The ETF holds 50 positions, but the top two dominate in a way that makes the rest almost incidental. Johnson & Johnson carries a 25.4% weight, and Eli Lilly and Company sits at 21.4%. Together they account for roughly 46.8% of the entire fund.
Simply having data isn't enough-how you organize, govern, and activate it makes all the difference. Leading organizations implement three specific practices: connect all your data together, label and organize it so it's easy to find, and set controls to ensure only the right people (or agents) have access to sensitive data sets.
Passion can work for or against you in a business model. Your goal? Make it work for you. First, I think we tend to categorize individuals with passion into the enigmatic genius entrepreneur who hits it big or takes the leap with the smallest of chances for success, only to watch them absolutely crush it.
Companies are under attack publicly and privately for policies viewed as "too progressive" or "woke." The reality, however, is that most companies have strongly reaffirmed their sustainability commitments but less so their DEI commitments. Corporate social responsibility (CSR) works in the grey area between the two. Many affirming companies have opted for "greenhushing," staying quiet about their strategies and leadership.
Over the last 12 months, revenue growth hit 21.3%, far exceeding the low- to mid-teens rates for the others, such as with Alphabet at 13.4% and Amazon below that. And in the past three years, in the midst of the artificial intelligence (AI) boom, Meta Platforms' stock rose over 368%, while Microsoft gained 95% and Apple, 91%. Yet META trades at a P/E of about 21x, roughly 36% below all of the other major hyperscalers, which average around 33x earnings.
"The suggestion that patents are anti-progress is a dangerous myth that continues to be perpetuated by those who are ill-informed or believe sharing inventions for free is a more expedient strategy than paying for a license." Sharing information about an invention is not an option. With patents, disclosure is a requirement which benefits the inventor, other inventors and society. When and how an invention is shared makes a huge difference.
Not just any algorithm, mind you, but the most devilish metric devised to date. Because it finally translates the old publicity strategy of fame once governed by unquantifiable guesswork into money. No, it isn't (black) magic, just computerized math: by analyzing and comparing quantitative and qualitative data, the program in question calculates and assigns an economic value to these star appearances based on their public performance.
Data science and artificial intelligence are fundamentally redefining what constitutes skill in investment management, shifting the sources of sustainable competitive advantage in ways most firms have yet to comprehend. This is not about automating existing workflows. It is about reconceptualizing which analytical tasks can be systematized and which genuinely require human judgment, then rebuilding investment processes around that distinction. Firms that fail to recognize this depth are not simply adopting tools more slowly. They are misunderstanding the nature of the change itself.
Artificial intelligence (AI) is no longer a future-state conversation. It is here, embedded across enterprise systems, cloud platforms, security tooling, analytics engines and decision-making frameworks. The pace of adoption has been extraordinary, and so is the scale and intensity of the infrastructure required to power it. Against this backdrop, Microsoft's recent call for a "community-first" approach to AI infrastructure is both timely and necessary.
The weirdest thing of all in economics, says Brandeis University Economics Professor Benjamin Shiller, is that weirdness is closely tied to fate in the age of artificial intelligence (AI). The weirder you are, he tells Fortune, the better off you'll be. In his new book " AI Economics: How Technology Transforms Jobs, Markets, Life, and Our Future," Shiller, argues that the more bizarre your job, the less likely that AI will take it.
Discounting has been part of retail's toolkit for decades, and it can be effective, especially during high-stakes shopping seasons. But as promotions become more frequent across the industry, companies are taking a closer look at the downside: Short-term sales gains don't always come with long-term loyalty or durable margins, and customers remember how a brand made them feel far more than what they saved at checkout.
In a recent Tradespace and Above the Law survey, two-thirds of companies that draft patents in-house described IP as a value driver, while 71 percent of companies that outsource drafting viewed IP as a cost. When drafting and prosecution move inside, IP teams work closer to engineers and product leaders. This proximity improves invention quality, strengthens claim strategy, and aligns patent decisions with product direction, market timing, and business priorities.
There's a crisis of creativity in mainstream American culture. We have fewer and fewer studios and record labels fewer and fewer platforms online that serve independent artists and creators. At its core, copyright is a monopoly right on creative output and expression. It's intended to allow people who make things to make a living through those things, to incentivize creativity. To square the circle that is "exclusive control over expression" and "free speech," we have fair use.
With the Supreme Court potentially poised to invalidate recent tariffs, organizations face a confusing scenario. Having clear visibility into contract terms - such as price adjustments and renegotiation provisions - is essential to navigating this volatility. Come join us on at 1 p.m. ET on Jan. 27 for this CLE-approved webinar, where we'll discuss the current state of the tariff conundrum and explore strategies for achieving contract visibility with the latest AI innovations.
