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U.S. consumers often pay more for gluten-free products, yet these items typically provide less protein and more sugar and calories compared with gluten-containing alternatives. That is the key finding of my new study, published in the journal Plant Foods for Human Nutrition. This study compared gluten-free products with their gluten-containing counterparts, and the findings suggested that many perceived benefits of gluten-free productssuch as weight control and diabetes managementare exaggerated. Currently, many gluten-free products lack dietary fiber, protein, and essential nutrients. Manufacturers often add supplements to compensate, but the incorporation of dietary fibers during processing can hinder protein digestion. In addition, gluten-free products generally contain higher sugar levels compared with other products containing gluten. Long-term adherence to a gluten-free diet has been associated with increased body mass index, or BMI, and nutritional deficiencies. Gluten-free productsdefined in the U.S. as those that contain less than or equal to 20 parts per million of glutenlargely lack wheat, rye, barley, and sometimes oats, all rich sources of arabinoxylan, a crucial nonstarch polysaccharide. Arabinoxylan provides several health benefits, including promoting beneficial gut bacteria, enhancing digestion, regulating blood sugar levels, and supporting a balanced gut microbiota. Our study also pointed out that it is difficult to find a gluten-free product that excels in all nutritional areas, such as high protein and fiber content with low carbohydrates and sugar. On the other hand, gluten-free seeded bread contains significantly more fiber38.24 grams per 100 gramsthan its gluten-containing counterparts. This is likely due to efforts by manufacturers to address fiber deficiencies by using ingredients such as pseudo-cereals, such as amaranth and quinoa hydrocolloids (water-soluble macromolecules used in gluten-free baked goods made with quinoa flour). These improvements, however, vary by manufacturer and region. For example, gluten-free products in Spain tend to have lower fiber content than their gluten-containing counterparts. Why it matters The term gluten-free diet has become a buzzword, much like organic, and is now a part of everyday life for many people, often without a full understanding of its actual benefits. While a gluten-free diet is a medical necessity for people who are sensitive to gluten, a condition called celiac disease, or for those with wheat allergies, others adopt a gluten-free diet due to perceived health benefits or because its a trend. In 2024, the global gluten-free product market was valued at $7.28 billion and projected to reach $13.81 billion by 2032. The U.S. market share is estimated to be $5.9 billiona little less than half of the global figure. Approximately 25% of the U.S. population consumes gluten-free products. This figure is far higher than the the roughly 6% of people with non-celiac wheat sensitivity, 1% of people with celiac disease and even lower percentages of people with wheat allergies. This suggests that many people adopt gluten-free diets for reasons other than medical necessity, which may not offer health or financial benefits. Whats next Investment in research and development is essential to create more nutritionally balanced gluten-free products using locally available ingredients. This will require human feeding trials with different formulations of gluten-free products to ensure that these products meet nutritional needs without adverse effects. Collaborations between governments could help secure subsidies, which would reduce production costs and make these products more affordable. Although the initial costs of research and maintaining a gluten-free production line are high, using local ingredients and financial incentives can make these products more cost-competitive compared with their gluten-containing counterparts. Public education is also important to keep people informed about the pros and cons associated with a gluten-free diet. Sachin Rustgi is an associate professor of molecular breeding at Clemson University. The Research Brief is a short take on interesting academic work. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more. Customer experience is at a tipping point. Companies are struggling to see results from AI, digital transformation, and personalization. But lets be real: Most companies arent connecting the dots. Consumers want seamless, human-like engagement, but too often theyre met with fragmented systems and half-baked AI solutions. The good news? The gap between what customers expect and what brands deliver is finally starting to closebut only for the companies willing to do the hard work. This isnt about throwing bots at every problem or chasing shiny new tools. Its about integrating the right technologies, driving measurable outcomes, and putting the customer experience at the center of every decision. If youre ready to leave “good enough” behind and turn customer experience (CX) into your strongest competitive advantage, heres are five trends you need to know. Trend 1: Bridge the AI perception gap Over the last two years, consumer attitudes toward AI have markedly shifted. Research from LivePerson shows that in 2023, only 50% of consumers felt positive about using AI to interact with brands, compared to 90% of brands that embraced it. By 2024, consumer sentiment rose to 63%, signaling a closing gap. This evolution represents more than a shift in sentimentits a window of opportunity. Brands that effectively integrate AI to enhance, rather than replace, human interactions are succeeding in building trust and delivering value. To capitalize, leaders must focus on using AI to create meaningful customer outcomes, like personalization at scale, proactive engagement, and actionable insights. The takeaway is clear: AI adoption should not just be about cutting costs; if the CX is right, it should be efficient while enhancing consumer experiences. Trend 2: Move from systems of record to systems of action Traditional CX platforms served as data repositoriessystems of record that lacked the capability to drive real-time actions. In 2025, the paradigm has shifted. Systems of actionintegrated frameworks that unify AI and human capabilities to orchestrate, automate, and personalize customer interactions across all touchpointsenable businesses to translate data into insights and transform insights into immediate, measurable actions. These capabilities allow brands to go beyond passive data collection, using AI-driven analytics and automation to anticipate customer needs and deliver proactive engagement. For instance, integrating data streams across CRM, voice, email, and chat creates a unified view of the customer journey, breaking down organizational silos to serve customers more effectively. The key is interoperability. Brands must avoid rip and replace approaches that disrupt existing systems. Instead, investing in platforms that integrate seamlessly with legacy tools can create a cohesive ecosystem, driving efficiency and better customer outcomes. Trend 3: Personalization at scale The demand for hyperpersonalized experiences is transforming CX strategies. Consumers no longer tolerate fragmented interactionsthey expect seamless, consistent engagement across all touchpoints. And meeting their expectations is worth it: At LivePerson, we find that brands that effectively leverage AI to blend automation with human empathy (through use of solutions such as proactive messaging or intelligent routing) report higher satisfaction scores and increased loyalty. To achieve this, brands must: Connect digital and human interactions cohesively. Use AI-powered tools to predict customer needs and recommend next best actions. Embed personalization deeply into every stage of the customer journey, from acquisition to retention. Trend 4: CX as a strategic growth driver CX has outgrown its traditional role as a support function. Its now a strategic lever for achieving business outcomes, from revenue growth to operational efficiency. Leaders must reframe CX as a company-wide capability that drives differentiation and long-term loyalty. This involves: Customer-first metrics: Shift from siloed departmental key performance indicators to metrics like customer lifetime value and satisfaction across the entire journey. Reimagined cost centers: Transform support functions into profit centers through smart automation and efficient self-service options. Cross-functional alignment: Enable seamless collaboration between marketing, sales, and service teams by integrating shared data and insights. Trend 5: Find true AI partnerships In a crowded AI vendor market, its essential to choose partners that deliver real ROI. Avoid overpromises like building a billion bots or replacing humans entirely. Instead, prioritize partnerships that: Offer proven use cases and measurable results. Focus on enhancing human and machine collaboration. Provide flexibility and openness to integrate with your existing systems. For example, brands using LivePerson Copilot benefit from tools that amplify agent productivity and enable real-time, data-informed customer engagement. The path forward 2025 is a pivotal year for CX. As the lines between digital and human interactions blur, brands that embrace the following principles will lead the pack: Be human-centric: Let AI augment, not replace, human connections. Integrate relentlessly: Invest in platforms that bridge legacy systems and new capabilities. Focus on outcomes: Use CX to drive measurable business impactnot just operational efficiency. By focusing on these strategies, businesses can not only meet, but exceed customer expectations, turning CX into their most powerful competitive advantage. John Sabino is CEO of LivePerson.
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E-Commerce
U.S. personal injury law firm Morgan & Morgan sent an urgent email this month to its more than 1,000 lawyers: Artificial intelligence can invent fake case law, and using made-up information in a court filing could get you fired. A federal judge in Wyoming had just threatened to sanction two lawyers at the firm who included fictitious case citations in a lawsuit against Walmart. One of the lawyers admitted in court filings last week that he used an AI program that “hallucinated” the cases and apologized for what he called an inadvertent mistake. AI’s penchant for generating legal fiction in case filings has led courts around the country to question or discipline lawyers in at least seven cases over the past two years, and created a new high-tech headache for litigants and judges, Reuters found. The Walmart case stands out because it involves a well-known law firm and a big corporate defendant. But examples like it have cropped up in all kinds of lawsuits since chatbots like ChatGPT ushered in the AI era, highlighting a new litigation risk. A Morgan & Morgan spokesperson did not respond to a request for comment. Walmart declined to comment. The judge has not yet ruled whether to discipline the lawyers in the Walmart case, which involved an allegedly defective hoverboard toy. Advances in generative AI are helping reduce the time lawyers need to research and draft legal briefs, leading many law firms to contract with AI vendors or build their own AI tools. Sixty-three percent of lawyers surveyed by Reuters’ parent company Thomson Reuters last year said they have used AI for work, and 12% said they use it regularly. Generative AI, however, is known to confidently make up facts, and lawyers who use it must take caution, legal experts said. AI sometimes produces false information, known as “hallucinations” in the industry, because the models generate responses based on statistical patterns learned from large datasets rather than by verifying facts in those datasets. Attorney ethics rules require lawyers to vet and stand by their court filings or risk being disciplined. The American Bar Association told its 400,000 members last year that those obligations extend to “even an unintentional misstatement” produced through AI. The consequences have not changed just because legal research tools have evolved, said Andrew Perlman, dean of Suffolk University’s law school and an advocate of using AI to enhance legal work. “When lawyers are caught using ChatGPT or any generative AI tool to create citations without checking them, that’s incompetence, just pure and simple,” Perlman said. ‘Lack of AI literacy’ In one of the earliest court rebukes over attorneys’ use of AI, a federal judge in Manhattan in June 2023 fined two New York lawyers $5,000 for citing cases that were invented by AI in a personal injury case against an airline. A different New York federal judge last year considered imposing sanctions in a case involving Michael Cohen, the former lawyer and fixer for Donald Trump, who said he mistakenly gave his own attorney fake case citations that the attorney submitted in Cohen’s criminal tax and campaign finance case. Cohen, who used Google’s AI chatbot Bard, and his lawyer were not sanctioned, but the judge called the episode “embarrassing.” In November, a Texas federal judge ordered a lawyer who cited nonexistent cases and quotations in a wrongful termination lawsuit to pay a $2,000 penalty and attend a course about generative AI in the legal field. A federal judge in Minnesota last month said a misinformation expert had destroyed his credibility with the court after he admitted to unintentionally citing fake, AI-generated citations in a case involving a “deepfake” parody of Vice President Kamala Harris. Harry Surden, a law professor at the University of Colorado’s law school who studies AI and the law, said he recommends lawyers spend time learning “the strengths and weaknesses of the tools.” He said the mounting examples show a “lack of AI literacy” in the profession, but the technology itself is not the problem. “Lawyers have always made mistakes in their filings before AI,” he said. “This is not new.” Sara Merken, Reuters
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