Furthermore, Arsenal's struggles in front of goal have been exacerbated by their defensive frailties at the back. The team's inconsistency in defense has often left them vulnerable to counterattacks and quick transitions, further limiting their ability to control games and dictate play. As a result, Arsenal have found themselves chasing games and struggling to impose themselves on their opponents.John Elway: remorse over bypassing Josh Allen in draft mitigated by watching Broncos rookie Bo NixThe drama at Manchester United seems to be never-ending, as the sacking of another manager and director has sparked fresh controversies and criticisms against the club's owner, Lord Glazer. The decision to part ways with the manager and director has once again highlighted the inconsistent and chaotic approach to leadership at one of the world's most renowned football clubs.
The clash between Real Madrid and Atalanta promised to be a spectacle of footballing excellence, with both teams possessing formidable attacking prowess and a hunger for victory. Real Madrid, led by their talismanic captain Karim Benzema, sought to rediscover their winning form and put an end to their recent European struggles. On the other hand, Atalanta, known for their high-octane style of play and lethal finishing, presented a stern test for the Spanish giants with their potent attacking trident of Duvan Zapata, Luis Muriel, and Josip Ilicic.As the conflict between Russia and Ukraine continues to intensify, it is crucial for all parties involved to prioritize de-escalation, dialogue, and diplomacy as the only viable path towards a peaceful resolution. The cycle of violence and retaliation must be broken, and a sustainable peace agreement that addresses the underlying causes of the conflict must be reached to prevent further bloodshed and suffering in the region.
Furthermore, China's commitment to infrastructure development has played a crucial role in driving economic growth and connectivity. The Belt and Road Initiative, for example, has expanded China's global reach and bolstered trade and investment opportunities with partner countries. By investing in transportation networks, digital infrastructure, and energy projects, China has not only enhanced its own economic resilience but also contributed to the development of regions along the Belt and Road.As AI rapidly transforms workplaces, employees are on edge. Roughly two years after sparked widespread interest in generative AI, it's becoming clear that most workers' — and some may disappear. An published in January forecast that artificial intelligence would affect nearly 40% of jobs. But the impact of AI on employment is complex and far-reaching. Some roles may become obsolete; others may be augmented or even created by AI. Workers are simultaneously experiencing . What new skills will I need to develop? How can I stay relevant? And importantly, is my organization prepared for this AI-driven future? Whether employees can trust their organization's leaders to navigate these opportunities is a pivotal question, said Brian Solis, the head of global innovation at ServiceNow, a cloud-based automation platform, and author of the book "Mindshift: Transform Leadership, Drive Innovation, and Reshape the Future " He said that while many executives recognize AI's promise in increasing efficiency by automating repetitive tasks, they often fail to grasp the . "Leaders talk about the new normal or the next normal, but then they natively snap back to business as usual," Solis said. "It's the leaders who explore and ask: 'What if? Who will unlock entirely new ways of working?'" Workers themselves have a responsibility to learn and grow, he added. They need to experiment with new technologies both in and outside work and challenge themselves to push beyond their comfort zones. "You need to literally rewire your brain," he said. "If you're waiting for someone to tell you what to do, you're on the wrong side of innovation." Despite the breathless headlines about about the way we work, the reality is more mundane. In a quarterly of American workers conducted in May, seven in 10 respondents said they never used AI in their jobs, and only one in 10 said they used it regularly. The survey used a random sample of 21,543 working adults. Among those who said they did use AI, the most common applications included generating ideas, consolidating information, and automating basic tasks. Still, investment in AI continues to surge. A predicted that global spending would reach $632 billion by 2028, more than double what it is now, covering AI apps, infrastructure, and related services. Companies are , said Mansour Javidan, an expert in digital transformation and the executive director of the Najafi Global Mindset Institute at Arizona State's Thunderbird School of Global Management. "There's a lot of hype driven by board expectations, and that's led to a herd mentality to move quickly," he said. "No CEO is going to look bad by investing in AI right now." Workers, meanwhile, are caught between uncertainty and anticipation. "There's a disconnect," Javidan said. "At the highest levels of the organization, there's a lot of excitement about AI. But among lower- and midlevel employees, there's a good deal of anxiety and ambiguity because there's no clear path." But "workers mustn't rely on senior executives and hope things will turn out rosy," he said. Javidan advises employees to seize development opportunities within their organizations and seek out online courses. Many top universities, including MIT and Stanford, provide free classes and workshops to help people build their skills. Grassroots and community-based learning groups, such as , can be valuable resources. "Workers need to be proactive and educate themselves," he said. Beyond formal training and coursework, getting comfortable with AI requires a fundamental mindset shift, experts say. "We were born with skills like curiosity, wonder, and imagination, but we often unlearned these in schools," Solis said. "The aim with AI should not be to generate expected answers or reinforce existing thinking but to challenge our conventions." Solis said he uses AI as a tool for perspective taking, asking it to generate responses from the personas of the and Walt Disney. This approach helps him identify blind spots, explore alternative viewpoints, and seek inspiration. "They're my personal coaches," he said. Molly Sands, the head of the teamwork lab at the software company Atlassian, which studies teamwork in the age of AI and distributed work, recommends , not just a task-completion machine. "The people who are saving the most time and seeing the biggest benefits are those who see AI as a strategic collaborator," she said. This involves engaging with AI through dynamic, iterative conversations — much like working with a team of experts, she said. A by researchers at the MIT Sloan School of Management backed this up, finding that human-AI teams showed the most promise in creative tasks like generating content and imagery and translating software code. "A lot of people use it for one or two use cases, but the growth we're going to see in the next year or two is the people who think about it more ubiquitously," Sands said. "Agents will be a key driver of this." Her team at Atlassian, for example, has developed a designed to help employees write more clearly. Essentially, she said, workers "word-vomit" into the agent with information about their audience, context, and key details. The agent then offers up a tailored draft in the worker's voice. "Our workdays are consumed by writing emails, creating slide decks, and other routine tasks," Sands said. "If AI can take on some of this load — freeing us up for creative thinking and solving meaty problems — the better off we'll be." Learning how to work with AI is imperative for most workers, but it's important to recognize that . After all, said Hakan Ozcelik, a professor of management at California State University, Sacramento, the value of human workers lies in their cognitive, behavioral, and emotional abilities. "There are all sorts of skills that AI doesn't have yet, and maybe never will," he said. "Humans are inherently social beings, constantly interacting with customers, colleagues, competitors, and their physical environment," Ozcelik said. "These interpersonal skills are invaluable assets for any organization." While AI can process information and perform repetitive functions with speed and accuracy, it lacks the soft skills necessary for effective communication and strategic decision-making. , a skills-development platform, said that while generative-AI-related job postings had risen 411% since 2023, the demand for soft skills such as leadership, communication, and emotional intelligence outpaced digital skills by 2.4 times in North America and 2.9 times in Europe. This is why Ozcelik advises employees to embark on what he calls "a process of professional soul-searching." Closely analyze your daily activities to determine your unique contributions and core competencies that cannot be outsourced, he said: "Dissect your work and look at what you offer your organization in a given day or a week." Also, identify areas where AI could offer assistance. For example, teachers may realize that while AI can handle grading for grammar and syntax, they should focus on evaluating students' ideas and nurturing creativity. Similarly, healthcare professionals can leverage AI for administrative tasks or data analysis while dedicating more quality time to patients. In an AI-driven world, the need for human skills will not change; instead, these skills will become even more vital as workers learn to collaborate effectively with technology, Ozcelik said. "It's about what you contribute and the value you bring," he said. Read the original article on
