Jack in the Box announced Wednesday that it will close between 150 and 200 underperforming restaurants as part of a broad restructuring effort, with approximately 80 to 120 restaurants shuttering by December 31, 2025. The remainder will close over time, based on the termination dates of their respective franchise agreements.
Fast Company reached out to Jack in the Box for a list of locations it will be closing, but did not hear back by time of publishing.
The initiative is part of the companys JACK on Track strategya comprehensive plan aimed at improving long-term financial performance across its restaurant system, strengthening its balance sheet, and reaffirming its commitment to an asset-light business model, all in pursuit of sustainable growth, according to a company press release.
As part of the strategy, Jack in the Box has also retained BofA Securities to explore strategic alternatives for the Del Taco brand, including the potential sale of the business.
Our actions today focus on three main areas: addressing our balance sheet to accelerate cash flow and pay down debt, while preserving growth-oriented capital investments related to technology and restaurant reimage; closing underperforming restaurants to position ourselves for consistent net unit growth and competitive unit economics; and, an overall return to simplicity for the Jack in the Box business model and investor story, said Lance Tucker, chief executive officer at Jack in the Box.
The company also released select preliminary results in the press release for the second quarter of fiscal year 2025, which ended April 13. Same-store sales declined 4.4% for the Jack in the Box brand, while Del Taco saw a 3.6% decrease. Jack in the Box said in the press release that it will no longer provide financial guidance for Del Taco as it explores a sale.
One of the largest hamburger chains in the U.S., Jack in the Box operates approximately 2,200 restaurants across 22 states, with a strong presence on the West Coast. Del Taco has approximately 600 restaurants across 17 states.
Shares were down around 13% on Thursday morning. Over the past year, the stock has lost more than half its value.
Welcome to AI Decoded, Fast Companys weekly newsletter that breaks down the most important news in the world of AI. You can sign up to receive this newsletter every week here.
Coming soon: The one-person, billion-dollar startup
Were beginning to see a new kind of lean startup company, enabled in large part by new AI agents. Since these companies rely far less on people power, some of themthe ones addressing real market needsare achieving extraordinary revenue-per-employee numbers.
AI coding tools could become major enablers of these lightly staffed AI startups, simply because theyre starting to automate software development tasks that once required a human designer or engineer. The makers of these coding tools provide early examples of such startups.
We are seeing the rise of the AI-first company, where tech companies use AI and agents to complete tasks before hiring employees, says Jeremiah Owyang, general partner at Blitzscaling Ventures.
A few notable examples:
Anysphere, the company behind the Cursor AI coding tool, has only about 20 employees. By the end of 2024, its annual recurring revenue (ARR) had reached $100 millionroughly $5 million per employee. Now, TechCrunch reports that its ARR has surged to $300 million in 2025, bringing its per-employee revenue to $15 million. (Anysphere was named one of Fast Companys Most Innovative Companies in the Applied AI category.) The company has reportedly turned down several buyout offers, including one from OpenAI, to remain independent.
Another AI coding tool maker, Windsurf (formerly known as Codeium) has reached $40 million in ARR, up from $12 million at the end of 2024. With around 170 employees, this implies a revenue-per-employee figure of approximately $235,000. OpenAI is reportedly in advanced talks to acquire Windsurf for around $3 billion, or about $17 million per employee.
A South Korean startup called Nari Labs, with just two employees, recently unveiled a new text-to-speech model called Dia that may outperform category leaders ElevenLabs and Sesame in terms of voice authenticity. Voice samples posted to X by the company appear to support this claim. Nari Labs has shared its model on GitHub and could potentially build a business around licensing future models. The company did not immediately respond to a request for comment on Tuesday.
Midjourney, the creator of the well-known text-to-image AI tool, has kept a lean profile, with only about 10 employees. PitchBook estimates that by the end of 2024, the company was generating approximately $200 million in annual recurring revenuearound $20 million per employee.
A lesser-known AI company, Nexad, which develops and deploys AI-native advertising within AI applications, has just six employees but has already reached 30 million users through its chat app partnerships. Founded in 2024, the startup has secured $6 million in seed funding in a round co-led by Andreessen Horowitzs Speedrun accelerator and Prosus Ventures.
This trend will only continue as companies realize they can gain efficiencies by using software for repeatable tasks, says Blitzscaling Ventures Owyang, while reserving human talent for strategy, innovation, creativity, leadership, and community.
These AI-first companies are becoming more viable as AI models improve. The generative AI boom began with models that could string words together in useful ways, but only recently have models gained the ability to reason independently and work through processes with a degree of autonomy and agency.
The place where this ability is having the greatest impact today is in AI coding assistants, but many expect AI agents to take over other tasks, like invoicing and customer support, that were formerly the sole province of humans. In the future, when Company A wants to buy from Company B, it could be a matter of two AI agents working together to open the business relationship.
OpenAI CEO Sam Altman speculated in early 2024 that because of AI agents, a billion-dollar company employing one individual might be created. In fact, Altman said he has a running bet with some of his peers on when such a unicorn might appear. That day might be coming sooner than we think.
It might even go further than Altman envisions, Owyang says: In a future that once seemed like science fictionbut may be just a few years awaywe could see companies comprised entirely of AI agents, with no clear indication of whether any humans are at the helm.
Why OpenAI buying Chrome could face antitrust headwinds
A federal court ruled last August that Google holds a monopoly on internet search. This week, the court is working to determine a list of remedies to address that antitrust issue. Federal antitrust officials are urging Judge Amit Mehta to order Google to sell its Chrome browser, which acts as a major funnel of user traffic to Google Search. Google earns the majority of its revenue by selling ads around search results and referring users to brands when they search for products.
Depending on the buyer, selling Chrome might fix one monopoly only to create another a few years down the line. OpenAIs head of ChatGPT, Nick Turley, testified that his company would be willing to purchase the popular browser, which could fetch as much as $20 billion, according to Bloomberg. That would place the browser in the hands of a company currently building its own internet search business. OpenAI licenses Bing search data and is developing its own search index. The company reportedly tried to license Googles search datathe most complete inventory of the webs contentsbut was denied. The Justice Department has also proposed requiring Google to license its search index to other search competitors.
“To grow further, OpenAI needs to move beyond supplying models and start owning the customer connection,” says Info-Tech principal research director Brian Jackson. “Gaining control over a major browser like Chrome would expand its reach and create new data opportunities, while helping it better compete with Google and its Gemini platform.”
OpenAI is among the first companies to offer an alternative to the classic Google search thats become almost reflexive for many webusers. Instead of returning a list of most relevant links, ChatGPT, Perplexity and other chatbots return a direct answer to a users question, in narrative form (Google has its own AI search format called AI Overviews). Instead of doing searches from Chrome (by either using the URL bar or right-clicking on search terms) Ive found that using a chatbot desktop app, which typically display a handy little prompt window triggered by a keyboard shortcut, is just as easy and often yields more useful results, depending on the type of search. A ChatGPT-optimized Chrome could provide another easy entry pointone that far more people would likely use. In that experience you might highlight something in the browser, right-click, and see a search with ChatGPT menu item where search with Google used to be.
Of course, that would create a major advantage for OpenAI in search, while other AI search providers such as Google, Perplexity, and Anthropic could be put at a disadvantage. If AI search continues to grow in popularity, theres a real chance that it becomes the dominant way of searching the web at some point in the future. Does that make OpenAI the next search giant?
Meta rolls out new AI features in its Ray-Ban AR glasses
Im excited about Metas Ray-Ban smart glasses, both because of their stylish design (theyre not bulky or awkward), and their potential to integrate useful AI features. Meta has chosen a great feature to lead with: On Wednesday, the company began rolling out its live translation capability to smart glasses users in all markets. (The feature was first teased back in October.)
In effect, people will be able to travel abroad and hold reasonably smoothif occasionally clunkyconversations with speakers of different languages. When the microphones on the glasses hear a different language, the words are sent to an AI server in the cloud, which then sends the translated words back down and through the glasses earphones. And, in a nod to on-device AI, Meta allows users to download language packs directly to the glasses, enabling offline translation without a network connection. For now, live translation supports English, French, Italian, and Spanish, with more languages on the way.
Meta also seemed to move up the timeline for another AI featureLive AI, in which the AI continually watches the live view from the devices cameras in order to assist the user in things they may be doing. If it sees food preparation, the Meta assistant might offer recipes from the web or substitutes for missing ingredients, or if the user is exploring a new neighborhood it might supply mapping or navigation features. Meta now says Live AI is coming soon to general availability in the U.S. and Canada. Live AI gives a feel for how Meta has hoped AI would enhance the user experience in its smart glasses.
More AI coverage from Fast Company:
Microsoft thinks AI colleagues are coming soon
Trump is reportedly drafting an executive order to integrate AI into public schools
Broadcom is betting big on ethernet to disrupt AI workloads and data centers
This startup wants to reprogram the mind of AIand just got $50 million to do it
Want exclusive reporting and trend analysis on technology, business innovation, future of work, and design? Sign up for Fast Company Premium.
Even as the right to disconnect movement has picked up steam, true work-life balance is still hard to come by for many employees. Fielding emails and other work-related messages after hours continues to be the norm across workplaces, despite ample evidence that it can contribute to burnout and actually decrease productivity.
Part of the issue may be that the average workday is punctuated by a mounting number of drains on productivity. A new report from Microsoft, which compiled input from 31,000 workers across more than 30 countries, sheds light on the scale of interruptions and hurdles workers are currently facing on the job, as well as the degree to which the average workday has stretched beyond traditional business hours.
The price of near-constant interruptions
While 53% of leaders say they want to see a spike in productivity, the overwhelming majority of employees and managers alikeabout 80% of workers globallyclaim that they don’t have the time or energy to effectively do their jobs.
Employees say they are being interrupted near constantly during the workday, juggling emails, meetings, or real-time messages every two minutes. That can amount to 275 daily interruptions on the whole, when taking into account the additional time employees spend on the job beyond standard working hours.
In fact, the report also captures a marked increase in the number of pings that workers receive after hours: Chats outside of the 9-to-5 window increased by 15% year over year, yielding an average of 58 messages when tallied over the course of four weeks.
An expanding workday
Even meetings appear to be happening around the clock, according to the report, in part because so many companies now employ people who are working across time zones. Meetings that take place after 8 p.m. had increased by 16% year over year, and 30% of meetings involve employees in different time zones.
Part of this shift could also be driven by the fact that the majority of meetings60%are unscheduled and convened on an ad hoc basis. (Also of note: The number of PowerPoint edits jump by 122% in the 10 minutes leading up to a meeting, a stark contrast to PowerPoint activity in the hours prior.)
What could help reduce burnout
All this points to a broader disconnect between the business needs of many companies and what their workforce can reasonably accommodate, a strain that both employees and leaders seem to be feeling. According to Microsofts findings, 48% of employees and 52% of leaders claim their workload is chaotic and fragmented.
The report makes the case for why companies will need to use AI agents to bridge the gap, and almost half of all leaders have already said using digital labor to augment the existing capabilities of their workforce is a top priority for the next 18 months. But AI alone wont alleviate the many pains of modern work for employees or managersand it certainly wont put a stop to superfluous meetings overnight.
Uncertainty over tariffs and an unpredictable trade war is weighing heavily on companies as they report their latest financial results and try to give investors financial forecasts.Some tariffs remain in place against key U.S. trading partners, but others have been postponed to give nations time to negotiate. The tariff and trade picture has been shifting for months, sometimes changing drastically on a daily basis. Those shifts make it difficult for companies and investors to make a reliable assessment of any impact to costs and sales.On Tuesday, Treasury Secretary Scott Bessent said he expects a “de-escalation” in the trade war between the U.S. and China, but cautioned that talks between the two sides had yet to formally start.Here’s how several big companies are dealing with the tariff confusion:
Chipotle
Chipotle Mexican Grill said Wednesday that its costs are rising due to the tariffs.The Tex-Mex chain said it gets some beef from Australia and packaging from Vietnam, Indonesia and Thailand. It also sources avocados from Colombia and Peru. All are now subject to a 10% tariff.The tariffs may also impact the cost of building new restaurants, since items like shelving and parts for equipment come from China, Chipotle Chief Financial Officer Adam Rymer said during a conference call with investors. But Rymer said the impact of the tariffs on imports from China is harder to predict. This week, Trump administration officials have said they expect a “de-escalation” in the trade war between the U.S. and China.Chipotle reported weaker-than-expected revenue in the January-March period and lowered its outlook for full-year same-store sales.CEO Scott Boatwright said concern about the economy was the “overwhelming reason” consumers reduced their visits to Chipotle during the quarter. That trend has continued through April, he said.
Tesla
Tesla is in a better position than most car companies to deal with tariffs because it makes most of its U.S. cars domestically. But it still sources materials from other nations and will face import taxes.The bigger impact will be seen in the company’s energy business. The company said the impact will be “outsized” because it sources LFP battery cells from China.The broader trade war could also hurt the company as China, the world’s largest electric vehicle market, retaliates against the U.S. Tesla was forced earlier this month to stop taking orders from mainland customers for two models, its Model S and Model X. It makes the Model Y and Model 3 for the Chinese market at its factory in Shanghai.CEO Elon Musk, an adviser to President Donald Trump, on Tuesday reiterated that he believes “lower tariffs are generally a good idea for prosperity.” But he added that ultimately the president decides on what tariffs to impose.
Akzo Nobel
The Amsterdam-based maker of paints and coatings for industrial and commercial use said the big risk from tariffs could come in the form of lower demand for its products.The company said almost all sales of finished goods in the U.S. were locally produced, with the majority of raw materials locally sourced.“Over the years, we deliberately localized both our procurement and production in the U.S.,” said CEO Gregoire Poux-Guillaume, in a conference call with analysts. “We also largely run China for China and use the rest of Asia instead as an export base.”The company’s products range from paints and coatings for the automotive industry to the do-it-yourself homeowner. Broader tariffs could squeeze consumers and businesses and hurt sales.
Boston Scientific
The medical device maker said it expects most of the effecs of tariffs to hit the company during the second half of the year, but that it can absorb the impact.The company raised its earnings and revenue forecasts for the year, despite the tariffs. It estimates a $200 million impact from tariffs in 2025, but said it can offset that through higher sales and reductions in discretionary spending.The company said it has a long-standing supply chain around the globe and has made significant investments in the U.S.
Boeing
Boeing said much of its supply chain is in the U.S. and many of its imports from Canada and Mexico are exempt from tariffs under an existing trade agreement.The company does have suppliers in Japan and Italy, but it expects to recover those tariff costs. The net annual cost of higher tariffs on the supply chain is less than $500 million.A bigger concern is the potential for retaliatory tariffs, which could impact its ability to deliver aircraft. China, a key target for U.S. tariffs, has retaliated in part by no longer accepting deliveries of Boeing aircraft.
AT&T
AT&T, like its peers in the telecommunications sector, faces higher costs for cellphones and other equipment.The company said it believes it can manage anticipated higher costs, based on the current pause in some tariffs and its supply chain.“The magnitude of any increase will depend on a variety of factors, including how much of the tariffs the vendors pass on, the impact that the tariffs have on consumer and business demand,” said CEO John Stankey, on a conference call with analysts.
Damian J. Troise, AP Business Writer
Few periods in modern history have been as unsettled and uncertain as the one that we are living through now. The established geopolitical order is facing its greatest challenges in decades, with a land war in Europe entering its third year and shifting power dynamics upending what were once settled relationships across the globe. The economy is teetering on the edge of recession, with financial markets in chaos, central banks struggling to navigate inflationary pressures, and consumer confidence levels at historic lows. And beneath these more visible disruptions runs a quieter but perhaps more fundamental transformation: the accelerating advancement of artificial intelligence, a technology that is reshaping how we think about work, productivity, and economic value.
It is tempting to push aside worries about the future effects of new technologies when we are distracted by the global turmoil that is outside our windows right now. But if we fail to get ahead of the question of how our societies and economies will deal with automation, the consequences may be far more profound and enduring than the crises that absorb us today. The questions of who works, how they work, and whether that work provides dignity and sustenance will ultimately define our economic future more fundamentally than any temporary market correction or geopolitical realignment.
Historically, technological advances have led to long-term economic growth and new employment opportunities even when automation has caused short-term job losses. It would be easy to assume that this pattern will be repeated with artificial intelligence. But this would be a grave mistake. When algorithms can learn, create, and act independently, assumptions that have evolved around the automation of mechanical processes can no longer be treated as reliable guides.
The Numbers Game
One of the reasons things will be different this time is the sheer speed and scale of the transformation that is rushing toward us. Researchers have calculated that 60% of current job roles did not exist 80 years ago, which is already an astonishing fact. Yet AI promises even faster and more profound changes to the job market.
Recent projections are sobering:
McKinsey projects that 30% of all hours worked in the U.S. could be automated by 2030
Goldman Sachs argues that up to 300 million jobs globally are exposed to automation
The IMF suggests that 40% of jobs are at risk globally, rising to 60% in advanced economies
And these are just the short-term predictions. In the longer-term, many tech leaders agree with Bill Gates that humans will no longer be needed for most things.
So, whats the business as normal prediction? The World Economic Forum offers a more optimistic forecast: While 92 million jobs will be displaced globally over the next five years, 170 million new positions will be created.
Not a rosy picture
The arguments for the increases in future roles, however, are far from persuasive.
The largest area of growth, the report argues, will come in very traditional roles like farm workers, delivery drivers, and food processing workers. Yet these are precisely the jobs that existing technology can already automate. The fastest growing roles, meanwhile, are projected to be in technology, including many new positions for specialists in data analysis, software development, and fintech engineering. But the assumption that AI will create rather than take jobs in these fields is optimistic, to say the least.
The real-world data paints a less than rosy picture. For instance, while the U.S. Bureau of Labor Statistics predicts an 18% rise in the number of software developers between 2022 and 2032, recent research suggests that actual numbers in 20222025 figures have declined, with significant falls in both employment and job openings in this field.
Waves Not Ripples
Even in the best-case scenario where AI increases both overall economic activity and overall employment, major disruptions are inevitable. If millions of low-skilled jobs are soon to be replaced by high-skilled tech jobs, we will need an unprecedented global re-skilling program to ensure that displaced workers can find new roles. Without this, we risk abandoning millions of workers, and it is no exaggeration to suggest that the social and political effects of such a move will be catastrophic. Western nations are still struggling to adapt to the collapse of traditional manufacturing industries. A new employment crisis for those who already have the fewest prospects will be devastating. Yet there are few signs of any kind of organized response at the governmental level.
In the worst-case scenario, these social waves will become a tsunami. Rapid automation causing widespread unemployment could trigger the kind of unrest that destroys communities and topples governments. A generation of jobless, purposeless youth unable to secure entry-level roles because the only remaining human positions require experience and expertise will pose a grave geopolitical threat.
Macroeconomically, excessive automation risks create a dangerous demand deficiencya situation in which our economy can efficiently produce more goods and services than an ever-shrinking base of employed consumers can afford to purchase. This creates a paradox for businesses rushing to automate: the very efficiency gains they seek might ultimately undermine their markets. Machines don’t purchase smartphones, subscribe to streaming services, or buy homes. Humans do. When companies optimize for efficiency without considering employment, they may inadvertently be sabotaging the consumer spending ecosystem that sustains them. If AI causes sustained unemployment, the resulting drop in aggregate demand wont just harm individual businessesit could trigger a deflationary spiral that threatens the stability of the entire economy.
Democratizing Responsibility
Automation isnt inherently neative. Just as previous technological advances freed us from hard and dangerous physical labor, AI has the potential to relieve us of many routine burdens that stand in the way of true human flourishing. But it can only fulfill this promise if it is thoughtfully integrated into our lives and societies.
In theory, governments could mitigate the economic risks through regulation. But history suggests that regulatory frameworks rarely keep pace with technological revolutions. We cannot wait for top-down solutions to emerge. Instead, we need to democratize both responsibility and leadership when it comes to managing the pace of automation and protecting the social and economic foundations on which we all depend.
Businesses have a crucial role to play in this process. They must adopt regenerative leadership that looks beyond short-term efficiency gains and instead considers the long-term sustainability of the broader ecosystem. Leaders must recognize that their employees aren’t merely replaceable resources but also consumers driving economic demand. This requires shifting from traditional thinking that focuses on quarterly results to systems thinking that considers long-term economic sustainability.
Companies that embrace this responsibility will implement automation strategies that enhance human potential through:
Preserving entry-level positions. Companies must maintain some starter roles to develop skilled workers, even when automation seems more efficient.
Re-skilling and workforce transition programs. Corporations should fund upskilling initiatives to help displaced workers transition into new roles, such as managing and curating the workflows of AI agents.
Recognizing societal interdependence. Businesses exist within communities in which employees and customers form an interconnected system, and that system will break down if customers lack jobs. A holistic view of this symbiotic relationship between companies and the markets they serve will be essential in the AI age.
Choosing Our Future
The AI revolution presents us with a critical choice between unchecked automation and thoughtful implementation. Each business decision today will shape our collective future. By prioritizing human well-being alongside innovation, responsible leaders won’t just be protecting their own customer basethey will be contributing to the resilience of our entire economic system. The future belongs not to those who automate fastest, but to those who navigate this transition with wisdom, treating AI as a tool for augmentation rather than replacement, and recognizing that true prosperity requires both technological advancement and human flourishing.
Texas has more than 600 known cases of measles on Tuesday as the outbreak in the western part of the state approaches the three-month mark.The U.S. was up to 800 cases of measles nationwide on Friday. Two unvaccinated elementary school-aged children died from measles-related illnesses in the epicenter in West Texas, and an adult in New Mexico who was not vaccinated died of a measles-related illness.Other states with active outbreaksdefined as three or more casesinclude Indiana, Kansas, Michigan, Montana, Oklahoma, Ohio, Pennsylvania, and New Mexico. The U.S. has more than double the number of measles cases it saw in all of 2024.North America has two other outbreaks. One in Ontario, Canada, has sickened 925 from mid-October through April 16. And as of Tuesday, the Mexican state of Chihuahua state has 514 measles cases, according to data from the state health ministry. The World Health Organization has said cases in Mexico are linked to the Texas outbreak.Measles is caused by a highly contagious virus that’s airborne and spreads easily when an infected person breathes, sneezes, or coughs. It is preventable through vaccines, and has been considered eliminated from the U.S. since 2000.As the virus takes hold in other U.S. communities with low vaccination rates, health experts fear the virus that the spread could stretch on for a year. Here’s what else you need to know about measles in the U.S.
How many measles cases are there in Texas and New Mexico?
Texas state health officials said Tuesday there were 27 new cases of measles since Friday, bringing the total to 624 across 26 countiesmost of them in West Texas. Two more Texans were hospitalized, for a total of 64 throughout the outbreak, and Bailey County logged its first two cases.State health officials estimated about 2% of casesfewer than 10are actively infectious.Sixty-two percent of Texas’ cases are in Gaines County, population 22,892, where the virus started spreading in a close-knit, undervaccinated Mennonite community. The county has had 386 cases since late Januaryjust over 1% of the county’s residents.The April 3 death in Texas was an 8-year-old child, according to Health Secretary Robert F. Kennedy Jr. Health officials in Texas said the child did not have underlying health conditions and died of “what the child’s doctor described as measles pulmonary failure.” A unvaccinated child with no underlying conditions died of measles in Texas in late FebruaryKennedy said age 6.New Mexico announced two new cases Tuesday, bringing the state’s total to 65. Six people have been hospitalized since the outbreak started. Most of the state’s cases are in Lea County. Two are in Eddy County and Chaves and Dona Ana counties have one each.State health officials say the cases are linked to Texas’ outbreak based on genetic testing. New Mexico reported its first measles-related death in an adult on March 6.
How many cases are there in Kansas?
Kansas has 37 cases in eight counties in the southwest part of the state, health officials announced Wednesday.Finney, Ford, Grant, Gray and Morton counties have fewer than five cases each. Haskell County has the most with eight cases, Stevens County has seven, Kiowa County has six.The state’s first reported case, identified in Stevens County on March 13, is linked to the Texas and New Mexico outbreaks based on genetic testing, a state health department spokesperson said. But health officials have not determined how the person was exposed.
How many cases are there in Oklahoma?
Oklahoma confirmed one more case Tuesday for a total cases of 13: 10 confirmed and three probable. The first two probable cases were “associated” with the West Texas and New Mexico outbreaks, the state health department said.Custer, Oklahoma and Cleveland counties had public exposures in the past 42 days. The state health department is not releasing which counties have cases.
How many cases are there in Ohio?
The Ohio Department of Health confirmed 30 measles cases in the state Thursday. The state county includes only Ohio residents.There are 14 cases in Ashtabula County near Cleveland, 14 in Knox County, and one each in Allen and Holmes counties, the state said. The outbreak in Ashtabula County started with an unvaccinated adult who had interacted with someone who had traveled internationally.Health officials in Knox County, in east-central Ohio, say there are a total of 20 people with measles, but seven of them do not live in Ohio. In 2022, a measles outbreak in central Ohio sickened 85.
How many cases are there in Indiana?
Indiana confirmed two more cases Monday in an outbreak that has sickened eight in Allen County in the northeast part of the statefive are unvaccinated minors and three are adults whose vaccination status is unknown. The cases have no known link to other outbreaks, the Allen County Department of Health said Monday.
How many cases are there in Pennsylvania?
In far northwest Pennsylvania, Erie County health officials declared a measles outbreak April 14 after finding two new cases linked to a measles case confirmed March 30.The state has had nine cases overall this year, six of which are not linked to the outbreak, including international travel-related cases in Montgomery County and one in Philadelphia.
How many cases are there in Michigan?
Montcalm County, near Grand Rapids in western Michigan, has four linked measles cases. State health officials say the cases are tied to a large measles outbreak in Ontario, Canada.The state has eight confirmed measles cases as of Monday, but the remaining four are not part of the Montcalm County outbreak. Michigan’s last measles outbreak was in 2019.
How many cases are there in Montana?
Montana state health officials announced five cases Thursday in unvaccinated children and adults who had traveled out of state, and confirmed it was an outbreak on Monday. All five are isolating at home in Gallatin County in the southwest part of the state.State health officials are working to trace exposures in Bozeman and Belgrade.They are Montana’s first measles cases in 35 years. Health officials didn’t say whether the cases are linked to other outbreaks in North America.
Where else is measles showing up in the U.S.?
There have been 800 cases in 2025 as of Friday, according to the U.S. Centers for Disease Control and Prevention, and 10 clustersdefined as three or more related cases.Measles cases also have been reported in Alaska, Arkansas, California, Colorado, Florida, Georgia, Hawaii, Kentuky, Louisiana, Maryland, Minnesota, New Jersey, New York, Rhode Island, Tennessee, Vermont, and Washington.Cases and outbreaks in the U.S. are frequently traced to someone who caught the disease abroad. In 2019, the U.S. saw 1,274 cases and almost lost its status of having eliminated measles.
What do you need to know about the MMR vaccine?
The best way to avoid measles is to get the measles, mumps and rubella vaccine. The first shot is recommended for children between 12 and 15 months old and the second between 4 and 6 years old.Getting another MMR shot is harmless if there are concerns about waning immunity, the CDC says. People who have documentation of receiving a live measles vaccine in the 1960s don’t need to be revaccinated, but people who were immunized before 1968 with an ineffective measles vaccine made from “killed” virus should be revaccinated with at least one dose, the agency said.People who have documentation that they had measles are immune and those born before 1957 generally don’t need the shots because most children back then had measles and now have “presumptive immunity.”In communities with high vaccination ratesabove 95%diseases like measles have a harder time spreading through communities. This is called “herd immunity.”But childhood vaccination rates have declined nationwide since the pandemic and more parents are claiming religious or personal conscience waivers to exempt their kids from required shots. The U.S. saw a rise in measles cases in 2024, including an outbreak in Chicago that sickened more than 60.
What are the symptoms of measles?
Measles first infects the respiratory tract, then spreads throughout the body, causing a high fever, runny nose, cough, red, watery eyes and a rash.The rash generally appears three to five days after the first symptoms, beginning as flat red spots on the face and then spreading downward to the neck, trunk, arms, legs and feet. When the rash appears, the fever may spike over 104 degrees Fahrenheit, according to the CDC.Most kids will recover from measles, but infection can lead to dangerous complications such as pneumonia, blindness, brain swelling, and death.
How can you treat measles?
There’s no specific treatment for measles, so doctors generally try to alleviate symptoms, prevent complications and keep patients comfortable.
AP Science Writer Laura Ungar contributed to this report.
The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute’s Science and Educational Media Group and the Robert Wood Johnson Foundation. The AP is solely responsible for all content.
Devi Shastri, AP Health Writer
Over the past 30 days, many big-name tech giants have seen their stock prices fall hard, largely thanks to President Trumps chaotic tariff rollout. For example, Apple (Nasdaq: AAPL) has seen its shares fall 11% over the past month, while Nvidia has seen its shares fall (Nasdaq: NVDA) fall over 12%.
But until yesterday, IBM (NYSE: IBM) was one of the big-name tech giants that rode out the tariff storm pretty well. While the companys stock price did tank along with the rest of the markets in early April, it has recovered nicely since then and, as of the close of bell yesterday, its shares were actually up just a bit (about 0.6%) over the past 30 days.
But then IBM announced its Q1 2025 results yesterday, and its stock sank after hours. And today, as of the time of this writing, IBM shares are down more than 6.75% in pre-market trading. The main reason? You can blame Elon Musks DOGE.
IBMs Q1 2025 results
When a stock drops after a company reports its latest quarterly results, its natural to assume it is doing so because the company in question posted poor numbers. But that actually wasnt the case with IBM yesterday. By all accounts, IBM had a pretty good quarter. Here are its most salient numbers:
Revenue: $14.5 billion (up 1%, or up 2% on a constant currency basis)
Earnings per share (EPS): $1.60
As noted by CNBC, those critical metrics actually beat analysts estimates, which had expected revenue of $14.4 billion and an EPS of just $1.40.
We exceeded expectations for revenue, profitability and free cash flow in the quarter, led by
strength across our Software portfolio, IBM CEO Arvind Krishna said in a statement announcing the companys Q1 results. There continues to be strong demand for generative AI and our book of business stands at more than $6 billion inception-to-date, up more than $1 billion in the quarter.
But if this is the case, why did IBM’s shares drop? Its all because of DOGE.
Elon Musks DOGE takes bite out of IBMs government contracts biz
Unfortunately for IBMs stock price, the company also announced last night that 15 of its government contracts had either been canceled or paused due to cuts initiated by Elon Musks Department of Government Efficiency (DOGE).
Bloomberg reports that these cuts equate to about $100 million in future payments. Addressing the cuts on the companys financial call, IBMs chief financial officer, James Kavanaugh, said that federal sales account for less than 5% of the companys overall revenue. However, Krishna noted that DOGEs downscaling of the U.S. government did leave IBMs consulting unit more susceptible to discretionary pullbacks and DOGE-related initiatives.
As noted by Reuters, the impact of the DOGE cuts on IBMs business sent the companys shares lower in after-hours trading yesterday.
IBM issues rare quarterly guidance
But IBM also announced something else yesterdayguidance for the second quarter. Historically, IBM has not issued quarterly guidance, but as Reuters notes, the company decided to do so now.
“We’ve chosen now, in light of the very unprecedented dynamic of uncertainty going on in the market, to give a second-quarter revenue guidance range. We felt incumbent upon ourselves to give as much transparency as possible to our investor group, IBMs Kavanaugh announced yesterday.
That forecast revealed that IBM expects Q2 2025 revenue of between $16.40 billion and $16.75 billion. Thats slightly above analysts forecasts of $16.33 billion, noted Reuters.
Still, that attempt at reducing uncertainty in investors didnt do enough to counteract the effects that the DOGE cuts had. In premarket trading this morning, as of the time of this writing, IBM stock is down 6.75% to $228.90.
As of yesterday’s close of $245.48 before IBMs Q1 results were released, the companys shares had been up over 11.6% for the year so faran impressive return considering all the market turmoil over the past three weeks.
So many mourners lined up to see Pope Francis lying in state in a simple wooden coffin inside St. Peter’s Basilica that the Vatican kept the doors open all night due to higher-than-expected turnout, closing the basilica for just an hour Thursday morning for cleaning.The basilica is bathed in a hushed silence as mourners from across the globe make a slow, shuffling procession up the main aisle to pay their last respects to Francis, who died Monday after a stroke.The hours spent on line up the stately via della Conciliazione through St. Peter’s Square and through the Holy Door into the basilica has allowed mourners to find community around the Argentine pontiff’s legacy of inclusion and humble persona.Emiliano Fernandez, a Catholic from Mexico, was waiting in line around midnight, and after two hours still had not reached the basilica.“I don’t even care how much time I wait here. It’s just the opportunity to (show) how I admired Francisco in his life,” said Fernandez, whose admiration for the pope grew during his 2016 visit to Mexico. “I think because of the respect that I have for him and the great person he was, it’s worth the wait.”The last numbers released by the Vatican said more than 50,000 people had paid their respects during the first 12 hours of the public viewing, starting at 11 a.m. Wednesday. The basilica closed for just one hour Thursday morning, from 6 a.m. until 7 a.m., the planned opening time.Among the first-day mourners was a church group of 14-year-olds from near Milan who arrived for the now-suspended canonization of the first millennial saint, as well as a woman who prayed to the pope for a successful operation and an Italian family who brought their small children to see the pope’s body.“We came because we didn’t bring them when he was alive, so we thought we would bring them for a final farewell,” said Rosa Scorpati, who was exiting the basilica Wednesday with her three children in strollers. “They were good, but I don’t think they really understood because they haven’t yet had to deal with death.”Like many others, the Scorpati family from Calabria was in Rome on an Easter vacation, only to be met with the news of Francis’ death on Easter Monday.Out of devotion to the pope and his message of inclusion, the grieving faithful joined the procession of mourners that wended from St. Peter’s Square through the basilica’s Holy Door, with the repentant among them winning an indulgence, a form of atonement granted during the Jubilee Holy Year. From there, the line extended down the basilica’s central aisle to the pope’s simple wooden casket.By late Wednesday, the wait appeared to be three or four hours and growing. A person doing crowd management estimated that the wait was closer to five hours. The mourners stretched down the center of Via della Conciliazione, in a lane set aside for Jubilee pilgrims.After three days of public viewing, a funeral Mass including heads of state will be held Saturday in St. Peter’s Square. The pope will then be buried in a niche within the St. Mary Major Basilica, near his favorite Madonna icon.The death of Francis, who was 88, capped a 12-year pontificate characterized by his concern for the poor and his message of inclusion, but he was also criticized by some conservatives who felt alienated by his progressive outlook.A procession of priests, bishops and cardinals accompanied Francis’ body Wednesday on its journey from a private viewing inside the Vatican to St. Peter’s Square. The pageantry contrasted with the human interactions of rank-and-file mourners at the public viewing.Francis lay in state in an open casket, perched on a ramp facing mourners, with four Swiss Guards standing at attention. As the crowd reached the casket, many lifted their smartphones to snap a photo.One nun accompanying an elderly woman with a cane walked away sobbing, “My pope is gone.”Such despair was rare. The mood was more one of gratitude for a pope who had, by example, taught many people to open their minds.“I am very devoted to the pope,” said Ivenes Bianco, who was in Rome from Brindisi, Italy, for an operation. “He was important to me because he brought many people together by encouraging coexistence.” She cited Francis’ acceptance of the gay community and his insistence on helping the poor.Humbeline Coroy came to Rome from Perpignan, France, for the planned canonization Sunday of 15-year-old Carlo Acutis, which was suspended after the pope’s death. She stayed to pay respects to Francis, enjoying exchanges with Japanese mourners they met as they waited under the sun in St. Peter’s Square.“For me, it is a lot of things. In my job, I work with disabled children, and I traveled to Madagascar to work with poor people. Being here, and close to the pope, is a way of integrating these experiences, and make them concrete,” she said. Coroy also brought prayers for her father, who is sick with cancer.For Alessandra Nardi, the pope’s death brought back memories of the death three years ago of her beloved uncle Luigi, who used to call her from St. Peter’s Square when he came to see Pope Francis say Mass. He “let me hear the bells toll. It was a beautiful thing.”Riccardo Ojedea from Colombia said his experience waiting in line for two hours to pay respects to the pope had shown him how much “humanity loves the pope.”“He left a very important legacy for everyone,” he said, “to make this world happier.”AP video journalist Isaia Montelione contributed.
Colleen Barry, Associated Press
Weve all heard the familiar directive: Were going through another reorganization and will be cutting 20% of headcount, but priorities remain the same and, in fact, may expand. Meanwhile, youre being told to just make it work” without offering additional resources, guidance, or support.
This conversation, unfortunately, isn’t unique. It represents the silent crisis engulfing middle management across America.
Middle managerswho oversee 90% of the U.S. workforceare facing unprecedented challenges in 2025. Recent KPMG data reveals nearly one-third are actively disengaged, while 62% report unsustainable stress levels as they struggle with expanded responsibilities amid shrinking teams. At the same time, Gallup’s findings show employee dissatisfaction at 15-year highs.
The economic uncertainty plaguing the U.S. has created a perfect storm for middle management burnout. Organizations are seemingly undergoing constant reorgs and scrambling to eliminate redundancies, optimize productivity and reduce resources to do more with less. Middle managers find themselves caught between the demands from top leadership to cut costs and maintain output while keeping their teams productive and motivated at the same time.
The concrete middle
Middle managers are what I call “the concrete middle”the foundation bearing pressure from both the top echelon of organizations and the functions and teams reporting to them. They understand the real flow of work, the network connections, and who the true “magic makers” are in the organization. They’re facing tightening budgets from above while trying to maintain an engaged, high-performing workforce below.
What makes this crisis particularly acute in 2025 is that the job market is reported as healthy but remains very tight. Employers may be in a wait-and-see mode, and struggling leaders may not see viable alternatives. This creates a dangerous apathywhat I’ve observed as “doing just enough to survive.”
But here’s the concern: When the pendulum swings the other way and market conditions improve, companies will feel real painbecause employees remember. They remember which organizations honored their values during difficult times and which simply treated people as disposable resources.
Break the cycle of disempowerment
One of the biggest challenges middle managers face is maintaining a sense of autonomy and growing their employees’ talent and potential. How do you keep top talent feeling they can contribute meaningfully and advance their careers amid constant change and disruption?
The truth is, during volatile periods, trust and empowerment often take a back seat to numbers. While financial responsibility is certainly necessary, organizations need a more nuanced approachparticularly for functions that drive growth.
During these unprecedented times, I’ve coached leaders to advocate and empower themselves by harnessing this moment as a chance to reinvent and reimagine how their work is being done. Because amid the volatile and unpredictable times lies opportunityan opportunity to change and employ new strategies, tactics, and ways of working that may not have been supported during more stable, constant, and calm periods. Middle managers, with their unique vantage point, often see possibilities that senior leadership overlooks or never considers. We need to give them the tools, trust, and ability to reimagine their work in ways that might actually achieve growth in a down period while achieving cost savings by simply doing things differently and better.
This approach requires a fundamental shift in perspectivefrom viewing middle managers as mere implementers to recognizing them as the crucial bridge between strategy, execution, and market growth.
Move from platitudes to real development
Many middle managers have been told, “Nobody owns your development but you.” Translation: Its up to you to grow yourself, learn, and improve.
Traditional leadership development approaches are not meeting the needs of today’s leaders. The solution isn’t another perfunctory annual performance-review exerciseit’s creating intentional support systems that address well-being, professional growth, trust, and empowerment.
Organizations must implement scenario planning into their talent management process. This means preparing leaders for all market conditionsgrowth, stable, uncertain, and competitive landscapes. Building this muscle prevents paralysis during challenging times and empowers managers to push for a strategic repositioning of their teams to restructure, realign, and optimize team performance.
The development of top talent isn’t just about surviving difficult periodsit’s about positioning them to deliver in different ways that might not have been possible before. In times of disruption, there’s often more support and openness for working differently, adopting new tactics, approaches, and novel ways of working than during periods when business as usual comes with a playbook of what to do and how to do it.
Cut the consensus culture
Perhaps the most insidious barrier to middle-management effectiveness is what I call “consensus culture”the endless cycle of meetings and layers of review and approvals that exist primarily to stroke egos rather than drive decisions and unleash innovation and potential.
During my time leading organizational development initiatives, we introduced the philosophy of GEPO (Good Enough, Proceed On). This wasn’t about compromising the operational excellence of what you’re doing, but about streamlining how ideas are socialized. Do you really need three to five meetings with people at all levels to make a decision? Can you eliminate the pre-meetings prior to the decision meetings and the “I’m just being informed” meetings that clog calendars without adding value?
By streamlining decision-making and trusting and empowering the people who own and support the work, organizations can reduce the time-to-decision and allow experts to take true accountability. This approach isn’t just about efficiencyit’s about restoring purpose and autonomy to the manager’s role while empowering them to do their jobs effectively with minimal bureaucracy.
In the absence of this trust, we handicap our middle managers. They become dependent on groupthink and consensus-driven approaches, operating in a highly risk-averse fashion because they fear making independent decisions without extensive backup and group support. This is the opposite of innovationand organizations simply cannot afford thi handicap if they want to innovate, disrupt, and improve performance.
Embrace AI as ally, not threat
The AI revolution adds another layer of complexity and also an opportunity for middle managers in 2025. Too often, leaders view these technologies through a lens of fear rather than as an efficient resource that enables productivity and output.
Its a genuine fear of replacement. But I don’t believe AI will replace good managers. Instead, organizations must be transparent about AI’s business value while generating excitement about its possibilities. AI should be positioned as a complement to human talentjust like we would approach any new technology.
Leaders at the top need to create engagement and excitement around AI as a strategic lever that can help streamline processes and improve decision-making. This isn’t about replacing jobs but freeing up time and attention for the work that truly mattersthe strategic thinking and human connection that AI cant replace.
The path forward requires moving beyond traditional development approaches to build resilient leadership pipelines capable of sustaining organizations through continuous transformation. By elevating and empowering middle managers, companies can stabilize their operations while preparing for future challenges in an increasingly complex business environment.
The companies that will thrive in this era of disruption will be those that transform their middle management from a burnout risk into an innovation advantage through empowerment, trust, autonomy, and accountability for their work.
On a quiet residential street lined with unassuming homes and white picket fences in Gliwice, Poland, one building is not like the rest. Its a hulking, bright silver structure that’s covered entirely in pipes.
This eye-catching building is the new headquarters for Gambit, a Polish pipe distribution company specializing in underground water systems. Designed by the architecture firm KWK Promes, the headquarters takes Gambits building materials aboveground, transforming pipes from a utilitarian necessity into an aesthetic material that encases the buildings entire exterior. The result is a visually striking structure that cleverly merges architecture with product advertising.
[Photo: Juliusz Sokołowski/courtesy KWK Promes]
Building a headquarters out of pipes
While the idea to create an office entirely covered in pipes might seem like an avant-garde concept, it actually started as a cost-saving measure.
The idea to use pipes on the facade came up when the investorthe company Gambitasked us to design an office-warehouse building that would serve as its unique showcase, but at the lowest possible cost,” says Robert Konieczny, founder of KWK Promes. “We then thought that since they deal with specialized pipes, we could use this very materialespecially since they could acquire it at cost price.
The concept of using Gambits actual pipes was short-lived, as Konieczny’s team quickly discovered that PVC pipes meant for underground use are prone to oxidizing in the sun, tend to be quite bulky, and dont meet Polish fire safety requirements. Still, the firm wanted to follow through on the idea of transforming Gambits building material into a custom cladding that would resemble a stack of pipes.” Ultimately, they found a way to make it happen without breaking the bank.
[Photo: Juliusz Sokołowski/courtesy KWK Promes]
To mimic Gambits pipes, KWK Promes commissioned custom silver tubes from a metal fabrication company, each made from inexpensive raw aluminum sheetinga material the company has also used for projects like an apartment complex in Katowice, Poland, and a futuristic mountain home.
KWK Promes explained on the Archello platform that as an added advantage, the aluminum sheeting develops a patina over time, taking on a matte, raw character reminiscent of concrete.” Importantly, the firm added, “the sheet is incredibly durable and virtually indestructible, making it easy to maintain. This is crucial for us because the operation of buildings generates up to 30% of CO2 emissions, so we always seek simple, low-maintenance solutions.
[Photo: Juliusz Sokołowski/courtesy KWK Promes]
The final structure includes a two-story office section with sloping walls, a cube-shaped warehouse to hold the companys inventory, and a lower workshop section. The entire exterior is fitted with piping, while rooftop skylights and glass windows allow natural light into the working spaces. Inside, concrete walls and flooring have been added to mimic the building’s eventual aging process.
[Photo: Juliusz Sokołowski/courtesy KWK Promes]
A multifunctional material
Aesthetically, the cladding comes about as close to resembling a stack of pipes as a building could get, lending parts of the structure the disconcerting sense that it might be moments from rolling away. From certain angles, the sides of the tubing create a striped pattern, while other angles of the building take on a honeycomb pattern from the open ends of the pipes. KWK Promes also hopes that beyond its visual advantages, the pipe cladding might serve a purpose for the surrounding environment.
[Photo: Juliusz Sokołowski/courtesy KWK Promes]
Initially, at the investors suggestion, the design included protective nets for the pipes,” Konieczny explains. “Over time, however, we decided to leave the pipes open so that, for example, birds could make their home there. In the end, we managed to convince the investor to abandon the netsalthough it’s hard to say whether it was the ecological arguments or the financial ones that convinced them more, as this decision significantly reduced the implementation costs.
In an era when remote and hybrid work arrangements increasingly influence the way office interiors are designed, the Gambit headquarters is a reminder that theres still plenty of room for innovation on an offices exterioreven in an industry that rarely sees the light of day.
