Twenty-five years ago, Google unveiled Adwords, which pledged to enable advertisers to quickly design a flexible program that best fits [their] online marketing goals and budget, Google cofounder Larry Page said at the time.
The principle was simple. AdWords allowed advertisers to purchase individualized, affordable keyword-based advertising that appears alongside search results used by hundreds of millions of people every day.
That decision was a game changer for Google. Advertising now accounts for around three in every four dollars of revenue the company has made so far this year, growing 10% in the last year alone. The product, since renamed Google Ads, has powered the company to prosperity, cementing its position at the top of the search space.
But a quarter of a century on, artificial intelligence could force an overhaul of Google Ads.
The shift from traditional search to AI answer engines represents the greatest challenge to Google’s $200 billion monetization engine we’ve ever seen, says Aengus Boyle, vice president of media at VaynerMedia, a strategy and creative agency set up by entrepreneur Gary Vaynerchuk.
Thats not because competitors are siphoning away users from Google: The companys global daily active users are up 13% year on year, with nearly 2 billion people logging on to Google services every day, according to Bank of America estimates. But because Google is starting to layer in AI-tailored answers into the front page of its search resultsoften above the advertisements and blue links to sources that helped make its name over the last 25 yearsits ability to bring in ad revenue could take a serious hit. If AI answers start replacing traditional Google searches, thats a real threat to the whole cash engine, says Fergal O’Connor, CEO of Buymedia, an ad platform company. Google makes most of its money from ads tied to clicks. The more queries, the more ad space, the more revenue.
The problem is that AI summaries of search results make it less necessary to click through to websites. So far, thats been to the consternation of website owners, who rely on visits to their websites in order to sustain their business models. In time, it could harm Google itself. If people stop clicking through to sites because they get what they need from an AI summary, that entire model takes a hit, OConnor says.
Of course, Google will obviously try to wedge ads into the AI answers, notes OConnorand indeed, the company is already doing sobut he says its not a like-for-like comparison. One generative answer replaces a full results page of ad inventory, so its fewer impressions, fewer clicks, and less data flowing through the system, he explains.
However, if anyone is best placed to capitalize on those changes, its Google, Boyle predicts. Their clearest advantage lies within Google Adswhich has allowed them to integrate ads into new AI discovery surfaces, like AI Overviews and AI Mode, faster than any of their competitors in the space, he says.
OConnor believes that Google will adapt to the new norm, with AI being alteringbut not terminalto the future of advertising.
If people genuinely stop Googling and start asking, the whole search economy has to reinvent itself, OConnor says. But if you’ve been around the digital ad space for a few decades, you’ll know that we’ve survived a few events that were billed as being apocalyptic to the industry.
Google has had 25 years to understand how best to target and present ads to its users and to squeeze out everything it can from the ad industry. Its best placed to secure another 25 years of dominance, even if it requires some changes.
In what is somehow a real-life event and not an overwrought metaphor for the state of American democracy, earlier this week, work crews began tearing down the East Wing of the White House in order to make room for President Donald Trumps planned 90,000-square-foot ballroom addition. Previously, Trump had said that the project would not interfere with the existing building, which now appears to be accurate only in the sense that by sometime this weekend, the East Wing will no longer exist.
The ballroom, which has an estimated cost of $250 million and a conspicuously uncertain completion date, will allow a president who feels most comfortable holding court at his chintzy Florida social club to enjoy a reasonable facsimile in D.C., complete with gold and crystal chandeliers, a gold-accented ceiling, and gold floor lamps.
For months, Trump has boasted that he wouldnt pay for the ballrooms construction using public resources, which is perhaps the plans only saving grace. But as the government shutdown enters its fourth week and millions of federal workers continue to go unpaid, the president has opted for a financing model that is grotesque and insulting in a different way: passing the tab along to a menagerie of wealthy opportunists eager to curry favor with a president who values personal fealty above all else.
Trump has fantasized for years, even before he entered politics, about being the man who expanded the White House, and reportedly reached out to the Obama administration in 2010 to offer to build a ballroom himself. He also claims to have approached the Biden White House with the same offer, which, given their history, is a conversation I assume would not include much by way of small talk.
Now that Trump is president for a second time, hes been champing at the bit to follow through. Shortly after taking office, he mused about building his beautiful, beautiful ballroom, and in August, he told reporters who spotted him walking on the White House roof that he was looking for more ways to spend my money for the country. Trump has also said that managing the business of real estate is relaxing for him, an interesting insight into his priorities that is, in my view, bad news for anyone who hopes hes working diligently to reopen the government he runs.
Last Wednesday, Trump hosted a dinner at the White House to court deep-pocketed prospective donors to underwrite the ballroom project, which he variously described to them as phenomenal and totally appropriate. The guest list, according to The New York Times, included representatives from many of the Big Tech brands that distanced themselves from Trump during his first White House tenure, and are now doing their best to make him forget about it: among others, Amazon, Apple, Google, HP, Meta, and Microsoft. Also well-represented at dinner was the crypto industry, whose luminaries are by now used to opening their checkbooks whenever Trump asks. Representatives from Coinbase, Ripple, Tether were in attendance; so were the Winklevoss twins, who now run the crypto exchange Gemini, and Charles and Marissa Cascarilla, whose company, Paxos, is the blockchain partner for PayPal.
Also listening to Trumps pitch were a handful of big-name companies with lucrative government contracts, whose executives even more of an incentive to contribute to the presidents latest vanity project. Lockheed Martin, for example, holds multiyear defense contracts worth billions of dollars; the consulting firm of Booz Allen Hamilton does business almost exclusively with the federal government; Peter Thiels Palantir, which has been an integral part of the U.S. defense and intelligence infrastructure for years, recently inked a $10 billion contract to provide software support services to the Army for the next decade. Under this administration, it appears that an implicit condition of continuing to do business with the government is doing little favors for Trump upon request.
Even bit players in the MAGA universe who have good reason to believe they are already in Trumps inner circle still felt compelled to show up: Kelly Loeffler, the former Georgia senator whom Trump appointed to lead the Small Business Administration; Benjamin Leon, Jr., whom Trump has nominated to serve as ambassador to Spain, and the Lutnick family, whose patriarch, Howard, is currently the Secretary of Commerce. On the one hand, it feels remarkable to me that a sitting Cabinet member would perceive no optics problems with allowing his boss to solicit his family for cash on an ongoing basis. On the other hand, given this presidents history of firing Cabinet members who do not conduct themselves at all times as vassals privileged to be in his presence, obediently attending is probably the prudent choice.
A final list of donors has yet to be released, but Trump says the project is fully funded. Per CBS News, Google, Booz Allen, and Palantir (among others) have all agreed to donate, as has Lockheed Martin, which has given somewhere north of $10 million. And in his remarks at the dinner last week, which was advertised on gold-lettered invitations exhorting recipients to help establish the magnificent White House Ballroom, Trump praised unnamed attendees for being really, really generous, and insinuated that some in the audience had given as much as $25 million.
A pledge form obtained by CBS News allows donors to The Donald J. Trump Ballroom at the White House to pay in a lump sum or on a three-part installment plan, and teases that they willbe eligible for some sort of recognition, which could entail etched signage on the ballrooms exterior. There is probably no better illustration of the Trump administrations approach to governance than gut-renovating the Peoples House by adding a co-branded, corporate-sponsored wing to it.
One of the larger confirmed donations so far reveals just how high the stakes can be for those whom Trump asks to give. About $22 millionroughly 10% of the total price tagcomes from the money YouTube agreed to pay Trump last month to settle a lawsuit he brought over the companys decision to suspend his account in the aftermath of January 6. If you are keeping track at home, this means that a Silicon Valley giant that was kicking him off its platform four years ago is now waving the white flag in the form of an eight-figure check. At the dinner, Trump could not resist obliquely celebrating his reversal of fortune one last time: Its amazing the way a victory can change the minds of some people, he said, according to The New York Times.
Officially, YouTube wrote its check to the Trust for the National Mall, a nonprofit involved in funding the ballrooms construction. But the takeaway from this episode is pretty clear: The people and companies Trump solicits can either surrender what amounts to a rounding error on their balance sheets, thus earning Trumps praise and enjoying a significant tax write-off. Or they can pass, and run the risk that Trump turns around and uses the legal system to shake them down for even more.
Wealthy people buying access to power is not new; for that matter, neither is wealthy people spending their money on decor that was already garish four decades ago. But the presidents preoccupation with rebuilding the White House in his imageand his supporters willingness to chip inlays bare the extent to which decisions in this administration are getting made by people who have no idea what life is like in this country for those who are not billionaires. Trumps government might not be open, but it is as for sale as it ever was, for anyone who can afford to pay the price.
Insincerity is the mother of deceit. Whenever we say something we don’t mean, we tell a lie. It may be a small misrepresentation, but its still a lie as we are being dishonest to hide what we truly think and feel. Repeated insincerity breaks down trust, communication, and understanding.
So why do organizations, often without even knowing it, encourage insincerity in their employees? The answer lies a little with social media and a lot in narcissism.
NARCISSISTS, NARCISSISTS, EVERYWHERE
Since the early 1980s, psychologists have been tracking a steady rise in narcissism: a growing self-consciousness and preoccupation with our image and what other people say about us. The exact cause remains unclear.
Changes in parenting styles, increasing individualism, and a cultural obsession with self-esteem have all been blamed. Social media has accelerated the trend, but the rise started well before the likes of Facebook arrived, with one large study of college students finding a 30% increase in levels of narcissism in the 25 years leading up to Facebooks launch.
Whatever the cause, the effect has been widespread. People have grown more sensitive to how others view them. You can see it in how people curate a personal brand on Instagram and a professional one on LinkedIn. Cancel culture and political leaders appearing to prize loyalty over competence have hammered home the message: Be careful what you say and do or risk the consequences. Even if it isnt top of mind, the pressure sits in our culture and shapes our behavior.
ORGANIZATIONS, TOO
And its not just individuals that are becoming more narcissistic, but organizations, too. Because around the same time as psychologists started tracking rises in individual narcissism, they also identified what has come to be called organizational narcissism. Firms increasingly seek visible loyalty from their employees, and emphasize the importance of everyone being aligned and on the same page. As with individuals, organizations have always focused on image to some degree, but evidence suggests they are doing so more than ever before.
Broad social forces play a role. Leaders, like individuals, now obsess over reputation. Social media and cancel culture have forced firms to guard their online image. With any message able to spread globally in seconds, firms understandably try to control what employees say about them. Some positive factors, such as organizations investing more in motivating and communicating with employees feed into this. But less positive factors matter to. If todays CEOs are more narcissistic or image-conscious than they were 30 years ago, then they may create a culture in which perceived disloyalty is less tolerated.
All this drives organizations to demand affirmation and alignment from employees. What started as a growing awareness of brand image and employee motivation has often morphed into a preoccupation with positivity and controlling what gets said. Even when firms don’t demand this, because individuals have become more image-conscious, employees may nonetheless perceive organizations as requiring these things.
An environment in which everyone is positive about a firm can be a good thing. But it is too easy for it to tip to become toxic for individuals and dangerous for the organization.
SIGNS AND SOLUTIONS
The warning signs of organizational narcissism resemble the symptoms found in individual narcissism. A preoccupation with image and what people say, punishing perceived disloyalty or noncompliance, and reacting negatively to questioning. What matters most is not whether firms behave this way, but whether employees believe they do.
The consequences are always damaging. Just as with individuals, organisational narcissism erodes trust, communication, and understanding. Studies show that trying too hard to create a culture of positivity can undermine information flow and decision-making, making them blind to their weaknesses.
Some argue that organizational narcissism is an inevitable consequence of a capitalist-driven need to succeed against all competition. They may be correct to some degree. But not entirely. Firms can avoid a slide into overdone loyalty and positivity.
The writer Somerset Maugham once said, “What we call insincerity is often just a method by which we can avoid an unpleasantness.” By “unpleasantness” he meant a disagreement. And that disagreement is exactly what breaks insincerity. Leaders and organizations, must actively seeking out, encourage, and reward debate and questioning. They must step back from a preoccupation with whether internal communications make leaders look authentic and inspiring. Instead, they should focus on whether they enable employees to be authentic and inspiring themselves.
Because there’s only one thing worse than a negative and disgruntled employee, and that’s an insincere one.
The Washington, D.C., architectural firm that President Donald Trump tapped to design his White House ballroom is known for its ornamental, classical architecture, but the firm’s work is not generally known, even by design aficionados.
Crews are now demolishing the entirety of the East Wing for an expansive, $250 million new space designed by McCrery Architects, which compared to the detailed, hi-fi portfolios of today’s most prominent architectural firms, has a strikingly light online footprint.
The firm’s site shows only contact information for new commission inquiries and a slideshow of work that includes artist renderings of the planned ballroom. There’s no longer a list of its projects, but an archived list reveals a CV that leans ecclesiastical. Its Instagram account is bare. “Committed to Tradition and Excellence,” its bio reads, but there are no posts.
The firms portfolio is heavy on churches, and it’s now fast building up public-sector work, driven by a love of classical American architecture.
“The very best American architecture is classical architecture once made American,” James McCrery, the firms founder and principal, said last year during a talk at the conservative Hillsdale College. “Americans love classical architecture because it is our nation’s formative architecture and we love our nation’s formation.”
Here are some of the firms most notable projects, as its work on one of the most iconic buildings in the U.S. gets underway.
Cathedral of the Most Sacred Heart of Jesus, Knoxville, Tennessee [Photo: Nheyob/Wiki Commons]
Ecclesiastical architecture
Catholic churches are the most common building type in the firm’s portfolio.
McCrery Architects has designed several houses of worship, including the Cathedral of the Most Sacred Heart of Jesus in Knoxville, Tennessee; Holy Name of Jesus Cathedral in Raleigh, North Carolina; and Our Lady of the Mountains in Highlands, North Carolina.
St. Mary Help of Christians, Aiken, South Carolina [Photo: Jude.anthony1972/Wiki Commons]
The firm’s design for St. Mary Help of Christians in Aiken, South Carolina, won the John Russell Pope Award in 2017 for the traditional architecture contest’s Ecclesiastical Design over 3,000 square feet category. In a 2015 reflection about the building, McCrery said the church was “designed to encourage and strengthen all in the Faith . . . [and] intentionally made to be beautiful,” which typifies his and his firm’s approach to design.
This year, McCrery Architects was awarded for the baptismal font at the Church of the Holy Spirit in Gloversville, New York.
Holy Name of Jesus Cathedral, Raleigh, North Carolina [Photo: Farragutful/Wiki Commons]
McCrery’s work in academia
McCrery Architects designed the University Saint Mary of the Lake Feehan Memorial Library in Mundelein, Illinois, and the Saint Thomas Aquinas Chapel at the University of Nebraskas Saint John Newman Center in Lincoln.
Public-sector work
The firm’s government work has grown from designing a statue pedestal and gift shop to making one of the biggest changes to the most famous federal government building in the U.S. Here are the details.
[Photo: Architect of the Capitol]
McCrery designed the pedestal for California’s statue of Ronald Reagan for the National Statuary Hall Collection in 2009. Each state can send two statues to the collection at the U.S. Capitol, and McCrery made the Tennessee Rose marble pedestal for artist Chas Fagan’s statue of the late president and former California governor and actor. The pedestal includes concrete pieces from the Berlin Wall.
McCrery’s firm also designed the U.S. Supreme Court’s book and gift shop, and, according to the Catholic University of America, the North Carolina state legislature commissioned the firm to create a master plan for its historic State Capitol Grounds.
The White House ballroom
The firm’s White House project is now its most visible workand it’s most controversial.
[Rendering: whitehouse.gov/McCrery Architects]
The sudden demolition to make room for a privately funded addition shocked at least one former White House resident, and the National Trust for Historic Preservation asked the Trump administration and National Park Service to pause until plans can go through the legally required public review processes that it says include consultations, reviews, and public comment.
[Rendering: whitehouse.gov/McCrery Architects]
Trump’s White House makeover parallels his attempts at expanding presidential and state power, and represents an outward, physical manifestation of a wider Trump project to remake the presidency and leave a mark in his second term.
Like using emergency economic powers to impose tariffs or sending National Guard troops into U.S. cities, Trump’s power plays today feel anything but precedented or traditional. Traditional, though, is exactly what the architect who designed his grand ballroom is trained in.
Paris Hiltons been an entrepreneur, a reality TV star, a DJ, an author, a model, a singer, and an activist. But she says school felt like torture.
Sitting still under fluorescent lights surrounded by beige walls made me feel trapped instead of inspired, she tells Fast Company via email. Traditional environments were too flat, too uniform, and too quiet to support the way I think.
It wasnt until after being diagnosed with ADHD in her late 20s that Hilton began to understand how to hone her energy and creativity and how the physical spaces where she worked impacted her ability to focus.
Over the years, Ive learned that when a space feels alive, so do I, she says.
Data from 2024 shows that almost a fifth of Americans are neurodivergent. According to 2023 research from Deloitte, over half of Gen Z workers identify as such. Yet even as awareness of neurodivergence in the workplace grows, most employers still struggle with fully accommodating these communities: 93% of workers in these groups say they burn out because of it. Over a third even hide their status altogether, out of fear of being stigmatized.
[Photo: Ashley Osborn]
And with ADHD specifically, recent surveys show that one in four Americans suspect they have it, but are undiagnosed (and diagnoses are rising). Studies also suggest people with ADHD are more creative, and that they also thrive as entrepreneurs.
But because of their challenges with executive functions like attention, time management and emotional regulation which can cause heightened sensitivity to stimuli like noise and light, and can be exacerbated when they feel physically constrained most workplaces still unintentionally work against them.
Hilton and her partner, the neurodivergence nonprofit Understood.org, offer valuable insights into:
The big companies already reimagining their offices to be more inclusive
What psychologists and design experts advise to best create offices for these groups
How inexpensive and low-barrier making these changes can be
As neurodivergence awareness has increased in recent years, businesspeople besides Hilton have opened up about their neurodiversity. Bill Gates opened up earlier this year about having ADHD, and Richard Branson, who is autistic, champions causes for the autism community.
But the discussion around how most workspaces arent designed to best accommodate neurodivergent workers has only gained traction relatively recently.
Thats what inspired Hilton to design one herself, collaborating with neurodivergence nonprofit Understood.org on the design of her home, and the new headquarters of her entertainment company, 11:11 Media. The neurodivergent-friendly workspace in Los Angeles features seats that enable different postures and a variety of chairs to choose from, sensory-friendly lighting designed to minimize glare and flickering, natural materials like plants and wood (which research has found effective in combating ADHD symptoms) and play areas that encourage free movement. Theres also the Sliving Sanctuary, a cozy space with weighted blankets and flicker-free lighting for brain breaks.
It was a chance to build a space that celebrates different ways of thinking and working, Hilton says.
Typical spaces constraint atypical brains
The wrong workspace can affect anyones productivity, but thats especially true among the neurodivergent, a classification that includes those with ADHD, dyslexia, autism and other cognitive differences.
Recently, more high-profile companies have taken similar steps to make their spaces more accommodating to neurodiverse workers, like Etsy, SAP and Microsoft. But theres still lots to do to help close the gap, activists argue especially since such a huge swath of the workforce is neurodivergent, and traditional offices make them distracted and unproductive at best, burnt out and underemployed at worst. And as more and more companies push for return-to-office, many workers in this group may again face the challenges of working in spaces that simply werent designed for them.
[Photo: Kevin Ostajewski]
In a lot of workspaces, we see things like open floor plans, which can be extremely distracting, says psychotherapist Sarah Greenberg, Understoods vice president of expertise and strategic design. Many workers have long found open floor plan offices noise levels and chaotic setting difficult to work in, particularly those in the deaf and autistic communities.
Greenberg adds: We see a lack of natural light, which can really halt inspiration. We see limited places to move, which can make it really hard when the neurodivergent brain needs that to bring our best selves to work. For those with ADHD, even stiff chairs can feel restrictive, making it harder for them to concentrate and ultimately perform their best.
In school we were told, stay in your chair, you need passes to use the restroom. Aspects of that culture have bled into workplaces, says Dr. Andrew Kahn, psychologist and associate director of expertise and strategic design for Understood. When neurodivergent individuals feel constrained physically, they often also feel constrained mentally, which can stifle innovation, creativity, focus and productivity.
[Photo: Kevin Ostajewski]
But this cohort has a unique way of thinking that can prove a significant asset. A new study from the European College of Neuropsychopharmacology in the Netherlands found that ADHDers tendency for their minds to wander can actually lead to more creativity and innovation. Allowing these folks to bring their gifts to the table requires spaces designed to meet their unique needs.
It can be the difference between needing to stay home in order to get anything done, or actually being able to be [productive] in that shared space, Greenberg says. It can be game-changing.
Low-lift changes that make a big difference
Creating a more inclusive space, however, doesnt necessarily require the resources of an heiress or celebrity. Research suggests many of the most impactful accommodations cost $500 or less.
For example, standing desks and tactile items like fidget toys have been proven effective in enabling those with ADHD to channel their excess energy without breaking concentration. Noise-cancelling headphones can help block out distractions for those with sound sensitivity. Research also suggests offering a variety of chairs like bean bag chairs, couches and even yoga mats or chairs that can be used in a multitude of positions can make them feel less constrained, both physically and mentally.
For the ADHD brain if you cant see it, it doesnt exist, Greenberg says. For example, in your office supply area, using clear bins that are clearly labelled takes away that cognitive load. Greenberg explains that short-term memory and organization are both challenges for people with ADHD, and that a little extra support with both can go a long way.
When it comes to design, it’s not about having interior decorating skills, its about understanding the neurology of brains that think differently and then applying those best practices to the physical container in which we do our work, Greenberg says.
Hiltons workspace takes into account things like noise control, natural lighting, visual stimuli and textures. Standing desks and alternative workspaces are available throughout the office, and staff are encouraged to move to the workstation that best suits the task at hand.
The 25-person staff of the LA-based media company, which promotes customer brand voices and social causes through film, TV and other media, are also surrounded by natural materials, like plants, flowers, wood, and a living wall.
Hilton says that the effort she put into creating the space isnt just about enabling herself and her staff to do their best work. Its about pushing a bigger conversation forward.
I want 11:11 Media HQ to be a model for whats possible when we prioritize the needs of those who are neurodivergent, she says.
People with ADHD or other neurodivergent traits are often some of the most imaginative thinkers in the room.
