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LSU Experts Break Down Artificial Intelligence Boom Behind Holiday Shopping Trends
Consumers are increasingly turning to artificial intelligence tools for holiday shopping—especially Gen Z shoppers, who are using platforms like ChatGPT and social media not only for gift inspiration but also to find the best prices. Andrew Schwarz, professor in the LSU Stephenson Department of Entrepreneurship & Information Systems, and Dan Rice, associate professor and Director of the E. J. Ourso College of Business Behavioral Research Lab, share their insights on this emerging trend. AI is the new front door for search: Schwarz: We’re seeing a fundamental change in how consumers find information. Instead of browsing multiple pages of results, users—especially Gen Z—are skipping to conversational AI for curated answers. That dramatically shortens the shopping journey. For years, companies optimized for SEO to appear on the first page of Google; now they’ll have to think about how their products surface in AI-generated recommendations. This may lead to a new form of “AIO”—AI Information Optimization—where retailers tailor product descriptions, metadata, and partnerships specifically for AI visibility. The companies that adapt early will have a distinct advantage in capturing consumer attention. Rice: This issue of people being satisfied with the AI results (like a summary at the top of the Google results) and then not clicking on any of the paid or organic links leads to a huge increase in what we call “zero click search” (for obvious reasons). For some providers, this is leading to significant drops in web traffic from search results, which can be disconcerting due to the potential loss of leads. However, to Andrew’s point of shortening the journey, it means that the consumers who do come through are much more likely to buy (quickly) because they are “better” leads. This translates to seemingly paradoxical situations for providers: they see drops in click-through rates and visitors/leads, yet revenue increases because the visitors are “better.” There is a rise in personalized shopping journeys: Schwarz: AI essentially acts as a personal shopper—one that can instantly analyze preferences, budget, personality traits, or past behavior to produce tailored gift lists. This shifts power toward “delegated decision-making,” in which consumers allow AI to narrow their choices. Younger consumers are already comfortable outsourcing this cognitive load. However, as ads enter the picture, these personalized journeys could be shaped by incentives that aren’t always transparent. That creates a new responsibility for platforms to disclose when suggestions are sponsored and for users to develop a more critical lens when interacting with AI-driven recommendations. Rice: This is also a great point. The “tools” marketers use to attract customers are constantly evolving, but this seems in many ways to be the next iteration of the Amazon.com suggestions that you find at the bottom of the product page for something you click on when searching Amazon (“buy all x for $” or “consumers also looked at…,” etc.), based on past histories of search and purchase, etc. One of the main differences is that you can now create virtually limitless ways to compare products, making comparisons less taxing (reducing cognitive load and stress), which may, in some cases, increase the likelihood of purchase. These idiosyncratic comparisons and prompts lead to the truly unique journeys Andrew is discussing. You no longer have to be beholden to a retailer-specified price range. You could choose your own, or instead ask an AI to list the products representing the best “value” based on consumer reviews, perhaps by asking to list the top ten products by cost per star rating, etc. Advertising is becoming more subtle and conversational: Schwarz: With ads woven directly into AI responses, the traditional boundary between content and advertising blurs. Instead of banner ads, pop-ups, or clearly labeled sponsored posts, recommendations in a conversational thread may feel more like advice than marketing. This has enormous implications for consumer trust. Retailers will likely see higher engagement through these context-aware ad placements, but regulatory scrutiny may also increase as policymakers evaluate how clearly sponsored content is identified. The risk is that advertising becomes invisible—something both platform designers and regulators will need to monitor carefully. Rice: This is definitely true. I was recently exploring an AI-based tool for choosing downhill skis, but the tool was subtly provided by a single ski brand. I’m not sure the distribution of ski brands covered was truly delivering the “best overall fit” for a potential buyer, rather than the best possible ski in that brand. At least in that case, it was somewhat disclosed. It does, however, become an issue if consumers feel misled, but they’d have to notice it first. Still, the advantages are big for retailers, and the numbers don't lie. According to some preliminary Black Friday data, shoppers using an AI assistant were 60% more likely to make a purchase. Schwarz: This shift is going to reshape multiple layers of the retail ecosystem: Retailers will need to rethink how they show up in AI-driven environments. Traditional SEO, ad bids, and social media strategies won’t be enough. Partnerships with AI platforms may become as important as being carried by major retailers today. Because AI tools can instantly compare prices across dozens of retailers, consumers will become more price-sensitive. Retailers may face increasing pressure to offer competitive pricing or unique value propositions, as AI reduces friction in comparison shopping. Retailers who integrate AI into their own websites—chat-based shopping assistants, personalized gift advisors, automated bundling—will gain an edge. Consumers are increasingly expecting conversational interfaces, and companies that delay will quickly feel outdated. As AI tools influence purchasing decisions, consumers and regulators alike will demand clarity around how recommendations are generated. Retailers will need to navigate this carefully to maintain What I think we are going to see accelerate as we move forward: AI-powered concierge shopping will become mainstream. Within a couple of years, using AI to generate shopping lists, compare prices, and find deals will be as common as using Amazon today. Retailers will create AI-specific marketing strategies. Instead of optimizing for keywords, they’ll optimize for prompts: how consumers might ask for products and how an AI system interprets those requests. More platforms will introduce advertising into AI models. ChatGPT is simply the first mover. Once the revenue potential becomes clear, others will follow with their own ad integrations. Greater scrutiny from policymakers. As conversational advertising grows, transparency rules and labeling requirements will almost certainly. A new era of “conversational commerce.” Buying directly through AI—“ChatGPT, order this for me”—will become increasingly common, merging search, recommendation, and transaction into a single seamless experience. I can speak to this on a personal level. My college-aged son is interested in college football, and I wanted to get him a streaming subscription to watch the games. However, the football landscape is fragmented across multiple, expensive platforms. I asked ChatGPT to generate a series of options. Hulu is $100/month for Live TV, but ChatGPT recommended a combination of ESPN+, Peacock, and Paramount+ for $400/year and identified which conferences would not be covered. What would have taken me hours only took me a few minutes! Rice: On the other hand, AI isn’t infallible, and it can lead to sub-optimal results, hallucinations, and questionable recommendations. From my recent ski shopping experience, I encountered several pitfalls. First, for very specific questions about a specific model, I sometimes received answers for a different ski model in the same brand, or for a different ski altogether, which was not particularly helpful, or specs I knew were just plain wrong. Secondly, regarding Andrew’s point about the conversational tone, I asked questions intended to push the limits of what could be considered reliable. For example, I asked the AI to describe the difference in “feel” of the ski for the skier among several models and brands. While the AI gave very detailed and plausible comparisons that were very much like an in-store discussion with a salesperson or area expert, I’m not sure I fully trust when an AI tells me that you can really feel the power of a ski push you out of a turn, this ski has great edge hold, etc. It sounds great, but where is the AI sourcing this information? I’m not convinced it’s fully accurate. It also seems we’re starting to see Google shift toward a more AI-centric approach (e.g., AI summaries and full AI Mode). At the same time, we’re also starting to see AI migrate closer to Google as people use it for product-related chats, and companies like Amazon and Walmart have developed their own AI that is specifically focused on the consumer experience. I can’t imagine it will be long before companies like OpenAI and their competitors start “selling influence” in AI discussions to monetize the influence their engines will have.
Have Yourself a Sustainable Christmas: Five Tips for a Greener Holiday
As the holiday season approaches, there are multiple ways that individuals and families can employ mindful practices – both meaningful and eco-friendly – that reduce waste and support local communities. From reusable wrappings to sourcing meals locally and composting the leftovers to smarter Christmas tree choices, Baylor University’s Joshua King, Ph.D., professor of English and director of Environmental Humanities minor, and Gary Cocke, senior director of sustainability, offer five tips for embracing sustainability during the holidays to help us reconnect with simpler, more meaningful traditions. Five Tips to Make Your Holidays Meaningful and Eco-friendly 1. Thoughtful gift giving: Choose long-lasting gifts or experiences that recipients will use and appreciate. "Quality over quantity is always a good rule of thumb," Cocke said. “Giving gifts that are useful and durable is best – and if you think of what the recipient would actually be able to use, it is, by its very nature, a more thoughtful gift.” He also encourages exploring and supporting local businesses and the local economy while shopping for unique presents. King added that crafting a creative letter, poem or handmade gift “take us back to the gratitude that should be at the heart of our celebration.” "Experiences can also be wonderful gifts – they often foster lasting memories and meaningful connections," Cocke added. For those looking to give back, donating to a nonprofit organization that resonates with the recipient’s values is a thoughtful gesture. 2. Eco-friendly gift wrapping options An easy way to reduce holiday waste is with intentional gift wrapping. "Choose recyclable paper wrapping over shiny, plastic-laden alternatives and reuse materials when possible," Cocke said. King added that reusable options like fabric and premade bags can be stylish and sustainable. Do-it-yourself wrapping paper can be a fun family activity. “Grab some plain paper and decorate with stamps and markers,” Cocke said. “Grandparents especially love the personal touch of kid-decorated paper." 3. Eat locally and compost Another way to support local businesses is by “sourcing meals locally and making use of leftovers or composting what can’t be eaten,” King said. The Baylor Community Garden offers compost buckets for families to collect their food waste for composting. 4. Greener Christmas tree choices When it comes to Christmas trees, the debate between real versus artificial trees comes down to longevity and disposal. "Artificial trees can be the more sustainable option if used for at least 10 years," Cocke said. "However, real trees are a good choice if properly composted after use." Cocke highlighted the importance of composting and local options for live tree recycling or mulching: 5. A sustainable future “The holidays invite us to practice gratitude and to celebrate relationships we cherish, often by giving gifts, and at Christmas, Christians express gratitude for the ultimate gift: God’s pledge of love to creation through the incarnation, becoming one with us as a fellow creature,” King said. “What better time for practicing a revolution of gratitude through gift-giving and celebrations that are light on the earth and that respect the many relationships by which we live?” Cocke hopes that Baylor’s strategic initiatives and local partnerships will continue to foster sustainable practices, from increasing access to composting to raising awareness about holiday waste reduction. "A little mindfulness can go a long way toward making the holidays more meaningful and sustainable," he said. Looking to know more or arrange an interview? Simply contact: Shelby Cefaratti-Bertin today.
When it comes to transforming how organisations produce, consume, and reuse resources, Dr Luciano Batista, professor of operations management at Aston University, is a global pioneer. His research sits at the crossroads of innovation, digital transformation, and sustainability, tackling one of humanity’s most pressing challenges: our overconsumption of the planet’s resources. Reimagining the economy around renewal Dr Batista’s work focuses on circular supply chains —a model he helped establish at a time when 'closed-loop' systems dominated sustainability thinking. His early research laid the foundation for how businesses could move beyond recycling and linear take-make-dispose models, instead designing systems that reuse, restore, and regenerate. View his profile here From theoretical frameworks to real-world applications, his studies—such as comparative analyses of circular systems implemented by Tetra Pak in China and Brazil—demonstrate the measurable economic and environmental benefits of circularity in action. His 2022 Emerald Literati Award-winning paper introduced a methodology for mapping sustainable alternatives in food supply chains, earning international recognition for its real-world impact. A global voice for industrial symbiosis and circular innovation The influence of Dr Batista’s work reaches far beyond academia. He has advised the European Commission’s Circular Cities and Regions Initiative (CCRI) and contributed insights to policymakers through the UK All-Party Parliamentary Manufacturing Group. His expertise continues to inform national and regional strategies for sustainable production and industrial symbiosis —where one company’s waste becomes another’s resource. Today, he extends that impact globally as a visiting professor at the Massachusetts Institute of Technology (MIT), conducting research at the MIT Center for Transportation & Logistics on circular supply chain innovations, supported by Aston University’s study-leave programme. He also mentors future leaders in sustainability as part of Cambridge University’s Institute for Sustainability Leadership (CISL). Driving the next wave of sustainable transformation Looking ahead, Dr Batista is spearheading collaborations through Aston’s Centre for Circular Economy & Advanced Sustainability (CEAS), working with the Energy & Bioproducts Research Institute (EBRI) and West Midlands Combined Authority (WMCA) on projects developing biochar-based clean energy systems for urban districts. He is also advancing the social dimension of the circular economy—ensuring that the move toward sustainable production is inclusive and equitable. His Symposium on the Socially Inclusive Circular Economy, held at the 2025 Academy of Management Conference, has sparked new international research partnerships with Monash University (Australia) and the Vienna University of Economics and Business. A vision for a regenerative future At the heart of Dr Batista’s work is a simple but urgent truth: humanity is consuming resources at a rate our planet cannot sustain. Through his research and global collaborations, he is helping organisations, policymakers, and communities move toward a future where growth and sustainability coexist. “The transition to a circular economy is not optional—it is essential,” says Dr Batista. “Our goal must be to redesign systems that allow people, businesses, and ecosystems to thrive together.”
How mitochondria shape brain health from childhood to old age
From the first spark of neural development to the challenges of ageing, Dr Lissette Sánchez Aranguren is uncovering how the cell’s powerhouses — mitochondria — hold the key to a healthy brain across the human lifespan. Her pioneering research at Aston University explores how these microscopic energy generators safeguard the brain’s communication network and how their dysfunction may underlie conditions such as dementia, stroke, and neurodevelopmental disorders. Mapping the brain’s energy defence system Dr Sánchez Aranguren’s work focuses on the partnership between brain cells and the blood vessels that nourish them — a relationship maintained by the blood–brain barrier. When mitochondria fail, that protective interface can weaken, allowing harmful molecules to penetrate and trigger inflammation or cell loss. Her team’s studies show that mitochondrial malfunction disrupts the dialogue between neurons and vascular cells, an imbalance seen both in the developing and ageing brain. To counter this, she and her collaborators have engineered a mitochondria-targeted liposome, a nanoscale “bubble” that delivers restorative molecules directly where they are needed most. By re-balancing cellular energy and communication, this innovation could one day reduce brain injury or slow neurodegenerative decline. From heart cells to the human mind Originally trained in cardiovascular science, Dr Sánchez Aranguren became fascinated by how mitochondria regulate energy and stress in blood-vessel cells — insights that ultimately led her toward neuroscience. View her profile here “Mitochondria do much more than produce energy. They send signals that determine how cells communicate and survive.” That realisation inspired her to trace mitochondrial signalling across the continuum of life — linking early brain development to later-life vulnerability. Her research now bridges traditionally separate fields of developmental biology, vascular physiology, and ageing neuroscience, helping identify shared molecular pathways that influence lifelong brain resilience. Global collaboration for a healthier brain Her work thrives on multidisciplinary and international partnerships. At Aston, she collaborates with scientists from Coventry University, Queen’s University Belfast, and the University of Lincoln, alongside research partners in the Netherlands, Italy, Malaysia, and China. Together they integrate chemistry, biology, and computational modelling to understand mitochondrial function from molecule to organism — and translate discoveries into practical therapies. Towards mitochondria-targeted brain therapies The next frontier is refining these mitochondria-targeted nanocarriers to enhance precision and efficacy in preclinical models, while exploring how mitochondrial signals shape the brain’s vascular and neural architecture from infancy through adulthood. Dr Sánchez Aranguren envisions a future where protecting mitochondrial health becomes central to preventing brain disease, shifting medicine from managing symptoms to preserving the brain’s natural defence and repair systems. “If we can protect the cell’s own energy engines,” she says, “we can give the brain its best chance to stay healthy for life.”
ChristianaCare Launches Organoid Core to Personalize Cancer Treatment
ChristianaCare’s Cawley Center for Translational Cancer Research has unveiled a first-of-its-kind organoid core in a community cancer center program. The new laboratory facility within the Helen F. Graham Cancer Center & Research Institute grows and tests living, patient-derived tumor models, giving doctors and researchers a faster, more precise way to identify the therapies most likely to work for each patient. This innovation could change how cancer is treated in Delaware and serve as a model for community centers nationwide. There are only a handful of organoid core centers, or “tumor-on-a-chip” programs, in the United States, and ChristianaCare’s is the first within a community cancer center setting. What the Organoid Core Does Tumor organoids are tiny, three-dimensional cultures grown from a patient’s tumor tissue. They preserve the genetic and molecular traits of the original tumor, making them far more accurate than traditional cell lines. “These mini-tumors enable researchers to screen drugs faster, identify new biomarkers and discover which treatments are most likely to work for each patient,” said Thomas Schwaab, M.D., Ph.D., Bank of America Endowed Medical Director of ChristianaCare’s Helen F. Graham Cancer Center and Research Institute. “This core is a bridge between the lab and the clinic. By growing living tumor models from cells of individual patients, we can test real-world drug responses and tailor treatments for them in ways that were not possible before.” How It Advances Patient Care The organoid core strengthens the Cawley Center's research capabilities by enabling drug screening and biomarker discovery. It will bank organoids representing the wide variety of tumors seen in the community, giving scientists a realistic system for testing therapies. ChristianaCare treats more than 70 percent of cancer patients in Delaware, giving researchers unique access to treatment-naïve samples. These are tumor tissues that have not yet been exposed to chemotherapy or other therapies. Studying them provides a more accurate picture of how cancer behaves naturally and how it might respond to new treatments. Bringing a new cancer drug to patients is expensive and risky. Estimates show it can cost $1.3 to $2.8 billion, with up to a third spent on preclinical development, and only about one in 10 compounds ever reach human trials. Traditional mouse models often fail to fully mimic human tumors, making early testing less reliable. By using organoid screening, the Cawley Center can test therapies more accurately, reduce costs and failure rates and move promising treatments into clinical trials faster. Combined with existing tissue collection programs, clinical trial infrastructure and community partnerships, these resources create a direct pathway to bring lab discoveries to patients faster. Turning Point in Translational Research “Our goal is to shorten the distance between discovery and treatment,” said Nicholas J. Petrelli, M.D., director of the Cawley Center. “Too many promising drugs fail because early models do not capture the complexity of real tumors. The organoid core helps solve that problem. We can now test therapies in models that reflect the patients we actually serve.” “This is a turning point for translational research in community health,” said Jennifer Sims Mourtada, Ph.D., associate director at the Cawley Center. “Organoid technology lets us study cancer in a way that feels personal. We are not just looking at data points. We are studying living models of a patient’s tumor, which can reveal how that person’s cancer might behave or respond to treatment. This approach brings science closer to the people it is meant to help.” Looking Ahead In the coming months, the organoid core will focus on building a diverse biobank of tumors common in Delaware. Plans include collaborations with academic institutions, shared access for external researchers, and development of immune-tumor co-culture models. By combining advanced technology, strong community partnerships and direct patient access, ChristianaCare and the Cawley Center are showing how translational cancer research can thrive in a community setting, making breakthroughs not only in the lab but also in patients’ lives.
Aston University’s approach to a global challenge Across industries, companies face mounting pressure to cut carbon, improve resource efficiency, and contribute to the UN Sustainable Development Goals (SDGs). Yet many firms still struggle to move from vision statements to measurable action. At Aston Business School, Dr Breno Nunes, reader in sustainable operations management, is developing practical frameworks that help organisations embed sustainability at their core. His concept of 'sustainability fitness' captures how firms can build the capabilities they need to adapt, compete, and thrive in the transition to a net zero economy. “Many organisations want to be sustainable but struggle to operationalise what that means. My work is about bridging that gap — helping businesses translate strategies into practice.” — Dr Breno Nunes The sustainability fitness concept involves both meeting human needs and respecting environmental limits. While it can also be applied at the societal and individual level, Dr Nunes focuses on organisations, where capability building delivers the fastest, measurable change. Corporate sustainability fitness examines how a firm is able to survive and meet its own needs, while aligning itself to wider essential needs of society and operating within limits imposed by its surrounding natural environment. From research to real-world action Dr Nunes’ research examines how organisations design, implement, and monitor sustainability strategies across operations, supply chains, facilities, and product development. He is the main author of the book Sustainable Operations Management: Key practices and cases, which applies the issues of sustainability to all strategic decisions of operations. His work is already making a tangible difference, including international partnerships in Brazil, Canada, and the US, bringing cross-cultural insights into organisational transformation, as well as for various companies and organisations. In an Innovate UK Knowledge Transfer Partnership (KTP) with automotive supplier Metal Assemblies, Dr Nunes and Professor Alexeis Garcia Perez, professor of digital business and society at Aston University, are working to calculate and report the carbon cost of metal components used in car production, tackling one of the industry’s biggest sustainability challenges. The digitalisation of processes will allow Metal Assemblies to meet customers' requirements and position itself as a trusted and transparent supplier of low-carbon components. In another KTP with Brockhouse Group, a forging manufacturer in the West Midlands, Dr Nunes worked with Aston colleague Dr Muhammad Imran, reader in mechanical, biomedical and design engineering. Together they developed a sustainable manufacturing strategy centred on carbon reduction and process improvement. The work involved the development of an energy dashboard, allowing analysis of data on gas and electricity consumption. The project also included analysis of alternatives for energy recovery systems, and development of routines and procedures to improve the manufacturing process. As a result, Brockhouse group is more competitive to supply in non-captive markets. Dr Nunes has also been involved with a collaboration with Birmingham Botanical Gardens to integrate sustainability into policy and practice, expanding the use of business sustainability theories to nonprofit sectors. Sustainability can be embedded across different areas of organisations while seeking financial stability. As an environmental education charity, it is important to for Birmingham Botanical Gardens to 'practise what it preaches'. It was recently awarded almost £20m from various grants (including Heritage Lottery) in a capital project, thanks to having sustainability at the core of renovation plans. These projects highlight Aston University’s role in bridging academia, industry, and policy — ensuring research findings reach the boardroom as well as the factory floor. Key insights from the research Dr Nunes’ studies highlight several critical factors for turning sustainability from intention into measurable results: • Organisational capabilities are central to embedding sustainability. These include empowering sustainability “champions” (institutional entrepreneurs), supportive structures, superior technologies, and the ability to learn and balance economic, environmental, and social performance. • The tensions in implementing sustainability vary not just by function (supply chains, governance, innovation) but also by an organisation’s maturity level. • Start with the low-hanging fruit: tools like self-assessments, capability diagnostics, and learning games allow firms to act at lower cost before committing to full environmental impact assessments or formal reporting. • Collaboration between academia, industry, and policymakers accelerates real-world impact. Why this matters The stakes are high. Businesses worldwide are expected to reduce carbon emissions, demonstrate social responsibility, and remain competitive in a rapidly changing global economy. Aston University’s research shows that strengthening sustainability capabilities not only improves environmental outcomes but also boosts resilience and cost savings. In pilot projects, teams working with Dr Nunes have achieved up to 30% reductions in both cost and carbon emissions — proof that sustainability can drive operational performance as well as compliance. Looking ahead: expanding the Sustainable Growth Hub The next phase of Dr Nunes’ work centres on Aston’s Sustainable Growth Hub, which is being developed as a reference point for SMEs seeking sustainability solutions. In 2025, the Hub will: • Launch its first industry club cohort and expand its team. • Roll out new self-assessment tools to size sustainability needs and decarbonisation goals. • Introduce new learning formats and follow-up courses to Aston’s Green Advantage programme, alongside sessions to play a new corporate sustainability game. • Host events to bring together businesses, policymakers, and the wider sustainability management community. • Attract new research grants and publish results to share knowledge across both academic and practitioner circles. These initiatives aim to equip organisations not only to meet today’s challenges, but to anticipate tomorrow’s. Get involved Follow Dr Nunes via his profile below, and soon through the Sustainability Fitness website. Businesses can also attend Aston Business School events to explore workshops, tools, and courses first-hand. About Dr Breno Nunes Dr Breno Nunes is reader in sustainable operations management at Aston Business School and president of the International Association for Management of Technology (IAMOT). He serves as associate editor of the IEEE Engineering Management Review and has published widely on sustainability strategy execution and innovation. Aston University’s work in sustainable operations — shaped by researchers like Dr Nunes — is helping organisations worldwide move from ambition to action, building the 'sustainability fitness' needed for a net zero future.
Treat AI as a Teammate—or Risk Falling Behind
AI is shifting from back-office tool to frontline collaborator, "We are witnessing a key inflection point in how organizations work," says LSU professor Andrew Schwarz. He argues the business case is now clear: AI boosts the quality of ideas and expands who gets to contribute, acting less like software and more like a creative partner. He adds that organizations that embed AI "as a teammate will lead," while those that treat it "as simply a cost-saver risk falling behind." That shift, he says, reaches deep into org charts and workflows. Schwarz notes that AI can flatten expertise silos, help less-experienced employees operate closer to expert levels, and spark cross-functional thinking that blends technical and commercial insight. Leaders, he said, must "rethink structures, roles and workflows — placing AI at the heart of how teams collaborate, not simply at the edge." Technology deployment alone won't deliver those gains, "it requires cultural and capability investment," Schwarz said. The priority, in his view, is to "build collaborative ecosystems where human talent and AI capabilities co-create value," invest early to make the "human-plus-AI" model the default, and tap into academic partnerships: "those companies that partner with universities, such as LSU, will have an even greater advantage." Schwarz also urges guardrails as adoption accelerates. He points to the need for transparency, accountability, fairness, and continuous skill development so the transition "enhances human agency, fosters inclusion, and delivers sustainable value for all stakeholders." His bottom line is urgent and straightforward: "When AI joins the team, better ideas truly surface. Let's prepare our organizations to make that transition, and lead from the front."
In the two years since Augusta University and Wellstar Health System formally signed an agreement on August 30, 2023, the historic partnership has continued to evolve into a truly collaborative alliance. At its heart, the mission hasn’t changed: improving the health and wellbeing of all Georgians while educating and preparing the next generation of health care providers through access to world-class training. That was the message shared by Augusta University President Russell T. Keen, Medical College of Georgia at Augusta University Dean David C. Hess, MD, and former Wellstar President and CEO Candice L. Saunders at the recent Health Connect South conference held at the Georgia Aquarium in Atlanta. During their panel “Advancing Healthcare Through Public-Private Partnerships,” the three leaders – each instrumental in helping to create, implement and mold the historic partnership – shared with close to 1,100 attendees their insight into what makes the partnership beneficial for all and how it can be a model for advancing health care and health care education in Georgia and beyond. The full panel discussion is available for viewing here: It was an important event, and a full article is attached below as well. And if you're interested in learning more about the partnership between Augusta University and Wellstar, or connect with Augusta's President Russell T. Keen - simply click on his icon now to arrange an interview today.
Taking discoveries to the real world for the benefit of human health
It takes about a decade and a lot of money to bring a new drug to market—between $1 billion to $2 billion, in fact. University of Delaware inventor Jason Gleghorn wants to change that. At UD, Gleghorn is developing leading-edge microfluidic tissue models. The devices are about the size of two postage stamps, and they offer a faster, less-expensive way to study disease and to develop pharmaceutical targets. These aren’t tools he wants to keep just for himself. No, Gleghorn wants to put the patented technology he’s developing in the hands of other experts, to advance clinical solutions in women’s health, maternal-fetal health and pre-term birth. His work also has the potential to improve understanding of drug transport in the female reproductive tract, placenta, lung and lymph nodes. Gleghorn, an associate professor of biomedical engineering, was named to the first cohort of Innovation Ambassadors at UD, as part of the University’s effort to foster and support an innovation culture on campus. Below, he shares some of what he’s learned about translating research to society. Q: What is the problem that you are trying to address? Gleghorn: A lot of disease has to do with disorganization in the body’s normal tissue structure. My lab makes microfluidic tissue models, called organ-on-a-chip models, that have super-tiny channels about the thickness of a human hair, where we can introduce very small amounts of liquid, including cells, to represent an organ in the human body. This can help us study and understand the mechanism of how things work in the body (the biology) or help us do things like drug screening to test therapeutic compounds for treating disease. And while these little microfluidic devices can do promising things, the infrastructure required to make the system work often restricts their use to high-end labs. We want to democratize the techniques and technology so that nonexperts can use it. To achieve this, we changed the way we make these devices, so that they are compatible with standard manufacturing, which means we can scale them and create them much easier. Gleghorn: One of the problems with drug screening, in general, is that animal model studies don’t always represent human biology. So, when we’re using animal models to test new drugs — which have been the best tool we have available — the results are not always apples to apples. Fundamentally, our microfluidic devices can model what happens in humans … we can plug in the relevant human components to understand how the mechanism is working and then ask questions about what drives those processes and identify targets for therapies to prevent the dysfunction. Q: What is innovative about this device? Gleghorn: The innovation part is this modularity — no one makes these devices this way. The science happens on the tiny tissue model insert, which is sandwiched between two pieces of clear acrylic. This allows us to watch what’s happening on the tissue model insert in real time. Meanwhile, the outer shell’s clamshell design provides flexibility: if we’re studying lung tissue and we want to study the female reproductive tract, all we do is unscrew the outer shell and insert the proper tissue model that mimics the female reproductive tract and we’re off. We’ve done a lot of the engineering to make it very simple to operate and use, and adaptable to common lab tools that everyone has, to eliminate the need for financial investment in things like specialized clean rooms, incubators and pumps, etc., so the technology can be useful in regular labs or easily deployable to far-flung locations or countries. With a laser cutter and $500 worth of equipment, you could conceivably mass manufacture these things for maternal medicine in Africa, for example. Democratizing the technology so it is compatible and useful for even an inexperienced user aligns with the mission of my lab, which focuses on scaling the science and the innovation faster, instead of only a few specialized labs being a bottleneck to uncovering new mechanisms of disease and the development of therapies. We patented this modularity, the way to build these tiny microfluidic devices and the simplicity of how it's used as a tool set, through UD’s Office of Economic Innovation and Partnerships (OEIP). Q: How have you translated this work so far? Gleghorn: To date, we've taken this microfluidic system to nine different research labs across seven countries and four continents — including the United States, the United Kingdom, Australia, France, Belgium and South Africa. These labs are using our technology to study problems in women’s health and collecting data with it. We’re developing boot camps where researchers can come for two or three days to the University of Delaware, where we teach them how to use this device and they take some back with them. From a basic science perspective, there is high enthusiasm for the power of what it can tell you and its ease of use. As engineers, we think it's pretty cool that many other people are using our innovations for new discoveries. Q: What support and guidance have you received from the UD innovation ecosystem? Gleghorn: To do any of this work, you need partners that have various expertise and backgrounds. UD’s Office of Economic Innovation and Partnerships has built a strong team of professionals with expertise in different areas, such as how do you license or take something to patent, how do you make connections with the business community? OEIP is home to Delaware’s Small Business Development Center, which can help you think about business visibility in terms of startups. Horn Entrepreneurship has built out impressive programs for teaching students and faculty to think entrepreneurially and build mentor networks, while programs like the Institute for Engineering Driven Health and the NSF Accelerating Research Translation at UD provide gap funding to be able to do product development and to take the work from basic prototype to something that is more marketable. More broadly in Delaware is the Small Business Administration, the Delaware Innovation Space and regional grant programs and small accelerators to help Delaware innovators. Q: How have students in your lab benefited from engaging in innovation? Gleghorn: Undergraduate students in my lab have made hundreds of these devices at scale. We basically built a little manufacturing facility, so we have ways to sterilize them, track batches, etc. We call it “the foundry.” In other work, graduate students are engineering different components or working on specific system designs for various studies. The students see collaborators use these devices to discover new science and new discoveries. That's very rewarding as an engineer. Additionally, my lab focuses on building solutions that are useful in the clinic and commercially viable. As a result, we've had two grad students spin out companies related to the work we've been doing in the lab. Q: How has research translation positively impacted your work? Gleghorn: I started down this road maybe five years ago, seriously trying to think about how to translate our research findings. Being an entrepreneur, translating technology — it's a very different way to think about your work. And so that framework has really permeated most of the research that I do now and changed the way I think about problems. It has opened new opportunities for collaboration and for alternate sources of funding with companies. This has value in terms of taking the research that you're doing fundamentally and creating a measurable impact in the community, but it also diversifies your funding streams to work on important problems. And different viewpoints help you look at the work you do in new ways, challenging you to define the value proposition, the impact of your work.
University Communications Needs a Bigger Role in the Research Conversation
While attending the Expert Finder Systems International Forum (EFS), several notable themes emerged for me over the 2-day event. It's clear that many universities are working hard to improve their reputation by demonstrating the real-world impact of their research to the public and to funders, but it's proving to be a challenging task - even for the largest R1 universities. Many of these challenges stem from how institutions have traditionally organized their research functions, management systems, and performance metrics. Engaging faculty researchers in this process remains a significant challenge, despite the need for rapid transformation. While this EFS conference was very well-organized and the speakers delivered a great deal of useful information, I appeared to be one of the few marketing and communications professionals in a room full of research leaders, administrative staff, librarians, and IT professionals. There's a certain irony to this, as I observe the same phenomenon at HigherEd marketing conferences, which often lack representation from research staff. My point is this. We can't build better platforms, policies, and processes that amplify the profile of research without breaking down silos. We need University Communications to be much more involved in this process. As Baruch Fischhoff, a renowned scholar at Carnegie Mellon University, notes: Bridging the gap between scientists and the public “requires an unnatural act: collaboration among experts from different communities” – but when done right, it benefits everyone. But first, let's dive in a little more into RIM's and Expert Finder Systems for context. What are Research Information Systems (RIMs) Research Information Management systems (aka Expert Finder Systems) are the digital backbone that tracks everything researchers do. Publications, grants, collaborations, patents, speaking engagements. Think of them as massive databases that universities use to catalog their intellectual output and demonstrate their research capacity. These systems matter. They inform faculty promotion decisions, support strategic planning and grant applications, and increasingly, they're what institutions point to when asked to justify their existence to funders, accreditors, and the public. But here's the problem: most RIM systems were designed by researchers, for researchers, during an era when academic reputation was the primary currency. The game has fundamentally changed, and our systems haven't caught up. Let's explore this further. Academic Research Impact: The New Pressure Cooker Research departments across the country are under intense pressure to demonstrate impact—fast. State legislators want to see economic benefits from university research. Federal agencies are demanding clearer public engagement metrics. Donors want stories, not statistics. And the general public? They're questioning whether their tax dollars are actually improving their lives. Yet some academics are still asking, “Why should I simplify my research? Doesn’t the public already trust that this is important?” In a word, no – at least, not like they used to. Communicators must navigate a landscape where public trust in science and academia is not a given. The data shows that there's a lot of work to be done. Trust in science has declined and it's also polarized:. According to a Nov. 2024 Pew Research study, 88% of Democrats vs. 66% of Republicans have a great deal or fair amount of confidence in scientists; overall views have not returned to pre-pandemic highs and many Americans are wary of scientists’ role in policymaking. While Public trust in higher education has declined, Americans see universities having a central role in innovation. While overall confidence in higher education has been falling over the past decade, a recent report by Gallup Research shows innovation scores highest as an area where higher education helps generate positive outcomes. Communication is seen as an area of relative weakness for scientists. Overall, 45% of U.S. adults describe research scientists as good communicators, according to a November 2024 Pew Research Study. Another critique many Americans hold is the sense that research scientists feel superior to others; 47% say this phrase describes them well. The traditional media ecosystem has faltered:. While many of these issues are largely due to research being caught in a tide of political polarization fueled by a significant rise in misinformation and disinformation on social media, traditional media have faced serious challenges. Newsrooms have shrunk, and specialized science journalists are a rare breed outside major outlets. Local newspapers – once a reliable venue for highlighting state university breakthroughs or healthcare innovations – have been severely impacted. The U.S. has lost over 3,300 newspapers since 2005, with closures continuing and more than 7,000 newspaper jobs vanished between 2022 and 2023 according to a Northwestern University Medill Report on Local News. Competition for coverage is fierce, and your story really needs to shine to grab a journalist's attention – or you need to find alternative ways to reach audiences directly. The Big Message These Trends are Sending We can’t just assume goodwill – universities have to earn trust through clear, relatable communication. Less money means more competition and more scrutiny on outcomes. That's why communications teams play a pivotal role here: by conveying the impact of research to the public and decision-makers, they help build the case for why cuts to science are harmful. Remember, despite partisan divides, a strong majority – 78% of Americans – still agree government investment in scientific research is worthwhile. We need to keep it that way. But there's still a lot of work to do. The Audience Mismatch Problem The public doesn't care about your Altmetrics score. The policymakers I meet don't get excited about journal impact factors. Donors want to fund solutions to problems they understand, not citations in journals they'll never read. Yet our expert systems are still designed around these traditional academic metrics because that's what the people building them understand. It's not their fault—but it's created a blind spot. "Impact isn't just journal articles anymore," one EFS conference panelist explained. "It's podcasts, blogs, media mentions, datasets, even the community partnerships we build." But walk into most research offices, and those broader impacts are either invisible in the system or buried under layers of academic jargon that external audiences can't penetrate. Expert systems have traditionally been primarily focused on academic audiences. They're brilliant at tracking h-Index scores, citation counts, and journal impact factors. But try to use them to show a state legislator how your agriculture research is helping local farmers, or explain to a donor how your engineering faculty is solving real-world problems? There's still work to do here. As one frustrated speaker put it: "These systems have become compliance-driven, inward-looking tools. They help administrators, but they don't help the public understand why research matters. The Science Translation Crisis Perhaps the most sobering observation came from another EFS Conference speaker who said it very plainly. "If we can't explain our work in plain language, we lose taxpayers. We lose the community. They don't see themselves in what we do." However, this feels more like a communication problem masquerading as a technology issue. We've built systems that speak fluent academic, but the audiences we need to reach speak human. When research descriptions are buried in jargon, when impact metrics are incomprehensible to lay audiences, when success stories require a PhD to understand—we're actively pushing away the very people we need to engage. The AI Disruption Very Few Saw Coming Yes, AI, like everywhere else, is fast making its mark on how research gets discovered. One impassioned speaker representing a university system described this new reality: "We are entering an age where no one needs to click on content. AI systems will summarize and cite without ever sending the traffic back." Think about what this means for a lot of faculty research. If it's not structured for both AI discovery and human interaction, your world-class faculty might as well be invisible. Increasingly, you will see that search traffic isn't coming back to your beautifully designed university pages—instead, it's being "synthesized" and served up in AI-generated summaries. I've provided a more detailed overview of how AI-generated summaries work in a previous post here. Keep in mind, this isn't a technical problem that IT can solve alone. It's a fundamental communications challenge about how we structure, present, and distribute information about our expertise. Faculty Fatigue is Real Meanwhile, many faculty are experiencing serious challenges managing busy schedules and mounting responsibilities. As another EFS panelist commented on the challenges of engaging faculty in reporting and communicating their research, saying, "Many faculty see this work as duplicative. It's another burden on top of what they already have. Without clear incentives, adoption will always lag." Faculty researchers are busy people. They will engage with these internal systems when they see direct benefits. Media inquiries, speaking opportunities, consulting gigs, policy advisory roles—the kind of external visibility that advances careers and amplifies research impact. And they require more support than many institutions can provide. Yet, many universities have just one or two people trying to manage thousands of profiles, with no clear strategy for demonstrating how tasks such as profile updates and helping approve media releases and stories translate into tangible opportunities. In short, we're asking faculty to feed a system that feels like it doesn't feed them back. Breaking Down the Silos Which brings me to my main takeaway: we need more marketing and communications professionals in these conversations. The expert systems community is focused on addressing many of the technical challenges—data integration, workflow optimization, and new metadata standards — as AI transforms how we conduct research. But they're wrestling with fundamental communication challenges about audience, messaging, and impact storytelling. That's the uncomfortable truth. The systems are evolving whether we participate or not. The public pressure for accountability isn't going away. Comms professionals can either help shape these systems to serve critical communications goals or watch our expertise get lost in translation. ⸻ Key Takeaways Get Closer to Your Research: This involves having a deeper understanding of the management systems you use across the campus. How is your content appearing to external audiences? —not just research administrators, but the journalists, policymakers, donors, and community members we're trying to reach. Don't Forget The Importance of Stories: Push for plain-language research descriptions without unnecessarily "dumbing down" the research. Show how the work your faculty is doing can create real-world benefits at a local community level. Also, demonstrate how it has the potential to address global issues, further enhancing your authority. And always be on the lookout for story angles that connect the research to relevant news, adding value for journalists. Structure Expert Content for AI Discoverability: Audit your content to see how it's showing up on key platforms such as Google Gemini, ChatGPT. Show faculty how keeping their information fresh and relevant translates to career opportunities they actually care about. Show Up at These Research Events: Perhaps most importantly, communications pros need to be part of these conversations. Next year's International Forum on Expert Finder Systems needs more communications professionals, marketing strategists, and storytelling experts in the room. The research leaders, administrators and IT professionals you will meet have a lot of challenges on their plate and want to do the right thing. They will appreciate your input. These systems are being rapidly redesigned - Whether you're part of the conversation or not. The question is: do we want to influence how they serve our institutions' communications goals, or do we want to inherit systems that work brilliantly for academic audiences but get a failing grade for helping us serve the public?
