In its Future of Jobs Report 2025, the World Economic Forum predicted that by 2030, 92 million jobs would be displaced due to the impact of AI on the labor market. This suggests that while some of today’s jobs may disappear, new ones will emerge in their place.

Amazon CEO Andy Jassy recently addressed his employees, saying that the company’s workforce will experience a transformation caused by AI automation.

Amazon won’t be the same. According to Jassy, Amazon will undergo significant changes in the coming years. To remain competitive, the company’s structure must evolve beyond its current state. “As we roll out more Generative AI and agents, it should change the way our work is done. We will need fewer people doing some of the jobs that are being done today, and more people doing other types of jobs,” Jassy said in an official statement.

In other words, Jassy believes that while AI may displace certain jobs, it won’t result in a net loss of employment within Amazon’s workforce. Instead, it’ll compel the company to restructure its departments, resulting in reduced staff in some areas and increased hiring in others.

The elephant in the room. The theory of job displacement at Amazon raises questions that even the company’s CEO can’t fully address: How quickly will this change occur? Will Amazon be able to maintain a balanced workforce?

“It’s hard to know exactly where this nets out over time, but in the next few years, we expect that this will reduce our total corporate workforce as we get efficiency gains from using AI extensively across the company,” Jassy explained. According to Statista, Amazon currently employs 1.56 million people worldwide, making it the second-largest private employer in the U.S. after Walmart.

Changes in warehouses. Amazon faced a similar situation when it started automating its logistics centers, where robots replaced employees who were responsible for retrieving products. However, as these automated systems were implemented, Amazon created new positions in areas such as order preparation, shipping, maintenance, and engineering.

According to company data, this automation ultimately required 30% more employees for its logistics centers. As is the case now, the challenge then was that while many jobs were eliminated quickly due to the arrival of robots, new positions were created gradually. This resulted in a temporary shortfall in employment.

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Unfair changes. Another issue raised by Amazon’s projections is that the new jobs created aren’t equivalent to those that will be lost. For example, a warehouse employee may not be able to transition into a role focused on developing a new AI feature for the Amazon store.

In light of this, the CEO encouraged employees to embrace the change: “Be curious about AI, educate yourself, attend workshops and take trainings, use and experiment with AI whenever you can.” In his statement, Jassy emphasized that “the most transformative technology since the Internet is here.” He added, “Those who embrace this change, become conversant in AI, help us build and improve our AI capabilities internally and deliver for customers, will be well-positioned to have high impact and help us reinvent the company.”

To paraphrase a popular saying that has circulated on the Internet in recent years, AI won’t take your job; someone who knows how to use it will.

If customer behavior changes, companies must adapt. According to Jassy, AI “will change how we all work and live.” This means that companies must adjust their structures to keep pace with these changes. Jassy highlighted the evolving habits of users in how they search for and purchase products, which are already being influenced by AI technologies.

Amazon’s own AI-driven tools, like Alexa+, must also evolve in response to innovations from other companies. Examples include Google Lens and the Circle to Search feature, as well as AI-infused search engines like AI Overview that Google has integrated into its browser. As user search behaviors shift, Amazon will have to adapt. According to Jassy, this will result in internal transformations, changing the way we work and live in every company and field imaginable.

Job cuts. Despite the announcement of significant changes to Amazon's workforce in the coming years, the company has already been restructuring its employee base since 2022. According to Laysoff.fyi, this process has already led to the loss of 27,940 jobs.

Jassy’s announcement merely confirms that this restructuring will likely become ongoing, as Amazon continues to adapt its workforce to the needs and opportunities presented by AI.

Image | Amazon

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In 2013, Facebook CEO Mark Zuckerberg was already a dominant figure in the social media industry. However, he sought to expand the company’s presence on mobile devices. As a result, Facebook launched Facebook Home, an Android launcher, and partnered with HTC to release the HTC First preinstalled with this interface. It was a complete flop.

The primary issue lay with Facebook Home itself. Within just a few hours of being available on Google Play, it received a dubious milestone: Nearly 50% of users who rated it gave it one star out of five. While the launcher had some appeal for heavy Facebook users, it performed poorly in other aspects.

Facebook had previously attempted to integrate its services into HTC devices. In 2011, it introduced a dedicated button to the HTC ChaCha and HTC Salsa models. This was clearly not the right path forward. In the end, Facebook abandoned this plan and redirected its focus to other areas. The company’s aspirations to cover all areas didn’t go well.

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Several companies have attempted to dominate all areas throughout history. A notable example is Microsoft. After establishing itself as a leader in the PC and office software markets, it attempted to adopt new trends set by other companies. However, initiatives such as the Zune (a copy of Apple’s iPod) were unsuccessful. While Bing has seen slight growth in the search engine arena, it hasn’t made a significant impact. Microsoft’s venture into phones with Windows Phone also ended in disappointment.

Google is another example. The tech giant dominates the search engine market and is a key player in the iOS-Android duopoly. However, it sought to expand its offerings by launching its own social media platform. Google+ was one of the biggest failures in the company’s history.

Even Apple, known for its innovation, tried to enter the automotive market with Project Titan. It ultimately canceled the initiative. Surprisingly, Apple couldn’t succeed in this field while a much smaller company, Xiaomi, managed to gain traction with the impressive Xiaomi SU7. Xiaomi represents a small success story of a company pursuing a broad strategy.

Even Amazon attempted to launch its own phone, but it didn’t go well.

The latest company to pursue this quest to conquer all sectors is OpenAI. Despite having a highly popular product (ChatGPT), the AI startup is trying to expand into new markets, starting with ChatGPT Search. It’s also looking into creating its own social media platform and possibly its own browser, especially if it can’t take over Chrome.

This ambition is reasonable, especially when companies already have a successful product. Leveraging that success to explore new areas and ensure a cohesive ecosystem is a logical strategy.

Apple and the iPhone are prime examples of this. While this strategy can work in certain cases, it doesn’t guarantee success across the board or even particularly strong performance.

Apple Music and Apple TV+ have certainly helped bolster the company’s ecosystem, but these services aren’t dominating their respective markets. Apple doesn’t necessarily need these offerings. They merely serve as additional elements in its overall suite, which is already a victory for the company.

However, time and again, the ambition of dominating all sectors often backfires. Grasp all, lose all.

Images | Zetong Li | Amazon

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ChatGPT recently added a shopping feature that lets users search for products, view personalized recommendations and get redirected to stores to complete the purchase. This new feature will roll out gradually to both paid and free users—even without registration.

Why it matters. OpenAI is encroaching on the territory of e-commerce giants with an approach that prioritizes natural conversation over keywords.

Results rely on personal preferences and reviews from various sources, including editorial publications and user forums, without the need for paid positioning. According to Adam Fry, OpenAI’s head of search product, there are no ads and the results aren’t sponsored.

So, what now? Publishers that rely on affiliate revenue could see that stream shrink. However, OpenAI hasn’t detailed how it plans to share the value generated.

Fry only hinted that the company would “experiment with different models” after refining the user experience. OpenAI CEO Sam Altman has suggested an affiliate commission system without selling priority positions.

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Between the lines. Integrating the memory feature with shopping brings a distinct advantage. This combination enables ultra-personalized recommendations based on past conversations.

For example, if a user mentions in a previous chat that they only wear black clothing from a specific brand and then searches for “shirts for an interview,” ChatGPT will remember this preference and automatically filter results to show black options from that brand—without requiring the user to restate it. This mix is commercially dynamite.

Context. This move adds a powerful twist to what competitors like Perplexity’s “Shop like a Pro” and Google Shopping’s “Researched with AI” have introduced.

OpenAI had already made an early e-commerce push with Operator, its agent that could navigate websites to assist with shopping—but with rougher initial results than this latest implementation.

Image | Xataka On with ChatGPT

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Earlier this week, a United Launch Alliance (ULA) Atlas V rocket lifted off from Cape Canaveral carrying the first 27 operational satellites in Amazon’s Kuiper constellation. Starlink finally has company.

An ambitious competitor. Project Kuiper began in 2018, a year before SpaceX launched the first 60 satellites of its Starlink constellation, which provides broadband satellite internet. But until now, Amazon had only launched two test satellites while waiting for the availability of ULA’s Vulcan and Blue Origin’s New Glenn rockets.

The tech giant has finally started deploying its initial constellation of 3,232 satellites in low-Earth orbit (between 366 and 390 miles) to provide low-latency connections in places where terrestrial networks can’t reach or remain inadequate. The service will offer 100 Mbps, 400 Mbps and up to 1 Gbps speed plans when available.

Challenges. Although this launch marks the operational start of Kuiper, Amazon still faces several challenges. Chief among them is timing: The project is about a year behind schedule, and its FCC license requires it to have half of the constellation—1,618 satellites—in orbit by July 2026. That deadline seems difficult to meet without an extension, given that the company doesn’t manufacture its own rockets like SpaceX.

Kuiper rockets. While Amazon founder Jeff Bezos owns Blue Origin—and there are, shall we say, certain synergies between the two companies, as well as a well-known feud with Tesla CEO Elon Musk—its New Glenn orbital rocket has only flown once and has yet to prove its landing capability. Reusability has been central to Starlink’s success: the Falcon 9 rocket, which SpaceX partially refurbishes, has launched more than 8,000 Starlink satellites in six years.

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Amazon’s constellation depends so heavily on third parties that in 2022, the company made the “largest commercial launch vehicle acquisition in history.” It has contracts with ULA alone to launch an additional seven Atlas Vs and up to 38 Vulcans. It also holds agreements with ArianeGroup to use the European Ariane 6 rocket and, of course, with Blue Origin to use the New Glenn—the only one of the four launchers designed for landing.

China and Europe are going their ways. Despite the difficulties, Kuiper stands as the first Starlink competitor with the financial muscle to match SpaceX—assuming Amazon is willing to play the long game.

In Europe, a commercial constellation is advancing but in a different league. Eutelsat’s OneWeb operates a constellation of about 630 low-Earth orbit satellites. Still, it focuses primarily on B2B and government customers, and its satellite density remains far lower than Starlink’s.

China is also taking its own approach by deploying mega-constellations that could eventually challenge Starlink and Amazon. SpaceSail already has satellites in orbit and plans to deploy 648 by 2025, with a goal of 15,000 by 2030. It could offer services up to 30% cheaper than Starlink in markets like Brazil. Other Chinese projects, such as Honghu 3 and Guowang, are joining this price war—adding up to tens of thousands of satellites that will soon fly nonstop across the night sky.

Image | United Launch Alliance

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Following strategies from rivals like Shein and Temu, Amazon was preparing to disclose how tariffs affected the prices of products sold on its platform. However, a leaked internal report sparked swift backlash from the Trump administration, leading to a personal call from President Trump to Amazon founder Jeff Bezos, according to Fox News.

The leaked report. Punchbowl News first reported the existence of the internal Amazon document, which floated the idea of showing tariff costs alongside prices, much like taxes or shipping fees. The strategy would have aligned Amazon with competitors that have started adjusting prices due to tariffs on Chinese goods.

The White House responds. As BBC reported, the White House wasted no time firing back. Press Secretary Karoline Leavitt slammed the idea, calling it “a hostile and political act by Amazon.” She added, “Why didn’t Amazon do this when the Biden administration hiked inflation to the highest level in 40 years? [This is] another reason why Americans should buy American”

Leavitt even cited a 2021 Reuters report accusing Amazon of working with “China’s propaganda arm” to suppress negative reviews of a book featuring speeches by Chinese President Xi Jinping.

Commerce Secretary Howard Lutnick echoed the criticism in an interview with CNBC, calling the potential change “absurd.” “A 10 percent tariff is not going to change virtually any price,” he said, dismissing the significance of tariffs—even though Statista reports that 71% of products sold on Amazon are made in China, some facing tariffs up to 145%.

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Trump makes the call. The controversy escalated to the Oval Office, where Trump reportedly called Bezos directly. Though Bezos is no longer Amazon’s CEO, he remains a powerful figure within the company.

According to Trump’s own statements, the conversation was brief and effective. “Great, Jeff Bezos was very nice, he was terrific. He solved the problem very quickly. He did the right thing, he’s a good guy,” Trump said.

Amazon walks it back. Soon after the call, Amazon issued a public statement clarifying that the leaked proposal was only a preliminary idea from the Amazon Haul team, which focuses on inexpensive, China-made products. The company stressed that no such changes were ever considered for Amazon’s homepage or broader product listings.

Leavitt later softened her stance, saying, “I’m not going to discuss the president’s relationship with Jeff Bezos,” though tensions between the two go back to Trump’s first term, particularly regarding postal fees tied to Amazon deliveries.

Wall Street reacts. Following the White House’s reaction, Amazon’s stock fell 2.3% on fears of political retaliation. But the dip was short-lived. Shares quickly rebounded as the company reaffirmed business as usual.

Image | National Museum of American History Smithsonian Institution | Gage Skidmore

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There are endless ways to stream content online to your TV. In fact, there are so many that if your go-to device breaks or gets discontinued, like Google’s Chromecast, you might be at a loss over what to buy next.

Two popular options in the market are the Roku Ultra and the Amazon Fire TV Cube. Both are good choices but deciding which one you decide to take home will ultimately depend on one thing: how much you want your device to do.

Roku Ultra

Ever since it came onto the market, Roku has set itself apart by offering devices that are fast, sleek, and easy-to-use. The Roku Ultra is no different. It’s the company’s fastest and most powerful streaming device, offering 4K picture, Dolby Vision, and Dolby Atmos audio. If you’re an Apple user, the Roku Ultra also supports AirPlay 2, allowing you to mirror content from your iPhone or Mac.

Like other Roku devices, one of the Roku Ultra’s main selling points is its simplicity. It’s small and compact, and using the interface and switching between streaming services is easy. You don’t have to search through complicated menus or try to figure out if what you want to watch is included in your subscription.

Roku has also delivered when it comes to the remote. This version includes backlit buttons, voice controls, and a find-my-remote feature. Considering how small the Roku remote is, this can be pretty handy. The remote has a built-in battery that can be recharged via a micro-USB.

Perhaps one of my favorite features is the Roku Ultra’s Bluetooth headphones mode. This allows you to pair your headphones to the Roku Ultra so that you can turn the volume up without walking up your neighbors, which is a frequent problem for those of us with bad hearing and thin walls.

• Price: $99.99

Fire TV Cube

First things first: Yes, the Fire TV Cube is literally shaped like a cube. It’s sleek, though, and can add a modern touch to your space. Like the Roku Ultra, the Fire TV Cube is Amazon’s fastest device and is twice as powerful as the Fire TV Stick 4K. It has a built-in mic and speakers and can be connected to your cable box and game console. As far as picture support goes, the Fire TV Cube supports 4K, HDR, Dolby Vision, and Dolby Atmos audio.

Another thing you’ll notice about the Amazon Fire TV Cube is that it’s more expensive than the Roku Ultra, and there’s a good reason why. Besides being a streaming device, the fire TV Cube is also a smart speaker. This means that it works the same as any of Amazon’s Echo line of devices and is integrated with Alexa.

Furthermore, given that it uses Fire OS, an Android-based system, you can even use it to play games if you connect it to a controller. The Fire TV Cube is also compatible with Luna, Amazon’s cloud gaming service, though you’ll have to pay extra for access.

For some people, the Fire TV Cube’s interface can feel a bit overwhelming and cluttered. Some complaints include frustrations that it has a lot of ads and sponsored content, which makes it hard to actually find what you want to watch. However, it might just be a matter of getting used to the interface.

• Price: $139.99

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Bottom Line

If you’re looking for a simple device with top performance that will let you quickly watch what you want, it’s probably a good idea to go with the Roku Ultra. However, if you want something that works as a streaming device and also a bit more, go with the Fire TV Cube. Considering everything it’s giving you—a gaming experience, a smart speaker—it offers a good bang for your buck.

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People don’t say they have robot vacuums. They say they have a Roomba. It’s a special achievement for a company to have users replace a common name with a brand name. The metonymy—Kleenex for tissue, for instance—shows how deeply the brand has penetrated culture and society. Roomba has succeeded in this regard. Still, the company behind it faces significant challenges.

iRobot is in trouble. The company that designs and manufactures Roomba robotic vacuum cleaners recently released its financial results, and the tone was pessimistic. Its managers warned that they have “substantial doubt” about its ability to continue as a going concern.

Lower revenues. The 44% drop in revenues compared to the same period the previous year stood out in the results for the last quarter of 2024. iRobot officials cited “competitive challenges that the company is addressing” as one reason.

Complex options. iRobot explained that it has begun analyzing its possible strategic moves to address the situation. According to Bloomberg, one option is to refinance its debt. Another is to seek a buyer.

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Amazon already considered buying iRobot. Interestingly, Amazon previously sought to acquire the company. The tech giant, now led by Andy Jassy, theoretically moved forward with the purchase. However, the EU threatened to block the deal, prompting Amazon to back out and abandon the deal.

A shell of what it was. When Amazon aimed to acquire iRobot, Roomba’s valuation was $1.4 billion. Its current market value is just $200 million, seven times less.

Outstanding debt. Investment firm Carlyle Group Inc. loaned iRobot $200 million in 2023. Even then, the company’s finances were shaky, and the loan provided some liquidity. At the time, Amazon’s acquisition was in progress. Since the deal fell through, Carlyle can now charge iRobot a steep interest rate of 9%.

Too much competition. Roomba robot vacuums remain highly regarded, but in recent years, competitors have closed the gap. The robot vacuum trend has spurred other brands to match performance, and iRobot has felt the intense pressure.

Image | Onur Binay (Unsplash)

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In this post, we’ll explain how to read a PDF file on your Kindle so that you can access any document in this format from your Amazon e-reader.

Do you often receive PDF documents on your email? Do you save web pages or online articles in this format? This guide will be useful for these and many other similar scenarios.

In the past, reading a PDF file on a Kindle was complicated. Fortunately, it’s now extremely easy because modern Kindle devices support PDF files. Additionally, Amazon has simplified the process of transferring files to its e-readers.

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Reading a PDF on Your Kindle

The first step is to send the PDF file to your Kindle. This process is straightforward. Simply connect your Kindle to your computer using a USB cable. Once connected, your Kindle will appear in your PC’s File Explorer. To complete the transfer, you can easily drag the PDF file into the Documents folder on your Kindle.

You can download the Send to Kindle app if the above method doesn’t work. Additionally, if you have the Kindle app installed on your phone, you can share the document directly to your Kindle from the Share options. You can also set up an email to send documents directly to your Kindle through the Amazon website’s Managing Your Content and Devices section.

Once the PDF document is saved in the Documents folder on your Kindle’s internal storage, it’ll appear in your e-reader’s library alongside your other books. However, it won’t display a cover image. Instead, it’ll show the file name with the PDF logo.

Now, you’re all set to read any PDF file on your Kindle. The device will attempt to maintain the formatting of the original file. This means the reading experience may vary depending on the layout of the PDF document.

Image | Balázs Kétyi

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On Feb. 1, President Donald Trump issued a new executive order imposing a 10% tariff on all Chinese goods. This decision immediately impacted the operations of Temu and Shein, two major Chinese e-commerce platforms. As a result, a unique situation has unfolded.

Tariffs. The introduction of the 10% tariff on Chinese imports is part of Trump’s strategy to increase taxes on countries with which the U.S. trades extensively. He had already raised tariffs by 25% for Canada and Mexico but postponed their implementation for 30 days.

No packages from China. The impact of these tariffs could be significant. In fact, the initial repercussions are already being felt. The U.S. Postal Service just stopped accepting packages from China and Hong Kong, causing chaos among drivers who were trying to deliver them as usual. The Verge reports that private courier companies such as UPS and FedEx hadn’t announced any restrictions at the time.

Service restored. According to CNBC, the USPS resumed accepting packages from China and Hong Kong. In a press release, the USPS said it was “working closely together [with Customs and Border Protection] to implement an effective collection mechanism for the new China tariffs to ensure the least disruption to package delivery.”

The “de minimis” loophole. For years, China’s trade with the U.S. has benefited from an exemption known as “de minimis.” The Latin term indicated that packages valued at less than $800 could enter the U.S. without incurring taxes. Platforms like Shein and Temu have leveraged this exception to offer competitive prices on their products. U.S. companies, such as Amazon, Etsy, and eBay, have also taken advantage of this “loophole.”

The end of the de minimis provision. However, Trump recently eliminated the longstanding exemption. The impact of this decision could be significant. Notably, Customs and Border Protection reported processing more than 1.3 billion de minimis shipments in 2024.

A government report also indicated that Temu and Shein are “likely responsible” for more than 30% of all packages entering the U.S. under this provision, with nearly half of them arriving from China.

The rise of e-commerce and the influx of low-value imports prompted the de minimis threshold to increase from $200 to $800 during the Obama administration in 2016.

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Checking all packages. The elimination of the de minimis provision will drastically increase the workload for courier companies and the USPS. They’ll need to check all packages for compliance with the new regulations. In theory, this could lead to significant delays in shipping times, at least initially.

Will Temu and Shein be able to compete? Both platforms have benefited from the de minimis exemption and the absence of current tariffs, enabling them to offer products at prices that are difficult to compete with. In response, Amazon launched a plan with Amazon Haul. The initiative focuses on items priced under $20, although shipments may take one to two weeks. Trump’s recent actions could force Amazon to reevaluate its strategy for this service.

Everything will likely cost more. The tariffs and taxes implemented will probably be passed on to American consumers, resulting in higher prices for all products. According to The Verge, tariffs “are a tax on the person or entity importing the goods, not on the exporter.” A study by the National Bureau of Economic Research highlighted that U.S. citizens with the tightest budgets will be the hardest hit.

A complicated future. Trump’s recent decision will undoubtedly affect the prospects of Temu, Shein, and other Chinese e-commerce platforms operating in the U.S. Many expect price hikes and possibly delays in shipping times. This is bad news for China and for American consumers who have been benefiting from competitively priced Chinese products.

Negative repercussions for Meta and Google. This situation will likely impact the U.S. economy as well. In 2024, Temu invested an estimated $3 billion in online marketing, while Shein has been flooding Instagram with ads for its bargain-priced clothes for years.  According to Meta, 10% of its ad revenue came from Chinese companies in 2024. Now, that revenue–which supports several U.S. platforms–could diminish significantly.

Image | Claudio Schwarz

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One of Amazon founder Jeff Bezos’s main obsessions throughout his career has been optimizing his time in meetings. He firmly believes that meetings can often be a waste of time. As such, he aims to make the most of the time he invests in receiving information to make informed decisions.

His two-pizza rule has gained popularity. He also tends to read memos containing all the information to be discussed in the meeting to avoid digressions and minimize time wastage. However, these aren’t the only guidelines Bezos has established for meetings. He’s also implemented the rule that no meetings should be scheduled before 10 a.m. or after 5 p.m.

Rest Comes First

His reputation for being incredibly productive is largely due to his obsession with optimizing meeting times. However, Bezos took it upon himself to dispel this myth during an interview on the Lex Fridman Podcast.

In the interview, Bezos admitted that he tends to take it easy in the mornings and follows what he calls “the one-hour rule.” He pointed out, “First of all, I get up in the morning and I putter… I slowly move around. I’m not as productive as you might think I am.”

During the first hour after waking up, Bezos avoids using screens. He gradually increases his activity by having breakfast with his fiancée, Lauren Sanchez, and reading the newspaper.

After breakfast, Bezos works out at the gym before starting his workday. He never schedules meetings before 10 a.m. to give his brain enough time to fully wake up, allowing him to focus his attention and energy on problem-solving.

Research from the University of California published in Nature confirms that Bezos’ morning routine contributes to improved cognitive performance and decision-making.

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Too Tired to Make Decisions

Speaking at The Economic Club of Washington in 2018, Bezos emphasized the importance of getting adequate rest when making important decisions. As such, he also avoids holding meetings beyond 5 p.m. whenever possible.

“Anything that’s going to be really mentally challenging [should be] a 10 o’clock meeting. By 5 p.m., I’m like, ‘I can’t think about that today. Let’s try again tomorrow at 10 a.m.,’” Bezos said.

Being aware of mental exhaustion and its impact on productivity can be the key to making sound decisions. Fatigue and accumulated stress throughout the day can lead to cognitive impairment.

A Microsoft study highlights that the human brain requires frequent breaks to perform optimally. Scheduling meetings at the end of the day can hinder concentration, increasing the risk of mistakes, especially when making strategic decisions like those made by Bezos at Amazon and Blue Origin.

Image | Daniel Oberhaus

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