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A recall has been issued for Kirkland Signature Ahi Tuna Wasabi Poke due to potential listeria contamination. The recalled item, sold in plastic clamshell to-go containers, was sold at Costco stores. According to a Food and Drug Administration (FDA) press release, more than 3,300 pounds of the product has been recalled by Annasea Foods Group. Per the release, the product was recalled after green unions used in the item tested positive for Listeria monocytogenes. The affected product has a pack date of 9/18/2025 and a sell by date of 9/22/2025. No illnesses have been reported. Per the release, 33 states sold the now-recalled ready-to-eat product. They are: Alabama, Alaska, Colorado, Connecticut, Delaware, Florida, Georgia, Idaho, Indiana, Louisiana, Maine, Maryland, Massachusetts, Minnesota, Mississippi, Missouri, Montana, Nebraska, New Hampshire, New Jersey, New Mexico, New York, North Carolina, Ohio, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Virginia, Washington, and Wisconsin. Listeria can cause serious infections and is sometimes fatal, especially “in young children, frail or elderly people, and others with weakened immune systems.” It said, “Although healthy individuals may suffer only short-term symptoms such as high fever, severe headache, stiffness, nausea, abdominal pain, and diarrhea, Listeria infection can lead to serious pregnancy complications among pregnant women.” The FDA has advised anyone who purchased the product to throw it away or to return it to Costco for a full refund. Customers with any concerns have been advised to call Western United Fresh Co. DBA Annasea Foods Group at (425) 558-7809, 7:00 a.m.-3:30 p.m. Pacific Time, Monday through Friday, or email info@annasea.com.The latest recall comes just days after Costco recalled its Kirkland Signature brand of Prosecco amid concerns about exploding bottles.
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E-Commerce
Every change starts with a grievance. Theres things people dont like and they want them to be different. At any given time in any organization, there are things that arent working as well as they should. Employee turnover is too high, sales are down, and customers are complaining. For whatever reason, things need to change. Smart leaders know that they cant just stay mired in grievance. If youre only focusing on problems, youll get caught up in an endless to-do list. It is no longer enough to simply plan and direct action, we must inspire and empower belief and that means creating an aspirational vision that can form the basis of a shared purpose. Yet you cant just jump to the vision all at once. In the beginning, the idea is flawed and unproven, the organization isnt ready for it, and it is bound to incur visceral resistance in some quarters. Early on, ideas need to be protected and nurtured until they begin to gain some traction. As I explained in Cascades, the best way to do that is with a Keystone Change. 1. Define the vision A strategy is never created on an empty canvas. While we can make rational assessments about whether we want to pursue a strategy based on low costs, differentiation, or an attractive niche. We can, through investments and divestments, fill in missing pieces on a PowerPoint chart, but the fate of a strategy ultimately hinges on personality and ambition. The success of Apple cant be separated from Steve Jobss ambition to weave technology and design into products that were insanely great. Southwests dominance in the travel industry is a direct consequence of Herb Kellehers mission of being THE low cost airline, which drove everything he did from the planes he bought to which routes he competed on. Vision is inherently aspirational. It shouldnt be reduced to metrics or specific objectives. Martin Luther King Jr.s vision wasnt simply about voting rightsit was about creating a Beloved Community. Microsofts original mission was a computer on every desk and on every home, but when that was attained, it needed to shift to the broader vision to empower every person and every organization on the planet to achieve more. When we work with organizations in one of our ChangeOS workshops, we always start by getting the team focused on the initial grievanceor the problem to be solved. Then we ask participants to imagine waving a magic wand: what would the world look like if that problem were fully resolved? That picture is the vision. Yet if your vision is sufficiently aspirational, you cant get there in just one step and thats where the Keystone Change comes in. A good Keystone Change has a clear and tangible goal, usually with a metric attached. It involves multiple stakeholders and paves the way for future change. Once you achieve a successful Keystone Change, youll be well on your way. 2. Start with a majority One of the most common mistakes change leaders make is to try to start with a bang. They come up with a snappy slogan, create a sense of urgency and excitement, then set up a huge launch event to generate energy around the initiative, get off to a fast start, build momentum, and create a sense of inevitability around the initiative. But that approach rarely worksand often backfires. Every new idea starts out weak and vulnerable. While a launch event may create excitement among some, its also likely to trigger resistance before the initiative has any chance to gain traction. Any time you set out to make an impact there will always be some who will work to undermine you in ways that are dishonest, underhanded, and deceptive. So instead of trying to create and maintain the energy yourself, go to where the energy is. Find people who are already enthusiastic and want the initiative to work. Keystone Changes are done with allies. You should never have to convince anyone about a Keystone Change. The urge to persuade is a red flag. It means you either have the wrong change or the wrong people. Thats why when we seek to bring about large-scale change, its important to start with a majority. Once you are in the minority you will get immediate pushback. The secret is that you get to choose where you start. It might be a small, local majority of, say, three people in a room of five. As long as supporters outnumber detractors, you can move forward and gain traction. As I explained in Harvard Business Review, you dont need to convince everyone at once and you shouldnt try. Start with a core team thats already onboard. 3. Iterate towards a successful solution One of the hardest parts of change is accepting that your ideas can only be validated going forward, never backward. You never know if you have the right idea until its tested in the real world and, even then, there could be some confounding factor you may be missing. The truth is that your initial idea is always wrong. Sometimes its off by a little and sometimes its off by a lot. But make no mistake, its always wrong. Thats why it helps to take a Bayesian approach. Instead of clinging to the notion of a right idea, focus on making it less wrong over time. As Rita Gunther McGrath has put it, its no longer as important to learn to plan as it is to plan to learn. We need to be more iterative, see what works, and change course as needed. This is also why its critical to start with a core team thats already on board. Theyll help you push through early setbacks and learn from inevitable failures. If you expect to iterate, then failure is just data. Your job is to collect enough of it to uncover the solution that truly moves things forward. And once you get it right, you have something to build on. We know from decades of evidence that the tipping point for change is typically between 10% and 20% participation. Once you have a proven model, you can start building to that. 4. Scale with a co-optable resource Traditional change management practices focus on communication and traininga holdover from an earlier age, when leaders had more cntrol and the goal was simply to inform and coordinate. Today, however, most change initiatives involve behaviorwhat people think and do every dayand that naturally triggers resistance. To create genuine transformation, we need to get out of the business of selling ideas and into the business of selling success. Thats what a Keystone Changea clear and tangible goal, involving stakeholders that paves the way for future changeallows you to do. The next step is to design a Co-optable Resource that will help empower people to spread the idea themselves. For example, in the ’80s and ’90s, Don Berwick pioneered quality practices in healthcare and founded the Institute for Healthcare Improvement to advance them. Despite clear results, adoption laggeduntil the 100,000 Lives Campaign equipped hospital allies with change kits and how-to guides. That broke the logjam, and quality practices began to take hold. Thats the model for successfully implementing large-scale change: start with a core team of enthusiasts that will help you iterate and achieve a Keystone Change. Once youve gained some traction, help people spread the idea through peer networks by supplying them with a Co-optable Resource so that they can bring in others, who can bring in others still. In the final analysis, transformational change is driven by small groups, loosely connected, but united by a shared purpose. It all starts with a Keystone Change.
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E-Commerce
Pfizer is fattening its drug portfolio by betting that more people will want to slim down. The New York drugmaker announced Monday that its acquiring Metsera, and its portfolio of four medications for obesity and cardiometabolic diseases, in a deal valued at as much as $7.3 billion. In addition to potential future payments tied to specific clinical and regulatory milestones, Pfizer said it will acquire all outstanding shares of Metsera stock for $47.50 per share. Metsera shares closed at $33.32 on Friday and surged more than 60% on Monday to as high as $54.47 per share. New York-based Metsera emerged from stealth mode last year to take on the weight-loss market and completed its initial public offering earlier this year. The acquisition, which has been unanimously approved by the boards of directors at both companies, will help Pfizer gain a foothold in the increasingly competitive market for weight-loss drugs. And it will help it compete with other drugmakers, including Novo Nordisk and Eli Lilly. The proposed acquisition of Metsera aligns with our focus on directing our investments to the most impactful opportunities and propels Pfizer into this key therapeutic area, Albert Bourla, chairman and CEO of Pfizer, said in a statement. A $5 BILLION PIPELINE Pfizer is banking on the best-in-class potential of Metseras pipeline of drugs, which could be a key driver of growth for its business. David Risinger, an analyst at Leerink Partners, has projected that Metseras drug pipeline could generate more than $5 billion in combined peak sales, according to reporting by Reuters. And a likely series of drug launches beginning in the 20282029 time frame would accelerate Pfizers growth trajectory following the major loss of exclusivity, according to reporting by The Wall Street Journal. THE OZEMPIC EFFECT Since 2021, when Novo Nordisks Ozempic was approved by the Food and Drug Administration (FDA) for weight management in adults with obesity, theres been a rush of new drugs that have come to market. The global market for obesity drugs is projected to reach $150 billion by 2035, according to Morgan Stanley Research. But Pfizer has stumbled in its efforts to successfully bring a weight-loss medication to market. The drugmaker announced in April that it discontinued development of a glucagon-like peptide-1 (GLP-1) weight-loss pill called danuglipron after a trial patient experienced a potential drug-induced liver injury that resolved after discontinuation of the medication. By broadening its portfolio in the weight-loss medication market, Pfizer also cushions itself from the likely decline in demand for vaccines. Last week, a Centers for Disease Control (CDC) panel voted to scrap its previous universal recommendation for annual COVID-19 vaccine shots for any American 6 months and older, instead leaving it up to individual decision-making. Pfizer partnered with BioNTech to make one of the two mRNA COVID-19 vaccines. The Pfizer-Metsear deal is expected to close in the fourth quarter of 2025.
Category:
E-Commerce
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