Latest news with #AmyWebb
New York Times
02-08-2025
- Entertainment
- New York Times
Life in Shambles? Grab Your Passport and Follow That Mutt.
A DOG IN GEORGIA, by Lauren Grodstein There is a certain kind of midlife woman in literature, maybe you know the type: She is attractive, intelligent, generally beloved by friends and family. She is also secretly (or not so secretly) a mess — whipsawed by an unhappy marriage, an emptying nest or mere existential dread. Amy Webb, the vexed protagonist of Lauren Grodstein's tart, emotionally attuned novel 'A Dog in Georgia,' is one of those unlucky lucky ladies, a former chef whose well-ordered life — a handsome and affectionate husband, a sprawling East Village apartment, a stepson successfully sent off to college — is fraying badly at the edges. The husband, a charismatic bear of a man named Judd, spends long hours happily absorbed in the chic downtown bistro he owns and operates, and 19-year-old Ferris, now a Cornell sophomore, no longer needs his stepmother's constant care. That doesn't leave Amy much to do other than pick up fresh produce from the farmers' market, fret over her gentle German shepherd and gaze at her phone, a Möbius loop of unlikely animal-friendship videos — a baby goat cozying up to a donkey, a stray kitten nursed by a terrier — set to soothe. So when it appears that Judd has stepped outside their marriage again with a new and distressingly nubile employee (Amy is well familiar with her husband's susceptibility to the charms of pretty young women in his orbit; 15 years ago, she was one of them), she has a choice to make. She can stay and work through another infidelity, or file for divorce. Or she can fly to Georgia, the small, politically unstable country wedged between Russia and Turkey on the Black Sea, and locate a lost dog named Angel that she knows only from the internet. Before the flummoxed people in her life can stop her, Amy is on a plane to the capital, Tbilisi, ready to lose herself in a rescue mission so quixotic that even Irine, the woman who runs Angel's website, can't quite believe she's there. Want all of The Times? Subscribe.
Yahoo
25-06-2025
- Business
- Yahoo
From buzzword to must-have: Why AI is now an imperative for business leaders
Artificial intelligence is no longer a futuristic buzzword − it's a strategic imperative. For today's C-suite executives, AI offers far more than just automation. It's a tool to unlock growth, spark innovation, and empower smarter decision-making − if deployed wisely. 'Most leaders at the moment are using AI to find productivity boosts, to save costs, to reduce headcount,' said Amy Webb, CEO of the Future Today Strategy Group, a New York consulting firm specializing in strategic foresight. 'But the real opportunity is top-line growth' − identifying the next waves of innovation and creativity, executing those ideas, and planning for the future more effectively. To use AI strategically, leaders must first understand what kind they're dealing with. There are two main types, said Tom Davenport, professor of IT and management at Babson College in Wellesley, Massachusetts: analytical AI, which makes predictions based on structured data, and generative AI, which creates content such as text, images or product ideas. For companies in manufacturing or logistics, analytical AI can predict equipment failures or optimize pricing, he said. For those in media, law, or marketing, generative AI can drastically boost content creation. For instance, Colgate-Palmolive uses generative AI to simulate customer reactions to new products, while Kroger's analytic AI predicts nightly inventory needs for every grocery store, said Davenport, co-author of 'All-in On AI: How Smart Companies Win Big with Artificial Intelligence.' Despite AI's power, experts argue for always keeping humans in the loop. Viewing AI just as a job killer is short-sighted, said Thomas Malone, Patrick J. McGovern professor of management at the MIT Sloan School of Management and founding director of the MIT Center for Collective Intelligence. He sees it as a collaborator, not a competitor. Executives should be thinking about 'how can I use this technology (along with its generation of) new ideas about new kinds of products and services to create new jobs and make more profit?' said Malone, author of 'Superminds: The Surprising Power of People and Computers Thinking Together.' Davenport calls for an augmentation mindset – deploying AI to empower employees, rather than to replace them. 'Most of these technologies are not powerful enough or accurate enough to use without some human intervention,' he said. Embracing AI brings risks – but they're not the pop-culture notions that robots will take our jobs and murder us in our sleep, said Webb, author of 'The Big Nine: How the Tech Titans and Their Thinking Machines Could Warp Humanity.' One top risk is data decay – the way information can quickly become obsolete, undermining the effectivenes of AI that depends on it, she said. Over-reliance on external partners is another danger. 'I see a lot of organizations, big and small, bringing in armies of consultants,' a short-term win, that sets up a long-term deficiency, Webb said. 'It creates a huge vulnerability, because that company won't have developed any skills (and remains) reliant on these consultants going forward.' A third risk centers on policy and regulatory uncertainty, she said, meaning companies may have to constantly change gears as laws evolve. AI should be rooted in business strategy, not just handed off to IT, experts say. Embedding it throughout a company is more effective than trying to manage it from above, Malone said. Letting lots of employees experiment with AI, while offering support and training, may yield opportunities both big and small, and get more AI knowledge spread throughout a company. 'There's more risk of trying to steer it top down than trying to have a lot more flowers blooming,' he said. With AI's rapid-fire evolution, leaders need to make sure they don't get boxed into just today's capabilities, Webb said. Rather, they should factor AI into strategic foresight – building scenarios for long-term, data-driven planning, rather than a narrow focus on the next few quarters or years. 'Decisions that are made on artificial intelligence today will have a reverberating effect for decades into the future, at a business level, at a societal level,' she said. Leaders need to plunge into AI now without waiting for others to show the way, Davenport said. That means training people, developing good data and figuring out how AI fits into your business. 'Don't think you can be a fast follower in this area,' he said. 'The idea that you can catch up really quickly without having to make some of the early mistakes that your competitors do, is probably not going to be a good idea. It takes too long to get really good at it – so you should start now.' AI is one case where the hype about transformation may be real. 'This technology has the potential to change business at least as much as the internet did, maybe quite a bit more,' Malone said. This article originally appeared on USA TODAY: Not just a buzzword: Why business leaders are all in on AI
USA Today
25-06-2025
- Business
- USA Today
From buzzword to must-have: Why AI is now an imperative for business leaders
Artificial intelligence is no longer a futuristic buzzword − it's a strategic imperative. For today's C-suite executives, AI offers far more than just automation. It's a tool to unlock growth, spark innovation, and empower smarter decision-making − if deployed wisely. 'Most leaders at the moment are using AI to find productivity boosts, to save costs, to reduce headcount,' said Amy Webb, CEO of the Future Today Strategy Group, a New York consulting firm specializing in strategic foresight. 'But the real opportunity is top-line growth' − identifying the next waves of innovation and creativity, executing those ideas, and planning for the future more effectively. To use AI strategically, leaders must first understand what kind they're dealing with. What's the difference between analytical AI and generative AI? There are two main types, said Tom Davenport, professor of IT and management at Babson College in Wellesley, Massachusetts: analytical AI, which makes predictions based on structured data, and generative AI, which creates content such as text, images or product ideas. For companies in manufacturing or logistics, analytical AI can predict equipment failures or optimize pricing, he said. For those in media, law, or marketing, generative AI can drastically boost content creation. For instance, Colgate-Palmolive uses generative AI to simulate customer reactions to new products, while Kroger's analytic AI predicts nightly inventory needs for every grocery store, said Davenport, co-author of 'All-in On AI: How Smart Companies Win Big with Artificial Intelligence.' Why AI should also be people-powered or The human side of artificial intelligence Despite AI's power, experts argue for always keeping humans in the loop. Viewing AI just as a job killer is short-sighted, said Thomas Malone, Patrick J. McGovern professor of management at the MIT Sloan School of Management and founding director of the MIT Center for Collective Intelligence. He sees it as a collaborator, not a competitor. Executives should be thinking about 'how can I use this technology (along with its generation of) new ideas about new kinds of products and services to create new jobs and make more profit?' said Malone, author of 'Superminds: The Surprising Power of People and Computers Thinking Together.' Davenport calls for an augmentation mindset – deploying AI to empower employees, rather than to replace them. 'Most of these technologies are not powerful enough or accurate enough to use without some human intervention,' he said. Beyond the rewards, what are the risks of AI? Embracing AI brings risks – but they're not the pop-culture notions that robots will take our jobs and murder us in our sleep, said Webb, author of 'The Big Nine: How the Tech Titans and Their Thinking Machines Could Warp Humanity.' One top risk is data decay – the way information can quickly become obsolete, undermining the effectivenes of AI that depends on it, she said. Over-reliance on external partners is another danger. 'I see a lot of organizations, big and small, bringing in armies of consultants,' a short-term win, that sets up a long-term deficiency, Webb said. 'It creates a huge vulnerability, because that company won't have developed any skills (and remains) reliant on these consultants going forward.' A third risk centers on policy and regulatory uncertainty, she said, meaning companies may have to constantly change gears as laws evolve. AI should be rooted in business strategy, not just handed off to IT, experts say. Embedding it throughout a company is more effective than trying to manage it from above, Malone said. Letting lots of employees experiment with AI, while offering support and training, may yield opportunities both big and small, and get more AI knowledge spread throughout a company. 'There's more risk of trying to steer it top down than trying to have a lot more flowers blooming,' he said. With AI's rapid-fire evolution, leaders need to make sure they don't get boxed into just today's capabilities, Webb said. Rather, they should factor AI into strategic foresight – building scenarios for long-term, data-driven planning, rather than a narrow focus on the next few quarters or years. 'Decisions that are made on artificial intelligence today will have a reverberating effect for decades into the future, at a business level, at a societal level,' she said. Leaders need to plunge into AI now without waiting for others to show the way, Davenport said. That means training people, developing good data and figuring out how AI fits into your business. 'Don't think you can be a fast follower in this area,' he said. 'The idea that you can catch up really quickly without having to make some of the early mistakes that your competitors do, is probably not going to be a good idea. It takes too long to get really good at it – so you should start now.' AI is one case where the hype about transformation may be real. 'This technology has the potential to change business at least as much as the internet did, maybe quite a bit more,' Malone said.
Forbes
09-06-2025
- Business
- Forbes
Reflections On Time, Trust And Technology Following SXSW 2025
Andrea Eboli is a Business Strategist, Founder & CEO of EDR Consulting, with a Ph.D. in Consumer Science. This year, I had the pleasure of attending SXSW (South by Southwest), an influential global event in the fields of innovation, creativity, technology, music, film and culture. Held annually in Austin, Texas, the event brings together people from all walks of life. Entrepreneurs, academics, creators, executives, artists—each contribute unique perspectives and insights on the future we're all building together. As expected, artificial intelligence dominated the conversation. Amy Webb, futurist and founder of the Future Today Strategy Group, presented her much anticipated 2025 Tech Trends Report, highlighting the growing role of generative AI in sectors like healthcare, finance and education. Journalist Maggie Jackson, in turn, made a compelling case for uncertainty as a positive force in an AI-driven world and invited us to embrace agility, curiosity and creativity in times of flux. And Cristiano Amon, CEO of Qualcomm, discussed how AI is becoming the new user interface, seamlessly integrating into our lives, automating routine tasks and personalizing experiences. But beyond the headlines, two deeper reflections emerged for me—ideas I've continued to explore after attending dozens of sessions and panels: In a world driven by speed, automation and immediacy, time becomes both scarce and sacred. If our most repetitive or operational tasks can now be handled by machines, does that mean we'll have more free time? And more importantly: Are we ready for that? Will we use the time freed up by AI to focus on activities that bring pleasure, wellness and meaning? Or will we, once again, fall into the trap of overfilling our schedules under the guise of productivity? The question isn't new, but it's more urgent than ever. I'm reminded of a story an executive once shared with me. He recalled when 'urgent' meant placing a sticker on a letter, sending it by mail to another state and waiting days for a response. Today, that same urgency comes disguised in a bolded email subject line or a text message pinging during dinner. What happened to the time we gained through this evolution? Now, as AI tools write, analyze and suggest paths forward, we must ask again: Where does urgency go? What do we do with the time saved? This raises provocative opportunities for industries like travel and entertainment, which could position themselves as gateways to intentional time use. It also calls into question whether companies should reduce working hours when machines now complete tasks in half the time. Or will we continue our relentless pursuit of productivity at all costs? The answer remains open and deeply human. One of the most thought-provoking undercurrents of SXSW 2025 was the evolving relationship between humans and machines—not just as tools, but as companions. We are no longer speaking only of AI performing tasks—we're talking about AI becoming a trusted presence in people's lives. From digital assistants that offer personalized advice to AI-powered mental health apps that soothe and support, machines are stepping into roles once reserved for human connection. If I have a system that listens without judgment, offers reliable answers and even calms my anxiety, what becomes of my need for real human relationships? This might sound extreme, but it's already underway. A recent study found that people showed high emotional engagement with empathetic AI chatbots, though participants noted this differed from conversations with human therapists. While the ethics of this are still debated, the shift is undeniable: Machines are becoming emotional intermediaries. Which brings us to a powerful question: What space should be left for human interaction? And more importantly, which emotions or experiences are irreplaceably human? The event did not offer simple answers, but it challenged us to think. While AI can offer guidance, memory, precision and availability, it still struggles with ambiguity, vulnerability and the magic of serendipity, those uniquely human sparks that form in real relationships, imperfect and spontaneous. As we entrust AI with more of our decisions, must we also protect what makes us human? Not by rejecting the machine, but by rebalancing the equation? For businesses, striking the right balance is essential for making the most effective use of AI tools while enhancing the quality of our outcomes. Here are a few ways we can bring this balance into our daily routines: • AI can significantly amplify our capabilities, especially in data analysis and repetitive tasks, but it's up to us to exercise leadership, provide strategic direction and manage with intention. By focusing on higher-level decision making and vision, we step into roles that machines cannot fully replicate—not yet. • Another powerful way to engage with AI is by embedding ethical and emotional intelligence into our work. This human layer ensures that outcomes are not only efficient but also meaningful and personalized, creating more complete and impactful results. This year, more than ever, I left SXSW with the sense that we are not just entering a new chapter of innovation, we are rewriting the terms of what it means to be human. In a world of infinite tools, perhaps our greatest challenge is to reclaim what cannot be automated, presence, perspective and purpose. But are we truly prepared to protect what makes us human, or will we outsource even that? Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
CNBC
22-05-2025
- Business
- CNBC
How early days of Starlink, Amazon satellite work revealed key lesson about business risk and the future
Future Today Strategy Group Founder and CEO Amy Webb joins CNBC's Julia Boorstin at the 2025 CNBC CEO Council Summit to discuss what it means to be a futurist and how businesses need to stay adaptable to succeed during uncertain times.
