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In his role as head of the so-called Department of Government Efficiency, Elon Musk spent several months gleefully subjecting parts of the government he doesnt like to an array of metaphorical power tools. We spent the weekend feeding USAID [United States Agency for International Development] into the wood chipper, he wrote on X in February, after pushing to illegally withhold billions of dollars appropriated by Congress to fight famine, care for sick people, and vaccinate children against deadly diseases. Could have gone to some great parties. Did that instead. A few weeks later, Musk celebrated his accomplishments to date by taking the stage at the annual Conservative Political Action Conference while triumphantly waving a chainsaw overhead. This is the chainsaw for bureaucracy, he yelped, just in case the reference was too subtle for anyone in attendance. CHAINSAW! On the one hand, Musks efforts set up some of his businesses to make a bunch of money, and delighted Republican politicians whose idea of wasteful spending is anything that does not make hedge fund executives or car dealership owners wealthier. On the other hand, his White House tenure shaved billions of dollars off his net worth, made it genuinely embarrassing to own a Tesla, and transformed Musk into one of the most reviled political figures in the country. Now, as Musk leaves the Trump administration and returns to the private sectorand as the two men engage in oafish public meltdowns on their respective social media platformsthe question of whether DOGE was, on balance, worth it for Musk sort of depends on what happens to his portfolio over the next quarter or so. Already, Musk has embarked on a miniature image rehabilitation tour, framing himself in time-honored reactionary tradition as a tragic victim of his own success. In a soft-lit interview with The Washington Post, he said that DOGE had become the whipping boy for everything, and bemoaned the uphill battle he faced for simply trying to improve things in D.C. In an interview with Ars Technica, Musk admitted that he probably did spend a bit too much time on politics, and expressed eagerness to get back to the business that really matters: presiding over failed SpaceX launches. As a result, many retrospectives on Musks time at DOGE read like obituaries, both for the organization and the movement it represents. In a recent Reuters profile, for example, a former DOGE staffer predicted that it would fizzle out without Musk, and analogized the remaining employees to kids joining a startup that will go out of business in four months. But talking about DOGE in the past tense is wrong for several reasons. First, Musks actions will continue to inflict pain and suffering long after Trump has left the White House. One expert estimates that Musks cuts to USAID have already resulted in about 300,00 preventable deaths, most of them children. Even if the $180 billion that DOGE says it has cut is a generous overestimate, people still died because Elon Musk decided it would be fun to cosplay as the president for a few weeks. Second, Musks efforts to pillage the federal government will not end the moment he leaves town. A recent Washington Post analysis estimated that Musks companies are propped up by $38 billion in government funding. Although Trump has threatened to stop doing business with Musk during their ongoing posting warmuch, much more on that belowSpaceX in particular is integral to the modern U.S. space program, parts of which would grind to a halt without the (non-exploding versions of) Musks rockets. Reluctant though Trump may be to keep paying out on these contracts, it would presumably be even more embarrassing for him to leave NASA without a viable in-house method of retrieving astronauts from space. Finally, DOGE was not and was never going to be a one-off effort to, as the conservative activist Grover Norquist once put it, make the government small enough to drag it into the bathroom and drown it in the bathtub. For decades, Republicans, at the behest of their corporate donors, have pushed the idea that government should be run like a business, and insisted that the legitimacy of any government expenditure depends on the associated return on investment. Only if elected officials do something about the scourges of wasteful spending, inefficient regulation, and dastardly bureaucracy, the argument goes, can America ever hope to reach its full potential. But Republicans face the same basic challenge every time they try to follow through on this promise: Although voters theoretically support the idea of making government more efficient, the real-world cuts Republicans would make to effectuate that goal are wildly unpopular. Normal people dont want to gut the National Park Service or the U.S. Postal Service, for example. They dont support making it easier for big banks to rip off consumers, and they definitely dont like GOP politicians threatening to take Sesame Street off the air. By outsourcing much of this unseemly work to Musk and DOGE, Republican lawmakers found a possible solution to their vexing PR problem: a method of speed-running some of the more controversial aspects of their policy agenda, but without having to cast costly votes to implement it. Now Musk is learning the hard way that although he was using the Republican Party to enrich himself, the Republican Party was using him, too. Republican lawmakers are attempting to pass Trumps Big Beautiful Bill, a budget reconciliation bill that would result in some 10.9 million fewer people with access to health isurance by 2034, according to the nonpartisan Congressional Budget Office. Although the bill would cut some $1.3 trillion in federal spending over a decade, its still projected to add an additional $2.4 trillion to the national debt over that same period, thanks to a cool $3.7 trillion in tax cuts. Musk at first described himself as disappointed by the bills price tag, which he said undermines the work that the DOGE team is doing. When his opinion failed to persuade the White House (or Republican leadership on Capitol Hill) to change course, Musk began lashing out, calling the Big Ugly Bill a disgusting abomination, and vowing to help fire all politicians who betrayed the American people by voting for it. He then went on to call for Trumps impeachment, threaten to start a new political party, link Trump to the late Jeffrey Epstein, and otherwise mock the president as a hypocritical, spineless ingrate who would have lost the 2024 election in humiliating fashion if not for Musks generous infusions of cash. As it turns out, when you just spent four months torpedoing your brand in pursuit of a shared ideological goal, watching your purported allies immediately abandon it can be a frustrating experience. In one sense, this constitutes a split with Trump, in that Musk is indeed trashing the signature policy initiative of a president whose candidacy he supported to the tune of more than a quarter-billion dollars. But it is also evidence that Musk never fully grasped the nature of his relationship with Trump in the first place: While he was out there taking the (well-deserved) reputational hits for doing all the slashing and burning that Republicans wanted to see, GOP lawmakers were preparing to do what they always do: abandon this fiscal responsibility song and dance at their earliest convenience, and enact more tax cuts that will disproportionately benefit the wealthy at the expense of everyone else. When he took the gig at DOGE, Musk imagined himself as a revolutionary, uniquely positioned to identify and cut wasteful spending by virtue of the power in the Republican Party that he believed hed rightfully purchased. But Musk believed so strongly in his abilities that he forgot that the GOP does not care about saving public resources, but about redirecting that money to its political allies instead. Even if this iteration of DOGE fizzles out, there will be another DOGE before long, because Republicans will never stop looking for ways to slash programs that help vulnerable people, and there will always be someone like Musk who is willing do their dirty work in exchange for the chance to line his pockets.
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E-Commerce
The NHLs Stanley Cup is arguably the most iconic championship trophy in sports. Legends like Wayne Gretzky have sipped champagne from it. A Kentucky Derby-winning horse once ate oats out of it. Children have been baptized in it. Just as you can bank on the champions hoisting the Cup each June, you can also bet that some crazy stories will follow. But the Stanley Cups lore is no accident. Its the result of a masterclass in brand-building by the NHL that turned a $50 silver cup into marketing gold. Heres how they did it. Scarcity: There’s only one Stanley Cup Unlike other major sports that create new championship trophies each year, there is only one Stanley Cup. Winners don’t get to keep itthey borrow it, adding their names before passing it to the next years champion. The NHL understands the power of scarcity: When something cannot be possessed permanently, its perceived value increases dramatically. This exclusivity creates a unique reverence for the trophy. The Cup becomes an aspirational symbol rather than an achievement to be stashed in a trophy case. Players won’t touch the Cup before winning it, often refusing to even look at it during the playoffs. Such superstitions further mythologize the Cup, creating traditions that sports journalists write about each year, adding to the Cups lore while generating millions of impressions in free media coverage. Physical permanence in a digital age In an era of fleeting digital experiences, the NHL has leaned into the physical permanence of the Stanley Cup. The Cup carries the engraved names of past champions, creating a physical connection to the sport’s history. When a ring on the trophy fills up, the NHL doesn’t discard it, rather it preserves it in the Hockey Hall of Fame and adds a new band to the bottom on which to etch the next wave of champions. This engraving practice builds legacy and authenticity that all brands covet. The winning team doesnt just get the same trophy as Gretzky. Each player lifts the exact cup Gretzky held. Their names are etched alongside his, along with the hallowed names of Mark Messier, Sidney Crosby, Alex Ovechkin, Gordie Howe, Bobby Orr, Henri Richard, and dozens of other legends immortalized on the Cup. It’s a traveling record book. It’s the leagues ultimate brand symbol and carries the NHLs history everywhere it goes. And go it doesto the farthest flung corners of the earth. The power of storytelling Perhaps the NHL’s most genius Stanley Cup marketing moveand the one that lends itself best to the digital agecame in 1995, when it began giving each member of the championship team a personal day with the Cup. This decision created an organic content machine that churns out authentic moments that spread across newspapers, websites, and social platforms without the NHL spending a dime on placement. When Mario Lemieux takes the Cup swimming, Alex Ovechkin snuggles up with it in his bed, or Patrick Maroons mom chugs beer from the Cup, viral moments are created that connect emotionally with fans in ways traditional marketing simply cannot replicate. While marketing departments globally brainstorm how to create viral campaigns, the Stanley Cup’s summer tour provides an incubator in which viral moments inevitably occur. Phil Pritchard, the “Keeper of the Cup,” travels over 150,000 miles annually shepherding the trophy from beaches to mountaintops with players who win it, fueling a content goldmine that modern brands can only dream about. All publicity is good publicity Over the years, the Cup has traveled the world. Its climbed mountains, been to the Hollywood sign, and visited troops in an Afghan combat zone. But its escapades havent always been pretty. Remember when Tom Brady got heat for tossing the Lombardi Trophy from one boat to another at the Buccaneers Super Bowl boat parade in 2021? Thats just another day in the life for the Stanley Cup. The Cup has been dropped, dented, lost, and stolen. Its been kicked into a canal and strapped into a roller coasterand thats just the stuff we know about. In an increasingly damage-control, image-conscious world, most of these mishaps would be PR nightmares for a brand trying to protect the prize thats an enduring symbol of its business. But the NHL leans into these stories, turning misadventures into viral content. Writers recounting tales of the time the Montreal Canadiens left the Cup on the roadside during a tire change in 1924, or when the Cup was stolen from the Hockey Hall of Fame in 1970, are traditions as annalized as hoisting the cup itself. And each year brings an opportunity for a new story to add to the Cup’s mythology and expand its cultural footprint. The most precious asset: emotional equity The Stanley Cup was first purchased in 1892 by Lord Frederick Arthur Stanley for $50. It stands 35.25 inches tall and weighs roughly 35 poundsuntil you lift it, the traditional saying goes. Then it weighs nothing. With leaguewide revenue hitting $6.3 billion in last seasonan 8.6% increase over the previous yearthe NHL is flourishing. The Stanley Cup is the centerpiece, proving that organic storytelling and emotional connection transform ordinary objects into brand powerhouses and that value comes not from an object’s monetary worth but from the stories, traditions, and emotional resonance it carries. The Florida Panthers are defending the Cup this week in a rematch of last years Final against the Edmonton Oilers. The Oilers took game one 4-3 in overtime, and nobody yet knows whether they will become the first Canadian squad to claim the Cup since the Canadiens topped the Kings in 1993. But one thing is for sure: whichever team earns the right to hoist the trophy will also add another handful of stories to the Stanley Cups lore.
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E-Commerce
When Arturo Polichuk got his first college internship in September 2020, he was introduced to corporate life via virtual onboarding and fully remote work, thanks to the COVID-19 pandemic. I never got to go to the office, other than to pick up my computer and then to drop it, Polichuk said of his nine-month business planning internship at Nike. While Gen Zers like Polichuk might have gained many of the same experiences as other entry-level employees, return-to-office mandates are proving that Gen Z missed out on one big lesson: navigating office attire. Gen Z, the generation born after 1996, may comprise a quarter of the global workforce by 2025. Flooded with obscure dress codes like business casual, which Vogue says is dead, or TikTok office attire trends like office siren, which promote sexier iterations of office wear, Gen Z is entering the workforce confused. To make navigating office attire easier, Fast Company asked Gen Z professionals in various industries what they wear to the office, and how they figured it out. Are dress codes still a thing? Yes and no. Kyndal Midkiff, a recent law school graduate and associate attorney at a Florida law firm, explained that at work she opts for business casualthink closed-toed shoes, modest skirts, slacks, and button-up shirts with no tie. In court, Midkiff is required to follow guidelines, including modest clothing and wearing a dress jacket. Midkiff says she learned about dress codes at law school. At school we had seminars about what’s appropriate, what’s not. That was helpful for figuring out what the attire is, she says. For others, like Polichuk and Max Baevsky, who both work in consulting, no guidelines were explicitly given. Instead, they were encouraged to follow business casual while in the office, and to wear suits while holding client meetings. Nick Arreguy, who works in tech sales in New York City, says a dress code is included in his company’s employee handbook. The policy is not specific, stating that dress code is casual, and that employees are expected to use their judgment in choice of clothing. With uncertainty, he decided to dress overly formal the first day, as did Polichuk and Baevsky. It’s like an overcompensation,” Arreguy says. “I remember showing up on my first day working in tech, wearing dress pants and a collared shirt buttoned all the way up. And I realized that that’s not the reality anymore, he adds, referencing a shift toward more relaxed attire following the pandemic. The reality is, however, that there is a uniform and there is a standard to which people dress. It’s not based on a level of formality. It’s based on a level of identifying with a given group, Arreguy says. In practice, the young professionals learned what to wear not from written guidelines, but by mirroring what those around them wore, slowly building up their go-to attire. What does Gen Z wear to work? Finding a uniform, as Arreguy puts it, focuses on finding wardrobe staples that fit into the particular workplace culture. For instance, there’s the infamous finance bro vest, which is popular among men in the financial industry. Baevsky says that while more senior analysts tend to wear more formal attire like a full suit, younger consultants err on the side of comfort, with a particular popular style. That sneaky Lululemon pant. While Lululemon ABC pants look like regular slacks, they come in various fabric options including cotton blends and sweat-wicking synthetic blends, and in various styles like relaxed or skinny. Think of them as the meeting point between “gym comfort” and a 9-to-5. Baesvky adds: You sneak in the comfort while also giving the illusion of formality. I think I’ve definitely seen that with younger consultants. Polichuk is an avid user of the Lululemon slacks, relying on them during work trips. The first thing that I pack are my work pants from Lululemon, he says. Midkiff is a believer in the capsule wardrobe, owning similar styles of pants and shirts in various colors to make dressing easier. I actually just bought the same pair of pants in four different colors, she says. Once you find something good, you better buy it in every color before it’s gone. Additionally, all professionals said they try to find garments that can be used inside and outside of work. Arreguy shares that he regularly wears Wrangler pants and a button-up shirt. While at work, he keeps the sleeves down and tucks in the shirt, but in his free time, he rolls up the sleeves for a more relaxed look. Retaining self-expression in the workplace While there is an intention to blend into the workforce, Gen Z also values self-expression. McKinsey Quarterly says this young generation places a greater value than other generations on setting themselves apart as unique individuals. Because of the nature of how long we were in remote work, there’s almost this romanticization of office wear, where people have this glamorized ideal of what it is, Arreguy says. But there’s a lot more infusing of your own style into what you’re wearing at work. Whether it be through jewelry and accessories, makeup and nails, or simply opting for bolder colors, young professionals are not leaving individuality out of the equation. Arreguy brings in Western flair to his attire by adding boots, an ode to his upbringing in Odessa, Texas. I joke with my friends that, you know, the farther from Texas you get, the more Texas you become, he says. Polichuk has observed that his younger peers use shoes to make their outfits unique. They try to bring different sneakers every time,” he says. “It’s part of their brand and part of who they are, and I think that’s what [distinguishes] themwithout losing the formal part of the consulting business. Midkiff opts for silhouettes she wears outside of work, saying, I really like a high-waisted trouser pant. I’ve always been a bell-bottom girl, even with my jeans. I love the flair. So I try to stick to those because, one, they’re comfortable, and two, I like the way they look. Baevsky plays around with color and proportions, building out his funky wool sweater collection, which he wears at work and in daily life. I also like to experiment with pants sometimes, like a wider pant or a funky plaid pant, and balance it off with something maybe mor muted, he says. The playfulness is also inspiring older generations, notes Gregory Patterson, celebrity hairstylist and styling expert for Sally Beauty. He has been helping his 16-year-old niece to apply for jobs. While he’s been at Sally Beauty, the brand has worked toward destigmatizing colored hair in the workforce. There are magical micro moments where you can express yourself, whether it’s a little glitter eye, or you put a couple brooches on to express yourself. It’s for you, Patterson says. I would suggest that Gen Z push the pedal to the floor. You all are rewriting the playbook. The playbook ended with COVID, and we have a new opportunity to define beauty and to create culture.
Category:
E-Commerce
Everywhere you look these days, there it issome manner of breathlessly hyped new AI service thats, like, totally gonna change your life forever. (Like, totally. For realsies.) Or so they say. In reality, of course, most of this stuff is far more fallible, limited in utility, and inadvisable to use outside of super-specific scenarios than most tech companies (and self-declared AI gurus) would lead you to believe. But AI, in its current form, isnt entirely useless. Far from it, in fact: This type of tech can be quite helpful in the right sort of scenario and, critically, if you think about it in the right waynot as an end-all instant answer machine but as a starting point for certain types of specific tasks or info-seeking. And as we wade our way through a year thats absolutely overflowing with overwrought AI ballyhoo, Ive got just the tool for you to sift through that sea and seek out some surprising shiny pearls amid all the overwhelming noise. Be the first to find all sorts of little-known tech treasures with my free Cool Tools newsletter from The Intelligence. One useful new discovery in your inbox every Wednesday! Deep research, done right So, youve probably heard all about ChatGPT, Gemini, Perplexity, and the likes, right? Theyre all generative AI chatbots, which means they use a snazzy-sounding word prediction engine to analyze language patterns and answer your questions, among other more ambitious tasks. One of their biggest recent advancements is the ability to perform what everyones calling deep researcha fancy way of saying theyll dive deep into a topic for you and create a detailed report of info, almost like a custom-made dossier, based on knowledge from all over the web. Again, I cant emphasize enough: The info here isnt infallible. These systems canand doget stuff wrong and sometimes even flat-out make up nonsense out of thin air. But, as a starting pointespecially when they include links to their sources so you can confirm info on your own and use it as an entryway to research as opposed to the final productit really can save you time and give you a great way to get into a complex topic. And the tool I want to show to you today makes that feature far more powerful, useful, and also affordable than its ever been before. Itll take you 20 seconds to try out for yourself. Its called, amusingly, Ithy. (Try saying that 10 times fast!) And all it does, in a nutshell, is bring together the deep research tools from a slew of different AI enginesincluding ChatGPT and Googles Gemini along with Perplexity, Meta AI, and moreinto a single streamlined prompt. That means you can use em all together to create a single super-report on any subject imaginable. It couldnt be much easier to make happen, either: First, open up Ithy in any browser, on any device youre using. Type your question or the subject youre thinking about into its box and tap or click the arrow icon within that same line to get going. Select either Fast, if you dont feel like waiting, or Deep, if youve got time and want this thing to go especially in-depth. (Even the Fast path is pretty darn deep, if you ask me.) And, well, thats about it. Just type in a prompt, and Ithy will pull in data from Gemini, ChatGPT, Perplexity, and beyond. Ithy will think for a bit, then serve up an impressively detailed dossier on whatever it is you requestedwith info coming from a mix of all those AI engines, combined and seamlessly blended together. It takes a matter of moments for Ithy to compile info from all the associated AI engines for you. And I mean seriously detailed, toowith all sorts of sections, graphics, FAQs, and external links for original sources so you can do your own reading and see exactly where it got its info. Ithys reports are impressively detailed, with data provided by all the different AI sources seamlessly blended togetherand thoroughly cited. Heres a link to the sample report shown here, if you want to look even more closely. Now, for the especially cool part: Ithy lets you do all of this free of chargeup to a point. The site gives you five report-creating credits to start, even if you dont sign in. Once you create an account (for free), youll get 10 credits per month and can optionally then bump up to an unlimited Pro planwhich includes access to the typically pricey pro levels of Gemini and OpenAIfor seven bucks a month, if you go for the annual setup. But even if you dont go that route, 10 in-depth reports per month from all the webs eading AI engines together is a pretty powerful perk to have at your fingertips, without so much as dropping a dime. Ithy is entirely web-basedno downloads or installations required. Its free for up to 5 reports total or 10 reports per month, if you create an accountand optionally available in $7-per-month (paid annually) or $20-per-month (paid monthly) plan for its fully featured, limit-free Pro version. Like most AI engines, Ithy does use questions submitted to its site as training to further improve its AI systems. The questions are also being shared with the associated third-party AI sites, of course. So youll want to think carefully about what you ask and avoid sending anything especially sensitive or personal (but really, its designed to answer questions and provide info, so hopefully you wouldnt be submitting your banking info and Social Security number, anyway!). Ready for more productivity-boosting goodness? Check out my free Cool Tools newsletter for an instant introduction to an incredible audio app that’ll tune up your daysand a new off-the-beaten-path gem every Wednesday!
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E-Commerce
What if the key to being a better manager isnt found in a new productivity hack, a different feedback framework, or a time management appbut in understanding the three-pound organ inside your head that runs the show: your brain? Most leadership advice focuses on what you should do. Neuroscience helps explain why some things workand why others fail, despite your best intentions. When you manage in ways that are aligned with how the brain naturally operates, you unlock better decision-making, motivation, creativity, and connection. Here are five ways neuroscience can help you manage smarter. 1. Multitasking Is a Myth: Prioritization is Your Brains Superpower The brains prefrontal cortex handles focus, planning, and decision-making. But its also highly energy-demanding and sensitive to overload. When you spring last-minute requests on your team, surprise them with new deadlines, or pile on urgent tasks, youre setting their brains up to fail. Cognitive overload impairs performance. Each unexpected demand consumes energy needed for prioritizing, problem-solving, and creative thinking. When managers protect their people from chaotic, reactive workflows, they preserve their teams brainpower. This also builds psychological safety and trust. Try this: Push back on unnecessary urgency from above. Communicate early and clearly about changes. Create space for people to do their best work, not just keep up. 2. Creativity Needs Space (and Structure) Leaders often say they want innovation, but fail to create the conditions that allow it. The brain’s creative engineparticularly the default mode networkthrives when were relaxed, slightly daydreaming, and free from judgment. Yet most work environments reward hyperproductivity and constant urgency. Creativity requires a balance of exploration and exploitation. Neuroscience tells us that the best ideas often come when were mentally alert and engaged, but not overwhelmed; often when we are focused, interested, and under just the right amount of pressure. Constant pressure to be brilliant now can actually inhibit insight. Try this: Build “white space” into your teams calendar. Walking meetings, unscheduled thinking time, or even mindfulness minutes. Counterintuitively, making time for your people to actively rest may be your easiest to implement, but most impactful, innovation strategy. 3. Coaching Unlocks Neuroplasticity (and Performance) If your job is to get the best from your people, you need to stop telling and start coaching. Great managers ask the kinds of questions that rewire their teams thinking. Thats not a metaphor; its neuroscience. Neuroplasticity is the brain’s ability to change. When people reflect, reframe, or develop insight, theyre literally rewiring their neural pathways. Effective coaching conversations tap into this, activating networks for learning, motivation, and problem-solving. And coaching at the identity level (helping people explore not just what they do but who they are) creates deep, lasting change. Try this: Next time someone brings you a problem, dont solve it. Ask: What have you already tried? or What would great look like here? When you practice this, youre building your colleagues brain. 4. Motivation Lives in the Brains Reward System Motivation isn’t magic, and it’s not about free pizza or ping-pong tables. Its about how well leaders understand the brain’s reward circuits. Dopamine, the chemical of motivation, spikes when people feel progress, connection, or purpose. In many workplace environments, overuse of rankings, performance comparisons, or conditional bonuses can reduce intrinsic motivation over time. When these tools create pressure or fear of failure, they risk disengagement rather than drive. Try this: Recognize effort, not just outcomes. Connect tasks to meaningful goals. Give your team autonomy in how they reach targets. These all activate the reward networks and sustain engagement over time. 5. A High-Performing Neural Environment Isnt Soft. Its Smart One of the most misunderstood drivers of high performance is psychological safety. This isnt about being niceits about creating the neural conditions for people to think clearly, speak up, and take risks. When people feel unsafe (even subtly), the brain activates the amygdala and the prefrontal cortex has to work harder to emotionally regulate. That means less creativity, lower collaboration, and poorer decision-making. Managers who create cultures of trust and fairness help teams stay in a reward stateand unlock their best thinking. Try this: Model curiosity. Fail fast. Admit mistakes. Ask more questions. Your vulnerability is a shortcut to their clarity. Final Thought: Manage Like a Brain-Savvy Human Understanding how the brain works isn’t just interesting trivia: It’s the blueprint for managing with clarity, creativity, and compassion.By making small shifts in how you focus, coach, motivate, and create safety, you build better brainsyour own, and your teams. And when your brain works better, everything else follows.
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E-Commerce
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