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Why Your Experts Might Not Show Up in Google AI Overviews — And How to Fix It
The way we find expert information online is changing fast. With the rise of Google’s AI-generated overviews (formerly called Search Generative Experience), the top spot on the search page no longer goes to the highest-ranking blue link. Instead, AI now summarizes answers using a blend of machine learning, structured data, and trust signals—pulling directly from a variety of select sources across the web. If institutions—whether academic, healthcare, corporate or others—aren't aligning its expert content with these new rules of discovery, your experts may be left out of the conversation altogether. Don't miss being featured in media stories, invited to speak at events, or approached for business and collaboration opportunities. This is the moment to double down on structured data and transparent authorship—because AI-first search is rewarding expert clarity, not just content volume. The following provides a quick breakdown as to how AI Search, Google’s EEAT principles, and Schema.org structured data work together—and what you can do to ensure your expert content...and your experts, gets surfaced, cited, and trusted. What Is EEAT and Why It Matters in AI Search EEAT stands for Experience, Expertise, Authoritativeness, and Trustworthiness—the core framework Google uses to evaluate whether content is reliable and deserves to rank, especially in high-stakes areas like health, education, and finance. In AI-powered summaries, Google doesn’t just look at keywords—it looks for: Real people with demonstrable credentials Clear affiliations with reputable institutions Consistent authorship and transparency Trust signals like citations, bios, and professional history EEAT in Action: Why Schema Markup Is Your AI SEO Power Tool EEAT signals work best when they’re machine-readable—that’s where Schema.org structured data comes in. It acts as a translator between your content and Google’s AI. Schema tags are pieces of structured data that help search engines understand the content and context of your web pages. They translate human-readable information—like author names, job titles, and article types—into machine-readable signals that boost visibility AI overviews and search results. Implementing Schema helps ensure your expert content is eligible for inclusion in AI overviews. Key schema types include: {Person} – for expert bios {ScholarlyArticle}, {Article}, {FAQ} – for authored content {Organization}, {MedicalOrganization}, {EducationalOrganization} – to establish credibility {sameAs} – to reinforce expertise by connecting external profiles (LinkedIn, ORCID, Google Scholar) Schema in Action: AI Overviews Favor Structured, Credible Expert Content Google’s AI overviews are designed to synthesize trustworthy sources—not just surface-level blog posts or SEO-churned pages. That means expert content that is: Authored by named individuals with clear credentials Structured for readability and machine parsing Linked to institutional authority and trust domains If your experts don’t meet these criteria—or if Google’s crawlers can’t understand the relationships between person, organization, and content—your insights may never reach the surface of the AI summary box. How ExpertFile Optimizes for AI-Driven Search AI search is no longer just about keywords—it’s about credibility, structure, and clarity. Institutions that invest in properly structured expert content will not only rank better—they’ll become the source quoted in the next generation of search. ExpertFile is purpose-built to maximize visibility and trust in this new era of AI search. Here’s how: Structured Expert Profiles: Every expert has a dedicated page with rich Person schema, bios, credentials, affiliations, and publication history. Schema-Tagged Content: Articles, media spotlights, and FAQs are marked up using Schema.org types like ScholarlyArticle, FAQPage, and Article. Institutional Credibility: Profiles are embedded within .edu, .org, or corporate domains—reinforcing trust with Google’s algorithms. Cross-Linked Authority: Integration with Google Scholar, LinkedIn, and ORCID ensures a 360° trust profile across the web. Mobile-Ready & Indexed: ExpertFile content is fully indexable and distributed across web and mobile platforms—supporting discoverability everywhere AI pulls from. With ExpertFile, your experts are not just listed—they’re positioned, structured, and ready for the AI spotlight. Learn more about how ExpertFile helps organization's benefit in the new era of AI.
Video Insights: What Investors Need to Know About Shifting Tariffs
Unprecedented uncertainty brought on by quickly evolving tariff policies is creating challenges and additional considerations for investors and other capital providers. In this video, J.S. Held experts Brian Gleason, John Peiserich, James E. Malackowski, and Tom Burns – experts in turnaround, supply chain, intellectual property, and political risk – pose twelve questions to private equity sponsors and their portfolio companies to explore amid the continued tariff uncertainty. Restructuring and operations expert Brian Gleason has managed or participated in more than 300 turnaround engagements over the past 29 years and applies the principles utilized in J.S. Held's work advising companies in crisis. In the video, Brian addresses three essential questions that investors should consider with their portfolio companies during this period of unprecedented tariff-policy-induced uncertainty: 1) How have tariffs impacted business forecasting and investor confidence? 2) What are the key actions portfolio company management teams should take during tariff-induced uncertainty? 3) What leadership strategies are recommended for navigating the economic stress caused or complicated by tariffs? Business intelligence expert Tom Burns has extensive experience leading intelligence collection assignments for financial institutions, law firms, and blue-chip multinationals around the world. Tom explores the additional pre-acquisition diligence essential amid tariff uncertainty in the video. He addresses three questions, including: 4) How have tariffs changed the due diligence process in acquisitions? 5) What is transshipment, and why is it a concern for investors and their portfolio companies? 6) What steps should investors take to manage tariff-related risks in acquisitions? Capital projects, environmental risk, and compliance expert John Peiserich has over 30 years of experience advising heavy industry and law firms throughout the country with a focus on Oil & Gas, Energy, and Public Utilities. In the video, John reflects upon: 7) Why is it important for investors to assess the owner-operator's understanding of supply chain risks? 8) How have tariffs introduced new challenges for large-scale projects? 9) What is the potential impact of supply chain and tariff-related delays on investment outcomes? James E. Malackowski has a unique perspective on intellectual property litigation risk, strategic management, and monetization, which benefits from his prior work at a leading private equity firm. In the video, he advises investors and their portfolio companies to consider: 10) How do tariffs influence decisions around manufacturing relocation and intellectual property? 11) What IP-related risks should companies consider when relocating manufacturing operations? 12) What steps should investors take to ensure IP is properly managed in response to tariffs? The J.S. Held Tariffs and Trade Series is a collection of intelligence, insights, and action plans that inform strategic business decision-making and foster resilience in an increasingly volatile global market. To view more of our Tariffs and Trade Series expert analysis and commentary, visit: Looking to know more or connect with John Peiserich and James E. Malackowski? Simply click on either expert's icon now to arrange an interview today. If you are looking to connect with Brian Gleason or Tom Burns - contact : Kristi L. Stathis, J.S. Held +1 786 833 4864 Kristi.Stathis@JSHeld.com
Google's New AI Overviews Isn’t Just Another Search Update
Google's recent rollout of AI Overviews (previously called “Search Generative Experience”) at its annual developer conference is being hailed as the biggest transformation in search since the company was founded. This isn’t a side project for Google — it fundamentally alters how content gets discovered, consumed, and valued online. If you're in marketing, PR, content strategy, or run a business that depends on online visibility, this requires a fundamental shift in your thinking. What Is AI Overviews? Instead of showing users a familiar list of blue links and snippets, Google now uses artificial intelligence to generate a summary answer at the very top of many search results pages. This AI-generated box pulls together content from across the web and tries to answer the user’s question instantly—without requiring them to click through to individual websites. Here’s what that looks like: You type in a question like “What are the best strategies for handling a media crisis?” Instead of just links, you see a big AI-generated paragraph with summarized strategies, possibly quoting or linking to 3-5 sources—some of which might not even be visible unless you scroll or expand the summary. Welcome to the new digital gatekeeper. Elizabeth Reid, VP of Search at Google states "Our new Gemini model customized for Google Search brings together Gemini’s advanced capabilities — including multi-step reasoning, planning and multimodality — with our best-in-class Search systems. Let's breakdown this technobabble. Think of Gemini as the brain behind Google’s search engine that’s now: Even More Focused on User intent For years, SEO strategies were built around guessing and gaming the right keywords: “What exact phrase are people typing into Google?” That approach led to over-optimized content — pages stuffed with phrases like “best expert speaker Boston cleantech” — written more for algorithms than actual humans. But with Google Gemini and other AI models now interpreting search queries like a smart research assistant, the game has changed entirely. Google is no longer just matching phrases — it’s interpreting what the user wants to do and why they’re asking. Here’s What That Looks Like: Let’s say someone searches: “How do I find a reputable expert on fusion energy who can speak at our cleantech summit?” In the old system, pages that mentioned “renewable energy,” “expert,” and “speaker” might rank — regardless of whether they actually helped the user solve their problem. Now Google more intuitively understands: • The user wants to evaluate credibility • The user is planning an event • The user needs someone available to speak • The context is likely professional or academic If your page simply has the right keywords but doesn’t send the right signals — you’re invisible. Able to plan ahead Google and AI search platforms now go beyond just grabbing facts. They string together pieces of information to answer more complex, multi-step queries. In traditional search, users ask one simple question at a time. But with multi-step queries, users are increasingly expecting one search to handle a series of related questions or tasks all at once — and now Google can actually follow along and reason through those steps. So imagine you’re planning a conference. A traditional search might look like: "Best conference venues in Boston” But a multi-step query might be: “Find a conference venue in Boston with breakout rooms, check availability in October, and suggest nearby hotels with group rates.” This used to require three or four different searches, and you’d piece it together yourself. Now Google can handle that entire chain of related tasks, plan the steps behind the scenes, and return a highly curated answer — often pulling from multiple sources of structured and unstructured data. Even Better at understanding context Google now gets the difference between ‘a speaker at a conference’ and ‘a Bluetooth speaker’ — because it understands what you mean, not just what you type.” In the past, Google would match keywords literally. If your page had the word “speaker,” it might rank for anything from event keynotes to audio gear. That’s why so many search results felt off or required extra digging. Now Google reads between the lines. It understands that “conference speaker” likely refers to a person who gives talks, possibly with credentials, experience, and a bio. And that “Bluetooth speaker” is a product someone might want to compare or buy. Why this matters for marketers: If you’re relying on vague or generic content — or just “keyword-stuffing” — your pages will fall flat. Google is no longer fooled by superficial matches. It wants depth, clarity, and specificity. Reads More Than Just Text Google now processes images, videos, charts, infographics, and even audio — and uses that multimedia information to answer search queries more completely. This now means that your content isn’t just being read like a document — it’s being watched, listened to, and interpreted like a human would. For example: • A chart showing rising enrollment in nursing programs might get picked up as supporting evidence for a story about healthcare education trends. • A YouTube video of your CEO speaking at a conference might be indexed as proof of thought leadership. • An infographic explaining how your service works could surface in an AI-generated summary — even if the keyword isn’t mentioned directly in text. Ignoring multimedia formats? Then, your competitors’ visual storytelling could be outperforming your plain content. Because you're not giving Google the kind of layered, helpful content that Gemini is now designed to highlight. Why This Matters There's a big risk here. Marketers who ignore these developments are in danger of becoming invisible in search. Your old SEO tricks won’t work. Your content won’t appear in AI summaries. Your organization won’t be discovered by journalists, customers, or partners who now rely on smarter search results to make decisions faster. If you’re in communications, PR, media relations, or digital marketing, here’s the key message. You are no longer just fighting for links. You need to fight to be included in the Google AI summary itself at the top of search results - that's the new #1 goal. Why? Journalists can now find their answers before ever clicking on your beautifully written news page. Prospective students, donors, and customers will often just see the AI’s version of your content. Your brand’s visibility now hinges on being seen as “AI-quotable.” If your organization isn’t optimized for this new AI-driven landscape, you risk becoming invisible at the very moment people are searching for what you offer. How You Can Take Action (and Why Your Role Is More Important Than Ever) This isn’t just an IT or SEO problem. It’s a communications strategy opportunity—and you are central to the solution. What You Can Do Now to Prepare for AI Overviews 1. Get Familiar with How AI “Reads” Your Content AI Overviews pull content from websites that are structured clearly, written credibly, and explain things in simple language. Action Items: Review your existing content: Is it jargon-heavy? Outdated? Lacking expert quotes or explanations? Then, it's time to clean house. 2. Collaborate with your SEO and Web Teams Communicators and content creators now need to work hand-in-hand with technical teams. Action Items: Check your pages to see if you are using proper schema markup. Are you creating topic pages that explain complex ideas in simple, scannable formats? 3. Showcase Human Expertise AI values content backed by real people—especially experts with credentials. Action Items: Make sure your expert profiles are up to date. Make sure you continue to enhance them with posts, links to media coverage, short videos, images and infographics that highlight the voices behind your brand and make you stand out in search. 4. Don’t Just Publish—Package AI favors content that it can easily digest and display such as summary paragraphs, FAQs, and bold headers that provide structure for search engines. This also makes your content more scannable and engaging to humans. Action Items: Repurpose your best content into AI-friendly formats: think structured lists, how-tos, and definitions. 5. Monitor Your Presence in AI Overviews Regularly search key topics related to your organization and see what shows up. Action Items: Is your content featured? If not, whose is—and identify what they doing differently. A New Role for Communications: From Media Pitches to Machine-Readable Influence This isn’t the end of communications as we know it—it’s an evolution. Your role now includes helping your organization communicate clearly to machines as well as to people. Think of it as “PR for the algorithm.” You’re not just managing narratives for the public—you’re shaping what AI systems say about you and your brand. That means: • Ensuring your best ideas and experts are front and center online. • Making complex information simple and quotable. • Collaborating cross-functionally like never before. Final Thought: AI Search Rewards the Prepared Google’s new AI Overviews are here. They’re not a beta test. This is the future of search, and it’s already rolling out. If your institution, company, or nonprofit wants to be discovered, trusted, and quoted, you can no longer afford to ignore how AI interprets your online presence. Communications and media professionals are now at the front lines of discoverability. And the best way to lead is to act now, work collaboratively, and elevate your role in this new era of search. Want to see how leading organizations are getting ahead in the age of AI search? Discover how ExpertFile is helping corporations, universities, healthcare institutions and industry associations transform their knowledge into AI-optimized assets — boosting visibility, credibility, and media reach. Get your free download of our app at www.expertfile.com
Vishesh Agarwal, M.D., Appointed Chief of Addiction Medicine Services
Vishesh Agarwal, M.D., has been appointed chief of Addiction Medicine Services at ChristianaCare. In this role, Agarwal will lead and expand ChristianaCare’s comprehensive addiction treatment services, guiding care for people with substance use disorders across inpatient, outpatient, emergency and consultation settings. He will oversee addiction programs across all campuses, help create consistent care guidelines and support teams of experts working together to provide safe, effective and compassionate care for patients. A key priority for Agarwal will be to explore strategic growth opportunities to broaden ChristianaCare’s reach and strengthen its impact on individuals and families affected by substance use disorders. His leadership will be instrumental in ensuring that ChristianaCare continues to set the standard for innovation and excellence. Agarwal will continue in his role as vice chair of the Department of Psychiatry at ChristianaCare, maintaining his leadership of clinical and operational initiatives in the Behavioral Health Service Line. He will continue to lead efforts to improve provider well-being, develop care pathways and foster clinical growth. He also oversees the Behavioral Health Unit, Emergency Department crisis services and psychiatric consultations for hospitalized patients. Agarwal is board certified in general adult psychiatry, addiction psychiatry and obesity medicine. He has published research on substance use and behavioral addictions in peer-reviewed journals and has presented at national conferences. His 2021 study linking gambling disorder, major depression and suicide risk was published in Addictive Behaviors and gained national attention. Agarwal holds an Executive MBA from Quantic School of Business and Technology and completed an addiction psychiatry fellowship at the Zucker Hillside Hospital. He completed his psychiatry residency and served as administrative chief resident at Einstein Medical Center. He earned his medical degree from Gauhati Medical College. Agarwal teaches and mentors psychiatry residents and medical students as a clinical assistant professor at Sidney Kimmel Medical College at Thomas Jefferson University. He also co-chairs system committees and serves on the board of the Mental Health Association in Delaware. He reports to Mustafa Mufti, M.D., chair of the Department of Psychiatry.
Why Simultaneous Voting Makes for Good Decisions
How can organizations make robust decisions when time is short, and the stakes are high? It’s a conundrum not unfamiliar to the U.S. Food and Drug Administration. Back in 2021, the FDA found itself under tremendous pressure to decide on the approval of the experimental drug aducanumab, designed to slow the progress of Alzheimer’s disease—a debilitating and incurable condition that ranks among the top 10 causes of death in the United States. Welcomed by the market as a game-changer on its release, aducanumab quickly ran into serious problems. A lack of data on clinical efficacy along with a slew of dangerous side effects meant physicians in their droves were unwilling to prescribe it. Within months of its approval, three FDA advisors resigned in protest, one calling aducanumab, “the worst approval decision that the FDA has made that I can remember.” By the start of 2024, the drug had been pulled by its manufacturers. Of course, with the benefit of hindsight and data from the public’s use of aducanumab, it is easy for us to tell that FDA made the wrong decision then. But is there a better process that would have given FDA the foresight to make the right decision, under limited information? The FDA routinely has to evaluate novel drugs and treatments; medical and pharmaceutical products that can impact the wellbeing of millions of Americans. With stakes this high, the FDA is known to tread carefully: assembling different advisory, review, and funding committees providing diverse knowledge and expertise to assess the evidence and decide whether to approve a new drug, or not. As a federal agency, the FDA is also required to maintain scrupulous records that cover its decisions, and how those decisions are made. The Impact of Voting Mechanisms on Decision Quality Some of this data has been analyzed by Goizueta’s Tian Heong Chan, associate professor of information systems and operation management. Together with Panos Markou of the University of Virginia’s Darden School of Business, Chan scrutinized 17 years’ worth of information, including detailed transcripts from more than 500 FDA advisory committee meetings, to understand the mechanisms and protocols used in FDA decision-making: whether committee members vote to approve products sequentially, with everyone in the room having a say one after another; or if voting happens simultaneously via the push of a button, say, or a show of hands. Chan and Markou also looked at the impact of sequential versus simultaneous voting to see if there were differences in the quality of the decisions each mechanism produced. Their findings are singular. It turns out that when stakeholders vote simultaneously, they make better decisions. Drugs or products approved this way are far less likely to be issued post-market boxed warnings (warnings issued by FDA that call attention to potentially serious health risks associated with the product, that must be displayed on the prescription box itself), and more than two times less likely to be recalled. The FDA changed its voting protocols in 2007, when they switched from sequentially voting around the room, one person after another, to simultaneous voting procedures. And the results are stunning. Tian Heong Chan, Associate Professor of Information Systems & Operation Management “Decisions made by simultaneous voting are more than twice as effective,” says Chan. “After 2007, you see that just 3.4% of all drugs and products approved this way end up being discontinued or recalled. This compares with an 8.6% failure rate for drugs approved by the FDA using more sequential processes—the round robin where individuals had been voting one by one around the room.” Imagine you are told before hand that you are going to vote on something important by simply raising your hand or pressing a button. In this scenario, you are probably going to want to expend more time and effort in debating all the issues and informing yourself before you decide. Tian Heong Chan “On the other hand, if you know the vote will go around the room, and you will have a chance to hear how others’ speak and explain their decisions, you’re going to be less motivated to exchange and defend your point of view beforehand,” says Chan. In other words, simultaneous decision-making is two times less likely to generate a wrong decision as the sequential approach. Why is this? Chan and Markou believe that these voting mechanisms impact the quality of discussion and debate that undergird decision-making; that the quality of decisions is significantly impacted by how those decisions are made. Quality Discussion Leads to Quality Decisions Parsing the FDA transcripts for content, language, and tonality in both settings, Chan and Markou find evidence to support this. Simultaneous voting or decision-making drives discussions that are characterized by language that is more positive, more authentic, and more even in terms of expressions of authority and hierarchy, says Chan. What’s more, these deliberations and exchanges are deeper and more far-ranging in quality. We find marked differences in the tone of speech and the topics discussed when stakeholders know they will be voting simultaneously. There is less hierarchy in these exchanges, and individuals exhibit greater confidence in sharing their points of view more freely. Tian Heong Chan “We also see more questions being asked, and a broader range of topics and ideas discussed,” says Chan. In this context, decision-makers are also less likely to reach unanimous agreement. Instead, debate is more vigorous and differences of opinion remain more robust. Conversely, sequential voting around the room is typically preceded by shorter discussion in which stakeholders share fewer opinions and ask fewer questions. And this demonstrably impacts the quality of the decisions made, says Chan. Sharing a different perspective to a group requires effort and courage. With sequential voting or decision-making, there seems to be less interest in surfacing diverse perspectives or hidden aspects to complex problems. Tian Heong Chan “So it’s not that individuals are being influenced by what other people say when it comes to voting on the issue—which would be tempting to infer—rather, it’s that sequential voting mechanisms seem to take a bit more effort out of the process.” When decision-makers are told that they will have a chance to vote and to explain their vote, one after another, their incentives to make a prior effort to interrogate each other vigorously, and to work that little bit harder to surface any shortcomings in their own understanding or point of view, or in the data, are relatively weaker, say Chan and Markou. The Takeaway for Organizations Making High-Stakes Decisions Decision-making in different contexts has long been the subject of scholarly scrutiny. Chan and Markou’s research sheds new light on the important role that different mechanisms have in shaping the outcomes of decision-making—and the quality of the decisions that are jointly taken. And this should be on the radar of organizations and institutions charged with making choices that impact swathes of the community, they say. “The FDA has a solid tradition of inviting diversity into its decision-making. But the data shows that harnessing the benefits of diversity is contingent on using the right mechanisms to surface the different expertise you need to be able to see all the dimensions of the issue, and make better informed decisions about it,” says Chan. A good place to start? By a concurrent show of hands. Tian Heong Chan is an associate professor of information systems and operation management. he is available to speak about this topic - click on his con now to arrange an interview today.
Expert Perspective: The Hidden Costs of Cultural Appropriation
In our interconnected world, cultural borrowing is everywhere. But why do some instances earn applause while others provoke outrage? This question is becoming increasingly crucial for business leaders who must carefully navigate cultural boundaries. Take the backlash the Kardashian-Jenner family faced for adopting styles from minority cultures or the controversy over non-Indigenous designers using Native American patterns in fashion. These examples highlight the issue of cultural appropriation, where borrowing elements from another culture without genuine understanding or respect can lead to accusations of exploitation. Abraham Oshotse, an assistant professor of organization and management at Goizueta Business School, along with Assistant Professor of Sociology and Anthropology at Hebrew University Yael Berda and Associate Professor of Organizational Behavior at the Stanford Graduate School of Business Amir Goldberg, explores this in their research on “cultural tariffing.” They shed light on why high-status individuals, such as celebrities or industry leaders, often come under fire when crossing cultural boundaries. The Concept of Cultural Tariffing Oshotse and coauthors define cultural tariffing as “the act of imposing a social cost on cultural boundary crossing. It is levied on high-status actors crossing into low-status culture, in order to mitigate the reproduction of the status inequality.” This notion suggests that the acceptance or rejection of cultural boundary-crossing is influenced by the perceived costs and benefits. Cultural appropriation involves taking elements from a culture that one does not belong to, without permission or authority. For example, when Elvis Presley brought African-American music into the mainstream, it was initially seen as elevating the genre. However, in today’s context, such acts might be criticized as appropriation rather than celebration. This research seeks to analyze people’s modern reactions to different examples of cultural boundary-crossing and which conditions induce cultural tariffing. The Hypotheses The researchers make four hypotheses about participants’ reactions to cultural appropriation: People will disapprove of cultural borrowing if there’s a clear power imbalance, with the borrowing group having more status or privilege than the group they are borrowing from. Cultural borrowing is more likely to be criticized if the person doing it has a higher socioeconomic status within their social group. Cultural borrowing is more likely to be criticized if the person doing it has only a shallow connection to the culture they’re borrowing from. Cultural borrowing is more likely to be criticized if the person doing it benefits more from it than the people from the culture they are borrowing from. Put to the Test Oshotse et al exposed respondents to four scenarios per hypothesis (16 total) with a permissible and a transgressive condition. In the permissible condition, subjects exhibit lower status or socioeconomic standing or a stronger connection to the target culture. Subjects in the transgressive condition exhibit a higher status or socioeconomic standing and less of an authentic connection to the target culture. Insights from the Study Oshotse’s study offers four key insights: Status Matters: Cultural boundary-crossing is more likely to generate disapproval if there’s a clear status difference favoring the adopter. Superficial Connections: The less authentic the adopter’s connection to the target culture, the more likely they are to face backlash. Socioeconomic Influence: Higher socioeconomic status within the adopter’s social group increases the likelihood of disapproval. Value Extraction: The more value the adopter gains relative to the culture they’re borrowing from, the higher the disapproval. These insights are crucial for leaders who want to navigate cultural boundaries successfully, ensuring their actions are seen as respectful and inclusive rather than exploitative. Real-World Implications for Business Leaders Why does this matter for business leaders? Understanding cultural tariffing is crucial when expanding into new markets, launching multicultural campaigns, or even managing diverse teams. The research suggests that crossing cultural boundaries without deep understanding or respect can backfire. That’s especially true when the adopter holds a higher socioeconomic status. Consider the example of a luxury brand adopting traditional African patterns without engaging with the communities behind them. In this case, it risks being seen as exploitative rather than innovative. The consequences aren’t just reputational; they can also impact the brand’s bottom line. This research isn’t just about isolated incidents; it mirrors sweeping societal shifts. Over the past 50 years, Western views have evolved to embrace ethnic diversity and multicultural exchange. But with this newfound appreciation comes a fresh set of challenges. Today’s leaders must navigate cultural interactions with greater care, fully aware of the historical and social contexts that shape perceptions of appropriation. In today’s global and interconnected business landscape, mastering the subtleties of cultural appropriation and tariffing is crucial. Leaders who tread thoughtfully can boost their reputation and success, while those who falter may face serious backlash. By understanding the hidden costs of crossing cultural boundaries, business leaders can cultivate authentic exchanges and steer clear of the pitfalls of appropriation. Abraham Oshotse is an assistant professor of organization & management. He is available speak to media regarding this important topic - simply click on his icon now to arrange an interview today.
Companies pay a price for taking a stand on polarizing issues
News that Target’s sluggish first quarter earnings were partly due to consumers protesting the retail giant’s rollback on diversity, equity, and inclusion (DEI) policies, may have some people wondering why any company would take a position on a politically divisive issue. David Primo, a professor of political science and business administration at the University of Rochester, says political polarization across the country has forced the hands of some corporate executives to take a stand. Perhaps not surprisingly, Americans are split on whether they want big business wading into social and political minefields. “It’s pretty straight forward to think that a corporation ought to be taking positions on issues related to its core business operations,” Primo says. “The challenge for an executive, who has a fiduciary responsibility to the company, is knowing where to draw the line.” Primo regularly shares his insights on a variety of topics with business journalists and political reporters. Recently, he spoke to USA Today about consumers boycotting major retailers. Contact him by clicking on his profile.
Have you ever dreamed of being an Olympic athlete? Perhaps you have wondered what it would feel like to stand on that podium in front of the world as your national anthem plays. For most Olympic athletes, the journey begins very early in life. But imagine what it would be like if you started training for this event in your 60s? Read on if you want an edge to discover how to win the Retirement Games and still pass the drug test (let’s face it, peeing is not an issue for many at that age)! Here is your chance to get on the podium at the most crucial game of your life. On Your Marks, Get Set, Ready, Go! Retirement was more like a coffee break five decades ago—brief, predictable, and over before your muffin cooled. In 1975, the average Canadian could expect to live about 73.53 years. Fast forward to 2025; we're clocking in at nearly 83.26 years. Even juicier? The lastest research shows half of today's 20-year-olds in Canada are expected to live past 90. That’s why we need to think of retirement these days, not as a sprint; instead, it’s an ultramarathon with hills, potholes, and the occasional pulled hamstring. Most of us never expected to be training for it in our sixties, but here we are—so pull up your compression socks and move. The starter's pistol is about to fire, whether you're ready or not! Surprise! You're Retired While you may dream of selecting your retirement date like a fine wine, many face the reality of a boxed kind instead. Approximately 6 in 10 Americans retire earlier than they planned. Research from the Transamerica Center for Retirement Studies shows that many individuals experience unexpected early retirement due to personal health issues, employer discretion, or family-related circumstances. https://www.cbsnews.com/news/retirement-age-in-america-62-claiming-social-security-early/ Sometimes, it's a health scare, a loved one’s illness, or a harsh employer downsizing. Nobody whispers the term "ageism," but when companies replace senior employees with younger, more affordable talent (or AI bots), it’s not subtle—it’s math.As Morgan Housel reminds us in his bestseller, The Psychology of Money, "The most important part of every plan is planning for your plan, not going according to plan." Expect the unexpected. Train as if retirement could sneak up on you—because it just might. Get Fit, Stay Sharp: Health is the First Leg of the Race Physical and mental health are the fuel for your retirement. The rest doesn’t matter without them; we’re not just talking about lifting weights. (Though, yes, lift some weights.) Regular physical activity provides numerous benefits for older adults, including a reduced risk of dementia and enhanced cognitive function. Exercise can help maintain brain health, reduce mental decline, and even reverse some age-related brain shrinkage. Additionally, physical activity can improve mood, reduce anxiety, and enhance balance and coordination, leading to a better quality of life. • Strength training enhances bone density, metabolism, and mental health. (Source: Mayo Clinic) • Flexibility and balance? Try yoga or tai chi. Harvard Health says they reduce pain and stiffness. • Mental fitness? Cue up Wordle, Canuckle (the Canadian cousin), or Sudoku. • Dancing? It's beneficial for your brain and your swagger • Listening to music or playing an instrument can reduce stress and boost memory. Gold Medal Tip: Motivation is overrated; action is everything. Don’t be a couch potato. A new study conducted at the University of Pittsburgh School of Medicine shows that older adults who spend more time sedentary — such as sitting or lying down — may be at a higher risk for lower cognition and in areas linked to the development of Alzheimer’s disease, no matter how much they exercise! So make sure you show up, move, and the motivation will catch up. Wealth Training: Stop Hoping, Start Budgeting Here's a shocker: Retirement doesn't mean your expenses magically disappear. According to Steve Willems' podcast “10 Retirement Myths You May Not Want to Believe,” most retirees don’t spend less. Aside from the mortgage, spending remains surprisingly consistent, especially during the Go-Go years (ages 55-75)”. We like what we like: groceries, entertainment, travel, and stylish or comfortable clothes are still on our shopping lists. That’s why many of us in retirement will need to pay more attention to spending and budgeting. Check Obligation Spending Retirement is the perfect time to reevaluate expenses from obligation rather than genuine need or joy. Here's a thoughtful way to frame that idea: Retirement is the season of freedom, so why are you still paying for things that feel like a burden? Now that you’re no longer earning a regular paycheck, every dollar matters more than ever. This means it’s time to take a closer look at obligatory expenses. These might include: • Helping adult children financially (even when it stretches your budget) • Donating to every fundraiser or cause just because someone asked • Hosting large family gatherings that leave you exhausted and over budget • Maintaining memberships, subscriptions, or traditions that no longer bring you joy. (We talk a lot more about this in a previous post What’s your Retirement Plan B While generosity is admirable, it shouldn’t jeopardize your financial security or peace of mind. Retirement should focus on investing in what truly matters to you now, rather than keeping up appearances or adhering to outdated expectations. Here’s a gentle mantra to adopt: “I’ve earned the right to say no with love and confidence.” Freeing yourself from obligation spending doesn’t mean becoming stingy; it means becoming intentional. Give where your heart feels full, not where your guilt feels heavy. After all, you didn’t work all those years to keep writing checks out of habit. Balance Beam- Budget What’s your plan when overtime isn’t an option and the budget doesn’t balance? Start with a good old-fashioned reality check: • Write down ALL expenses. • Tally up your income. • Look for a surplus (yay, trip!) or a shortfall (boo, time to pivot). Look at Canadian Government Pensions • Here's the math. Old Age Security (OAS): Max is about $713/month or $8,556/year. And don’t forget the dreaded government clawback (formally known as the Old Age Security Pension Recovery Tax which starts at ~$90,997. • Canada Pension Plan (CPP): The average monthly payment is $758, while the maximum is $1,364 per month or $16,368 per year. So with these two programs combined, provided you meet requirements, as a senior, you're looking at somewhere between $17,000–$25,000/year before tax. If your lifestyle needs a bit more jazz hands, here’s how to bridge the gap: DIY Income Builders: • Slash debt. Every dollar you don't spend is one you keep. • Downsize and bank the equity. • Buy or build an ADU and rent it. I have written more about ADU's here. • HELOC or Reverse mortgage (borrow strategically). • Withdraw from investments (4% rule). • Monetize your skills: consulting, tutoring, or writing that novel you started in 1993. Gold Medal Tip: Track your joy per dollar. If you’re going to spend, make it worth it. Rewire, Don’t Retire: Finding Purpose The biggest myth of retirement? That doing nothing feels good forever. (Spoiler alert: it doesn’t.) Passion is your GPS. It guides you towards what fills your heart. Whether you write poetry, walk dogs, or paint birds wearing tiny hats, your joy matters. And legacy? That’s just purpose with staying power. There’s science to support the benefits of this lesson. A study in JAMA Psychiatry found that people with a sense of purpose had a lower risk of mortality and disability Purpose-Driven Paths: • Volunteer: Look for a cause that fires you up. • Get a part-time job: Perhaps you can fill in at a local bookstore, garden center or be a barista? • Hobbies: Take up painting, pottery, or poetry. • Go Back to School: Many Universities such as The University of Toronto offer free, non-credit courses through programs as part of their community outreach. Seniors (over 60) enrolled at York University may have all or part of their academic fees waived at the domestic fee rate for York University degree credit courses as part of their mature student program. • Spend real time with people you love, maybe your grandkids or elderly parents. • Reconnect with old friends – not just on Facebook, but in person • Get out of your backyard and see the world Gold Medal Tip: You're never too young (or too old) to chase what lights you up. Start a business, get that degree you always wanted, and write that book. Go. For. It. Support: No One Trains Alone Retirement can be lonely. As we age, friends pass, routines fade, and isolation creeps in. That’s why your squad matters more than ever. Find Your Pod: • Family & Friends: Set expectations. Ask for help. Host Sunday dinners. Stay connected. • Fitness & Social Clubs: Join a walking group or participate in a gym class, followed by regular post-sweat coffee. • Faith Communities: Spirituality and structure in one. Sing in the choir. Serve at events. • Third Places: As sociologist Ray Oldenburg says, these are neutral hangouts like libraries, community centers, or your local café. They’re tied to lower loneliness and better mental health. Think of Cheers: “Where everyone knows your name!” Gold Medal Tip: Your local pickleball court or knitting circle might just be your new training ground. Attitude Training: Stop Acting Your Age Here’s a radical thought: Maybe we feel old because we act old. Want to stay young? Stay curious, try new things. Try line dancing, pickleball, bird watching, improv, or learning to code. Yes, code. What was the worst advice our mothers gave us? “Act your age.” Nonsense! Whoever said, “You’re only as old as you feel” was on to something – but let’s take it up a notch: How about you’re only as old as your playlist! The Power of a Youthful Attitude in Retirement A successful retirement isn’t just about savings accounts and spreadsheets — it’s about mindset. A positive, youthful attitude is one of the most powerful (and overlooked) assets you can carry into retirement. Even if you don’t feel youthful or optimistic, “fake it ‘til you make it” is more than just a catchy phrase—it’s a strategy. The goal isn't to accurately describe your aches, fears, or fatigue but to set yourself up for success! Science backs it up: a positive outlook boosts health, sharpens cognition, and increases longevity. From a practical perspective, optimism makes it easier to try new things, adapt to change, and enjoy the present—all essential in retirement. So, if the voice in your head says, “I’m too old for that,” try responding with, “This is my time.” You begin to build because what you tell yourself matters, as does what you believe. Retirement is your reward. Approach it like the vibrant, capable, unstoppable human you are because attitude, not age, sets the tone. Gold Medal Tip: You’re only as old as the last thing you tried for the first time. Try something ridiculous, I double dare you! Final Stretch The Retirement Games are here, and let me be crystal clear: this isn’t amateur hour. This is your Olympic moment, with medals awarded for stamina, strategy, and a solid sense of humour. Whether you're rounding the first turn at 45 or doing your victory lap at 75, now is the time to train. You’ve built strength, stretched your budget, flexed your purpose muscle, assembled your dream team, and rebooted your mindset. Now it’s time to lace up, lean in, and live life to the fullest. This isn’t about perfection; it’s about preparation. You won’t achieve a podium finish through wishful thinking; you’ll attain it through action, adaptation, and a great deal of repetition. So, put on your metaphorical tracksuit (or actual tracksuit if it's laundry day) and begin training with determination. The gold medal retirement isn’t just possible—it’s within reach. Cue the confetti cannon. You’re not just aging—you’re advancing. And champions, as we know, don’t retire… they rewire, recharge, and rewrite the playbook. On Your Marks, Get Set, THRIVE! Don’t Retire … Re-Wire! Sue
Researchers to explore how AI can help urban mobility planners They are to investigate AI-driven policy tools’ potential to create greener cities Project to benefit from expertise of five European universities. A European group of researchers led by Aston University is taking the first steps to explore how AI can help urban mobility planners. As city populations grow causing strain on resources, the experts are to investigate AI-driven policy tools’ potential to create greener cities. The team have received £10,000 in funding from the British Academy which they hope will set them on the road to further research. Taking part in the project will be experts from University College London, Ruralis University in Norway, the University of Turin, Italy and Lisbon University Institute, Portugal. Dr Dalila Ribaudo from the Centre for Business Prosperity at Aston Business School and Dr Alina Patelli from the Aston Centre for Artificial Intelligence Research and Application will co-lead a UK-EU consortium consolidation project. The interdisciplinary project will benefit from expertise in applied business and specialist insight into global economics, policymaking and urban transport planning. Dr Patelli said “Policymakers and society could all benefit from our research into innovative ways of managing the strain on urban infrastructures and resources. "The AI-powered policy tools we are developing are meant to support decision managers at all levels of urban governance with reducing emissions, optimising transportation as well as predicting and preventing environmental hazards. Such changes would improve the quality of life for the millions of people living in towns and cities across the UK, Europe and, in the long term, the entire world.” Following the successful bid for the British Academy pump priming grant the team will apply for Horizon Europe funding to continue developing impactful AI-driven policy tools for greener cities.
Hiring More Nurses Generates Revenue for Hospitals
Underfunding is driving an acute shortage of trained nurses in hospitals and care facilities in the United States. It is the worst such shortage in more than four decades. One estimate from the American Hospital Association puts the deficit north of one million. Meanwhile, a recent survey by recruitment specialist AMN Healthcare suggests that 900,000 more nurses will drop out of the workforce by 2027. American nurses are quitting in droves, thanks to low pay and burnout as understaffing increases individual workload. This is bad news for patient outcomes. Nurses are estimated to have eight times more routine contact with patients than physicians. They shoulder the bulk of all responsibility in terms of diagnostic data collection, treatment plans, and clinical reporting. As a result, understaffing is linked to a slew of serious problems, among them increased wait times for patients in care, post-operative infections, readmission rates, and patient mortality—all of which are on the rise across the U.S. Tackling this crisis is challenging because of how nursing services are reimbursed. Most hospitals operate a payment system where services are paid for separately. Physician services are billed as separate line items, making them a revenue generator for the hospitals that employ them. But under Medicare, nursing services are charged as part of a fixed room and board fee, meaning that hospitals charge the same fee regardless of how many nurses are employed in the patient’s care. In this model, nurses end up on the other side of hospitals’ balance sheets: a labor expense rather than a source of income. For beleaguered administrators looking to sustain quality of care while minimizing costs (and maximizing profits), hiring and retaining nursing staff has arguably become something of a zero-sum game in the U.S. The Hidden Costs of Nurse Understaffing But might the balance sheet in fact be skewed in some way? Could there be potential financial losses attached to nurse understaffing that administrators should factor into their hiring and remuneration decisions? Research by Goizueta Professors Diwas KC and Donald Lee, as well as recent Goizueta PhD graduates Hao Ding 24PhD (Auburn University) and Sokol Tushe 23PhD (Muma College of Business), would suggest there are. Their new peer-reviewed publication* finds that increasing a single nurse’s workload by just one patient creates a 17% service slowdown for all other patients under that nurse’s care. Looking at the data another way, having one additional nurse on duty during the busiest shift (typically between 7am and 7pm) speeds up emergency department work and frees up capacity to treat more patients such that hospitals could be looking at a major increase in revenue. The researchers calculate that this productivity gain could equate to a net increase of $470,000 per 10,000 patient visits—and savings to the tune of $160,000 in lost earnings for the same number of patients as wait times are reduced. “A lot of the debate around nursing in the U.S. has focused on the loss of quality in care, which is hugely important,” says Diwas KC. But looking at the crisis through a productivity lens means we’re also able to understand the very real economic value that nurses bring too: the revenue increases that come with capacity gains. Diwas KC, Goizueta Foundation Term Professor of Information Systems & Operations Management “Our findings challenge the predominant thinking around nursing as a cost,” adds Lee. “What we see is that investing in nursing staff more than pays for itself in downstream financial benefits for hospitals. It is effectively a win-win-win for patients, nurses, and healthcare providers.” Nurse Load: the Biggest Impact on Productivity To get to these findings, the researchers analyzed a high-resolution dataset on patient flow through a large U.S. teaching hospital. They looked at the real-time workloads of physicians and nurses working in the emergency department between April 2018 and March 2019, factoring in variables such as patient demographics and severity of complaint or illness. Tracking patients from admission to triage and on to treatment, the researchers were able to tease out the impact that the number of nurses and physicians on duty had on patient throughput. Using a novel machine learning technique developed at Goizueta by Lee, they were able to identify the effect of increasing or reducing the workforce. The contrast between physicians and nursing staff is stark, says Tushe. “When you have fewer nurses on duty, capacity and patient throughput drops by an order of magnitude—far, far more than when reducing the number of doctors. Our results show that for every additional patient the nurse is responsible for, service speed falls by 17%. That compares to just 1.4% if you add one patient to the workload of an attending physician. In other words, nurses’ impact on productivity in the emergency department is more than eight times greater.” Boosting Revenue Through Reduced Wait Times Adding an additional nurse to the workforce, on the other hand, increases capacity appreciably. And as more patients are treated faster, hospitals can expect a concomitant uptick in revenue, says KC. “It’s well documented that cutting down wait time equates to more patients treated and more income. Previous research shows that reducing service time by 15 minutes per 30,000 patient visits translates to $1.4 million in extra revenue for a hospital.” In our study, we calculate that staffing one additional nurse in the 7am to 7pm emergency department shift reduces wait time by 23 minutes, so hospitals could be looking at an increase of $2.33 million per year. Diwas KC This far eclipses the costs associated with hiring one additional nurse, says Lee. “According to 2022 U.S. Bureau of Labor Statistics, the average nursing salary in the U.S. is $83,000. Fringe benefits account for an additional 50% of the base salary. The total cost of adding one nurse during the 7am to 7pm shift is $310,000 (for 2.5 full-time employees). When you do the math, it is clear. The net hospital gain is $2 million for the hospital in our study. Or $470,000 per 10,000 patient visits.” Incontrovertible Benefits to Hiring More Nurses These findings should provide compelling food for thought both to healthcare administrators and U.S. policymakers. For too long, the latter have fixated on the upstream costs, without exploring the downstream benefits of nursing services, say the researchers. Their study, the first to quantify the economic value of nurses in the U.S., asks “better questions,” argues Tushe; exploiting newly available data and analytics to reveal incontrovertible financial benefits that attach to hiring—and compensating—more nurses in American hospitals. We know that a lot of nurses are leaving the profession not just because of cuts and burnout, but also because of lower pay. We would say to administrators struggling to hire talented nurses to review current wage offers, because our analysis suggests that the economic surplus from hiring more nurses could be readily applied to retention pay rises also. Sokol Tushe 23PhD, Muma College of Business The Case for Mandated Ratios For state-level decision makers, Lee has additional words of advice. “In 2004, California mandated minimum nurse-to-patient ratios in hospitals. Since then, six more states have added some form of minimum ratio requirement. The evidence is that this has been beneficial to patient outcomes and nurse job satisfaction. Our research now adds an economic dimension to the list of benefits as well. Ipso facto, policymakers ought to consider wider adoption of minimum nurse-to-patient ratios.” However, decision makers go about tackling the shortage of nurses in the U.S., they should go about it fast and soon, says KC. “This is a healthcare crisis that is only set to become more acute in the near future. As our demographics shift and our population starts again out, demand for quality will increase. So too must the supply of care capacity. But what we are seeing is the nursing staffing situation in the U.S. moving in the opposite direction. All of this is manifesting in the emergency department. That’s where wait times are getting longer, mistakes are being made, and overworked nurses are quitting. It is creating a vicious cycle that needs to be broken.” Diwas Diwas KC is a professor of information systems & operations management and Donald Lee is an associate professor of information systems & operations management. Both experts are available to speak about this important topic - simply click on either icon now to arrange an interview today.
