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There has been a lot of chatter about A24s takeover of the Cherry Lane Theatre. What might seem a quirky side project for the independent studio known for Lady Bird, Uncut Gems, and Hereditary is in reality a sharp, shrewd move in an industry facing disruption and streaming fatigue. Live performance is one of the few cultural experiences that cant be automated, replicated, or played on demand. By stepping into theater, A24 is hedging against an AI-saturated future while also deepening its cultural footprint.When the deal was first announced in late 2023, the scuttlebutt was rooted in practicalities. Its all about creative synergies, was one refrain. Theyre diversifying their revenue streams to help offset the volatility of the film business. Theatre is more predictable than film. They can test out new stories in a low-risk environment. These were all valid comments, sure, but then a close friend and accomplished film industry executive said something that really piqued my interest. I wonder if they are further differentiating themselves in the market by building a futureproof brand. Aha! Now we were getting somewhere. [Photo: Dia Dipasupil/Getty Images] A powerful brand Coming from the branding world, I may be biased. Or perhaps just acutely aware when I sense a company doing something out of the norm. A24 certainly fits the bill. To start, the story its looking to tell, its role in the industry, and how it wishes to be perceived are markedly different from the other studios. As a result, it has a growing community of acolytes who identify with it and love it for that. These are trademarks of a powerful brand. Michelle Yeoh in Everything Everywhere All at Once, 2022. [Photo: David Bornfriend/courtesy A24] Most studios understand that their franchises are brands that they can build around, but when it comes to themselves, there is little to no attention given to an overarching narrative about what they stand for. To a branding person, this is perplexing. There is only one other industry that comes to mind that acts like this: Big Pharma. The drug companies seem to care that their patients know their drugs by name (think Lipitor, Prilosec, Viagra, Prozac) but less about how they themselves are perceived. Adam Sander in Uncut Gems, 2019. [Photo: Julieta Cervantes/courtesy A24] A24 is different. It is one of the very few in Hollywood that seems to be building a truly beloved brand. Do this simple test at home. When A24 flashes up on the screen at the start of a movie, does it mean something to you? Does it affect your perception of what is to come? Like me, do you even get warm and giddy inside? Florence Pugh in Midsommar, 2019. [Photo: Gabor Kotschy/courtesy A24] Perhaps deep down, we all understand that A24 is all about exceptional, original, creative content. The questions one might ask are: How is it going about building a world-class brand? And why does that matter? A$AP Rocky and Rose Byrne in If I Had Legs I’d Kick You, 2025. [Photo: Logan White/courtesy A24] Content is still king One simple idea prevails in our fast-evolving world: Creativity wins. And increasingly so. The adae content is king has been floated around the entertainment industry over the years. And yet, for whatever reason, it seems to get forgotten with every new business cycle. In its place, Im hearing things like, “We’re leveraging AI-driven audience analytics and predictive modeling algorithms to revolutionize content creation through real-time sentiment optimization and it’s a complete paradigm shift that democratizes storytelling via data-driven narrative matrices.” Paul Rudd and Jenna Ortega in Death of a Unicorn, 2025. [Photo: courtesy A24] Its becoming readily apparent that the general public doesnt want an AI-generated model in their Guess ads, or a machine-generated song that Nirvana could have written. Audiences want to be surprised and delighted with new, fresh, exciting content. A24s brand is synonymous with creativity, and younger movie lovers inherently understand this.The brands that matter most today are those that are daring. Anyone who has seen Ons Zone Dreamer campaign with Zendaya floating around in outer space knows what I mean. The Big Five studios are publicly traded, and so by nature forced to drive revenue for shareholders and to mitigate risk (the yin to darings yang). Ironically though, the greatest historical payoffs in Hollywood, either on a % basis or through expansion into other verticals, are those that have taken calculated risks. A24 exemplifies that spirit today, with the Cherry Lane acquisition its latest proof point. Dwayne Johnson in The Smashing Machine, 2025. [Photo: courtesy A24] Daring creativity Another key tenet to building a strong studio brand has to do with the same advice as I give to all the companies and institutions we work with: Do what the robots cant. At its core, this is a euphemism for fostering human interaction. That matters especially now. The U.S. surgeon general recently declared a loneliness epidemic. In this context, A24 isnt just buying a building, its investing in the kind of in-person experiences people are craving. Whether actively or intuitively, A24 is building an increasingly powerful brand that stands for daring creativity. Believed and beloved, it has established a cultlike following that subscribes to this world its creating, a world that gives it license to expand into any line of business that stands for the same. The Cherry Lane is a fascinating early move that insulates the company from a future saturated with AI. The question is whether others will follow suit. Will studios also see an opportunity to congregate people, perhaps by incorporating next-generation movie theater experiences into their businesses? Could they blend hospitality and entertainment through partnerships that deliver immersive venues? The door is open . . . and A24 is first through it.
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E-Commerce
With more than 30 years in digital transformation, Ive seen technology cycles come and go. And the latest wave Im seeing is AI-powered automation. It promises sweeping gains in productivity, but without ethical guardrails, it risks undermining the trust leaders depend on to grow. Thats why leaders can no longer treat ethics as an afterthought. Automation isnt just a technical upgrade. It is a human, cultural, and reputational challenge. The choices that leaders make today will determine whether automation drives sustainable progress or fuels mistrust and inequity. The promise and the peril Automation has a lot of benefits. It can free workers from repetitive tasks, improve customer service, and open new possibilities for innovation. In manufacturing, robots can boost safety by removing people from hazardous environments. When it comes to finance, AI can spot fraud faster than any analyst. And in healthcare, hospitals are using automation to speed up patient admissions (though there are privacy and consent issues). But every gain carries a shadow. Bias in algorithms can lock in discrimination. Displaced workers may find no clear pathways to re-skill. Opaque decision-making can leave customers and regulators in the dark. And what looks like a cost saving in year one can become a reputational crisis by year three. Lessons from the field Global surveys show that leaders remain uncertain about the value and risks of AI adoption. McKinsey reports that while nearly 70% of businesses have adopted at least one AI capability, fewer than one in three have embedded AI into core strategies with measurable returns. The World Economic Forums 2025 Future of Jobs report projects that by 2030, automation and other global shifts will create about 170 million jobs, while displacing around 92 million, for a net gain of 78 million roles. This makes equity, transparency, and upskilling urgent priorities for leaders. The Back on Track Foundation, a not-for-profit case study, illustrates both the potential and the pitfalls. By introducing AI tools to support case management, they improved efficiency but faced immediate questions about data privacy and oversight. Their experience is a reminder that automation is never just about efficiency. Its also about accountability, transparency, and public trust. And it doesnt just impact nonprofits. Manufacturers rolling out automated quality control or banks deploying AI in credit decisions face the same ethical crossroads. How do we balance efficiency and productivity gains with fairness, transparency, and responsibility? Why leaders cannot wait for regulation Unlike the European Union, many countries have not yet built comprehensive legal frameworks for AI. Existing laws around privacy, consumer protection, and workplace rights still apply, but theres no dedicated safety net. That means every board, CEO, and executive team needs to lead with their own ethical compass. Transparency is nonnegotiable. Customers, staff, and stakeholders deserve to know when automation is involved, what guardrails exist, and how to handle recourse if (or when) things go wrong. In my own work with clients, I use AI tools for research, analyzing reports, and preparing strategy briefs. The responsibility and decisions remain mine, but using these tools has reinforced how transparency builds trust. Leaders need to hold themselves to the same standard and be open about where and how they use automation. Equity and the human-first lens Equity is the ethical line thats most at risk. Without deliberate design, automation can deepen divides: between city and region, skilled and unskilled, and insiders and outsiders. PwC estimates that up to 30% of jobs in OECD countries are at potential risk of automation by the mid-2030s, with lower-skilled roles most exposed. A factory that automates its production line might save millions, but what happens to the workforce whose jobs disappear overnight? If you dont reinvest savings into re-skilling or transition, inequity widens. This is the human-first lens. Technology can (and should) amplify the roles of the people in the organization. What it should never do is replace their dignity or the critical and creative lens humans bring. Ethical automation aligns with company values and extends them into every workflow and algorithm. Ethical AI adoption Leaders who are looking to adopt AI in an ethical way should consider taking the following steps Audit your automation footprint. Map where automation already touches your business, who it impacts, and what risks are in play. Create governance frameworks. Decide who is accountable, how they will explain decisions, and what ethical standards apply. Invest in literacy. When it comes to training, you need to go beyond technical staff. Boards, executives, and frontline teams all need a baseline understanding of automation. Googles AI Works 2025 report found that organizations investing in AI training achieved productivity gains of up to tenfold. Measure more than ROI. Track trust, transparency, equity, and social impact alongside efficiency metrics. Be transparent. If automation influences a customer outcome or an employee process, disclose it. Trust grows in the open. Automation is inevitable. Ethical leadership is optional, but only in the short term. Regulation will eventually catch up, and those who embed human-first, transparent practices now will be far ahead of the curve. Ethical automation isnt just about managing risks. It is a competitive advantage. Organizations that lead with equity and transparency will be the ones attracting talent, investors, and customers in the years ahead.
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E-Commerce
Every year, 12.5 million travelers pass through South Station, Boston’s 126-year-old transportation hub, to hop on Greyhound buses, Amtrak trains, and the commuter rail. But the station hadn’t been renovated in 30 years, and looked worn, industrial, and dated. For decades, the city of Boston has been working on an ambitious urban infrastructure redevelopment project to reimagine the city’s downtown. It recently unveiled a stunning transformation of South Station that includes a redesigned transportation hub as well as a 51-story tower that will house luxury condos, offices, a rooftop garden, and a high-end restaurant. [Photo: Jason O’Rear/courtesy Pelli Clarke & Partners] For the hundreds of thousands commuters who pass through South Station every day, the most obvious change is the new vaulted concourse, called the Great Space, that will usher them to their trains. It features 10 concrete arches that reach 60 feet into the air. The archways open to the street, bus stops, and train lines. The structure supports three enormous domes that have a ring of spotlights at the center of them to brighten the interior. While the previous concourse felt industrial and functional, with concrete ceilings and metal railings, it now feels opulent and open. [Photo: Jason O’Rear/courtesy Pelli Clarke & Partners] The design of the space was conceptualized by Pelli Clarke & Partners, an architectural practice based in New Haven, Connecticut founded in 1977 by Yale Professor Cesar Pelli. The firm is known for taking ambitious projects in cities around the world, including the Petronas Towers in Kuala Lumpur, Malaysia; Tokyo’s Mori JP Tower, which is now the tallest skyscraper in Japan; and the Natural History Museum in Chengdu, China. The project was a private-public partnership, backed by the developer Hines. Amtrak, the Massachusetts Department of Transportation, and Boston Planning and Development Agency were also involved in the process. [Photo: Jason O’Rear/courtesy Pelli Clarke & Partners] While part of the goal of the project was urban renewal, the architects were also tasked with modernizing the transportation hub to increase capacity and improve efficiency. There is now 50% more capacity in the bus terminal, and 70% increased rail capacity. “As Boston’s population grows, so is the demand for transportation,” says Graham Banks, a partner at Pelli Clarke, who worked on this project. “But rebuilding South Station without disrupting any of the transportation service was an enormous challenge. Work took place slowly.” Banks says work began on this project in early 2020. The COVID-19 pandemic delayed construction, and then afterwards, workers were only able to work in the brief stretches when trains and buses weren’t running. “Workers would be sitting around waiting for Amtrak to give them the signal that they could get going,” he recalls. “Orchestrating the logistics of construction took a lot of work.” [Photo: Jason O’Rear/courtesy Pelli Clarke & Partners] The original South Station structure was unveiled in 1899 during the late Gilded Age, when railway tracks expanded rapidly across the country. Five different railroads served Boston, and initially, each had their own terminal. South Station, which was designed by architects Shepley, Rutan, and Coolidge, was meant to consolidate these different lines. By 1913, it had become the busiest station in New England, helping to boost Boston’s status as a city. The station in the late 19th century. [Photo: GHI/Universal Images Group/Getty Images] Pelli Clarke wanted to preserve the original South Station building, while also modernizing it. They have kept the South Station’s facade, but they also built a glass tower on top of it, adding another skyscraper to Boston’s skyline. On lower levels, there is office space. Banks says that there is already interest from local firms to move in. “These offices are designed to have all the amenities and ambiance of a hotel,” says Banks. “Companies realize that they have to entice workers to come into the office.” [Photo: Jason O’Rear/courtesy Pelli Clarke & Partners] Starting at the 36th floor and going to the top, there are luxury Ritz-Carlton apartments, that cost between $1.3 million for a 683-square-foot one-bedroom and $14.5 million for a duplex penthouse. Residents will have access to an outdoor pool that overlooks Back Bay, as well as a 1-acre rooftop park that features gardens, a dog run, an outdoor movie theater, and a dining terrace. Residents have their own private entrances, both from the street and from a private parking garage. The idea of introducing luxury apartments to South Station is fairly radical. For years, the station and the area around it were crime ridden. The neighboring financial district emptied out at night, as workers went home. But building high-end condos is likely to make the area livelier and spur restaurants, grocers, and shops to come back to the area. It’s a similar transformation to what has happened in New York’s financial district, which is now bursting with luxury apartments, office buildings, and glittering shopping centers. “This part of the city will now be alive 24/7,” Banks says. [Photo: Jason O’Rear/courtesy Pelli Clarke & Partners] South Station’s redevelopment is part of a broader revitalization of downtown Boston. Boston’s Planning and Development Agency, in partnership with WS Development, transformed the Seaport District from an industrial wasteland, covered in parking lots and vacant wharves, into one of its hottest neighborhoods. In 2014, it unveiled the new mixed-use development, which features high-end condos, buzzy restaurants, and hip retailers like Warby Parker and Mejuri. It quickly became the fastest-growing part of Boston, and is now an economic engine for the city. There’s some concern that these luxury apartments and offices will alienate Boston’s lower and moderate income residents. And it could further exacerbate the city’s affordability crisis, much like the one New York City has experienced in recent years. But at the same time, the revitalization of this transportation hub also benefits everyday Bostonian who pass through it on their daily commutes and who rely on buses and trains to get in and out of the city. We’ll have to wait and see how the new South Station Tower transforms the neighborhood. But in the meanwhile, hopping off a bus or train upon your arrival to Boston is already a more pleasant experience.
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E-Commerce
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