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Do the math: We’re awake roughly 16 hours a day. We spend 10 of those hours staring at screens – phones, tablets, computers, TV, gaming devices. That’s 63% of our waking life. The first platform dedicated entirely to digital balance launching today reveals something even more startling: It's not that we lack willpower to change our behavior. It's that we lack confidence. New proprietary research from Offline.now shows that 8 in 10 people are ready to change their relationship with technology, but more than half are so overwhelmed with their digital habits, they don’t know where to start. “If you don’t learn how to manage the screens in your life, they will manage you,” says Eli Singer, Founder of Offline.now and author of Offline.now: A Practical Guide to Healthy Digital Balance. “When people tell us they feel overwhelmed, it’s not laziness. It’s a crisis of confidence. And confidence is something that can be built.” Digital Wellness Experts Address the Struggles No One Else Will These insights come from digital wellness experts in the Offline.now Digital Wellness Directory – a growing community of licensed professionals across North America specializing in ADHD, relationships, family dynamics, high-achievers, and sustainable behavior change. They’re not offering generic advice. They’re addressing specific digital struggles that define contemporary life. Psychotherapist Harshi Sritharan, who specializes in modern anxiety and ADHD, explains: “The biggest mistake people make is reaching for their phone or turning on their computer first thing in the morning. It injects your dopamine full of uncertainty. You’ve essentially told your brain the most important thing you have to do today is put out fires. I tell clients to delay that first scroll as long as possible and never hit ‘snooze’. You’re fragmenting your REM sleep and making yourself more exhausted. These aren’t willpower issues; they’re about understanding how blue light disrupts your circadian rhythm, especially for those with ADHD who already struggle with sleep regulation.” According to Sritharan, the breakthrough happens when people understand the dopamine cycles driving their dependence and “reframe how they connect with all their screens, whether it’s their phone, gaming console, or streaming TV.” High Achievers Can’t Unplug. The ‘Always-On’ Trap is Killing Productivity, Not Boosting It “A lot of high performers think they need better time management,” says Executive Function Coach, Craig Selinger. “But what they actually need are boundaries. They’ve built empires by being available 24/7, and their phones have become permission slips to say yes to everything.” The difference between old and new technology matters,” he explains. “Back in the day with TV, there was a clear demarcation of beginning and end, right? The episode ends and you move on. Now it’s like Minecraft or TikTok – there’s no ending. And mobility makes it sticky, because you’re physically carrying the drug with you, versus a TV that stayed in one room.” The breakthrough happens when they realize being unavailable on purpose isn’t a weakness. “Things like turning off notifications during deep work, or setting ‘do not disturb’ windows? Those aren’t luxuries. They’re the competitive advantages they’ve been missing.” Digital Dependency as a Third Party in a Relationship Licensed Marriage and Family Therapist Gaea Woods says digital devices are killing interpersonal relationships, not because tech is evil, but because “we use it unconsciously at the moments when connection matters most. When you’re scrolling at dinner, you’re telling your partner ‘my phone is more interesting and important than you’.” The breakthrough happens when couples set explicit agreements: response times, when devices go off-limits – and even what’s it’s OK with AI companions. “We’ve exited the era of meaningful communication without realizing it, and now we must deliberately rebuild it. Nature isn’t ‘Nice to Have’. It’s the Antidote to Screen Fatigue No One is Talking About After running a tech-free camp for 25 years, Personal Development Coach Mark Diamond says he’s seen what happens when kids get genuine face-to-face time interaction outdoors. “Their brains reset. The beauty and physical activity provide perspective that screens can never replicate. Digital dependency has eroded our ability to develop real human connections across all ages, not just teenagers. Screens should not replace the moments that define our wellbeing.” Why This Matters Now The stakes extend beyond personal frustration. Unchecked screen dependency is linked to rising rates of anxiety, deteriorating sleep quality, relationship breakdown, and what mental health experts call “continuous partial attention”, a state where we’re always connected, but never fully present. The Data Reveals When Change is Possible Beyond the confidence divide, Offline.now’s research uncovers the precise moments when users are most open to shifting their digital habits: Evenings from 6 pm-11:59 pm emerge as the “Go Time” window. 40% of self-assessment responders peak readiness to act. Sunday is “Reset Day, when 43% want to set boundaries for the week ahead. Saturdays offer natural opportunities for self-compassion and rest. Afternoons become the “Overwhelm Window”, with 57% feeling consumed by their screens. Critically, Fridays – despite having the highest overwhelm factor – are the worst time for interventions. Users are depleted and change rarely sticks. The Framework That Powers the Platform At the platform’s core is the Offline.now Matrix, a behavioral framework that maps the confidence and motivation levels of users to reveal their starting point: Overwhelmed, Ready, Stuck, or Unconcerned. Based on Singer’s book, Offline.now: A Practical Guide to Healthy Digital Balance, the approach replaces willpower-based advice with microlearning strategies – each taking 20 minutes or less – that track emotional triggers rather than just screen time totals. It offers 100 real-world alternatives to scrolling, from reorganizing a drawer to visiting a thrift shop, and reframes slip-ups as data, not disasters. “The books shows that lasting change doesn’t require deleting Instagram or TikTok tomorrow,” says Singer. “You need to win one personal victory today, and then another tomorrow. That’s how confidence rebuilds.” Propelled by University of Toronto’s Innovation Ecosystem Offline.now is a University of Toronto-affiliated startup, leveraging one of the world’s most powerful innovation networks. U of T is ranked among the top five university-managed business incubators globally and has helped create more than 1,500 venture-backed companies and secured more than CAD$14 billion in investment over the past decade. How Offline.now Works For individuals and families: Take the free self-assessment quiz using the Offline.now Matrix to map your motivation and confidence levels in under three minutes. Receive instant access to practical strategies, curated resources, and a searchable directory of digital wellness experts organized by specialty, location, and insurance coverage. For digital wellness professionals: Join a growing community of licensed mental health practitioners, certified behaviorial coaches, and registered social workers by creating your profile at Offline.now. The platform provides new client leads, professional development opportunities, and visibility in a rapidly expanding market. About Offline.now Offline.now is the first global platform dedicated entirely to achieving digital balance. Founder and author Eli Singer built one of North America’s first social media agencies before seeing technology shift from community-building to attention-harvesting. As a parent, he experienced firsthand the struggle to maintain digital balance. The platform combines proprietary behavioral research, expert guidance and counselling from licensed professionals, and science-backed strategies to help individuals and families build healthier relationships with their screens. Visit Offline.now at https://offline.now Expert Interview Availability Offline.now can arrange interviews with: Eli Singer, Founder – Vision for digital wellness; behavioral data insights Harshi Sritharan, Psychotherapist – Dopamine cycles, ADHD, anxiety and intentional tech use Craig Selinger, Executive Function Coach – Digital distraction in high achievers, family dynamics, ADHD Mark Diamond, Personal Development Coach – Outdoor wellness, sustainable behavior change, happiness, connection Gaea Woods, Licensed Marriage and Family Therapist – Communication, digital third-party relationships, phubbing Additional Resources Free self-assessment quiz - The Offline.now Matrix: https://offline.now/quiz Expert directory and booking: https://offline.now/experts/ Join the directory: https://offline.now/join/ Order Offline.now: A Practical Guide to Healthy Digital Balance: https://offline.now/book/
The Case for Out-of-Court Winddowns
Boards of directors facing insolvency should consider an out-of-court winddown as a viable alternative to bankruptcy or court-appointed receivership. This approach offers greater discretion and control, helping to safeguard their reputation and maintain constructive relationships with lenders and sponsors. A recent article by J.S. Held's Michael Jacoby, titled "The Case for Out-of-Court Winddowns," provides step-by-step guidance on the out-of-court winddown process and explains why it’s gaining popularity by comparing the pros and cons to more traditional business closure paths. Michael Jacoby, Senior Managing Director and Strategic Advisory Practice Lead of J.S. Held, is a skilled executive with extensive operating, turnaround, restructuring, and M&A experience. Michael has served in advisory capacities as well as an independent director, Chief Restructuring Officer (CRO), investment banker, and interim manager for more than 400 clients in various industries. View his profile here. Why this matters: As financial pressures mount — rising interest rates, tighter credit, private-equity portfolio stress — the flexibility and control of out-of-court winddowns make them a timely alternative. Boards, lenders, and private equity sponsors who recognize this can act faster, protect reputation, and maximize value for stakeholders. Looking to know more? Connect with Michael Jacoby today by clicking on his icon below.
As sustainability moves from niche topic to boardroom central, companies face an increasingly complex global environment of regulatory divergence, disclosure demands and reputational risk. A recent article by J.S. Held's John Peiserich examines how multinational firms can respond effectively to the “crosscurrents” of ESG compliance, litigation exposure and evolving definitions of corporate responsibility. John Peiserich specializes in environmental risk and compliance. With over 30 years of experience, John provides consulting and expert services for heavy industry and law firms throughout the country with a focus on Oil & Gas, Energy, and Public Utilities, including serving as an expert witness in arbitration proceedings and in state and federal courts. View his profile here Key Insights: Sustainability now touches every major business function — environmental, social, and governance — and must be embedded in strategy rather than treated as an add-on. Regulatory landscapes are diverging: while the U.S. federal approach remains fragmented, individual states like California are moving ahead with mandatory climate and emissions-related corporate disclosures. In contrast, the European Union’s Green Deal and related frameworks promote a more unified regulatory model, creating operational tension for multinational corporations. Litigation and disclosure risk are increasing, with “greenwashing” (overstating sustainability achievements) and “greenhushing” (avoiding or under-reporting ESG performance) emerging as major board-level concerns. Effective risk management now requires scalable data systems, transparent communication, strong governance, and agility to adapt across multiple regulatory regimes. Why this matters: The widening divide between jurisdictions — and intensifying scrutiny of corporate sustainability claims — means ESG compliance can no longer be treated as a checkbox exercise. Organizations that fail to anticipate regulatory expectations or align ESG strategy with business goals risk legal exposure, reputational harm, and missed opportunities for value creation. Strategic Insights for Corporate Leadership on Sustainability Boards and executives must adjust their mindset, seeing sustainability not as a burden but as a catalyst for growth and differentiation. Proactive investment in research, development, and stakeholder engagement will help organizations seize new opportunities and maintain credibility in a fast-changing world. Documentation and transparency are vital defenses against legal challenges, while ongoing monitoring of policy and market trends ensures adaptability. Ultimately, the most successful companies will treat sustainability as an essential tenet of strategy—aligning profit, purpose, and governance to secure their position in the global marketplace. Navigating the crosscurrents of sustainability requires courage, judgment, and a commitment to continuous learning. By embracing these principles, corporations can build a future that is not only profitable but also just, resilient, and worthy of the trust placed in them by shareholders and society alike. Looking to know more or connect with John Peiserich about this important topic? Simply click on his icon now to arrange an interview today.
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.
Op-Ed: Stablecoin 'rewards' are a risk to financial stability
Congress has long recognized that stablecoins should not function as unregulated bank deposits. The intent of the recently enacted GENIUS Act is clear: to prohibit stablecoin issuers from paying interest or yield to holders, maintaining a distinction between payment instruments and bank deposits which are not only used for payment purposes but also as a store value. Yet loopholes have already emerged. Some crypto exchanges and affiliated platforms now offer “rewards” to stablecoin holders that work much like interest, potentially undermining the stability of the traditional banking system and constraining credit in local communities. Terminology matters. Credit card rewards are funded by interchange fees and paid to encourage spending — you earn points for using your card. Stablecoin “rewards” are different. They’re funded by investing the reserves backing stablecoins, typically in Treasury bills or money market funds, and passing that interest income to holders. You earn returns for holding the stablecoin, not for using it. Economically, this is indistinguishable from a bank deposit paying interest. When a platform advertises “5% rewards” on stablecoin holdings, it’s generally backing those tokens with Treasuries yielding about 4.5%, then passing that yield to users. Whether labeled rewards, yield or dividends, the function is the same: interest on deposits. Banks perform a similar activity — taking deposits, investing in loans and paying depositors a return — but face far higher costs, including FDIC insurance, capital requirements and compliance obligations that stablecoin issuers largely avoid. This dynamic has a precedent. In the 1970s and early 1980s, Regulation Q capped bank deposit rates at 5.25% while inflation and Treasury yields soared above 15%. Money market funds filled the gap, offering market rates directly to consumers. Deposits fled smaller banks, which lost their funding base, while large money-center institutions gained reserves. The result was widespread disintermediation, the collapse of the savings and loan industry and the farm-credit crisis of the 1980s. Stablecoin “rewards” risk repeating that history. Just as money market funds exploited the gap between regulated deposit rates and market rates, stablecoin platforms exploit the difference between what banks can profitably pay and what lightly regulated issuers can offer by passing through Treasury yields with minimal overhead. Some ask why banks can’t just raise deposit rates. The answer lies in structure. Banks operate under a fundamentally different business model and cost framework. They pay FDIC premiums, maintain capital reserves and comply with extensive supervision — costs most stablecoin issuers don’t bear. Banks also use deposits to make loans, which requires holding capital against potential losses. Stablecoin issuers simply hold reserves in ultra-safe assets, allowing them to pass through nearly all the yield they earn. To match 5% “rewards,” banks would need to earn 6% to 7% on their loan portfolios — an unrealistic target in today’s environment, especially for smaller community banks. The consequence is not fair competition, but a structural disadvantage for regulated depository institutions. The Consumer Bankers Association warns this loophole could trigger a massive shift of deposits from community banks to global custodians. Citing Treasury Department estimates, the Association notes that as much as $6.6 trillion in deposits could migrate into stablecoins if yield programs remain permissible. Because the GENIUS Act’s prohibition applies narrowly to issuers, exchanges and intermediaries may still offer financial returns under alternate terminology. This opens the door to affiliate arrangements that replicate the essence of interest payments without legal accountability. Those reserves don’t stay in local economies. The largest stablecoin issuers hold funds at global custodians such as Bank of New York Mellon, in money market funds managed by firms like BlackRock or — if permitted — directly with the Federal Reserve. When a community-bank depositor moves $100,000 into stablecoins, that capital exits the local bank and concentrates at systemically important institutions. The community bank loses lending capacity; the megabank or the Fed gains reserves. The result is disintermediation with a concentrated risk profile reminiscent of the money-market fund crisis. The Progressive Policy Institute estimates that community banks — responsible for roughly 60% of small-business loans and 80% of agricultural lending nationwide — could be among the most affected. In Louisiana, where local banks finance small businesses and family farms, that risk is especially relevant. If deposits migrate to unregulated digital assets, community-bank lending could tighten, particularly in rural parishes and underserved communities. Research from the Brookings Institution reinforces the need for regulatory parity. The label “rewards” doesn’t change the fact that these payments are economically interest. Allowing intermediaries to generate yield without deposit insurance or prudential oversight could recreate vulnerabilities similar to those seen during the 2008 money market fund crisis. To preserve financial stability, policymakers should move to close the stablecoin-interest loophole. Clarifying that the prohibition on interest applies to all entities— not just issuers — would uphold Congress’ intent. Regulators such as the Securities and Exchange Commission, Commodities Futures Trading Commission and federal banking agencies could also treat “reward” programs as equivalent to deposit interest for supervisory purposes. Stablecoins offer genuine efficiencies in payments, but unchecked yield features risk turning them into unregulated banks. History shows what happens when regulatory arbitrage allows competitors to offer deposit-like products without oversight: deposit flight, institutional instability and capital flowing away from community lenders. Acting now could help sustain stability, protect depositors and preserve the credit channels that support community lending — especially in states like Louisiana, where community banks remain the backbone of Main Street.
The missing AI revolution: Smarter leadership, not smarter machines, says workforce expert
Artificial intelligence has transformed industries, but its most overlooked potential lies in helping leaders themselves think more clearly and decide more effectively, according to Saleem Mistry, Associate Professor of Management at the University of Delaware’s Alfred Lerner College of Business & Economics. Mistry focuses on enabling leaders to be more productive, think clearly and make better decisions. Focusing on the leader, not just the organization Mistry’s work examines how leaders at every level can use AI to enhance productivity and decision-making. While most organizational conversations about AI focus on operational efficiency or customer service, he argues that the true frontier is leadership productivity. “Leadership productivity directly shapes organizational performance. AI can be transformative when it helps leaders think faster, decide better and regain the time they’ve lost to administration.” – Mistry As a professor of management and leadership, Mistry is often asked how AI will change the workplace. Those conversations usually revolve around automating workflows, not empowering leaders. Yet, as he notes, an MIT report found that 95 percent of generative AI pilots are failing — largely due to the absence of clear business use cases. That insight shaped his direction: leadership itself may be the missing use case. Having spent much of his earlier career in high technology, Mistry saw firsthand that innovation succeeds or fails based on how effectively leaders model new tools. Demonstrating practical applications Mistry recently analyzed the 2024-2025 U.S. Office of Inspector General reports on leadership challenges based. He analyzed each leadership challenge using three guiding questions: 1) Do the problems stem from leaders struggling with time, decisions or task management? 2) How might AI help? 3) Where could AI have the greatest impact? The results included: Executive Example (Amtrak): AI could power a real-time RACI dashboard to clarify accountability, track decisions and eliminate bottlenecks. Mid-Level Example (EPA): “Agentic AI” could cross-check allegations against verified data before termination decisions, preventing ethical and legal missteps. Supervisor Example (CISA): AI could scan incentive data for waste and anomalies, saving hours of manual review. Why it matters By automating repetitive, data-heavy tasks, AI gives leaders something they desperately need: time. Time to think strategically, coach teams and make better decisions. Mistry’s findings link AI adoption directly to mental well-being, arguing that improved decision productivity leads to improved organizational health. “Decision productivity is business productivity. Organizations that make faster, fairer and more informed decisions outperform those that don’t.” – Mistry Next steps: Building the framework for responsible AI leadership Mistry’s next milestone is to develop a set of leadership use cases that can be used by business leaders at all levels where AI can deliver the greatest impact. He is also developing frameworks for responsible AI adoption that help leaders determine when and how to deploy these tools ethically — across decision-making, communication, planning and task management. “AI won’t replace leaders,” Mistry concludes, “but leaders who learn to use AI effectively will outperform those who don’t.” ABOUT SALEEM MISTRY Associate Professor of Management Alfred Lerner College of Business & Economics Mistry’s research focuses on the future of work, with a particular emphasis on how individuals navigate workplace transitions. His research explores how people adjust to both minor and major changes in their careers, such as shifts in jobs, responsibilities, teams or entire organizations. A growing area of his expertise is the strategic use of artificial intelligence to enhance productivity for leaders, teams and human resource professionals. His research connects academic insights with practical applications, helping to shape how people and organizations adapt to an evolving professional landscape. Reporters who would like to speak to Mistry can click on his profile.
Simple display changes in grocery stores could cut food waste while boosting profits
New research from the University of Florida suggests that supermarkets could significantly reduce food waste while increasing their profits through smarter product display and pricing strategies. The study found that retailers could cut food waste by more than 20% while increasing profits by 6% on average. “It’s rare to find solutions that benefit both business and the environment, but this appears to be one of them,” said Amy Pan, study co-author and associate professor at the UF Warrington College of Business. “Our findings highlight that strategically selling older products alongside fresh ones can simultaneously boost profits and minimize waste by leveraging the right product display, discounting rate and discount time.” The findings provide crucial insight into a growing global challenge. Recent estimates suggest that 17% of global food production goes to waste, with retail accounting for 13% of that waste. In the United States alone, up to 40% of food produced is wasted, while one in eight Americans faces food insecurity. The researchers identified two effective strategies for retailers, depending on the predictability of store traffic. When store traffic is predictable, the researchers find two optimal solutions: Unsold products are swapped with a new batch when the current products are due to be replaced, so that there is only one batch on shelves at a time Newer batch products are displayed on shelves alongside older products that are sold at a discount In contrast, when store traffic isn’t predictable, the product display depends on the characteristics of the product, store and consumers. Specifically, the researchers find: For products that spoil quickly and have a low disposal cost, like fresh pastries, the best approach is to remove unsold items when new stock arrives However, for items with longer shelf lives and high disposal cost, like dairy products, stores can sell older items at discounted prices at the front of shelves while keeping fresher items at their full price on the back of shelves Even stores that prefer not to discount their products can benefit from simply optimizing their display strategies. The study found that thoughtful product placement alone can significantly improve profits while reducing waste. The researchers emphasize that while their findings focus on retail-level waste, the benefits extend throughout the supply chain. Farmers benefit from increased orders, retailers save money by reducing waste and consumers get more affordable access to healthy food options. “What’s particularly exciting about these findings is that everyone wins,” Pan said. “Retailers make more money, consumers get more affordable options and we reduce the environmental impact of food waste.” Looking to know more about this topic or connect with Amy Pan? Simply click on her icon now to arrange an interview today.
Gig worker protection law boosted overall earnings but dropped hourly pay
A 2020 California law designed to protect gig workers by classifying them as regular employees, rather than contractors, ended up increasing their earnings by about 8%. However, their hourly pay dropped by 1.6% as companies offset the higher costs of benefits. Workers’ increased earnings came from working longer hours in order to qualify for and reap benefits like employer tax sharing. These findings come from a study led by Liangfei Qiu, Ph.D., a professor in the University of Florida’s Warrington College of Business, which examined nearly 400,000 monthly work records from about 41,000 freelancers on Upwork, one of the world’s largest online labor platforms. That trove of data let the researchers ask what actually happened when the law, known as AB5, took effect. Qiu’s is the first study to reveal how AB5 affected workers’ income and comes as other states consider passing similar laws. Liangfei Qiu is an expert in social technology, including social media and social networks, as well as artificial intelligence. View his profile here “It highlights some unintended consequences,” Qiu said. “If the labor market competition is similar to what we observe in California, then you might get lower hourly rates for gig economy workers and longer working hours.” “But it’s nuanced. In surveys, gig workers said they were willing to work longer hours because they had better benefits. The outcome depends on how involved someone is in the gig economy,” Qiu added. AB5 was designed to correct what labor advocates saw as widespread misclassification of a company’s essential employees as independent contractors, who don’t typically earn any benefits. This classification gives companies a cheaper workforce, and provides maximum flexibility for workers, but doesn’t allow workers to earn any sick leave, vacation or health insurance. Self-employed contractors must also pay the full share of Social Security and Medicare taxes, which works out to about 15% of gross income. Gig economy companies fought back against the AB5 regulations. A company-sponsored ballot referendum, Prop 22, exempted well-known giants like Uber, Lyft and DoorDash from the law later in 2020. And the California legislature provided further carve outs for professions like doctors, lawyers and photographers. The law still applies to contractors used by delivery companies like FedEx, UPS or Amazon, home-service companies like Angi or Rover as well as online freelance platforms like TaskRabbit. The study is forthcoming in the journal Information Systems Research. Qiu collaborated on the analysis with researchers at Baylor University, Santa Clara University and Stony Brook University. Looking to know more about the 'gig economy' and how it impacts the workforce? Connect with Liangfei Qiu today and click is icon now to arrange a time to talk.
Everyone from farmers to Fortune 500 companies are now feeling the impact of Trump administration tariffs aimed primarily at reducing the trade deficit and reviving domestic manufacturing. University of Delaware experts offer insight into the economic, political and social impacts of these tariffs and what the future of U.S. trade policy may hold. Experts available: Alice Ba, associate professor, International Relations and Comparative Politics – Topic: Economic implications of tariffs on domestic industries and global supply chains. Dan Green, associate professor, International Relations and Political Theory – Topic: Political dynamics of U.S. trade policy and congressional responses. Dan Kinderman, professor, Comparative Politics and International Relations – Topic: Impacts on international business relationships and corporate strategy. Robert Denemark, professor, International Relations – Global geopolitical implications and international relations perspectives. Stuart Kaufman, professor, Political Science and International Relations – Historical context and comparative analysis of past U.S. trade policies. Journalists who would like to speak with these experts can click on their profiles or email mediarelations@udel.edu.
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."
