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Adobe releases dedicated AI-image generation app

Adobe releases dedicated AI-image generation app

Tahawul Tech5 hours ago

Adobe Inc. recently released its first dedicated AI smartphone app that includes AI models from the company and will feature partner firms in the future. This is understood to be part of a strategy to tap into a growing trend of sharing AI images and videos over social media.
The new Firefly mobile app packages Adobe's own AI model together with models from OpenAI and Google and is available on iOS and Android phones.
In addition, Adobe is planning to integrate models from new partner firms Ideogram, Luma AI, Pika and Runway, which will be accessed in Firefly Boards, a product that is part of the Firefly web app.
Adobe's mobile service will offer subscribers unlimited basic image generation from Adobe models, while it will charge extra for access to the company's premium models and those from its partners. The subscription cost will be the same as for the web versions of Firefly, which start at $10 per month.
The San Jose, California-based company had earlier released AI tools along with the mobile app version of its popular image-editing program Photoshop. The company had promised users that its AI model is trained only on material that it has a legal right to use, with Adobe offering protection against copyright claims.
Ely Greenfield, Adobe's Chief Technology Officer for Digital Media, said Adobe's approach has also gained some resonance among consumers. 'Even for many of our individual customers, that promise of the commercial safety and the story about how Firefly is trained continues to be a really important differentiator,' Greenfield said.
Source: Reuters
Image Credit: Stock Image

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10 business secrets of the celebrity billionaires: What Taylor Swift, Kim Kardashian and Paul McCartney can teach every entrepreneur
10 business secrets of the celebrity billionaires: What Taylor Swift, Kim Kardashian and Paul McCartney can teach every entrepreneur

Arabian Business

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  • Arabian Business

10 business secrets of the celebrity billionaires: What Taylor Swift, Kim Kardashian and Paul McCartney can teach every entrepreneur

The list of the world's richest people is dominated by tech entrepreneurs, investors, retail magnates and billionaire funds stacked up against the corporate ladder. While the fortune is undeniable, the fame is of the type that comes from years spent in the C-suite grinding out takeover strategies and delivering monotonous speeches at dusty AGMs to audiences of identikit suits. Then, there are the celebrity billionaires. They started with fame — but they didn't stop there. The ten billionaire celebrities on this list turned cultural capital into commercial empires. We might not have their rock star cool, creative vision or iconic glamour, but professionals at every level can learn business lessons from the celebrity billionaires. Celebrity billionaire business secrets Whether you're leading a regional sales team or building a startup from scratch, there's something to learn from the boldest decisions made by today's most successful celebrity entrepreneurs. These ten billionaires didn't inherit wealth — they earned it through ownership, execution, and strategic thinking. From Taylor Swift's renegotiation of rights to George Lucas' empire-building, the lessons go far beyond Hollywood. They're about how to structure deals, protect value, and scale intelligently. Here are 10 business secrets from the world's most effective celebrity billionaires — and exactly how to apply them in your own career. Taylor Swift Net worth: $1.1bn Known for: Music, branding, intellectual property Signature business move: When Taylor Swift lost control of her early music masters, she didn't complain — she outmanoeuvred. By re-recording her albums and releasing 'Taylor's Versions,' she created a second wave of revenue, retained artistic control, and made owning her content a cultural statement. Each re-release was treated like a new product launch, with deluxe editions, targeted marketing, and global fan engagement. It was a bold, complex act of business pivoting: turning a contractual setback into a billion-dollar opportunity. What entrepreneurs can learn: When you face a challenge, learn to, well, shake it off. Swift's fortune-making strategy is about turning risk into leverage. Most professionals don't own intellectual property, but we all own client relationships, data, or brand equity. Revisit the assets you already have — past campaigns, long-term customers, unused content — and ask: Can I relaunch or repurpose this to serve today's market? Her strategy also shows the power of controlling your narrative. In any industry, perception is value. Don't just work hard — own how your work is positioned. Quote: ''I tried to pick my battles 'til the battle picked me.' Steven Spielberg Net worth: $5.3bn Known for: Film direction, studio equity, intellectual property Signature business move: From Jaws to Jurassic Park, the Hollywood director has been making movies that are monster smashes at the box office for decades. Spielberg didn't just direct films, though. He co-founded DreamWorks and negotiated profit-sharing agreements across multiple studios and platforms. He's earned hundreds of millions not just from box office hits, but from backend rights, theme park deals, and long-tail licensing. What entrepreneurs can learn: If we can learn anything from Spielberg, it is to think in layers of revenue, not just projects. For corporate leaders, this might mean monetising services through partnerships; for SMEs, it could mean creating new income streams from existing IP or data. It's also a reminder that influence without ownership is fleeting. Creators, marketers, and strategists alike should look at how their work generates value — and who benefits. 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Whether you're launching a product or managing a team, ask yourself: Do I understand my market as well as she understands hers? Build feedback loops, simplify product offerings, and design experiences that reflect real user needs. Her model shows that brand alone isn't enough — operational discipline and smart execution turn attention into margin. Quote: 'You can say a lot of things about me, but you cannot say I don't work hard. I don't sing. I don't dance. I don't act. But I am not lazy.' Paul McCartney Net worth: $1.3bn Known for: Music, publishing rights, royalties Signature business move: While in The Beatles he famously sang that he doesn't care too much for money, because money can't buy love. The sentiment is fine, but masks the fact that McCartney spent years splashing the cash on serious investments. The Beatles lost the rights to their songs early in their career, so Sir Paul spent decades reacquiring music rights — both his own and others'. He invested touring revenue into publishing deals, created a lean business around his brand, and treated every tour, gig and opportunity as part of a long-term financial plan. His publishing empire now spans generations, and his catalogue generates consistent income without overexposure. What entrepreneurs can learn: McCartney shows the power of patient, asset-focused business thinking. Even if you're not managing a global IP portfolio, the principle is the same: invest in assets that compound. For managers, that could mean training staff who stay and grow; for freelancers, it might mean building reusable frameworks. Don't just complete the job — build structures that pay off later. Quote: 'I should be able to look at my accolades and go, 'Come on, Paul. That's enough.' But there's still this little voice in the back of my brain that goes, 'No, no, no. You could do better. This person over here is excelling. Try harder!' J.K. 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Even if your company doesn't have global IP, you have processes, packages, and client experiences that can be licensed, scaled, or adapted. Her story is a case study in brand governance and strategic patience — both rare, both powerful. Quote: 'It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all.' Jay-Z Net worth: $2.5bn Known for: Music, brand ownership, venture capital Signature business move: Jay-Z became a billionaire by doing a lot more than rap about money, wealth, hustling and grinding. Shifting from endorsements to ownership he helped build luxury drinks brands, built and sold streaming platforms and launched record labels. In Beyonce he has a wife with similar entrepreneurial drive and doesn't need help with bills. When Jay-Z exited some of his businesses, he did so having created real value. His venture firm, Marcy Venture Partners, now backs startups across tech, lifestyle, and sustainability. 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He didn't dilute, didn't overextend, and has monetised time after time. Like his well-crafted one-liners, business deals have been delivered with precision, from Netflix specials to clean, controlled IP licensing. What entrepreneurs can learn: Seinfeld offers a masterclass in lean business models. He kept teams small, products focused, and ownership intact. His model is relevant for professionals aiming to scale without complexity — consultants, boutique agencies, even product teams can learn from his approach: fewer moving parts, more margin, tighter control. Quote: 'People don't turn down money. It's what separates us from the animals.' Celebrity billionaire secrets These billionaires are celebrated for creativity and fame, but also business acumen. They're operators who mastered control, scale, and storytelling — not just attention. Whether you're a founder, a strategist, or an executive, the lessons are clear: Own your leverage Structure smart deals Execute with discipline Build for the long term Fame opened the door. Business acumen built the empire. There is a lesson for us all there.

Yango Tech to launch GenAI Platform to boost brand visibility
Yango Tech to launch GenAI Platform to boost brand visibility

Campaign ME

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Yango Tech to launch GenAI Platform to boost brand visibility

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NTT DATA Research Reveals C-Suite Misalignment Over GenAI Adoption
NTT DATA Research Reveals C-Suite Misalignment Over GenAI Adoption

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time3 hours ago

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NTT DATA Research Reveals C-Suite Misalignment Over GenAI Adoption

NTT DATA, a global leader in digital business and technology services, today launched its new report, 'The AI Security Balancing Act: From Risk to Innovation,' highlighting the opportunities and risks AI presents in cybersecurity. The findings show a misalignment among C-Suite leaders when it comes to business goals and operational readiness for GenAI deployment. The report, which includes data from an NTT DATA survey of more than 2,300 senior GenAI decision makers, comprising 1,500 *C-Suite leaders across 34 countries, found that while CEOs and business leaders are committed to GenAI adoption, CISOs and operational leaders lack the necessary guidance, clarity and resources to fully address security risks and infrastructure challenges associated with deployment. The C-Suite disconnect Nearly all (99%) C-Suite executives are planning further GenAI investments over the next two years, with 67% of CEOs planning significant commitments. In parallel, 95% of CIOs and CTOs report that GenAI has already driven, or will drive, greater cybersecurity investments, with organizations ranking improved security as one of the top three business benefits realized from GenAI deployment in the last 12 months. Yet, even with this optimism, there is a notable disconnect between strategic ambitions and operational execution with nearly half of CISOs (45%) expressing negative sentiments toward GenAI adoption. More than half (54%) of CISOs say internal guidelines or policies on GenAI responsibility are unclear, yet only 20% of CEOs share the same concern – revealing a stark gap in executive alignment. Despite feeling cautious about the deployment of GenAI, security teams still acknowledge its business value. In fact, 81% of senior IT security leaders with negative sentiments still agree GenAI will boost efficiency and impact the bottom-line. Organizational operations not ready for GenAI NTT DATA's research further reveals a critical gap between leadership's vision and the capabilities of their teams. While 97% of CISOs identify as decision makers on GenAI, 69% acknowledge that their teams lack the necessary skills to work with the technology. In addition, only 38% of CISOs say their GenAI and cybersecurity strategies are aligned compared to 51% of CEOs. Adding to the complexity, 72% of organizations surveyed still lack a formal GenAI usage policy and just 24% of CISOs strongly agree that their organization has a robust framework for balancing risk with value creation. Legacy tech limiting GenAI adoption Beyond internal misalignment, 88% of security leaders said legacy infrastructure is greatly affecting business agility and GenAI readiness, with modernizing IoT, 5G and edge computing identified as essential for future progress. To navigate these obstacles, 64% of CISOs are prioritizing co-innovation with strategic IT partners rather than relying on standalone AI solutions. Notably, security leaders #1 top criteria when assessing GenAI technology partners is end-to-end GenAI service offerings. 'As organizations accelerate GenAI adoption, cybersecurity must be embedded from the outset to reinforce resilience. While CEOs champion innovation, ensuring seamless collaboration between cybersecurity and business strategy is critical to mitigating emerging risks,' said Sheetal Mehta, Senior Vice President and Global Head of Cybersecurity at NTT DATA, Inc. 'A secure and scalable approach to GenAI requires proactive alignment, modern infrastructure and trusted co-innovation to protect enterprises from emerging threats while unlocking AI's full potential.' 'Collaboration is highly valued by line-of-business leaders in their relationships with CISOs. However, disconnects remain, with gaps between the organization's desired risk posture and its current cybersecurity capabilities,' said Craig Robinson, Research Vice President, Security Services at IDC. 'While the use of GenAI clearly provides benefits to the enterprise, CISOs and Global Risk and Compliance leaders struggle to communicate the need for proper governance and guardrails, making alignment with business leaders essential for implementation.' Download the full report here, and visit our website to learn more about NTT DATA's AI services for cybersecurity. Methodology The report is based on insights from 2,300 senior GenAI decision-makers across 34 countries. 68% of respondents were from the C-suite, including CEOs, CISOs, CIOs, CTOs, CDOs, COOs, CCOs, CFOs, CHROs, and CSEs. 27% held Vice President, Head of, or Director-level roles, while 5% were senior managers or specialists. This research was independently conducted for NTT DATA by Jigsaw Research, a global strategic insight agency.

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