Open AI CEO Sam Altman speaks during a summit on June 2, 2025 in San Francisco, California. Open AI CEO Sam Altman speaks during a summit on June 2, 2025 in San Francisco, California. Founded in 2015 as a nonprofit, rather than a for-profit company, it promised to develop AI "in the way that is most likely to benefit humanity." With billions of dollars in investments from Microsoft, Japanese bank SoftBank, and chipmaker Nvidia, however, OpenAI has proposed changing its corporate structure to give investors more control over its technology. Critics of the change include cofounder-turned-competitor, Elon Musk, and nonprofits concerned about OpenAI's adherence to its mission.

OpenAI is a strange company for strange times. Valued at 300 billion--roughly the same as seven Fords or one and a half PepsiCos--the AI start-up has an era-defining product in ChatGPT and is racing to be the first to build superintelligent machines. The company is also, to the apparent frustration of its CEO Sam Altman, beholden to its nonprofit status. When OpenAI was founded in 2015, it was meant to be a research lab that would work toward the goal of AI that is "safe" and "benefits all of humanity." There wasn't supposed to be any pressure--or desire, really--to make money.

In the latest development in an ongoing struggle over OpenAI's future direction--and potentially the future of artificial intelligence itself--dozens of prominent figures are urging the Attorneys General of California and Delaware to block OpenAI's controversial plan to convert from its unique nonprofit-controlled structure to a for-profit company. In a letter made public April 23, signatories including "AI Godfather" Geoffrey Hinton, Harvard legal professor Lawrence Lessig, and several former OpenAI researchers argue the move represents a fundamental betrayal of OpenAI's founding mission. "The proposed restructuring would eliminate essential safeguards, effectively handing control of, and profits from, what could be the most powerful technology ever created to a for-profit entity with legal duties to prioritize shareholder returns," the letter's authors write. It lands as OpenAI faces immense pressure from the other side: failing to implement the restructure by the end of the year could cost the company 20 billion and hamstring future fundraising. OpenAI was founded in 2015 as a non-profit, with its stated mission being to ensure that artificial general intelligence (AGI) "benefits all of humanity" rather than advancing "the private gain of any person."

Ricky Ray Butler is CEO of BEN, an entertainment AI company that places brands into influencer, streaming, TV, music and film content. As everything in our lives -- including entertainment -- turns digital, we're starting to recognize the negative impact that digital consumption and technology have on the environment. For instance, Carbon Trust recently reported that streaming just one hour of the newest binge-worthy TV show requires the same amount of energy as boiling a kettle for six minutes. It might not sound like much, but it adds up quickly, especially as content consumption spiked in 2020 and our time spent engaging with digital media is expected to increase another nine minutes this year. Businesses and consumers alike are looking for ways to mitigate their carbon footprint, and people aren't just gaining awareness around sustainability when it comes to consumer and enterprise technology.

This article was originally published on Grit Daily and is reproduced with permission. The financial crisis of 2007 – 2008 resulted in marked changes to the institutional financial sector landscape. Weaknesses were brought to light and financial institutions were forced to reevaluate how they were managing data and restructure as a result. Then 2020 brought with it a global pandemic, which further spurred the need for digital transformation. As the business of financial intermediation enters the post-internet era, shifts in the business models and strategies of large financial institutions continue to take place.

Google has been accused of breaking promises to patients, after the company announced it would be moving a healthcare-focused subsidiary, DeepMind Health, into the main arm of the organisation. The restructure, critics argue, breaks a pledge DeepMind made when it started working with the NHS that "data will never be connected to Google accounts or services". The change has also resulted in the dismantling of an independent review board, created to oversee the company's work with the healthcare sector, with Google arguing that the board was too focused on Britain to provide effective oversight for a newly global body. Google says the restructure is necessary to allow DeepMind's flagship health app, Streams, to scale up globally. The app, which was created to help doctors and nurses monitor patients for AKI, a severe form of kidney injury, has since grown to offer a full digital dashboard for patient records.

In an effort to create better customer experiences, NAB and Microsoft have designed an automatic teller machine (ATM) using cloud and artificial intelligence (AI) technology for facial recognition. Currently in proof of concept phase, the cloud-based application, developed using Azure Cognitive Services, has been designed to improve the customer experience by removing the need for physical cards or devices to access cash from ATMs. Customers who opt into the service would be able to withdraw cash from an ATM using facial recognition and a PIN. The concept has been designed purely to test the customer experience of using such technology. The ATM system, using Azure Cognitive Services, does not store images, only the biometric data, and the data is held securely on Microsoft's trusted cloud platform to be erased following the experiment.

Open any broadsheet newspaper and you will find at least one reference to the fact that we are in a productivity crisis. Organisations are not keeping up with what is possible and the gap is worsening. So what is causing this gap? Will the growing capabilities in Artificial Intelligence and Machine Learning help or hinder and how can we as the leaders of organisations help to close it? There are many contributing factors, but for me one stands out; the organisational hierarchy.

AI could cure cancer, down syndrome, diseases, mutations, infections, and more...but how? Humanity could use Artificial Intelligence to restructure and reprogram the human genome. Brenden Frey gives us an extremely detailed presentation on exactly that!

When Intel announced that it would lay off 12,000 workers in an effort to restructure itself for the post-PC age, there was one notable word missing from its spin-heavy press release: mobile. The press release said that the chipmaker was cutting 11 percent of its global workforce in order to "accelerate its evolution from a PC company to one that powers the cloud and billions of smart, connected computing devices." But that doesn't mean smartphones--or, at least, it doesn't seem to. The bit about "smart, connected computing devices" is a reference to the Internet of Things. Okay, that gawd awful buzz-phrase don't really capture the full scope of what Intel is trying to do there--it's not just Internet-connected thermostats.