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NYU Stern professor and serial entrepreneur Scott Galloway says “AI is not going to take your job” — but people who know how to use it might.

In an episode of the Masters of Scale podcast, which aired earlier this month, Galloway advised anyone who thinks their job might be at risk of automation to start using AI.

Related: This One Talent Is ‘the Greatest Skill You Can Develop’ for Entrepreneurship, Says Professor Scott Galloway

“I would say try to take 15, 30, 60 minutes a day, even if it’s spending time with your kids to try and time sneaker drops — which I’m doing with my 14-year-old — using AI,” he said. “Just get competent with it.”

Galloway, who sold his media business L2 for $134 million in 2017, initially experimented with the tech by having AI write for him based on prompts. He quickly realized how much AI wrote “like a computer” or in a bland way.

“I’ve used AI for every component of my job, and I find it can’t replace anything,” he said.

Related: Worried About AI Stealing Your Job? A New Report Calls These 10 Careers ‘AI-Proof’

Galloway says he now uses AI more as a “thought partner” than a writer. He consults AI for information, asks it to create a pitch deck, and prompts it to ask him questions like an investor based on the pitch deck. AI doesn’t replace the tasks Galloway has to do; it augments them.

“What I would say is just start using [AI], and your own mind will start figuring out ways you can incorporate it,” Galloway said. “You’re the warrior. This is a weapon, but you’re the warrior.”

^{Scott Galloway. Photo by Tobias Hase/Picture Alliance via Getty Images}

Galloway’s recommendations come as tasks like writing and coding have increasingly become automated. In August, Amazon Web Services CEO Matt Garman predicted a future where AI does most of the coding for software engineers. In April, Goldman Sachs CIO Marco Argenti encouraged computer science majors in college to study philosophy as well in order to develop the reasoning skills to interact with AI.

As for writing, one expert estimates that 90% of all online content will be AI-generated by the end of next year.

Related: How Close Is AI to Actually Stealing Your Dream Job?

OpenAI recently secured $6.6 billion in funding at a valuation of $157 billion, but it’s far from the only AI company with high fundraising potential. Investors poured $2.9 billion from July to September (Q3) of 2024 into the latest U.S.-based AI startups, per PitchBook data.

The three startups in the U.S. that received some of the most funding were software development AI startup Magic, enterprise ChatGPT startup Glean, and AI document search startup Hebbia, per TechCrunch. The three raised $320 million, $260 million, and $130 million respectively in the third quarter.

Magic is creating AI that can write code and Glean is working on an AI search app for businesses. Hebbia focuses on AI agents for finance, law, and big companies.

An earlier PitchBook report from August shows that investor interest in AI is long-term and extends beyond the last quarter. The report showed that AI comprised 41% of U.S. VC deals in the first half of 2024, with $38.6 billion of the $93.4 billion total in VC deals going to AI startups.

Related: AI Startups Raised $50 Billion Last Year, But Some Investors Are Starting to Pass — Here’s Why

Going back further to last year, AI was one of the few industries with the most growth in unicorn startups, or businesses with a valuation over $1 billion. In an otherwise tough fundraising year, the number of AI unicorns grew by 22.9%.

Even as it presents opportunities, AI carries its own unique set of challenges. For one, the cost of developing an AI model is high. Anthropic CEO Dario Amodei stated in July that it would take $10 billion to train AI “better than most humans at most things.” He estimated that AI companies would reach that point within the next three years and that now it takes about $100 million to train an AI model.

AI also has a hefty electric bill. Microsoft, Google, and other big tech companies are turning to nuclear power as a source of carbon-free energy; AI helped increase Google’s greenhouse emissions by 48% within four years.

Still, AI remains an area of high interest among founders. 156 out of the 208 startups accepted to the summer class of Y Combinator, an acclaimed startup accelerator, focused on AI.

Related: Y Combinator Helped Launch Reddit, Airbnb and Dropbox. Here’s What I Learned From Its Free Startup School.

One startup founder not affiliated with Y Combinator, Sahil Agarwal of AI safety startup Enkrypt AI, talked to Entrepreneur earlier this year about the dangers and opportunities AI poses.

“What ChatGPT did is it made AI real for everyone,” he said.

As small and midsize businesses (SMBs) continue to face economic challenges, reducing software costs has become a significant focus for entrepreneurs and small business owners. According to McKinsey, approximately 60% of SMBs actively price shop for technology and software and are looking for cost-effective solutions without compromising on quality.

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Netflix posted its third-quarter earnings on Thursday and beat Wall Street predictions for both subscribers added and overall revenue. Meanwhile, analysts forecast that the streaming giant will soon raise its prices.

Netflix’s revenue for the third quarter was $9.825 billion, slightly more than the $9.769 billion analysts had predicted. The company also added 5.1 million subscribers, well over the 4 million additional users investors expected.

“Engagement, our best proxy for member happiness, remains healthy,” the report noted. “Through the first three quarters of 2024, view hours per member amongst owner households (the clearest view of engagement trends post the introduction of paid sharing) increased year over year.”

Related: Netflix Updated Its Famous Employee ‘Keeper Test’ in a New Culture Memo — Here’s What’s Changed

Netflix currently has over 600 million users with each one spending about two hours per day on the platform, per the report.

Will Netflix Raise Prices in the U.S.?

Thursday’s earnings report may not mean subscribers will avoid a price hike. The streaming company is increasing prices in Spain and Italy on Friday, and analysts from investment firms including Oppenheimer & Co. stated before the earnings release that a price hike may be on the way for U.S. users, too.

Netflix currently costs $6.99 per month for a standard plan with ads, $15.49 per month for a standard plan with up to two devices watching at the same time, and $22.99 per month for a premium plan with up to four devices supported.

Related: How to Hire Like Netflix — ‘This Is a Completely Different Way of Thinking About Human Capital’

Here’s something I’ve always believed: the better you know your team members, the easier it is to give them the support and freedom they need to be successful in their work.

At my last company, all of my direct reports were with me for at least eight years. We went through a significant portion of our lives together. My team members lost family members, had legal issues and fertility issues, got married, moved and divorced, and I saw it all. I also saw how all these things affected their performance in the office — some were temporary changes, while others were forever.

Those experiences also shaped the way I currently run FutureFund, the free fundraising platform for K-12 school groups that I founded. Here’s my advice on building strong working relationships to set your organization up for better teamwork and more success.

You have to know where people are coming from

Some managers don’t want to know about their team’s personal lives or experiences, but I think that’s a mistake. Asking appropriate questions and getting people to open up not only builds trust; it also helps you understand what they’re working with — and what they need to work more effectively.

Here’s an example: I had a first-time manager who was recently promoted, but soon afterward, his performance began to drop.

There are two ways to deal with this kind of thing when it happens. The first one is to give an ultimatum. You tell the person that their performance needs to improve or that they have to go.

The second is to ask them if everything is okay. That’s what I did, and he told me his cancer was back. He was a veteran and had been exposed to some nasty things in Iraq, giving him health problems. Suddenly, the fact that his performance was slipping wasn’t the issue anymore. Our priority became getting him the support he needed — and by being able to help him, we were able to help the business.

10 years later, this employee was still with us, and his work was great again. But I never would have been able to ascertain that if I had taken the other approach.

Really getting to know someone means asking the right questions and listening carefully to the answers. And it’s never too early to start — in fact, you can (and should) begin doing this from the moment you sit down to interview a candidate.

Related: I’ve Interviewed Over 2000 Candidates — Here Are the 2 Questions I’ve Asked the Best Hires

It’s not about micromanaging

Knowing your people isn’t the same as keeping tabs on them. Breathe down a person’s neck, and they’ll come to resent you. But show them you care, and you’ll empower them. It’s a simple difference but an important one.

Mentorship plays a critical role in this process. I’ve written extensively about the role of mentors in business, but the key is to see yourself as a coach — someone who is actively involved in your team’s success.

Adopting this perspective keeps your feedback constructive instead of punitive and reassures your direct reports that you have their best interests at heart. However, it also requires some vulnerability on your part.

Related: Be a Coach, Not a Referee — How to be a Good Mentor and Manager from a Coaching Perspective

Vulnerability inspires trust and transparency

One aspect of effective mentorship is setting yourself up as someone people trust. Not only do you need to be willing to learn about their lives, but you may also need to be comfortable opening up about yours as well.

One thing we do as an executive team when we get together is share a personal story. It’s usually something about family, and it often involves a personal struggle. It can even result in tears.

It’s not structured or forced. We just go around, and everyone has the opportunity to share as much or as little as they want. It is the single best activity I’ve ever done to feel close to the people I work with.

Everyone is showing a degree of vulnerability by sharing something private, and it takes a lot of courage. It also creates a level of understanding, respect, and friendship that I’ve never seen in any other activity that we’ve done.

Strong working relationships have immeasurable benefits

When you take the time to really get to know your team — and let them get to know you in turn — incredible things can happen. Many of these have a value that is easy to quantify: a better understanding of each individual’s capacity, opportunities for more focused mentorship and coaching, and a sense of what risks people are comfortable taking.

Related: Why You Have to Let People Fail Now So They Can Succeed Later

But there are benefits you can’t measure as well, like loyalty and trust. People don’t just give you these things when you tick enough boxes as an employer. They need to feel like you mean something to them.

Ask the right questions, listen to the answers, and don’t be afraid to open up and share about your own life as well. It might put you outside your comfort zone at first — but as any successful leader will tell you, that’s where growth happens.

Nvidia is the second most valuable company in the world, with a market cap of over $3 trillion. At market close on Monday, shares of the AI chipmaker hit an unprecedented high of $138.07 before falling to $131.32 at the time of writing.

Nvidia’s performance is tied to strong demand for its AI chips. Nvidia CEO Jensen Huang stated recently that demand for Nvidia’s Blackwell AI chip is “insane” and “everybody wants to have the most.” Nvidia expects to ship enough of the new chip to make several billion dollars.

Nvidia was briefly on the edge of unseating Apple as the most valuable company in the world on Monday. Last week, Nvidia shares grew by $400 billion in five days, more than the entire market cap of Costco.

Related: Employees Who Worked at This Company for the Past 5 Years Are Now Multi-Millionaires in ‘Semi-Retirement’

Huang also said last month that demand was his biggest worry, or what kept him up at night.

“We have a lot of people on our shoulders, and everybody is counting on us,” he said, adding that having access to Nvidia’s technology was a “really emotional” point for the company’s clients.

Nvidia counts the biggest tech players among its clients: Amazon, Meta, Microsoft, and Google contribute to more than 40% of its revenue. Nvidia’s earnings beat analyst expectations last quarter, with revenue growing 122% year-over-year, the fourth quarter in a row of growth over 100%.

Related: Nvidia’s Profits More Than Doubled, but Traders Are Still ‘Shrugging.’ Here’s Why According to a Market Expert.

Microsoft has invested billions in AI and plans to reopen a nuclear power plant in Pennsylvania to power the technology. Still, Marc Benioff, CEO of enterprise competitor Salesforce, says that Microsoft’s efforts aren’t enough and that Microsoft has actually done a “tremendous disservice” to the AI industry.

“When you look at how Copilot has been sold to our customers, it’s disappointing,” Benioff said in an episode of the Masters of Scale Rapid Response podcast earlier this month. “It doesn’t work, it spews data all over the floors, it doesn’t deliver value to customers. I haven’t found a customer who has transformational work with Copilot.”

Benioff said that Salesforce customers were “so confused” because of how Microsoft had delivered AI.

Related: Here’s How the CEOs of Salesforce and Nvidia Use ChatGPT in Their Daily Lives

“Copilot is really the new Microsoft Clippy,” Benioff said, referring to the paperclip-shaped office assistant that Microsoft discontinued in 2007. “I don’t think Copilot will be around, I don’t think customers will use it.” Salesforce is a Microsoft competitor.

^{Marc Benioff. Photographer: David Paul Morris/Bloomberg via Getty Images}

Microsoft says that companies like Visa, Honda, and Pfizer are using Copilot.

Microsoft has made several high-profile AI investments, including a $13 billion investment in OpenAI.

Related: Salesforce CEO Says the Company’s New AI Agents Could Replace Human Jobs

In the competitive world of tech, Amanda Lannert, CEO of Jellyvision, stands out not only for her unconventional career path but also for her dynamic leadership style. Under her guidance, Jellyvision has evolved from a gaming and digital agency into an HR tech company that now serves 25% of Fortune 500 companies. Despite the success, Lannert’s leadership mantra remains rooted in constant improvement. As she puts it, “There is nothing at Jellyvision that can’t be improved. There is nothing about me that can’t be improved. So, where do we want to get started?”

Related: Inside a Sport Marketing Giant’s Playbook for Connecting Big Brands With Rabid Fans

Lannert’s journey with Jellyvision began in 2000 when the company was navigating a rapidly changing tech landscape. With little prior experience in technology and gaming, Lannert initially joined Jellyvision hoping to learn and contribute. However, her adaptability and problem-solving skills led her to the role of CEO.

Her story exemplifies the importance of being open to change and willing to pivot when faced with new challenges. One of her key pieces of advice for leaders is to recognize that, “The world is full of change. There is no more stability. You might as well do what you love with people you like and respect.”

A pivotal moment in Jellyvision’s transformation was the shift from creating CD-ROM-based games to developing interactive educational software. As Lannert explained, this move was guided by the desire to engage and educate users on complicated subjects like health benefits—a space often neglected in terms of user-centric design. Today, Jellyvision’s flagship product, ALEX, uses engaging, personalized interactions to help employees understand and choose their benefits, a process that can save companies significant costs and boost employee satisfaction.

Related: How Military Service Taught the CEO of Arc’teryx to Lead with Precision and Passion

Lannert’s approach to leadership is both refreshing and grounded in authenticity. She emphasizes the need for transparency and integrity in business dealings. “You can do a bad deal with good people, but you can’t do a good deal with bad people,” she shared, highlighting the value she places on character over profit. For aspiring leaders, Lannert suggests focusing on surrounding yourself with individuals who will challenge you and offer truthful feedback. “Find someone who loves you and will tell you the truth,” she advises.

Ultimately, Lannert stresses that a company’s success is built on its people. “Jellyvision is just a business that was, is, and always will be only as good as the people that we have,” she says. Creating a culture of openness and creativity is central to her leadership strategy. Lannert encourages other CEOs to embrace change and never settle for mediocrity. Her willingness to adapt, paired with her belief that everyone has room for improvement, sets a powerful example for leaders looking to drive growth and innovation in their own organizations.

Related: How This Latina CEO Created the Fastest-Growing Hispanic Media Company in the U.S.