John Macomber, senior lecturer at Harvard Business School and a veteran of the real estate industry, was studying ways to make workplaces safer for employees long before the Covid-19 crisis hit. Now that issues like air and water quality are top of mind, he is encouraging organizations to think more holistically about the buildings in which they operate, balancing cost efficiency and even eco-friendliness with investments in improvements that boost health. Studies show this will not only stop workers from getting sick; it will also enhance productivity, which ultimately helps the bottom line. Macomber is the author of the book “Healthy Buildings: How Indoor Spaces Drive Performance and Productivity”.

Jeff John Roberts, an author and journalist, dug deep into the world of cryptocurrency to figure out what the rest of us really need to know about it. He acknowledges that the proliferation and volatility of digital currencies can make them seem like a fad but argues that the oldest among them -- bitcoin -- and the blockchain technology behind it are here to stay because they offer a more efficient way for companies and consumers to transact. He describes in plain English how crypto works and explains why now is the time for forward-thinking business leaders to understand -- and adapt to -- this new kind of currency. Roberts is the author of the book "Kings of Crypto: One Startup's Quest to Take Cryptocurrency Out of Silicon Valley and Onto Wall Street."

Marissa King, professor at Yale School of Management, has studied the strengths and weaknesses of different types of social networks. She argues that most of us have a natural style of networking: we favor tight social circles, or brokering across varied groups, or having an expansive list of contacts. But she says we can also tweak the way we build relationships to meet our changing needs. For example, widening our outreach to boost creativity and innovation or focusing on trusted friends and colleagues to increase trust and happiness. King is the author of the book "Social Chemistry: Decoding the Patterns of Human Connection.”

Josh Baron and Rob Lachenauer, cofounders of BanyanGlobal Family Business Advisors, say that a family-run company has more flexibility than its publicly-traded counterpart to build a legacy and grow sustainably for the long term. But making critical decisions when there are family dynamics can be extremely challenging. They offer approaches to understand the real impact of ownership and effectively manage conflict. Lachenauer and Baron wrote “The Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise.”

Chad Sanders, a former tech executive and entrepreneur, says that people of color, especially Black men like him, often feel the need to assimilate to white corporate culture. They learn to code switch and downplay their race. But Sanders realized a few years into his career that, by trying to fit in, he was failing to leverage the strengths he'd developed growing up as a minority in the United States. After digging into the stories of successful Black leaders, he discovered some common threads to their leadership styles, including empathy, resilience and creative thinking, and he has advice for rising Black executives who want to put those attributes to work as well as the organizations who employ them. Sanders is the author of "Black Magic: What Black Leaders Learned from Trauma and Triumph."

Elsbeth Johnson, senior lecturer at MIT’s Sloan School of Management, and Rana Mitter, professor of history at Oxford, argue that there's a lot about the Chinese political system and economy that business leaders from elsewhere in the world still misunderstand. They argue that democracy and a free market system aren't always as tightly linked as we think, and that many people in China also live, work, and invest differently than Westerners do. Better understanding these dynamics will be the key to business success in the world's most populous country. Johnson and Mitter are the authors of the HBR article "What the West Gets Wrong About China."

Greg Urban, anthropologist at the University of Pennsylvania, used to study indigenous tribes in Brazil. Now he hangs out in break rooms and boardrooms analyzing how people interact — and create and change culture — in organizations. He shares lessons and tips for managers to better understand and motivate their teams. Urban is the coauthor of the book "The Culture Puzzle: Harnessing the Forces that Drive Your Organization's Success."

Nicholas Bloom, economics professor at Stanford University, has been studying remote work and hybrid (a mix of remote and onsite) work for years. Then the pandemic made these modes widespread and lasting. He says as more organizations turn to hybrid work, they face difficult logistical, strategic, and managerial challenges. Bloom shares a guideline to implementing hybrid work plans, and helps managers think through these arrangements while balancing fairness to employees and organizational needs. Bloom is the author of the HBR article “Don’t Let Employees Pick Their WFH Days.”

Eva Ascarza, professor at Harvard Business School, studies customer analytics and finds that many companies investing in artificial intelligence fail to improve their marketing decisions. Why is AI falling flat when it comes to this key lever for profit? She says the main reasons are that organizations neglect to ask the right questions, weigh the value of being right with the cost of being wrong, and leverage the improving abilities of AI to change how companies make decisions overall. With London Business School’s Bruce G.S. Hardie and Michael Ross, Ascarza wrote the HBR article "Why You Aren’t Getting More from Your Marketing AI."

Alexandra Feldberg and Tami Kim, assistant professors at Harvard Business School and the University of Virginia Darden School of Business, respectively, say companies are overlooking an important place to root out bias: on the front lines with customers. While many firms are promoting a more equitable workforce through their HR functions, too few firms even realize how costly bias can be in everyday interactions between workers and customers. The researchers explain how organizations can identify and address this overlooked problem. Feldberg and Kim are the coauthors of the HBR article "Fighting Bias on the Front Lines."

Mita Mallick, head of inclusion, equity, and impact at the firm Carta, says gaslighting at the office is more common than many people realize. That's when a manager or coworker engages in behavior where one thing happens, and they try to convince the victim otherwise. Gaslighting can damage the victim’s well-being and performance as well as the company overall. She explains how to recognize the manipulative behavior, what to do about it in the moment, and how companies can respond. Mallick wrote the HBR.org article "How to Intervene When a Manager Is Gaslighting Their Employees."

Heidi Grant, a motivational psychologist, has studied successful people and what makes them tick. In this classic episode, she and former host Sarah Green Carmichael discuss the behaviors of high achievers and how to incorporate them into your own life and work. Grant is the author of the HBR article and e-book "Nine Things Successful People Do Differently.”

Stefanie Stantcheva, economist at Harvard University, founded the Social Economics Lab to study inequality, our feelings about it, and how policies influence it. She says when we estimate how much money our colleagues make or how much taxes impact us, we are often very far off from the truth. Her research also shows that our misconceptions are often linked to political beliefs. She argues that we need to be more aware of the realities of inequality if we want to create better economic opportunities.

Purpose has become a corporate buzzword over the past decade. Leaders are embracing the idea that companies can’t just do well financially; they also have to do good for society. But how many organizations are really walking the talk? Ranjay Gulati, professor at Harvard Business School, has studied how dozens of purpose-driven companies -- from Etsy in the United States to Recruit in Japan -- simultaneously pursue profits. He argues that while we all want a win-win, leaders must also sometimes learn to make thoughtful tradeoffs. Gulati is the author of the book "Deep Purpose: The Heart and Soul of High-Performance Companies” and the HBR article “The Messy but Essential Pursuit of Purpose.”

At a time when 41% of us are considering quitting our jobs, it’s time for us to understand why and what we can do about it. In this special series from HBR, we’re looking at how to craft your current job around the work you really love. In this episode, we’ll explain how to identify which tasks fit that bill and can lead you to a more fulfilling and successful career. IdeaCast co-host Alison Beard speaks with Marcus Buckingham, head of research on people and performance at the ADP Research Institute and author of the new book Love + Work.

It might still seem like a buzzword, or something that only matters to tech CEOs. But Matthew Ball, CEO of Epyllion and the former global head of strategy for Amazon Studios, says the metaverse is the "new internet" – and that it's already here. He argues that companies large and small need to not only better understand what the metaverse is, but should also be developing strategies around it today. That can have an impact on marketing, customer relations, product development, and much more, he says. Ball is the author of "The Metaverse: And How it Will Revolutionize Everything."

Work-life support programs have long been known to lower turnover and raise employee loyalty. But new research shows they also have a positive effect on promoting diversity among managers at those firms, an effect that’s even stronger than that of some popular racial-equity programs. Alexandra Kalev chairs the Department of Sociology and Anthropology at Tel Aviv University, and she explains why having strong, thoughtful policies around flexibility, time off, and dependent care pay off for companies. With Harvard sociologist Frank Dobbin, Kalev wrote the HBR article “The Surprising Benefits of Work/Life Support.”

Influential business and management ideas have tremendous influence over us. Like it or not, they shape how organizations are run and how people around the world spend their days. And Harvard Business Review has introduced and spread many of these consequential ideas since its founding in 1922. HBR IdeaCast is taking this 100th anniversary to ask: how have these ideas changed our lives? And where are they taking us in the future? Each Thursday in October, the podcast feed will feature a bonus series: 4 Business Ideas That Changed the World. Each week, a different HBR editor talks to world-class scholars and experts on influential business and management ideas of HBR’s first 100 years: disruptive innovation, scientific management, shareholder value, and emotional intelligence. Listen to the conversations to better understand our work life, how far it’s come, and how far it still has to go.

In 1878, a machinist at a Pennsylvania steelworks noticed that his crew was producing much less than he thought they could. With stopwatches and time-motion studies, Frederick Winslow Taylor ran experiments to find the optimal way to make the most steel with lower labor costs. It was the birth of a management theory, called scientific management or Taylorism. Critics said Taylor’s drive for industrial efficiency depleted workers physically and emotionally. Resentful laborers walked off the job. The U.S. Congress held hearings on it. Still, scientific management was the dominant management theory 100 years ago in October of 1922, when Harvard Business Review was founded. It spread around the world, fueled the rise of big business, and helped decide World War II. And today it is baked into workplaces, from call centers to restaurant kitchens, gig worker algorithms, and offices. Although few modern workers would recognize Taylorism, and few employers would admit to it. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and emotional intelligence. Discussing scientific management with HBR senior editor Curt Nickisch are: Nancy Koehn, historian at Harvard Business School Michela Giorcelli, economic historian at UCLA Louis Hyman, work and labor historian at Cornell University Further reading: Book: The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency, by Robert Kanigel Case Study: Mass Production and the Beginnings of Scientific Management, by Thomas K. McCraw Oxford Review: The origin and development of firm management, by Michela Giorcelli

No industry has had more impact than technology over the past few decades. Tech companies have changed the way we live, work, and interact with each other. They’ve helped us in a lot of ways, but they’ve also created some big problems. Kara Swisher is a journalist, entrepreneur, and host of the podcast On with Kara Swisher. She’s had a front row seat to the tech industry’s evolution and interviewed all of its biggest players. She speaks with us about key trends — past, present, and future — and the lessons she’s learned as not just an observer but also a media entrepreneur herself along the way.

In the 1980s, Clayton Christensen cofounded a startup that took over a market niche from DuPont and Alcoa. That experience left Christensen puzzled. How could a small company with few resources beat rich incumbents? It led to his theory of disruptive innovation, introduced in the pages of Harvard Business Review in 1995 and popularized two years later in The Innovators Dilemma. The idea has inspired a generation of entrepreneurs. It has reshaped R&D strategies at countless established firms. And it has changed how investors place billions of dollars and how governments spend billions more, aiming to kickstart new industries and spark economic growth. But disruption has taken on a popular meaning well beyond what Christensen’s research describes. Some critics argue that the theory lacks evidence. Others say it glosses over the social costs of lost jobs of bankrupted companies. And debate continues over the best way to apply the idea in practice. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as shareholder value, scientific management, and emotional intelligence. Discussing disruptive innovation with HBR editor Amy Bernstein are: Rita McGrath, professor at Columbia Business School Felix Oberholzer-Gee, professor at Harvard Business School Derek van Bever, senior lecturer at Harvard Business School Further reading: HBR: What Is Disruptive Innovation?, by Clayton M. Christensen, Michael E. Raynor, and Rory McDonald New Yorker: The Disruption Machine: What the Gospel of Innovation Gets Wrong, by Jill Lepore Business History Review: How History Shaped the Innovator’s Dilemma, by Tom Nicholas HBR: Disruptive Technologies: Catching the Wave, by Joseph L. Bower and Clayton M. Christensen

The idea that maximizing shareholder value takes legal and practical precedence above all else first came to prominence in the 1970s. The person who arguably did the most to advance the idea was the business school professor Michael Jensen, who wrote in Harvard Business Review and elsewhere that CEOs pursue their own interests at the expense of shareholders' interests. Among other things, he argued for stock-based incentives that would neatly align CEO and shareholder interests. Shareholder primacy rapidly became business orthodoxy. It dramatically changed how and how much executives are compensated. And it arguably distorted capitalism for a generation or more. Critics have long charged that maximizing shareholder value ultimately just encourages CEOs and shareholders to feather their own nests at the expense of everything else: jobs, wages and benefits, communities, and the environment. The past few years have seen a backlash against shareholder capitalism and the rise of so-called stakeholder capitalism. After reigning supreme for half a century, is shareholder value maximization on its way out? 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, scientific management, and emotional intelligence. Discussing shareholder value with HBR editor in chief Adi Ignatius are: Lynn Paine, professor at Harvard Business School Mihir Desai, professor at Harvard Business School Carola Frydman, professor at Kellogg School of Management Further reading: HBR: CEO Incentives—It’s Not How Much You Pay, But How, by Michael C. Jensen and Kevin J. Murphy New York Times: A Friedman doctrine‐- The Social Responsibility Of Business Is to Increase Its Profits, by Milton Friedman HBR: The Error at the Heart of Corporate Leadership, by Joseph L. Bower and Lynn S. Paine U.S. Business Roundtable: Statement on the Purpose of a Corporation, 2019

Nouriel Roubini, professor emeritus at NYU’s Stern School of Business, says that a confluence of trends – from skyrocketing public and private debt and bad monetary policies to demographic shifts and the rise of AI – are pushing the world toward catastrophe. He warns of those interconnected threats, but also has suggestions for how political and business leaders can prepare for and navigate through these challenges. He draws on decades of economic research as well as his experience accurately predicting, advising on, and observing responses to the 2008 global financial crisis, and he's the author of "Megathreats: Ten Dangerous Trends that Imperil our Future, and How to Survive Them.”

In the early 1990s, publishers told science journalist Daniel Goleman not to use the word “emotion” in a business book. The popular conception was that emotions had little role in the workplace. When HBR was founded in October 1922, the practice of management focused on workers’ physical productivity, not their feelings. And while over the decades psychologists studied “social intelligence” and “emotional strength,” businesses cultivated the so-called hard skills that drove the bottom line. Until 1990, when psychologists Peter Salovey and John Mayer published their landmark journal article. It proposed “emotional intelligence” as the ability to identify and manage one's own emotions as well as those of others. Daniel Goleman popularized the idea in his 1995 book, and companies came to hire for “EI” and teach it. It’s now widely seen as a key ingredient in engaged teams, empathetic leadership, and inclusive organizations. However, critics question whether emotional intelligence operates can be meaningfully measured and contend that it acts as a catchall term for personality traits and values. 4 Business Ideas That Changed the World is a special series from HBR IdeaCast. Each week, an HBR editor talks to world-class scholars and experts on the most influential ideas of HBR’s first 100 years, such as disruptive innovation, shareholder value, and scientific management. Discussing emotional intelligence with HBR executive editor Alison Beard are: Daniel Goleman, psychologist and author of Emotional Intelligence Susan David, psychologist at Harvard Medical School and author of Emotional Agility Andy Parks, management professor at Central Washington University Further reading: HBR: Leading by Feel, with Daniel Goleman New Yorker: The Repressive Politics of Emotional Intelligence, by Merve Emre HBR: Emotional Agility, by Susan David and Christina Congleton Book: Emotional Intelligence, by Daniel Goleman

Companies offer sponsorship programs to help a more diverse group of high performers and future leaders advance. But the efforts can often misfire. Herminia Ibarra, professor at London Business School, says that’s because these arranged developmental relationships can lack authenticity and meaningful paths for action. She explains the key distinctions of mentorship and sponsorship and recommends that companies focus on two vital qualities: public advocacy and relational authenticity. Ibarra wrote the HBR article “How to Do Sponsorship Right.”

In The New World of Work video series, host and HBR Editor in Chief Adi Ignatius explores how top-tier executives see the future and how their companies are trying to set themselves up for success. Each week, he interviews a top leader live on LinkedIn, and in this special IdeaCast episode, he speaks with LinkedIn CEO Ryan Roslansky on how his company adapted during the pandemic (and after) and how he approaches growth, talent management, and more. You can browse previous episodes of The New World of Work on the HBR YouTube channel and follow HBR on LinkedIn to stay up-to-date on future live interviews. Ignatius also shares an inside look at these conversations —and solicits questions for future discussions — in a newsletter just for HBR subscribers. If you’re a subscriber, you can sign up here.

Even in a slowing economy, the battle to attract and retain talent persists. But employers need to look beyond what people are currently demanding — whether it’s higher salaries, more stock options or the flexibility to work from home. Studies show that, over the long term, employees also find value in aspects of work that they overlook in the short term, such as community and opportunities for growth. Professor Amy Edmondson and INSEAD associate professor Mark Mortensen offer up strategies for a holistic talent acquisition and retention strategy that incorporates more lasting benefits, even if workers aren't asking for them right now. Edmondson and Mortensen are the authors of the HBR article "Rethink Your Employee Value Proposition."

By hosting the podcasts How I Built This and Wisdom from the Top, Guy Raz has won an inside look at how visionary leaders build their own careers and incredible companies. While many leaders have unique qualities that help them succeed, he has identified three behaviors that consistently rise to the surface. These leaders create a culture of collaboration. They encourage risk-taking. And they allow for failure. Raz shares stories of leaders of everything from Starbucks to Proctor & Gamble.

The online application ChatGPT and its integration into Microsoft search engines have put generative artificial intelligence technology in the hands of millions of people. Early adopters are using them in their daily jobs, and preliminary academic studies show big boosts in productivity. Managers can’t sit on the sidelines, says Ethan Mollick, an associate professor of management at The Wharton School of the University of Pennsylvania. He argues that companies urgently need to experiment with ChatGPT and eventually develop policies for it. He explains the breakthrough, some promising uses, open questions, and what the technology could mean for workers, companies, and the broader economy. Mollick wrote the HBR article "ChatGPT Is a Tipping Point for AI."

What seemed like science fiction for decades is now a reality: companies are selling wearable tech and monitoring devices that can sense people’s brain activity. Neurotechnology opens incredible opportunities for new products and safer workplaces. It also raises huge red flags for privacy and ethics. And managers and organizational leaders are on the front lines of these dilemmas, says Duke University School of Law professor Nita Farahany. She explains the commercial products based on neurotechnology, the impact on workers and organizations, and the need for regulations and corporate policies. Farahany wrote the book The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology.

If you had the chance to talk to hundreds of business leaders at the top of their game, what habits and patterns would you learn? Adam Bryant has done just that. He's the senior managing director of the ExCo Group and founded the “Corner Office” interview series at The New York Times. Along the way, he has identified the mindset and attributes that the world's best leaders have acquired to truly influence and change their organizations. He shares what they are and how to develop them in your own career. Bryant wrote the HBR article “The Leap to Leader” as well as the book The Leap to Leader: How Ambitious Managers Make the Jump to Leadership.

How does someone who's been told he will die much sooner than expected find contentment in the time he has left? As a former therapist, cofounder of the Deeper Coaching Institute, and business book author, Mark Goulston has spent his entire career trying to help others manage their emotions, improve their communication, and find the right balance between the personal and the professional. Faced with his own cancer diagnosis, he's been reflecting on lessons learned in his own life, things he and clients wish they'd done differently, and how to both prepare for a "good" death and leave a meaningful legacy. He shares his newfound perspective and his advice for early, mid- and late-career leaders.

The future of AI goes far beyond individuals using ChatGPT. Companies are now integrating artificial intelligence into all aspects of their businesses. One key player in this transition is Nvidia, the AI-driven computing company, which makes both hardware and software for a range of industries. In this episode, HBR editor in chief Adi Ignatius speaks with Nvidia’s CEO and cofounder Jensen Huang at HBR’s Future of Business conference about how he keeps his company agile in the face of accelerating change and where he sees AI going next.

The rapid pace of technological change is making a big impact on hiring. Some organizations are dynamically securing freelance workers through platform apps like Upwork and Freelancer. Other companies are investing heavily in work enabled by artificial intelligence. John Winsor and Jin Paik say these structural changes call for a reimagining of your talent strategy — one that is open to flexible, project-based work for talent inside or outside your organization — and they explain how to go about it. Winsor is the founder and chair of Open Assembly and an executive-in-residence at the Laboratory for Innovation Science at Harvard. Paik is a cofounder and managing partner at the AI consultancy Altruistic and a visiting research scientist at Harvard Business School. Together, they wrote the book Open Talent: Leveraging the Global Workforce to Solve Your Biggest Challenges and the HBR article "Do You Need an External Talent Cloud?"

Organizations too often subject their employees and customers to unnecessary friction that creates inefficiency and causes frustration. But, in some situations, friction can be a positive force, spurring more innovation and better decision-making. So how do you reduce the bad kind and embrace the good?  Stanford professors Bob Sutton and Huggy Rao have studied this problem for seven years and offer strategies for leaders at every level to help them recognize when friction is needed or not and then add or subtract accordingly. They share ample examples of people and companies getting it right. Sutton and Rao are the authors of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, as well as the HBR article, "Rid Your Organization of Obstacles that Infuriate Everyone."

There's a lot of advice out there on how to get job interviews right, whether you're the one trying to get hired or the one evaluating the candidates. But the dos and don'ts aren't always applicable to every person. In fact, author Anna Papalia thinks we're better served by understanding and leveraging our own natural interviewing style. Having spent years as a corporate recruiter, organizational consultant, and coach to students and professions, she's conducted thousands of real and mock interviews and noticed that people tend to fall into one of four categories: charmer, examiner, challenger, or harmonizer.  She outlines the strengths and weaknesses of each and explains how this framework can help us get better from both sides of the desks. Papalia wrote the book "Interviewology: The New Science of Interviewing."

Managing technology has never been more challenging. HBR IdeaCast’s new special series, Tech at Work, offers research, stories, and advice to make technology work for you and your team. This week: how your team can get the most out of working with generative AI.

Around 18 million adults in the U.S. alone suffer from long Covid, a chronic illness with a wide range of symptoms and severity. With approved therapies a long way off, workers with long Covid often struggle in silence. And most companies have neither a good understanding of the situation nor effective policies in place, say MIT research scientist Beth Pollack and Vanguard University professor Ludmila Praslova. They share the conditions associated with long Covid, what life is like for those workers, and the accommodations and flexibility they recommend HR leaders and organizations implement. Pollack and Praslova are coauthors with researcher Katie Bach of the HBR Big Idea article “Long Covid at Work: A Manager's Guide.”

Venture capital firms notoriously embrace risk and take big swings, hoping that one startup will become a monster hit that pays for many other failed investments. This VC approach scares established companies, but it shouldn’t. Stanford Graduate School of Business professor Ilya Strebulaev says that VC firms have proven best practices that all leaders should apply in their own companies. He explains exactly how VC’s operationalize risk, embrace disagreement over consensus, and stay agile in their decision-making—all valuable lessons that apply outside of Silicon Valley. With author Alex Dang, Strebulaev cowrote the new book The Venture Mindset: How to Make Smarter Bets and Achieve Extraordinary Growth and the HBR article "Make Decisions with a VC Mindset."

Are you the sort of person who works really hard, hits your deadlines, runs successful projects, wins over clients... but never seems to get noticed for all that diligence, much less promoted? Especially if you’re on the quieter and more understated side, working in an organization where the loud and showy get the most recognition, this can be frustrating. But there are ways to get noticed while also staying true to yourself, says Jessica Chen. She's a former TV news reporter and the founder of Soulcast Media, a communications consultancy, and she shares lessons about more effective communication and self-promotion. Chen wrote the book Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons.

The worlds of business and politics might seem worlds apart, but executives can learn a lot from the most successful political communicators. Terry Szuplat spent several years on the speechwriting team for President Barack Obama, helping to carefully craft his messages and win over audiences. He has gone on to coach business leaders including Salesforce CEO Marc Benioff, and he says that many of the same principles for good speechwriting and delivery apply - whether you’re giving a presentation to your team, pitching a client, or making comments in a moment of crisis. He explains the importance of authenticity and personal stories, structure, language choice and presence. Szuplat is the author of the book Say It Well: Find Your Voice, Speak Your Mind, Inspire Any Audience.

From left, Shelly Vincent, Laura O’Connor, Dan Troup, Shaleen Khatod and moderator Dave Garland. Photo by AJ Canaria.  It isn’t as shiny and new as it was a couple years ago, when ChatGPT took the world by storm, but AI, or large language models, are still highly influential and fast-evolving pieces of technology that real…

The post Homebuyer Dreams, Macaroni and Cheese: What Is the AI ‘Recipe’ of the Future? appeared first on RISMedia.

Maria visits her local dollar store to find supplies to finish her Halloween DIY witch's costume!

Wednesday, December 11 at 11:00 am CT Remain in compliance with both Section 1071 and the Home Mortgage Disclosure Act with an efficient application process. While financial institutions are correctly concerned about how Section 1071 implementation will impact their processes, don’t miss this HMDA refresher to help prepare for the March 1st reporting deadline. As...

The post WEBINAR | Home Mortgage Disclosure Act Refresher – Including What Reporters Must Know Prior to Section 1071 Implementation  appeared first on Anders CPA.

Small and mid-sized businesses have more IT-related responsibilities than ever, from implementing AI to keeping up with modern cyber threats. It’s become far too much for a small IT team or IT administrators to tackle on their own. Virtual or outsourced CIO services can help a business plot its technology strategy for the future, manage...

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When it comes to a true flying car—I don't mean just a VTOL vehicle, I mean something that can both drive and fly—we've seen a lot of wild forms over the years.

The AeroMobil 4.0

The Xpeng AeroHT

The Alef Model A

The LuftCar

The GAC Gove

Notably, one that actually flew was the KleinVision Aircar, which had folding wings:

Another vehicle that successfully flew last year was the Samson Sky Switchblade.

However, Samson Sky reckons that in order to make the design production-ready, both the wings and the massive rear stabilizer, which contains the propellers, must be folded into the body for driving mode. So their latest design envisions this arrangement:

I hate to be skeptical, but gosh that looks like a lot of moving parts! I wonder what the maintenance will look like.

Dutch company Airback has invented a backpack that can shrink its contents. Their eponymous backpack ($185) features a zippered airtight compartment with a port; once you've stuffed this compartment full, you attach either a household vacuum cleaner, or the company's small electric pump, to the port.

All of the air gets sucked out of the compartment, compressing the clothing within. The company reckons this allows you to cram in 50% more stuff.

The backpack also has a scale built into the handle, so you can avoid exceeding airline weight limits and being forced to check it at the airport.

The overall design is quite intelligent, featuring a passport stash pocket, a locking laptop compartment, bottle holder and more:

Following the popularity of the backpack—which was Kickstarted to the tune of €350,000 (USD ~$380,000), they designed a smaller Airback Go ($152) which fits beneath an airplane seat. This design lacks the scale in the handle.

There's also a larger Airback Max ($361), which boasts rollers and a telescoping handle…

…as well as the Airback Next ($416), a hard-sided carry-on roller.

All of the bags feature a built-in USB-C port, to which you can connect your own powerbank.

The company's separately-sold pump runs $52. One does wonder what to do if either that or the handle scale breaks. For their part, the company says "we've committed to a circular system - allowing you to send your bag back to us when it's lived its life, whereupon we, along with our partners, will give it a new purpose." However, what I'd prefer to see is some mention of repair options.

As the world begins to recover from 2020 and the economic detriment, what is next on the horizon? Download our recorded webinar discussing the current economic state and the positive uptick in the market. You’ll learn about: Economic impact on business post-pandemic Best practices for moving your business forward How to plan for the remaining fiscal year...

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