Latest News from Fast Company
Fast Company
3 hours ago
- Health
- Fast Company
The lab of the future: An artificial superintelligence for biology
The lab as we know it today is being transformed by how we think about medical research and drug discovery, as well as the intersection of artificial intelligence and biotechnology. As someone who has transitioned from a doctor to a tech CEO, I've witnessed firsthand how our mindset around medicine and innovation needs to evolve to keep pace with the accelerating changes in technology. In my journey, one of the most important lessons I've learned is: You can be too smart for your own good. It may sound counterintuitive, but when building a company or investing in new technologies, the smartest people often fall into the trap of overcomplicating things. A brilliant idea isn't always enough. You need the right people who can think creatively, take risks, and make it happen in the real world. For me, the mindset shift from doctor to CEO was about understanding that it's not just about medical knowledge; it's about building the right ecosystem to nurture that knowledge and turn it into real and transformative change. I believe that a crucial part of that ecosystem for my company, Owkin, is a new form of intelligence: a biological artificial superintelligence (BASI) to complement the ingenious human minds working with us. Next generation AI tools, like K Navigator, Owkin's agentic co-pilot for researchers, and K Pro for pharma, which is in the pipeline, will allow us to understand the full complexity of biology that has been beyond human understanding so far. This forms the backbone of Owkin's mission: We are creating the next-generation pharma focused on discovering cures and significantly enhancing pipeline value by developing a new intelligence system capable of decoding biological truths at scale. AI can fill the innovation gap left by pharma As the pharmaceutical industry increasingly focuses on a handful of blockbuster drugs, it's leaving behind many areas of medicine that are crucial for the future of healthcare. Too many diseases remain uncured as traditional pharma struggles to navigate the complexity of biology to augment care with efficient new molecules and diagnostics. From rare diseases to precision oncology, there's an innovation gap that AI is perfectly positioned to fill. AI can identify previously overlooked opportunities and streamline the development of treatments that are highly personalized and targeted. Unlike traditional pharmaceutical companies that are heavily reliant on large-scale, high-risk projects, AI companies can operate in a more agile, data-driven way. We can make smaller, more informed bets, leveraging machine learning and vast datasets to uncover insights that were once out of reach. This shift enables faster and more efficient drug discovery, with the added benefit of offering solutions for diseases that may not have attracted the attention of big pharma. Cell lines alone aren't going to work Most traditional biological research has been based on cell lines—cells removed from the human body and grown in petri dishes. But as we look to the future, there's a growing realization that cell lines, and other traditional research methods, are becoming outdated. While once a staple in biomedical research, they do not accurately replicate the complexity of human biology, and they fail to capture the diversity and variability that exists in real patients. AI-driven models are capable of moving beyond the limitations of cell lines by integrating data both from research done in cells and tissues removed from the body (in vitro) and from research done in living animals (in vivo). This validation approach, which incorporates multiple data types and sources, allows us to create more reliable and predictive models of human diseases. Science is advancing, and so is regulation. The FDA's recent announcement of plans to phase out animal testing in favor of 'more effective, human-relevant methods' means that we are entering an era where therapies can be tested on human tissue models from the very start. In collaboration with leading academic centers, Owkin has developed a patient-derived, lab-grown organoid (a mini version of a human organ), a breakthrough that brings us closer to faster, more accurate, and humane drug discovery. The combination of clinical data, genomic insights, and AI not only accelerates the development of new treatments but also increases their chances of success in clinical trials. The lab of the future The lab of the future will be one where AI is at the center, guiding discovery, improving precision, and increasing efficiency. Validation using real-world data will allow us to make better decisions and achieve higher rates of success. The traditional research process is being upended by these new technologies, and that's a good thing. The future of medicine will not just rely on human expertise, but on the power of AI and data to transform how we understand and treat disease. AI will deliver transformative therapies at an exponential scale, addressing the complexities of biology that traditional pharmaceutical approaches often cannot solve. Labs will become automated and serve as the ultimate playground for scientists, driving the future of drug discovery by harnessing the full potential of advanced AI systems. In these dynamic labs, organoids and agents will come together to work in synergy, allowing scientists to model and simulate human biology with greater accuracy. AI-driven technology will decipher biological patterns to identify the patients most likely to respond to specific treatments, significantly improving the chances of success in clinical trials and beyond. Seamlessly integrating these cutting-edge tools into the lab environment will transform the way we approach drug discovery, targeting diseases with a level of precision that was previously unimaginable. By pioneering the use of data, biology, and AI to decode the fundamental mechanics of disease and advance medical science, it will be possible to establish a foundation for the future of a 'positive singularity' in medicine. Through this innovative ecosystem, AI can revolutionize medicine. The time to innovate is now, and the possibilities are endless.
Fast Company
4 hours ago
- Business
- Fast Company
Marketing in an age of economic uncertainty
Let's get this out of the way: We constantly live in uncertain times. Periods of tranquility are actually an aberration, if not an illusion. The relationship between marketing budgets and economic volatility has always been complex. What we're witnessing isn't just the usual ebb and flow of consumer confidence or standard market corrections. It's an unprecedented convergence of tariff confusion, inflationary pressures, supply chain disruptions, and debt refinancing challenges. As I talk to CMOs and marketing leaders across industries, one word keeps surfacing: paralysis. Decision makers find themselves frozen, unsure whether to commit to long-term advertising contracts, unable to accurately forecast costs, and struggling to craft messaging that resonates in a consumer landscape where spending power is increasingly unpredictable. The historical perspective: Who thrives in downturns? When I look back at previous economic contractions—particularly 2008 and 2020—a clear pattern emerges that separates survivors from thrivers. In 2008, as financial markets collapsed, brands like Amazon, Netflix, and Hyundai didn't retreat. They advanced. Netflix invested heavily in its streaming service during the financial crisis, laying the groundwork for its eventual dominance. Hyundai introduced its ground-breaking 'Assurance Program,' allowing customers to return newly purchased vehicles if they lost their jobs—a true masterstroke that increased Hyundai's market share while competitors were seeing double-digit sales declines. The 2020 pandemic presented similar divergent paths. While many brands slashed marketing budgets in panic, companies like Zoom and DoorDash significantly increased their marketing investments, recognizing the unique moment to capture market share when consumers were rapidly forming new habits. The common thread? These companies didn't view marketing as a discretionary expense to be cut during uncertainty. They saw it as a strategic lever, one that should be pulled harder during hard times. 4 strategic approaches for the uncertainty-conscious marketer Here's what the most forward-thinking marketers are doing now to navigate the choppy waters ahead: They're embracing flexibility in all media contracts. The days of rigid, long-term commitments are giving way to more agile arrangements that allow for budget reallocation as economic conditions shift. This means negotiating pause clauses, shorter commitment windows, and performance-based terms that protect all contracted parties. Budgets are shifting toward measurable, adaptable channels. While social media and traditional media face the deepest anticipated cuts (41% and 43% respectively), digital advertising continues to gain market share despite economic concerns. Digital is projected to encompass up to 79% of total ad spend by 2030, up from its current 67%. Message content is being entirely rethought. In the face of economic anxiety, brands need messaging that acknowledges reality while providing genuine value. We're seeing this play out in automotive advertising, where some manufacturers are emphasizing their American manufacturing credentials. Ford's 'From America, For America' campaign represents a strategic positioning that resonates in an era of tariff concerns. As Hyundai, in 2008, these advertisers are using the moment to emphasize their particular brand's appeal. AI is being leveraged not just for cost cutting but for scenario planning. The most sophisticated marketing teams are using AI to model multiple economic outcomes and prepare messaging, budget allocations, and channel strategies for each scenario. The creative reset: How agencies have already adapted It's worth noting that the industry isn't starting from scratch in facing these challenges. Client behavior on creative development has undergone a dramatic transformation over the past several years. The best independent agencies have already restructured their operations in response. Gone are the days of lengthy creative development cycles and rigid campaign frameworks. Anticipating these changes years ago, independent shops have largely embraced agile methodologies that align perfectly with today's economic realities. In many ways, the independent agency sector has already prepared for exactly this kind of destabilizing environment. They've built their businesses around speed and adaptability rather than scale and standardization. As such, they're uniquely positioned to help steer brands through bumps ahead without sacrificing creative impact or market presence. Brand versus performance in uncertain times Perhaps the most critical strategic question facing marketers is how to balance brand building against performance marketing when budgets contract. Historical data consistently shows that brands maintaining or increasing their share of voice during downturns emerge in stronger positions when markets recover. Yet short-term revenue pressures make performance marketing irresistibly tempting when every dollar must be justified. The smart play here isn't choosing one over the other but reimagining how all of these factors work together. Performance marketing can be designed to build brand equity simultaneously. Brand marketing can incorporate more direct response elements. The artificial wall between these disciplines must come down to survive economic headwinds. Opportunity within adversity The brands that will emerge strongest from this period of uncertainty won't be those with the largest budgets, but those with the clearest strategic vision, the most agile execution, and the courage to maintain presence when competitors retreat. Economic uncertainty doesn't change the fundamental truth that share of voice leads to share of market. It simply raises the stakes and rewards those who can maintain their voice when others fall silent. Looking at the latter half of 2025, the marketing leaders who view this period not as a time to hide but as a rare opportunity to stand out will be the ones writing the success stories we'll be studying for years to come.
Fast Company
6 hours ago
- Business
- Fast Company
Taylor Swift finally owns it all: Every album, every song, every era
Swifties have plenty to celebrate on Friday as Taylor Swift announced that she now owns the master recordings of her first six albums after years of trying and failing to buy them. Swift posted the news to her website, explaining that she was able to purchase the original versions of the albums from Shamrock Capital, the private equity firm that bought the recordings from music manager Scooter Braun in 2020 for at least $300 million. In an emotional letter, Swift called securing her masters a dream come true. Swift described herself as 'endlessly thankful' to Shamrock Capital for handling the deal fairly and offering her the first chance she's ever been given to buy her own music back. 'This was a business deal to them, but I really felt like they saw it for what it was to me: My memories and my sweat and my handwriting and my decades of dreams,' Swift wrote. An uphill battle, even for a billionaire titan of the music industry After two decades 'of having the carrot dangled and then yanked away,' Swift admitted that she almost stopped believing that she would ever own the original recordings. 'But that's all in the past now,' Swift wrote. 'I've been bursting into tears of joy at random intervals ever since I found out that this is really happening. I really get to say these words: All of the music I've ever made… now belongs… to me.' In 2019, Braun acquired Nashville indie record label Big Machine, along with the rights to the albums Swift had recorded there. After Braun's purchase, Swift stated that she was in no way consulted on the deal and had suffered from 'incessant, manipulative bullying' by the industry executive. 'It's a shame to know that I will now be unable to help grow the future of these past works and it pains me very deeply to be separated from the music I spent over a decade creating,' Swift said after the deal went public. An update on the status of Reputation In light of her struggle to regain control of her own music, Swift set out to re-record all of the albums she didn't own. Swift began issuing 'Taylor's Version' updates to her missing catalogue albums in 2021, putting out re-recordings of Fearless, Red, Speak Now and 1989 accompanied by previously unreleased songs. Fans eager for news that Swift had finished re-recording her sixth studio album, Reputation, have plenty to be happy for but are still in for a wait. In her announcement, Swift divulged that, 'full transparency,' she's less than a quarter of the way done with the process. 'To be perfectly honest, it's the one album in the first 6 that I thought couldn't be improved upon by redoing it. Not the music, or photos, or videos. So I kept putting it off,' Swift wrote, adding that she's happy with a now-finished re-recording of her self-titled debut album. 'Those 2 albums can still have their moments to re-emerge when the time is right… But if it happens, it won't be from a place of sadness and longing for what I wish I could have,' Swift wrote. 'It will just be a celebration now.'
Fast Company
7 hours ago
- Business
- Fast Company
Elon Musk leaves his official role in Trump's White House—but not really
Elon Musk wrapped up his time with President Trump's administration on Friday with a lengthy press conference during which both men heaped praise on one other in what seemed like an attempt to shut down any suggestions of friction between them. Trump said that despite his status of special government employee ending Friday, Musk is 'really not leaving.' 'He's going to be back and forth, I think,' Trump told reporters in the ornately embellished Oval Office. He added that DOGE (the Department of Government Efficiency) was Musk's 'baby.' Musk stood by Trump, sporting a bruise near his eye he said was from 'horsing around' with his 5-year-old son. When asked about his future role in government, Musk deferred to the president. 'I expect to continue to provide advice whenever the president would like advice,' he said. 'I expect to remain a friend and an advisor and certainly if there's anything the president wants me to do, I'm at the president's service.' A 130-day experiment in government disruption The conference marked the end of one of the most turbulent governmental periods in history. For the past 130 days, Musk took a spot as one of Trump's most visible employees after spending hundreds of millions of dollars on his campaign. In that role, he powered an efficiency drive that he said was meant to cut $1 trillion from the federal budget by October 1. During that process, the agency cut wide swaths of important government agencies, amassed a number of lawsuits on the legality of its actions, and is still far short of its budget-cutting goal. At the same time, Musk's public perception dropped for not only him but his handful of companies. Investors voiced concerns that Musk was spending too much time in Washington, D.C., rather than focusing on running his businesses. Tesla, for example, has struggled with lagging sales in Europe and China, as well as consumer protests at its showrooms. 'This ends a dark chapter for Musk and Tesla,' Wedbush analyst Dan Ives said in an email. Tesla stock is set to end the month up more than 24%.
Fast Company
7 hours ago
- Business
- Fast Company
15 tips for launching a customer loyalty program
For businesses, loyalty programs are a great way to encourage repeat purchases and strengthen customer relationships. Yet, launching a successful one takes more than offering discounts or points. The best programs are designed with the customer in mind—what they value, how they interact with your brand, and what makes them feel genuinely appreciated. To help, 15 members of Fast Company Executive Board discuss what it takes to build a loyalty program that drives not only sales, but genuine customer engagement. 1. PERSONALIZE REWARDS WITH EMAIL ADDRESS INTELLIGENCE. Points and one-size-fits-all programs don't build loyalty. Customers need to feel seen. This level of personalization requires visibility into who customers are, how they behave, and what they value. Email address intelligence helps this, revealing real, active identities so you can act on what matters to them. Without it, you're guessing who deserves what, or possibly rewarding fraud. – Tom Burke, AtData 2. FOCUS ON EMOTIONAL CONNECTION, NOT JUST TRANSACTIONS. Make your brand unforgettable in your customer's life. Don't just focus on driving transactions—build emotional connections. Celebrate unexpected milestones that your customers didn't even know they were working towards. Create personal, meaningful experiences, and reward loyalty in ways that show you truly know them. – Andrew Graff, A&G (Allen & Gerritsen) 3. CONSIDER THE CUSTOMER'S SIDE OF THE INTERACTION. Think about how it feels for your customer. Will they find the rewards you offer and the commitment you ask of them to be a good value exchange? Too many loyalty programs make perfect sense for the vendor and ask too much of the customer. This means that in the end, it won't work out for you either. – Arar Han, Sabot Family Companies 4. USE TAILORED REWARDS AND GAMIFICATION TO INCREASE PARTICIPATION. To build a loyalty program that drives real engagement, go beyond generic rewards. Align incentives with what your customers truly value. In logistics, we offer shower credits—more meaningful than cash. Tailored rewards create stronger loyalty. Add gamification elements to boost participation and make the program more interactive and sticky. – Mohan Kumar, AtoB 5. TURN ORDINARY INTERACTIONS INTO MOMENTS OF AFFIRMATION. A great loyalty program isn't about points. It's about emotion. The most successful loyalty programs recognize and reward you in a way that serves an emotional need for people. They turn ordinary shopping interactions into moments of affirmation, making customers feel seen, understood, and valued. Design a loyalty program like that, and your most valuable customers will love your brand forever. – Barry Fiske, Merkle 6. RESEARCH CUSTOMER PREFERENCES TO ENSURE REWARDS ARE MEANINGFUL. Make sure the rewards are meaningful to your target audience. A loyalty program only works if it aligns with what your customers truly value. Conduct research beforehand to understand their preferences—whether it's discounts, exclusive access, or early product drops—and keep the program simple and easy to use. – Maria Alonso, Fortune 206 7. REWARD BRAND ENGAGEMENT TO MAKE LOYALTY A HABIT. Design your loyalty program like a two-way relationship, not a one-time transaction. The best programs reward spending and engagement, such as referrals, feedback, or education. When customers feel seen and valued beyond their wallet, loyalty becomes a habit rather than an obligation. – Albert Lie, Forward Labs 8. OFFER A RANGE OF REWARDS TO INCREASE VALUE. Offer a mix of rewards—for example, discounts, free products, exclusive access, and early-bird specials—to cater to different preferences. To enhance the customer experience and make them feel valued, give out special rewards like members-only events or sneak peeks of new products. Consider cross-promotions with complementary businesses to increase the value of the rewards program. – Britton Bloch, Navy Federal Credit Union 9. KEEP IT SIMPLE, RELEVANT, AND RESONANT. When launching a loyalty program, focus on delivering real value. Align rewards with what your customers truly want, personalize incentives based on behaviors, and make enrollment effortless. Simplicity, relevance, and emotional connection are key to building long-term loyalty and engagement. – Scott Keever, Keever SEO 10. AVOID TRAPS AND OVERCOMPLICATED PROGRAMS. First, avoid setting traps—for example, other than points, requiring additional fees to redeem rewards. Second, ensure high quality of the rewards. Do not use unsellable or expired products as rewards. Third, don't overuse the program to excessively promote other products. Finally, don't make the program too complex for customers to understand the direct benefits of their actions. – Chongwei Chen, DataNumen Inc. 11. MAKE THE PROGRAM A NATURAL EXTENSION OF YOUR BRAND. Focus on alignment over generic offers. Ensure the rewards reflect what your customers genuinely value—exclusive access, unique experiences, or curated product perks. A well-designed program should feel like a natural extension of your brand, not just a discount engine. – Kristin Marquet, Marquet Media, LLC 12. DON'T TRY TO BUY LOYALTY. Earn loyalty. Don't buy it. Transactional loyalty is transparently obvious. The reward-based exchanges you broker will either build relationships or break them down. Understand that your intentions are more apparent than you think. – Jay Steven Levin, WinThinking 13. TIE BENEFITS TO BEHAVIORS THAT ALIGN WITH BUSINESS GOALS. When launching a loyalty program, focus on creating real value for the customer. Make it simple to join, easy to understand, and genuinely rewarding. Tie benefits to behaviors that align with your business goals and ensure it feels personalized—loyalty is earned through relevance, not gimmicks. – Stephen Nalley, Black Briar Advisors 14. FOCUS ON WHAT YOUR CUSTOMER IS TRYING TO ACHIEVE. Make it truly valuable. Don't just gamify, personalize it. At LambdaTest, we were focused on what the customer was trying to achieve and aligned our rewards to speed that outcome up. It has to feel like a thank-you gift, not a marketing tool. – Asad Khan, LambdaTest Inc. 15. REMEMBER TO 'TEND' YOUR PROGRAM CONTINUOUSLY. Loyalty programs are designed to retain revenue and work on growing the share of spend; they are not acquisition tools. A program is not a project, it is a product. It lives and breathes and must adapt and grow. It needs an owner, a gardener. You don't build it and forget it. Finally, it is not a marketing function; it's an enterprise function with a leader who has a seat at the strategy table. – Maury Giles, Material
