Apple's drowning, and Google might be the only lifeline
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Google is reportedly set to launch Pixel Sense along with the Pixel 10 later this year as a Pixel-only exclusive AI assistant. However, I'd go so far as to say that there is one company Google should license its technology, and it's not Samsung.
Despite releasing the first phone with an on-device assistant, Apple sat back and watched as Google Assistant and Amazon Alexa quickly surpassed Siri. While minor tweaks and "improvements" have been made over the years, Siri isn't anywhere near as reliable or valuable as Assistant and now Gemini. It reached a tipping point with iOS 18, as Apple announced it would be partnering with OpenAI to bring an enhanced version of Siri.
In addition to providing easy access to ChatGPT, Apple also stated that Siri would offer Personalized Responses and On-Screen Awareness. Those features were already supposed to have been available, but Apple continues to struggle to get them out of the gate. Not only that, the "real" Siri upgrade might not be released for at least another year, if not longer.
It might not be until 2027 before Apple releases the Siri overhaul that the iPhone needs.
This version of Siri is expected to be more akin to what we have with Google Gemini on Android. It's expected to be more conversational, along with actually performing tasks the same way that Gemini, ChatGPT, Claude, and other LLM models do. Mark Gurman of Bloomberg reports that this is initially expected to debut at WWDC 2025 before being rolled out this time next year.
Meanwhile, a rumor recently surfaced claiming that Google would introduce an all-new AI assistant named 'Pixel Sense,' which would essentially be the all-encompassing digital assistant that we've been waiting for. Instead of relying on different apps or "Gemini Gems," Pixel Sense is expected to leverage and process any of the user data that it's allowed to collect.
Given Apple's consistent struggles and delays in developing its own AI, Google CEO Sundar Pichai might want to consider calling up Apple CEO Tim Cook and saying, "Hey, we can help you with that." It's not like Google isn't already helping out, as Apple's Visual Intelligence already leans on Google for its results, basically implementing Google Lens with Apple's UI.
I'm not suggesting this just because I use an iPhone. If I want the best, I just reach into my other pocket and grab my Android phone. I think Google would be well-served to try and get this in front of as many people as it can.
Google is constantly talking about how it wants to continue improving Gemini and AI. It's partially why the Galaxy S25 series is packed with so many Gemini-powered features while other features make their way to the broader Android market. However, if Google wants to make the biggest impact, serving up Gemini on the iPhone is the best way I can think of.
It's not like iOS doesn't already have the foundation to make something like this possible. With iOS 18, Apple added "Extensions," which is how you are able to access ChatGPT when asking Siri a question that it can't answer. So, it's not entirely inconceivable that we could see a similar implementation.
As it currently stands, there's a dedicated Gemini app on the Apple App Store after it was initially integrated into the Google app. There was even a recent update that introduced Gemini lock screen widgets, making it even easier for you to talk to Gemini. However, even a lock screen widget won't be enough for some, as you might not think about it when you're in a hurry or prefer using the Side Button to invoke Siri.
Google is expected to launch this new AI as a "Pixel 10 exclusive." And while I understand the desire to keep features tied to specific devices for a period of time, Google could still choose to expand it beyond the Pixel and Android ecosystem.
Barring any hiccups, we could see the Pixel 10 launched in August, with the iPhone 17 landing in September. That gives Google about a month of exclusivity for Pixel Sense before the two companies make some type of surprise announcement. Or instead of making Pixel Sense available on launch day for the iPhone, wait a month or two (probably after the holiday shopping rush) and release it as part of Apple's pre-Christmas/New Year break iOS update.
Then again, maybe the reason why we don't have a Gemini extension for iOS already is because it could likely spell the end of the Pixel line. What's the point in buying a Pixel if you can get the same experience on an iPhone?
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I didn't know much about it initially, but it had a similar story: strong in the '80s, but momentum had faded. I did some research and saw real potential. Their distinctive institutional strategy, entrepreneurship focus and values resonated with me. I felt like I could genuinely add value and help shape an identity that was authentic to Kingston but also forward-thinking. Some parts of the curriculum needed modernization, but the foundation was there. I officially started in September 2024, so it's been about eight months. Now, I'm working closely with the senior leadership on defining a new identity for the business school. They've given me the freedom to redefine and restructure, which is exciting. Of course, in the UK, you have to align with the parent university. We don't have the same autonomy as independent business schools, but I see that as part of the challenge. The big thing is something they call the . For context, Kingston is located in southwest London. It was previously a polytechnic, so very skills based. Like many post-1992 universities, it retained that emphasis on practical, career-focused learning. That's been its DNA for over 150 years. The Town House Strategy, launched by the current Vice Chancellor, is built on several key pillars. One of the boldest and most unique is what they call the 'Future Skills' approach. Everyone talks about future skills, but Kingston actually developed a methodology behind it. In 2021, the university launched its own large-scale research project in partnership with YouGov. They surveyed 2,000 businesses, 2,000 members of the public, and 1,000 current students – 5,000 stakeholders in total – to identify which skills are most valued by society and industry. The outcome was a framework of nine core life skills, ranging from curiosity to critical thinking and adaptability. What's impressive is how they've embedded these skills across every single undergraduate program as part of the curriculum. Kingston Business School is located about 30 minutes from central London and enrolls about 2,500 business students a year. Courtesy photo Some of the skills that I think really resonate right now are things like creative problem-solving, digital competencies, a questioning mindset, and things like resilience and self-awareness. Those are all part of the nine core skills we identified through our research. Kingston's approach is a structured, three phase model for each year of the undergrad experience. In the first year, called the Navigate phase, students reflect on those nine skills and where their strengths and gaps are. It might turn out a student is already strong in critical thinking, but needs to build more confidence in collaboration. That becomes a foundation for their development throughout the rest of the program. The second year is Explore, where they work on projects beyond their own discipline. For example, this year, over 800 students from business, arts, engineering all worked together on interdisciplinary teams to respond to a real business brief. It's a bit like a hackathon, but assessed as part of the curriculum. It's not optional; it's built in. The third year is Apply, where students complete real-world experiences like micro-placements, live projects, or case challenges. We also work with a group called Gradcore to run simulated assessment centers, just like what students would go through in real job application processes here in the UK. It's structured to get them ready for employability, but also ties back to the future skills framework they've been building on since year one. This model has gained traction at the policy level: Our local MP recently brought a motion to Parliament advocating for the Future Skills model to be adopted more broadly across the UK higher education sector. So yes, many universities talk about skills and employability, but I haven't seen this level of strategic implementation before. Structuring the student experience around Navigate, Explore, Apply, that's something tangible. It gives students a clear developmental journey and gives us a language to talk about how our programs are different. In terms of purpose, we want to be a human-centered business school that delivers future skills and truly walks the talk for a progressive society. We aim to shape businesses through people and knowledge. This human-centered approach runs through everything. Our curriculum already integrates future skills, and now we want to align our research around that same ethos. For example, in our future-of-work research cluster, we're looking at behavioral insights and how employers and employees interact. Even in traditionally technical areas like economics, we're asking: can we explore the behavioral side? In marketing, how do consumer behaviors reflect deeper societal trends? The question we keep asking is: where does the human add value? That's the identity I'd like us to build: A business school that doesn't just equip students with technical knowledge but also prepares them to think critically and act responsibly. One that I think has huge potential is our , Behavioural Research Analytics in Neurotechnological Systems. While many universities have similar labs, they're often used primarily from a psychology perspective. What's great here is that we're integrating it into business-focused research and teaching. The lab is equipped with tools like eye-tracking and monitoring equipment to study human decision-making. For instance, you can run simulations like a financial market crash scenario and study how people make decisions under stress. You can analyze sentiment, track attention, and evaluate reactions in real time. There's also a team collaboration room that allows you to observe and study how people interact and work together in group settings. So whether it's for marketing research, financial behavior, or workplace team dynamics, it offers a wide range of business-relevant use cases. I really see this as one of Kingston's best-kept secrets, a resource we need to spotlight and scale up. Our current MBA program is undergoing a complete overhaul, and that's one of the key places where the human-centric philosophy is really taking shape. The MBA is an important offering for us both for talent development and for those already in business who want to upskill. Kingston had strong recognition for its MBA in the past, but it's a very crowded market now. So we asked ourselves: how can Kingston's MBA stand out? Sankar Sivarajah: 'We want graduates to be future-focused and open-minded, people who can navigate complexity and misinformation and still move society forward' We've centered the redesign around three key themes: digital intelligence, human value, and sustainability. One of the new features we're excited about is a leadership component called the 'MBA X.' It's designed to help students build confidence and presence. We leverage Kingston's strength in the arts and use creative spaces like a media studio where students can record podcasts, deliver presentations, and really learn to project themselves with authenticity. It's about helping them bring their unique 'X factor' into leadership. We're also embedding leadership development and coaching throughout the program in our 'The Kingston Impact: Leadership and Personal Growth' module. Currently, the MBA is offered full-time on campus, but we've just had the business case approved for launching an online version potentially in September 2026. Through my experience running an FT-ranked online MBA at Bradford, I know how saturated that space is. But I think there's a real opportunity for Kingston to stand out by leaning into our human-centric approach. Our MSc in International Business remains a flagship, as it does in many institutions. But we're also launching new programs in areas like Digital Marketing and Business Analytics. We are working on developing a new program in AI for Business with a clear emphasis on the human good and responsible application, which will set it apart. One final standout is our MSc in Occupational and Business Psychology. It's accredited by the British Psychological Society (BPS), and it bridges social science and business in a meaningful way. That's quite rare in UK business schools, and it naturally supports the human-centered identity we're building. Our current mix is about 70% regional, 30% international. In the current climate where UK higher education is facing challenges with international student numbers, we're in a stronger position than many other institutions. That said, our postgraduate programs are where we see most of our international enrollment. We have a strong contingent from South Asia, and we also receive European students through our partnership with BI Norwegian Business School. Our MBA in particular has seen a big uptick in international interest. In the current MBA cohort, out of 35 students, 70% were from South Asia. But here's the surprising part: the second-largest group was from the United States. When I asked them why they chose Kingston, many mentioned wanting the UK and London experience. But they also did their research. A lot of the decision came down to word-of-mouth recommendations, which was encouraging to hear. So while we continue to serve a strong regional student base, especially at the undergraduate level, we're definitely building momentum internationally, particularly in our postgraduate and MBA offerings. At the institutional level, Kingston has a broader strategy for embedding AI across teaching and assessment. But within the business school specifically, we've developed a structured approach to how AI is integrated both in terms of policy and practice. We're using a three-level framework to guide how AI can be used in assessments: Level 1, AI not allowed. For example, live presentations where students must demonstrate their own thinking. Level 2, AI-assisted work is allowed. Students might use ChatGPT or Grammarly but must disclose it. Level 3, AI use is required. Students may have to build models or chatbots as part of the brief. This tiered model helps us stay consistent and intentional. It gives faculty the tools to design assignments that either exclude, allow, or mandate AI use, depending on the learning objectives. And because it's embedded into modules across subjects, we're able to build students' digital fluency in a clear and structured way. So it's not just about offering one AI course or launching a degree; We're taking a much broader, integrated approach that aligns with our human-centered philosophy. We're asking: how can AI augment learning while still developing the critical thinking, creativity, and ethical awareness that make human contributions valuable? On top of that, we're also developing a new program specifically designed to build AI skills for non-technical learners, particularly for future business leaders. It's still in the design phase, but the idea is to help students and professionals who don't have a technical background understand how to engage with AI in a responsible, ethical, and strategic way. I think one of the biggest is staying relevant in such an uncertain and fast-changing environment. The more I reflect on it, and the more I attend conferences and conversations across the business school space, the more it becomes clear that we need to constantly redefine what our value add is. Today's learners, especially Gen Z and the upcoming Gen Alpha, are different. They've been exposed to vast amounts of information, screen time, and digital tools from an early age. So, when they come into the classroom, it's not enough to just deliver knowledge. They've already encountered much of it, or at least the surface of it, online. So we have to ask ourselves: What is the real value of coming to a business school? For me, it's about depth. It's about knowledge creation, critical thinking, intellectual debate, and the human touch – the philosophical and behavioral side of business. That's where our strength lies: in helping students question, evaluate, and apply knowledge with purpose. Especially with the rise of AI, we need to ensure that students still understand the fundamentals. You need the depth to be able to assess whether AI is giving you the right answer. You can't do that without understanding the foundation behind it. But we also have to keep pace with how businesses are operating right now. That's the real tension: staying academically rigorous while also remaining industry-relevant. Businesses are using tools and technologies at a pace that's hard to match in education, and we have to make sure our teaching and our programs reflect that. For example, in one of our Future Skills surveys, we asked businesses whether they thought graduates were fit for roles involving AI. Fewer than 30% said yes. That's a clear signal. One thing that stands out to me is the increasing role of geopolitics and how that intersects with business education. More and more, we're having to think about how political and cultural shifts affect not only what we teach but how we build partnerships and engage with students. Things like equity, diversity, inclusion, all of those are critically important. But they can also become very personal, very emotive topics. So I think a key challenge for business education, and for Kingston specifically, is how we help students navigate that complexity. How do we equip them to operate in global business environments where diplomacy, relationship-building, and cross-cultural understanding are essential? How do you hold onto your values while still learning how to engage constructively in partnerships, even with people or entities you might disagree with? That's something we need to continue reflecting on as educators: how to keep students ready for the world as it is, not just the world as we wish it would be. One more thing I think is really important is the role of place. Business schools shouldn't operate in a bubble, and one thing I learned from my previous role was how deeply a school can engage with its local community. At Bradford, for example, it's a city with high levels of deprivation, very different from London. We did programs to support social mobility, rehabilitation projects for prisoners, support for Ukrainian refugees, and training initiatives for people who had never had access to higher education. We worked with local government and played a role in the city's cultural and economic development. Now at Kingston, the context is different, but the responsibility is the same. Kingston is known as a safe and prosperous borough in London. We have Richmond Park and Wimbledon Common right next to us. But even here, we have students who come from less privileged backgrounds. Just because it's a wealthy area doesn't mean every student has had the same opportunities. We're already working with large organizations – Unilever's headquarters is here, for example – but the question is, how do we make sure all of our students, regardless of background, have access to those opportunities? We're partnering with the local council, the Kingston Chamber of Commerce, running Future of Work summits, mock assessments, and leadership events—not as optional extras, but as built-in parts of the student experience. We want our students to be the first choice, not the insurance choice. That means developing their skills, yes, but also giving them high-value experiences and networks. And by doing that, we also give back to our community. That's how I think business schools should operate: Not just as institutions of learning, but as civic partners helping shape the places they're in. DON'T MISS: LONDON BUSINESS SCHOOL DEAN SERGEI GURIEV AND IVEY DEAN JULIAN BIRKINSHAW HAS GLOBAL AMBITIONS FOR ELITE CANADIAN B-SCHOOL The post The P&Q Interview: Kingston's Human-Centered, Future-Skills Approach To Business appeared first on Poets&Quants. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
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- Business Insider
AAPL Down 18% YTD as Apple's AI Delays Erode Investor Confidence
Apple Inc. (AAPL) has long been the most reliable name in tech. It offered predictable product cycles, loyal customers, and industry-defining design. Investors called it boring in the best possible way. That was before 2025. Confident Investing Starts Here: Easily unpack a company's performance with TipRanks' new KPI Data for smart investment decisions Receive undervalued, market resilient stocks right to your inbox with TipRanks' Smart Value Newsletter This year, AAPL is down nearly 19% while the rest of the so-called 'Magnificent Seven' soar. Microsoft (MSFT), Nvidia (NVDA), Meta Platforms (META), Alphabet (GOOG) (GOOGL), Amazon (AMZN), and Tesla (TSLA) have all bounced back sharply. The S&P 500 (SPY) and Nasdaq have pushed higher on AI tailwinds. AAPL is the only one lagging. 'Siri, Why Are You Lagging? ' The reason sits at the core of Apple's identity. Artificial intelligence was supposed to be the company's next leap. A redesigned Siri, powered by new large language models, would act as a smart assistant across apps, emails, and calendars. It was shown off last year under the banner of 'Apple Intelligence.' Ads aired. Expectations built. Then came the delays. According to recent reports in The Financial Times and The Wall Street Journal, the upgrade is nowhere near ready. Internal demos fell flat. Engineers cited hundreds of bugs. Ads featuring The Last of Us star Bella Ramsey were quietly pulled. Executives have now postponed the launch indefinitely. One former Apple leader called the AI plan a stumble. Investors agree. Sentiment Is Cooling TipRanks data shows a cooling in analyst sentiment. There are fewer 'Strong Buy' ratings than a year ago. Several top-rated analysts have lowered price targets. Hedge fund activity in AAPL has also slowed. Insider confidence is muted. After years of being a consensus favorite, the stock is now drawing caution. The problems run deeper than software bugs. Regulators have delayed Apple's AI rollout in China. CEO Tim Cook has been pulled into political crossfire as former President Donald Trump returns to the White House. New tariffs on China-made electronics have added pressure to Apple's supply chain. Cook has pledged $500 billion in U.S. investments, but most iPhone production still takes place overseas. While Apple delays its AI rollout, the company's financial engine is quietly shifting. As shown below, gross profits from high-margin services have begun to rival hardware, underscoring why the stakes for Apple Intelligence are rising. AI Roadmap Remains Unclear At the same time, Apple's competitors have widened the AI gap. Microsoft is investing heavily in OpenAI and building custom data centers. Meta and Google are deploying their own foundation models across billions of users. Apple, in contrast, is now leaning on OpenAI to power parts of Siri. The company's privacy-first approach has also limited its ability to train cloud-scale models. With WWDC set to begin, expectations are low. Investors are not looking for surprises. They want evidence that Apple can deliver what it has already promised. Whether that means releasing a functional Siri upgrade or showing meaningful progress elsewhere in its AI roadmap remains unclear. In the meantime, AAPL still rests on a solid foundation. It has over 2 billion active devices and a growing services business. But the stock's premium valuation was built on the assumption of leadership. For now, the market is rethinking that assumption. Is Apple Stock a Buy, Sell, or Hold? average price target for AAPL stock is $228.65, suggesting a 12.13% upside.
