STARTUPS CENTRAL

AI-Driven Rush Leaves More Defects in Production, Experts Say; New Discipline Urged to Match Verification Speed With Development Pace Software teams are shipping far more code than before because of AI, but independent reviews show security failures have not dropped — they’ve stayed roughly the same. That means a larger volume of imperfect code is making it into customer-facing systems. Executives and boards should treat that gap between build speed and verification as an imm

A lot of organizations blame artificial intelligence when projects don't change how work actually gets done. But the real obstacle is how decisions are made — and who’s responsible for them. When the workflow, data and accountability aren’t fixed first, automation can look impressive in demos yet leave daily routines untouched. Industry advisers say about one in two enterprise AI pilots never shifts frontline behavior; they succeed in a lab and then stall when asked to suppor

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Subheadline: After posing as a customer in Virginia, Brandon Wilhelm moved from franchisee and interim marketing chief to CEO and is refocusing the hot-chicken brand on higher-quality sites and tighter franchise standards. Brandon Wilhelm quietly sampled Hangry Joe’s restaurants in Virginia the day before a scheduled meeting with the chain’s executives, according to his account. The longtime Subway operator — who spent nearly two decades building franchise territory across th

Private contracts that bar domestic workers from speaking about their jobs have become common, legal experts and former employees say. Affluent families are more frequently asking nannies, house managers, personal chefs and drivers to sign confidentiality agreements as a condition of employment, according to interviews with legal advisers and current and former household staff. The accords typically restrict social media posts, public comments and sometimes conversations with

Black women’s everyday approaches to organizing, mentoring and caring offer a ready blueprint for companies trying to adapt to hybrid schedules, faster cycles and more diverse teams. I spent years splitting time between full-time work, graduate study and child care while running a household. The habits I developed — rapid problem solving, prioritizing scarce resources and making calls with partial data — turned out to be exactly the capabilities employers now list as essentia

When Mark Ebert set out with a single auto body shop, his ambition was modest: run one store and reliably cash a paycheck. Now the chief executive of Crash Champions oversees 650 locations and says his most important business move wasn’t a financing deal or a marketing campaign but learning to hand responsibility to others. Ebert traces that lesson back to his 20s, when he ran a pair of Subway franchises. Neither outlet turned a profit, and the experience convinced him that g

A familiar scene plays out in many large organizations: a deadline slips, a senior leader is singled out, and more meetings follow. But the real failure is often timing — decisions that could have prevented the delay were already fixed before the person held responsible ever joined the planning conversation. When a product or service rollout hits a snag, the ripple effects show up quickly on the front lines. Customer-facing staff must hold or rewrite announcements, training s

Promotions often reward people for being the smartest, fastest or most dependable person on a team. But new evidence and executive accounts show those very instincts can become liabilities when a role requires building others’ capability instead of doing the work yourself. Organizations are reporting a wide gap between confidence in managers and the managers’ own sense of preparedness; that disconnect, experts say, helps explain why many leaders stumble in early months on the

Selling your company can feel like a mystery. Yet recent data from the Exit Planning Institute suggests as many as four out of five firms listed for sale never find a buyer. That doesn’t mean the business is hopeless — it often points to fixable flaws in pricing, operations and documentation. Owners who step back and address three common missteps can dramatically improve their chances of a successful exit. First, founders frequently overprice their companies because they mix

Subheadline: Small shifts — asking what workers need, pairing high standards with hands-on help, and spreading responsibility — produce better retention, faster problem-solving and less burnout. Leaders aiming for teams that hold up under pressure don’t need big initiatives or expensive training programs. They need a change in daily behavior: set demanding goals and then give people the coaching, resources and honest feedback required to meet them. That combination turns jobs

Walmart promotes about 500 workers each day, and company leaders say the fastest route up starts with strong performance in your current job and then proving you can take on more. Donna Morris, Walmart’s chief people officer, says employees should first do their assigned tasks well and then step forward with ideas and volunteer for extra projects to show they’re ready for a higher role. Store associates handle a mix of duties that can shift from minute to minute — fulfilling