software creation. We’re advancing toward a world where software adapts even more precisely to the customer, building on the foundation of what already works. The new standard Across industries and company sizes, teams want more than AI features. They want AI that understands intent and delivers complete, tailored solutions from a single prompt. They expect software that doesn’t just support work, but actively drives it forward. This transformation is already underway, and the direction is unmistakable: Software is no longer just a system of record; it’s becoming a system of action. The winners won’t be the companies that add the most AI features. They’ll be the ones that build intelligence so deeply into the fabric of work that it becomes invisiblepersonalized, intuitive, and genuinely helpful. We’re just beginning to understand what work looks like when intelligent systems become true collaborators, not just sophisticated calculators. But one thing is sure: The future belongs to platforms that don’t just manage work, they take it to the next level by executing it. Daniel Lereya is chief product and technology officer at monday.com.
Category:
E-Commerce
I have been thinking a lot lately about the power of corporate philanthropy, especially at a company like Ford that has a 122-year history of supporting communities around the globe. We have stepped up to help during world wars, pandemics, and global disasters. But the needs of todays communities are increasingly urgent and varied. Our country faces record-breaking billion-dollar natural disasters, and food insecurity affects one in five children. Compounding this, 77% of nonprofits say the demand for their services and programs has increased. This is the moment to innovate. Its going to take all of us, working together and trying new approaches, to address some of our communities biggest challenges. Here are three key ways that corporate philanthropies can get more strategic about maximizing impact: Build on your core strengths. Funding is, of course, always important, but innovative philanthropy is about so much more than just writing a check. Think about what other resources you can activate when, for example, a disaster hits or youre trying to help solve a problem related to food or healthcare access. Your products? Your technologies? Logistics infrastructure? Earlier this year, I participated in a great discussion at the Milken Institutes Global Conference on how corporate philanthropy can better align its core competencies with the needs of the communities they serve. AT&T Foundation president Nicole Anderson shared how AT&T deploys mobile command centers to help people impacted by disasters access internet connectivity. PepsiCo Foundation president C.D. Glin talked about engaging PepsiCos distribution network to get resources to communities in need. In Fords case, our mobility expertise is an obvious strength, but so is something less obvious: a global dealer network with over 9,000 locations, each deeply embedded in its communities. We look at them as hyperlocal activation hubsplaces where we can partner to host blood drives, food collections, disaster preparedness trainings, and more. We even built an interactive volunteer map to connect dealers and community partners with resources and support. Its a highly efficient way to increase both the local relevancy and the scale of our impact. Empower your people and lean on their expertise. Your people, and their passion for giving back, are a powerful asset. How can you make the most of their desire to volunteer? Start by matching your employees skills to real community needs. This can come in many forms. Imagine structural engineers lending their time to an organization like Habitat for Humanity, or vehicle designers and technicians helping to customize mobile health units. Also, think more strategically about how the structure of your volunteering initiatives will best support your partners. Ford Philanthropy works with a number of disaster relief organizations, so weve helped champion an extended PTO policy at the company that empowers employees to volunteer for multiple days at a time. This was especially helpful in our work with partner Team Rubicon following Hurricanes Helene and Milton last year, and were currently leveraging this policy to mobilize employee volunteers to support relief and recovery efforts in communities impacted by the recent devasting Central Texas flooding. Create alliances. No individual, company, or organization can solve every problem. But when we collaborate together, we can do so much more than we imagine. Thats why our philosophy is to put our nonprofit partners at the center of our work, telling their stories. They are the boots on the ground that best understand the needs of local communities, and everything we do is designed to help them scale their operations and expand the reach of the incredible work they do every day. Beyond our partner relationships, we are also always thinking about ways that we can act as a convener by rallying industry peers, local stakeholders, and other connections that can complement our efforts. So, as you look to maximize impact, think also about who else you can bring to the table. Perhaps its an organization that can help fill a resource gap or share a unique perspective or area of expertise. More people at the table leads to more ideas, more innovation, and more impact. Communities need more support than ever, and meeting the current moment requires fresh ideas and a willingness to evolve beyond traditional approaches. Thats why Ford recently launched a new effortBuilding Togetherthat unites the full power of our people, products, expertise, and dealer network behind four of our nonprofit partners: American Red Cross, Feeding America, Habitat for Humanity, and Team Rubicon. In practice, this means training and mobilizing volunteers with specific skills to support our partners when fresh food needs delivering or after a disaster strikes. It means providing loaner vehicles, fleet management technology, and activating our vast dealer network in a more coordinated way, with the goal of helping our partners expand their capabilities and reach. And it means having a strong foundation in place to quickly and effectively meet diverse and ever-changing community needs, both urgent and ongoing. Strong, resilient communities dont just happen. Theyre built by people and organizations willing to roll up their sleeves and take action. Now is the time for corporate philanthropy to get innovative about how we channel the full strength our resources, knowledge, and connections to help communities thrive. At Ford Philanthropy, were eager to work with like-minded corporations with similar goals. We know that we can have much more impact together. Mary Culler is president of Ford Philanthropy.
Category:
E-Commerce
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