With its comfortable, laid-back decorating vibes, no room says “come and sit awhile” or “aah, I’m home” quite like a beautifully inviting rustic and cozy living room. Whether you live in a farmhouse, cabin, cottage, a new-build in the suburbs, or even a city apartment—rustic living room ideas bring a certain homespun style that ranges from downright traditional to modern and chic.Here at Country Living, we’ve discovered that the very best classic and country rustic living room ideas begin with good ol’ tried-and-true character-rich decor. We're talking reclaimed wood, stone focal points (there are so many rustic style living room ideas with cozy fireplaces!), and a casual mix of natural textures and materials (think wood and woven furniture, perfectly worn leather sofas, vintage wool rugs laid atop natural sisal). More modern rustic living room ideas include a less-is-more approach with calming neutral color palettes and clean-lined furniture. Paint colors, fabrics, and accessories in grays, browns, and greens pulled from nature make for the just-right warmth—all simple rustic living room ideas at their finest. So relax and sink into our best country rustic living room ideas from some of our all-time favorite Country Living house tours!Here are more creative ways to make your home feel rustic and cozy:1Fill the Room With CharacterSean LitchfieldFrom floor to ceiling and wall to wall, this rustic living room packs in loads of character. Comfy leather and upholstered furniture, a vintage patterned rug, and a blue and yellow painted cupboard found on Facebook marketplace sit well together against a backdrop of rustic wood.2Source Local MaterialsLincoln BarbourIn this beautifully rustic Mississippi barn. the owners sourced local wood materials from a nearby military depot to clad the walls and ceiling, bringing maximum warmth and texture. Large windows let in loads of natural light during the day, while a chandelier and mounted sconces make for a romantic glow come nighttime.RELATED: These Wood Ceiling Ideas Bring Country Charm to Any RoomTOUR THE ENTIRE HOUSEAdvertisement - Continue Reading Below3Pick a Cozy Paint ColorAlpha Smoot for Country LivingThis cozy living room has a built-in warmth, thanks to saturated navy blue walls (“It’s sort of a gentleman’s navy,” says homeowner Justin Reis). Its handsomely worn floorboards, doors, mantel, and warming cabinet above the fireplace complement the dark blue beautifully. The fire and candlelight emit a magical glow.Get the Look:Wall Paint Color: Dark Navy by BehrTOUR THE ENTIRE HOUSE4Lay a Comfy RugSara Ligorria-TrampWhat's cozier than a roaring fire on a cool night? A soft, fuzzy rug in front of it! The fireplace features mantel made from a tree felled on-site and white Zellige tile. The artwork is a vintage find paired with a contemporary painting.TOUR THE ENTIRE HOUSEAdvertisement - Continue Reading Below5Embrace Log Cabin DetailsLisa FloodIn this stunning Wyoming log cabin, the family usually gathers in the wonderfully rustic great room. Its cozy factor is off the charts, thanks country decorating classics like unpainted log walls and beams, a woodburning stove, textural rugs, and a sweet swing that hangs from the ceiling. Get the Look:Swing: The Oak & Rope CompanyTOUR THE ENTIRE HOUSE6Wrap a Room in WoodMarta Xochilt PerezIn this rustic and cozy cabin, an original fieldstone fireplace creates the warmest welcome. A pair of cushy leather sofas piled with pillows blankets face off, anchoring the wood-wrapped space, and providing the perfect perches for game night. TOUR THE ENTIRE HOUSE Advertisement - Continue Reading Below7Build an Rustic Stone Accent WallMarta Xochilt Perez for Country LivingThis impressive wall of moss rock surrounds the fireplace. Chiseled stone corbels provide mantel supports. On cool nights, you can count on a roaring fire! Throughout the home, carved timbers, rough-cut stone, and walls of windows reflect a combination of the homeowners’ Scandinavian heritage and Irish roots.TOUR THE ENTIRE HOUSE8Go Big in a Small SpaceEmily FollowillThis tiny living room is packed with so much character. Designer James Farmer added decorative oomph with a large tobacco basket, an art-forward fireplace screen, and natural design elements like plants. Details like arranging the paneling on the diagonal to “point” upward enhance the vertical space. Says James, “Tall ceilings, bold plant arrangements, and large light fixtures have even more impact in a small home. Play with scale to find what feels right.” Advertisement - Continue Reading Below9Mix and Match FurnitureLincoln BarbourFor the ultimate collected-over-time vibe, forgo matching furniture. Here, a wingback chair and a spool chair look right at home in this living room. Other period-appropriate decor found in this 100-year-old home: painted paneled walls, exposed ceiling beams, and a rustic mantel wood.TOUR THE ENTIRE HOUSE 10Let There Be Light (Wood)Christopher DibbleWe put this family room in the “rustic light” category. For a top-to-bottom cabin-like feel, designer Max Humphrey wrapped the space in eight-foot knotty pine planks on the ceiling and walls. A clear coat of polyurethane protects the wood while letting its natural color shine through (a stain would’ve darkened the room). Colorful national park posters, globes, camp grounds signage, and a linen modern sectional create a hip yet homey living space.Advertisement - Continue Reading Below11Customize a Focal PointHomeowners Victoria and Marcus Ford’s vision of a custom wood fireplace surround included open shelves and striking floor-to-ceiling firewood nooks (our favorite detail!). “We figured go big or go home,” says Victoria. Brass sconces provide a library-like touch, and a custom frame has the TV looking picture-perfect above the mantel.Get the Look:Wall and Trim Paint: Endless Sea by Sherwin-WilliamsCeiling Paint: Oyster White by Sherwin-WilliamsTOUR THE ENTIRE SPACE12Incorporate Rustic Furniture FindsAnnie SchlechterTopped with a plaid cushion, a rustic yellow daybed nestled in the corner makes for the coziest spot to take in lake views. The 22-foot cathedral ceilings are clad in wood, warming up this lofty open-concept space designed by Amy Meier that also includes a dining area and kitchen.TOUR THE ENTIRE HOUSE Advertisement - Continue Reading Below13Paint the FloorsDane Tashima for Country LivingWhile the homeowners of this New Jersey dairy barn were able to salvage the structure’s original knotty beams, the walls and floors in the soaring 25-foot-high space needed to be replaced. Simple poplar planks painted white got the job done affordably. A new cast-iron pellet stove warms the space with a rustic, authentic look. Get the Look:Wall and Floor Paint Color: Alabaster by Sherwin-WilliamsTOUR THE ENTIRE HOUSE14Tell the BackstorySean LitchfieldWhere possible, the original Eastern Hemlock posts and beams of this 1819 Maine barn were carefully preserved when, in 1999, the structure was disassembled and then reassembled several miles down the road. Hand-split slabs of Maine granite (some from the barn's original foundation) and brick were used to fabricate the massive woodburning fireplace. The walls and floors are lined in rough-hewn, nonuniform wood planks. The sofa table, made from an old piece of barn wood found on the farm, shows off collections of books, ceramics, and shells.Advertisement - Continue Reading Below15Use Old Materials for New BuildsBrie WilliamsIn this new build, reclaimed materials create instant patina for a warm and welcoming family room. Here’s what makes it rustic: reclaimed beams came from an 1800s mill in Massachusetts mill; log skins salvaged from old Midwest barns; North Carolina stone on the fireplace. A soft palette for the furniture and window treatments was inspired by the antique rug that covers the ottoman.TOUR THE ENTIRE HOUSE 16Balance Natural Wood with ColorNick JohnsonA pretty blue on the fireplace and in the fabrics balances the overall rustic vibe in this country house. “I wanted this room to feel rich and cozy and warm—the kind of place you’d sit by the fire to read a book,” says Erica Harrison of Detroit-based design firm Hudson and Sterling.TOUR THE ENTIRE HOUSEAdvertisement - Continue Reading Below17Make It WorkHelen NormanDespite the renovation challenges, this cozy sitting area situated just off the open kitchen works. The fireplace, which had to be rebuilt from the inside, was covered in stucco to balance all the exposed brick that was discovered underneath damaged drywall. For attic access, a ladder that was found in a barn on the property gets the job done in lieu of stairs. On the other side of the fireplace, a sturdy wooden bookshelf replaces an existing one that was crumbling.18Paint It WhiteZIO AND SONSFor the ultimate modern farmhouse vibe, start with an all-white palette, like in this home of designer Anthony D’Argenzio. This allows you to layer in character-rich architectural elements, like wide-planked wood floors and ceiling beams. A comfy sectional piled with pillows balances perfectly with hard elements, like the wood-and-iron coffee table, handmade oak stump side table, and a round iron chandelier. The hanging chair in the corner provides a wink to this serene design. RELATED: The Best Warm White Paint Colors For Every Room in Your HouseAdvertisement - Continue Reading Below19Leave Materials NaturalJames MerrellRustic meets cozy in this cabin that features walls constructed of hand-hewn logs, a stone fireplace, exposed ceiling beams, and a pair of comfy armchairs. Leaving all materials in their natural finish and unpainted contributes to the overall homespun feel.RELATED: The Best Places to Find or Buy Reclaimed Wood Near You20Choose Neutral FurnishingsSeth SmootIn this California living room, a comfortable collection of neutral furnishings complements the home’s rustic redwood walls. The solid sofa and barrel chairs that are upholstered in linen leave room for visual delights, like the wicker and fringe lamps, an antique rug, a patterned ottoman, and piles of pillows.Jennifer KopfJennifer Kopf is the Executive Editor of Country Living. She also covers antiques and collecting.Amy MitchellManaging EditorAmy Mitchell is the managing editor for VERANDA and Country Living, where she writes articles on a variety of topics—decorating and design, gardens, and holidays. Amy’s experience in the shelter magazine category spans more than 20 years, as she’s previously held positions at Coastal Living and Cottage Living. Her personal pursuits include cooking, gardening, and hunting her favorite tag sale spots for the next piece of Pyrex for her prized collection.

Meta is looking to up its weakening AI game with a key talent grab. Following days of speculation, the social media giant has confirmed that Scale AI’s founder and CEO, Alexandr Wang, is joining Meta to work on its AI efforts. Meta will invest $14.3 billion in Scale AI as part of the deal, and will have a 49% stake in the AI startup, which specializes in data labeling and model evaluation services. Other key Scale employees will also move over to Meta, while CSO Jason Droege will step in as Scale’s interim CEO. This move comes as the Mark Zuckerberg-led company goes all-in on building a new research lab focused on “superintelligence,” the next step beyond artificial general intelligence (AGI). The arrangement also reflects a growing trend in big tech, where industry giants are buying companies without really buying them — what’s increasingly being referred to as “acqui-hiring.” It involves recruiting key personnel from a company, licensing its technology, and selling its products, but leaving it as a private entity. “This is fundamentally a massive ‘acqui-hire’ play disguised as a strategic investment,” said Wyatt Mayham, lead AI consultant at Northwest AI Consulting. “While Meta gets Scale’s data infrastructure, the real prize is Wang joining Meta to lead their superintelligence lab. At the $14.3 billion price tag, this might be the most expensive individual talent acquisition in tech history.” Closing gaps with competitors Meta has struggled to keep up with OpenAI, Anthropic, and other key competitors in the AI race, recently even delaying the launch of its new flagship model, Behemoth, purportedly due to internal concerns about its performance. It has also seen the departure of several of its top researchers.  “It’s not really a secret at this point that Meta’s Llama 4 models have had significant performance issues,” Mayham said. “Zuck is essentially betting that Wang’s track record building AI infrastructure can solve Meta’s alignment and model quality problems faster than internal development.” And, he added, Scale’s enterprise-grade human feedback loops are exactly what Meta’s Llama models need to compete with ChatGPT and Claude on reliability and task-following. Data quality, a key focus for Wang, is a big factor in solving those performance problems. He wrote in a note to Scale employees on Thursday, later posted on X (formerly Twitter), that when he founded Scale AI in 2016 amidst some of the early AI breakthroughs, “it was clear even then that data was the lifeblood of AI systems, and that was the inspiration behind starting Scale.” But despite Meta’s huge investment, Scale AI is underscoring its commitment to sovereignty: “Scale remains an independent leader in AI, committed to providing industry-leading AI solutions and safeguarding customer data,” the company wrote in a blog post. “Scale will continue to partner with leading AI labs, multinational enterprises, and governments to deliver expert data and technology solutions through every phase of AI’s evolution.” Allowing big tech to side-step notification But while it’s only just been inked, the high-profile deal is already raising some eyebrows. According to experts, arrangements like these allow tech companies to acquire top talent and key technologies in a side-stepping manner, thus avoiding regulatory notification requirements. The US Federal Trade Commission (FTC) requires mergers and acquisitions totaling more than $126 million be reported in advance. Licensing deals or the mass hiring-away of a company’s employees don’t have this requirement. This allows companies to move more quickly, as they don’t have to undergo the lengthy federal review process. Microsoft’s deal with Inflection AI is probably one of the highest-profile examples of the “acqui-hiring” trend. In March 2024, the tech giant paid the startup $650 million in licensing fees and hired much of its team, including co-founders Mustafa Suleyman (now CEO of Microsoft AI) and Karén Simonyan (chief scientist of Microsoft AI). Similarly, last year Amazon hired more than 50% of Adept AI’s key personnel, including its CEO, to focus on AGI. Google also inked a licensing agreement with Character AI and hired a majority of its founders and researchers. However, regulators have caught on, with the FTC launching inquiries into both the Microsoft-Inflection and Amazon-Adept deals, and the US Justice Department (DOJ) analyzing Google-Character AI. Reflecting ‘desperation’ in the AI industry Meta’s decision to go forward with this arrangement anyway, despite that dicey backdrop, seems to indicate how anxious the company is to keep up in the AI race. “The most interesting piece of this all is the timing,” said Mayham. “It reflects broader industry desperation. Tech giants are increasingly buying parts of promising AI startups to secure key talent without acquiring full companies, following similar patterns with Microsoft-Inflection and Google-Character AI.” However, the regulatory risks are “real but nuanced,” he noted. Meta’s acquisition could face scrutiny from antitrust regulators, particularly as the company is involved in an ongoing FTC lawsuit over its Instagram and WhatsApp acquisitions. While the 49% ownership position appears designed to avoid triggering automatic thresholds, US regulatory bodies like the FTC and DOJ can review minority stake acquisitions under the Clayton Antitrust Act if they seem to threaten competition. Perhaps more importantly, Meta is not considered a leader in AGI development and is trailing OpenAI, Anthropic, and Google, meaning regulators may not consider the deal all that concerning (yet). All told, the arrangement certainly signals Meta’s recognition that the AI race has shifted from a compute and model size competition to a data quality and alignment battle, Mayham noted. “I think the [gist] of this is that Zuck’s biggest bet is that talent and data infrastructure matter more than raw compute power in the AI race,” he said. “The regulatory risk is manageable given Meta’s trailing position, but the acqui-hire premium shows how expensive top AI talent has become.”

By TREVOR HOGG Images courtesy of Pixar. The character design of Glordon is based on a tardigrade, which is a microscopic water bear. Rather than look at the unknown as something to be feared, Pixar has decided to do some wish fulfillment with Elio, where a lonely adolescent astrophile gets abducted by aliens and is mistaken as the leader of Earth. Originally conceived and directed by Adrian Molina, the coming-of-age science fiction adventure was shepherded by Domee Shi and Madeline Sharafian, who had previously worked together on Turning Red. “Space is often seen as dark, mysterious and scary, but there is also so much hope, wonder and curiosity,” notes Shi, director of Elio. “It’s like anything is ‘out there.’ Elio captures how a lot of us feel at different points of our lives, when we were kids like him, or even now wanting to be off of this current planet because it’s just too much. For Elio, it’s a rescue. I feel that there’s something so universal about that feeling of wanting to be taken away and taken care of. To know that you’re not alone and somebody chose you and picked you up.” The character design of Glordon is based on a tardigrade, which is a microscopic water bear. There is a stark contrast between how Earth and the alien world, known as the Communiverse, are portrayed. “The more we worked with the animators on Glordon and Helix, they began to realize that Domee and I respond positively when those [alien] characters are exaggerated, made cute, round and chubby,” states Sharafian, director of Elio. “That automatically started to differentiate the way the Earth and space feel.” A certain question had to be answered when designing the United Nations-inspired Communiverse. “It was coming from a place of this lonely kid who feels like no one wants him on Earth,” Shi explains. “What would be heaven and paradise for him? The Communiverse was built around that idea.” A sense of belonging is an important theme. “It’s also inspired by Adrian Molina’s backstory, and our backstories too, of going to animation college,” Sharafian remarks. “For the first time, we said, ‘This is where everybody like me is!’” Green is the thematic color for Elio. Visual effects are an important storytelling tool. “Especially, for our movie, which is about this boy going to this crazy incredible world of the Communiverse,” Shi observes. “It has to be dazzling and look spectacular on the big screen and feel like paradise. Elio is such a visual feast, and you do feel like, ‘I want to stay here no matter what. I can’t believe that this place even exists.’ Visual effects are a powerful tool to help you feel what the characters are feeling.” A wishlist became a reality for the directors. “Claudia Chung Sanii [Visual Effects Supervisor] gave Domee and me carte blanche for wish fulfillment for ourselves,” Sharafian remarks. “What do you want Elio’s outfit in space to look like? It was a difficult costume, but now when we watch the movie, we’re all so proud of it. Elio looks fabulous, and he’s so happy to be wearing that outfit. Who would want to take that off?” The Communiverse was meant to feel like a place that a child would love to visit and explore. Methodology rather than technology went through the biggest change for the production. “The Communiverse is super complex and has lots of moving pieces. But there’s not much CG can’t do anymore,” notes Claudia Chung Sanii. “Elemental did effects characters. We did long curly hair, dresses, capes, water and fire. What we hadn’t done before was be a part of that design process. How do we get lighting into layout? How do we see the shaders in animation in layout? The tools department was working on a software called Luna which does that. I went to the tools department and asked, ‘Can I play around with it?’ They were like, ‘Okay. But it’s not ready yet.’ Tools will basically be bringing RenderMan and an interactive lighting workflow to the pipeline across all of these DCCs. Because we light in Katana, you can’t get back upstream. The conceit that we were dipping our toe in on Elio was, ‘Whatever you do in lighting, anyone on the pipeline can see it.’” The influence of microscopic forms and macro photography grounded the Communiverse in natural phenomena. The variety in the Communiverse is a contrast to the regimented world on the military base. There were no departmental borders, in particular with cinematography. “We had our layout and lighting DPs start on the same day. Derek Williams wouldn’t shoot anything without Jordan Rempel, our lighting DP, seeing it,” Sanii states. “Jordan would drop in lighting and start doing key lighting as Derek’s team was laying out. It wasn’t like you had to hit the render button, wait for the render to come up and go, ‘Oh, my god, it’s dark! I didn’t know that it was nighttime.’” A new term was adopted. “Meredith Hom [Production Manager] and I pulled the entire crew and leadership into this mental concept that we called the ‘college project.’ For some of us, college was a time when we didn’t have titles and crafts. You begged, borrowed and stole to hit that deadline. So much of our world has become linear in our process that I wanted to break that down to, ‘No. We’re all working together. The scope of this film is too large for us to wait for each other to finish our piece. If this person is slammed, fine. Figure out a different idea to do it with what tools you have.’” Directors Domee Shi and Madeline Sharafian are drawn to chubby, exaggerated and cute characters. Forgoing the word ‘no’ led to the technology breaking down. “I remember times when crowds [department] is dressing all of the aliens and because of forgetting to constrain it to the Communiverse, they all show up at the origin, and you’re going, ‘Why is there a whole party going on over there?’” Sanii laughs. “On Elio, it was always forward. There were no rules about locking things down or not installing over the weekend. It was always like, ‘Put it all in, and we’ll deal with it on Monday.’ There would be some funny stuff. We never QC’d something before walking it into the room. Everyone saw how the sausage was made. It was fun and not fun for Harley Jessup [Production Designer] because sometimes there would be a big thing in the middle screen, and he would say, ‘Is that finished?’ There was no way we could get through this film if we kept trying to fix the thing that broke.” An aerial image of Elio as he attempts to get abducted by aliens. Part of the design of the Coummuniverse was inspired by Chinese puzzle balls. A former visual effects art director at ILM, Harley Jessup found his previous experiences on projects like Innerspace to be helpful on Elio. “I liked that the directors wanted to build on the effects films from the 1980s and early 1990s,” reflects Jessup. “I was there and part of that. It was fun to look back. At the time, the techniques were all practical, matte paintings and miniatures, which are fun to work with, but without the safety net of CG. One thing Dennis Muren [VES] was keen on, was how people see things like the natural phenomenon you might see in a microscopic or macro photography form. We were using that. I was looking at the mothership of Close Encounters of the Third Kind, which Dennis shot when he was a young artist. It was nice to be able to bring all of that history to this film.” Earth was impacted by a comment made by Pete Docter (CCO, Pixar). “He said, ‘The military base should feel like a parking lot,” Jessup reveals. “You should know why Elio wants to be anywhere else. And the Communiverse needs to be inviting. We built a lot of contrast into those two worlds. The brutalist architecture on the military base, with its hard edges and heavy horizontal forms close to the earth, needed to be harsh but beautiful in its own way, so we tried for that. The Communiverse would be in contrast and be all curves, translucent surfaces and stained-glass backlit effects. Things were wide open about what it could be because each of the aliens are from a different climate and gravity. There are some buildings that are actually upside down on it, and the whole thing is rotating inside like clockwork. It is hopefully an appealing, fun world. It’s not a dystopian outer space.” Exploring various facial expressions for Elio. A tough character to get right was Aunt Olga, who struggles to be the guardian of her nephew. Character designs of Elio and Glordon. which shows them interacting with each other. Architecture was devised to reflect the desired tone for scenes. “In the Grand Assembly Hall where each alien has a desk and booth, the booth is shaped like an eyelid that can close or open,” Jessup explains. “It increases the feeling that they’re evaluating and observing Elio and each of the candidates that have come to join the Communiverse.” A couple of iconic cinematic franchises were avoided for aesthetic reasons. “As much as I love Star Wars and Star Trek, we wanted to be different from those kinds of aliens that are often more humanoid.” Ooooo was the first alien to be designed. “We did Ooooo in collaboration with the effects team, which was small at that time. She was described as a liquid supercomputer. We actually used the wireframe that was turning up and asked, what if it ended up being this network of little lights that are moving around and can express how much she was thinking? Ooooo is Elio’s guide to the Communiverse; her body would deform, so she could become a big screen or reach out and pluck things. Ooooo has an ability like an amoeba to stretch.” Flexibility is important when figuring out shot design. “On Elio, we provided the layout department with a rudimentary version of our environments,” states David Luoh, Sets Supervisor. “It might be simple geometry. We’re not worried necessarily about shading, color and material yet. Things are roughly in place but also built in a way that is flexible. As they’re sorting out the camera and testing out staging, they can move elements of the set around. Maybe this architectural piece needs to be shifted or larger or smaller. There was a variation on what was typically expected of set deliveries of environments to our layout department. That bar was lowered to give the layout department something to work with sooner and also with more flexibility. From their work we get context as to how we partner with our art and design department to build and finalize those environments.” Regional biomes known as disks are part of the Communiverse. “There are aquatic, lush forest, snow and ice, and hot lava disks,” Luoh remarks. “The hot disk is grounded in the desert, volcanic rock and lava, while for the lush disk we looked at interesting plant life found in the world around us.” The Communiverse is a complex geometric form. “We wanted these natural arrangements of alien districts, and that was all happening on this twisting and curving terrain in a way that made traditional dressing approaches clunky. Oftentimes, you’re putting something on the ground or mounted, and the ground is always facing upward. But if you have to dress the wall or ceiling, it becomes a lot more difficult to manipulate and place on something with that dynamic and shape. You have stuff that casts light, is see-through and shifting over time. Ooooo is a living character that looks like electronic circuitry that is constantly moving, and we also have that element in the walls, floors and bubble transport that carry the characters around.” Sets were adjusted throughout the production. “We try to anticipate situations that might come up,” Luoh states. “What if we have a series of shots where you’re getting closer and closer to the Communiverse and you have to bridge the distance between your hero and set extension background? There is a partnership with story, but certainly with our layout camera staging department. As we see shots come out of their work, we know where we need to spend the time to figure out, are we going to see the distant hills in this way? We’re not going to build it until we know because it can be labor-intensive. There is a responsiveness to what we are starting to see as shots get made.” Combining the familiar into something unfamiliar was a process. “There was this curation of being inspired by existing alien sci-fi depictions, but also reaching back into biological phenomena or interesting material because we wanted to ground a lot of those visual elements and ideas in something that people could intuitively grasp on to, even if they were combined or arranged in a way that is surprising, strange and delightful.”

“Pillars” (2024), oil on linen, 84 x 96 inches. All images courtesy of Mario Moore and Library Street Collective, shared with permission Mario Moore’s Oil Paintings Bridge Past and Present to Spotlight Black Resilience and Style June 4, 2025 Kate Mothes In large-scale works in oil, Detroit-based artist Mario Moore taps into the legacy of European painting traditions to create bold portraits exploring the nature of veneration, self-determination, and the continuum of history. Moore’s work is currently on view in Beneath Our Feet at Library Street Collective alongside fellow Detroiter LaKela Brown. His new pieces nod to the Dutch and Flemish tradition of devotional painting, particularly religious garland paintings. Within elegant arrangements of flowers and foliage, he highlights Black figures relaxing or tending to gardens. “The Patron Saint of Urban Farming” (2025), oil on linen, 72 x 48 inches In “Watermelon Man,” a stone altar is surrounded by hibiscus and watermelons, both symbols of resilience. Historically, the latter represented self-sufficiency and freedom for Southern African Americans following Emancipation, but whites flipped the narrative into a stereotypical exemplar of poverty. Moore reclaims the fruit in the spirit of refined 17th-century still-lifes. The artist has long drawn on the culture and legacies of both Detroit and the U.S. more broadly through the lens of the Black diaspora. Earlier works like “Pillars” position Black figures in elegant dress within the vast wildernesses of the American frontier, bridging the past to explore how racial divisions continue to shape the present. An exhibition last summer at Grand Rapids Art Museum titled Revolutionary Times took his series A New Republic as a starting point, revisiting the history of Black Union soldiers during the Civil War. Moore learned that one of his ancestors, who had been enslaved as a child, later enlisted in the Union Army, spurring the artist’s exploration of the seminal mid-19th-century period of conflict and Western colonization. He positions present-day figures in contemporary dress within historical contexts, interrogating political and racial segregations. “Watermelon Man” (2025), oil on linen, 51 1/2 x 42 inches Through tropes of European painting like a self-portrait of the artist in mirrored reflections and poses in three-quarter profile, Moore renders individuals whose direct, confident gazes and elegant dress invoke Detroit style and pride. For Beneath Our Feet, Brown and Moore collaborated on a five-foot-wide bas-relief bronze coin. Each artist completed one side, with Mario’s contribution taking the form of a portrait of Brown. “Her profile echoes the conventional format of traditional American coinage, confronting the historic absence of Black women in national symbolism and positions of authority,” the gallery says. On the opposite side, Brown depicts a bouquet of collard greens symbolic of nourishment and community. For this exhibition, Brown and Moore “reflect on the wealth held in the earth beneath us—and the enduring question of who holds the rights to till, own, and shape that land,” says an exhibition statement. Detroit is home to ambitious urban gardening initiatives that aim for local food sovereignty, mirroring the resourcefulness of Black farmers throughout history. The artists “consider land not just as property but as history, inheritance, and possibility,” the gallery says. Beneath Our Feet continues through July 30 in Detroit. See more on Moore’s website and Instagram. “International Detroit Playa: Sheefy” (2022), oil on linen, 108 x 96 inches “These Are Not Yams But They Are Damn Good” (2025), oil on linen, 51 1/2 x 42 inches “Creation of a Revolutionary (Helen Moore)” (2023), oil on linen, 76 x 52 inches “Black” (2023), oil on linen, 48 x 48 inches “Garland of Resilience” (2025), oil on linen, 51 1/2 x 42 inches “Birth of Cool” (2023), oil on linen, 72 x 48 inches Installation view of ‘LaKela Brown and Mario Moore: Beneath Our Feet’ at Library Street Collective, Detroit Previous articleNext article

It has long been said that an organisation’s greatest asset is its people. Employees are the driving force behind innovation, customer engagement, revenue growth, and company culture. In an era where political, social, and economic climates are in constant flux, particularly with ongoing debates surrounding diversity, equity and inclusion (DEI), it is more critical than ever for organisations to recognise the value of an inclusive workforce. There is a well-known saying: “When America sneezes, the rest of Europe catches a cold.” (often attributed to Charles Maurice de Talleyrand, a French diplomat from the 18th and 19th centuries). It rings particularly true today, as shifts in political and social climates challenge the notion of diversity programmes. This is evident in the recent ruling by the UK Supreme Court that the legal definition of a woman is based on biological sex. However, history has shown that political regimes and societal norms can change rapidly. Regardless of where one stands on these issues, the reality remains that for an organisation to thrive, its people must feel valued, supported, and included. Despite the growing focus on DEI programmes since 2020, many past initiatives have not been as effective as hoped. To move forward, the DEI industry and DEI professionals must conduct a rigorous retrospective analysis: What has worked? What hasn’t been effective? How can we improve? Without tangible metrics and data-driven insights, it becomes difficult to measure the success and impact of these initiatives, and this lack of clear outcomes may have contributed to what some define as the “backlash against DEI.” A common challenge has been the prioritisation of diversity over inclusion, leaving organisations ill-prepared to integrate diverse talent effectively. This has often resulted in short-term disruption - what change management refers to as the "storming" phase of team development - which in turn has led to team friction, a lack of belonging, and ultimately higher turnover rates among underrepresented employees. Organisations have not allowed enough time for teams to progress to the "norming" and "performing" periods in the face of high pressure to deliver results. To counter this, organisations must shift their mindset to focus on inclusion and belonging first. When a workplace fosters an inclusive culture, diverse talent is naturally welcomed, supported, and empowered to succeed. Rather than viewing differences as an obstacle, businesses must embrace them as strengths that drive innovation and growth. I often advocate for culture “add” rather than culture “fit”. As a former project and programme manager who transitioned into HR, I have witnessed firsthand the value of applying change management principles to DEI efforts. A successful change programme requires clearly defined goals, strong leadership buy-in, stakeholder engagement, a structured delivery methodology, and measurable outcomes. When these elements are absent, initiatives tend to falter. By adopting a structured, results-oriented, and data-driven approach, organisations can embed true inclusion into their core business strategy rather than treating it as a secondary initiative or a “nice to have”. It’s also important to regularly assess and reflect on what has worked, what hasn’t, and adapt and improve accordingly. In agile methodology, we call these retrospectives. Inclusion is key to successful DEI initiatives. In the past, these efforts may have created exclusion by failing to involve those who do not identify with the Equality Act's nine protected characteristics (age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation). This has led to defensiveness and fear instead of an understanding of historical inequity. When you are accustomed to privilege, equality can feel like oppression or exclusion and so we need to focus on how we can reframe inclusion work as being beneficial to all rather than to a few. Using storytelling, education, and relatability helps onboard more allies, understanding that equity is crucial to achieve equality. Inclusion means widening opportunities for everyone rather than limiting them to a select few. A wealth of research underscores the positive impact of inclusivity on business success. According to CIPD, 70% of employees report that a strong DEI culture positively impacts their job satisfaction. Forbes also discovered that 88% of consumers are more likely to be loyal to a company that supports social and environmental causes. Additionally, employees working in inclusive environments are 50% more likely to stay with their current employer for more than three years. Just over half of UK consumers (53%) say a brand's diversity and inclusion efforts, influence their purchase decisions. In fact, brands failing to act on Diversity, Equity and Inclusion risk losing out on £102bn annual spend from marginalised groups. Boston Consulting Group’s research demonstrates that organizations with diverse leadership see 19% higher innovation revenues. Beyond traditional meritocratic arguments, one principle is clear: inclusivity must be at the heart of every business strategy. Organisations where employees feel seen, heard, and valued naturally attract a broader, more diverse talent pool. Such employees tend to be more engaged, loyal, and productive, further strengthening the organisation's overall success and their bottom line. The UK tech industry is poised for continued growth and innovation, with a focus on emerging technologies like AI and quantum computing, however there is also a need to address challenges like talent shortages and international competition to maintain its position as a global leader.  Almost 95% of employers looking for tech talent have encountered a skills shortage in 2022, according to HR and recruitment firm Hays. In today’s job market, competitive salaries alone are not enough to attract and retain top talent. Employees now prioritise benefits, flexible working arrangements, career growth opportunities, and a sense of belonging. Organisations that prioritise inclusion, equal opportunities, and adaptability will be better positioned to navigate the evolving talent landscape and sustain long-term success. Ultimately, fostering an inclusive workplace is not merely a moral obligation; it is a business imperative. Companies that prioritise inclusion are more likely to attract top diverse talent, enhance employee engagement, and drive sustainable growth. Companies that fail to create inclusive environments are setting themselves up for failure. We are seeing more and more cases of sexual harassment, bullying and discrimination cases with high price tags. So, whether through loss of business, bad publicity or legal consequences, the price tag on exclusion can be staggering. Inclusion should not be seen as a separate HR initiative but as an integral part of an organisation’s DNA with all leaders owning an inclusion goal as part of their performance management. What gets measured, gets done! However, this can only happen if leaders and managers understand what inclusion truly means and they recognise that a diversity of voices, experiences and opinions will benefit their teams rather than hinder them. The future of work is about more than just employment—it is about providing opportunities for people to live, support their families, and achieve personal and professional growth. A poll, conducted by Ipsos for PA Mediapoint, indicates widespread support among the British public for key workplace DEI drives, including flexible working (71%), gender pay gap reporting (65%), and inclusivity training (64%). People care about wellbeing, inclusion and culture, which is why it is so important that organisations create workplaces where everyone is valued, empowered, and given the chance to succeed. True prosperity comes from ensuring that every individual, regardless of background and differences, can flourish. So, Inclusion does matter, particularly if you value creating a positive work environment that benefits employees, impacts the bottom line, and ensures everyone feels included rather than excluded. Read more about DEI in tech A lack of work-life balance and discrimination are among the biggest challenges for women in tech, finds Lorien When asked their opinions on the growing use of AI, girls expressed concerns about possible biases it will perpetuate, while boys were worried about cyber security

Architects: Want to have your project featured? Showcase your work by uploading projects to Architizer and sign up for our inspirational newsletters.   Is an architecture firm designing its own studio the equivalent of an artist painting a self-portrait? (Should we coin the term “auto-architecture?”) Perhaps this isn’t a perfect analogy, but it certainly contains parallels that are productive to parse… Studio spaces are distinct from offices in that they not only shape daily rituals and structure relationships between colleagues but also act as an expression of the values at the core of the firm’s design philosophies. Freed from the usual constraints of client briefs, for many firms, designing their own workspace offers a unique opportunity for experimentation and self-expression. The studios featured in this collection span diverse geographies and contexts — from a vaulted school library repurposed as an “anti-office,” to a carbon-neutral warehouse conversion in Sydney, to a minimalist tiled atelier in Casablanca. Despite their differences, each workspace shares a commitment to thoughtful design that blurs the line between functions and offers a vision for cultivating creativity. More than places of production, these studios are active expressions of architectural identity; spaces that support not only what architects make, but how they make it. They also challenge outdated typologies and embrace the hybrid realities of contemporary practice. Skylab HQ By Skylab, Portland, Oregon After spending years in a historic structure in downtown Portland, the Skylab team decided the time had come to create a space that reflected the dynamic nature of their practice. They asked themselves: “How can our studio evolve from a dedicated workspace to a playground for the art and design community? Where can we find a space to integrate gardens, an event venue, and a fabrication shop, as well as our studio?” Leaving the downtown core, they opted to transform a pair of WWII-era prefabricated steel warehouses into a hybrid studio, fabrication lab and cultural venue supporting both architectural production and artistic exchange. Strategic insertions — like a 60-foot-long (18-meter) ridge skylight, 10-foot (3-meter) operable window walls and CLT-framed meeting rooms — maximize daylight and material contrast, balancing industrial grit with biophilic warmth. The adaptive reuse reflects the firm’s ethos of experimentation, extending their design process into the very architecture that houses it. Alexander House By Alexander &CO., Sydney, Australia Jury Winner, Architecture +Workspace, 10th Annual A+Awards Alexander House functions as both studio and experimental prototype, integrating low-carbon construction with hybrid live/work spatial typologies tailored to an evolving architectural practice. While functioning as an architectural residential showcase, the team also works from this home, and their clients meet with them there; the project challenges preconceptions of home, land, family and work. From a voluminous material library in the basement to a concrete mezzanine bench designed for quiet focus, the layout supports varied modes of design work while challenging conventional boundaries between domestic and professional space. Crafted in collaboration with local makers, the building also pioneers sustainability through reclaimed timber linings, carbon-neutral bricks, and a solar system supplying up to 80% of daily energy demand. say architects Community Office By say architects, Hangzhou, China Say Architects’ office reimagines workplace architecture as a life-oriented, materially expressive environment, where exposed I-beams structure both the building and the studio’s daily rhythms. Cantilevered volumes, rope-grown greenery, and integrated misting systems animate the exterior, while steel-framed shelving and model rooms of rich timber textures create a tactile, inspiration-driven interior. Prioritizing adaptability and sensory comfort, the space dissolves traditional partitions in favor of spatial arrangements that align with design habits, offering a studio that is both tool and manifesto. Bohlin Cywinski Jackson, Philadelphia Studio By Bohlin Cywinski Jackson, Philadelphia, Pennsylvania Bohlin Cywinski Jackson’s Philadelphia studio transforms a historic social club (founded in 1923) into a contemporary workspace through adaptive reuse, prioritizing flexibility, daylight and material economy. The goal was to create a highly flexible work environment that would allow designers to move quickly between individual work, impromptu discussions and group meetings throughout the day. Restored terrazzo floors and ornamental detailing anchor a modern layout featuring hoteling desks, collaborative mezzanine zones and panoramic views of the city center.  The design supports agile workflows and hybrid collaboration while integrating repurposed custom furnishings to extend the life cycle of past projects. ADND OFFICE By Atelier Design N Domain, Mumbai, India ADND’s new Bombay headquarters is a richly layered adaptive reuse of a century-old industrial warehouse, reimagined as an expressive design laboratory charged with material experimentation and symbolic nuance. The studio’s soaring central bay reaches 26 feet (8 meters) in height, punctuated by 7-foot (2-meter) pivoting porthole windows that flood the workspace with southern light, evoking a cathedral-like ambiance. Throughout, bespoke interventions — from terrazzo-cast floors and mirrored reception desks to hand-sketched upholstery and looped oak chairs — translate the founders’ personal design dialects into architectural form, creating a space where industrial memory and contemporary authorship converge. Studio Cays X Studio BO By Studio CAYS, Casablanca, Morocco In this Casablanca-based studio, minimalist rigor meets material clarity through tiled walls and seamless epoxy flooring, crafting a luminous, low-maintenance workspace. At its core, a central bench anchors the open-plan layout, fostering daily collaboration and reinforcing the studio’s emphasis on shared ideation within a purified architectural envelope. Smart Design Studio By smart design studio, Alexandria, Australia Jury Winner, Office Interiors (<25,000 sq ft); Jury Winner, Office Building Low Rise, 10th Annual A+Awards Smart Design Studio’s headquarters fuses industrial heritage with cutting-edge sustainability, transforming a conserved warehouse into a carbon-neutral workspace powered by on-site energy and water collection systems. The studio’s open-plan interior is crowned by a mezzanine framed by original steel trusses, while a striking vaulted residence above features self-supporting brick catenary arches — an elegant synthesis of structural economy and sculptural ambition. Designed to reflect the material restraint and innovation of early industrial architecture, the building is a working manifesto for the studio’s interdisciplinary ethos. Architect’s Office at Kim Yam Road By Park + Associates, Singapore Popular Choice Winner, Office Interiors, 10th Annual A+Awards Photos by Edward Hendricks Occupying a former library hall atop a repurposed 1960s school, this studio embraces the latent grandeur of its barrel-vaulted, column-free volume to craft a boundary-less, anti-office environment. Full-height louvered windows invite daylight and breeze through the arching space, while the design resists conventional programming in favor of layered, informal settings that foster creativity and fluid collaboration. Rather than overwrite its past, the intervention amplifies the building’s inherent spatial expression; through adaptive reuse, the architects position atmosphere as architecture. Architects: Want to have your project featured? Showcase your work by uploading projects to Architizer and sign up for our inspirational newsletters.   The post Self-Portrait in Plan: 8 Architecture Studios Designed By Their Owners appeared first on Journal.

Let’s get this out of the way: We constantly live in uncertain times. Periods of tranquility are actually an aberration, if not an illusion. The relationship between marketing budgets and economic volatility has always been complex. What we’re witnessing isn’t just the usual ebb and flow of consumer confidence or standard market corrections. It’s an unprecedented convergence of tariff confusion, inflationary pressures, supply chain disruptions, and debt refinancing challenges. As I talk to CMOs and marketing leaders across industries, one word keeps surfacing: paralysis. Decision makers find themselves frozen, unsure whether to commit to long-term advertising contracts, unable to accurately forecast costs, and struggling to craft messaging that resonates in a consumer landscape where spending power is increasingly unpredictable. The historical perspective: Who thrives in downturns? When I look back at previous economic contractions—particularly 2008 and 2020—a clear pattern emerges that separates survivors from thrivers. In 2008, as financial markets collapsed, brands like Amazon, Netflix, and Hyundai didn’t retreat. They advanced. Netflix invested heavily in its streaming service during the financial crisis, laying the groundwork for its eventual dominance. Hyundai introduced its ground-breaking “Assurance Program,” allowing customers to return newly purchased vehicles if they lost their jobs—a true masterstroke that increased Hyundai’s market share while competitors were seeing double-digit sales declines. The 2020 pandemic presented similar divergent paths. While many brands slashed marketing budgets in panic, companies like Zoom and DoorDash significantly increased their marketing investments, recognizing the unique moment to capture market share when consumers were rapidly forming new habits. The common thread? These companies didn’t view marketing as a discretionary expense to be cut during uncertainty. They saw it as a strategic lever, one that should be pulled harder during hard times. 4 strategic approaches for the uncertainty-conscious marketer Here’s what the most forward-thinking marketers are doing now to navigate the choppy waters ahead: They’re embracing flexibility in all media contracts. The days of rigid, long-term commitments are giving way to more agile arrangements that allow for budget reallocation as economic conditions shift. This means negotiating pause clauses, shorter commitment windows, and performance-based terms that protect all contracted parties. Budgets are shifting toward measurable, adaptable channels. While social media and traditional media face the deepest anticipated cuts (41% and 43% respectively), digital advertising continues to gain market share despite economic concerns. Digital is projected to encompass up to 79% of total ad spend by 2030, up from its current 67%. Message content is being entirely rethought. In the face of economic anxiety, brands need messaging that acknowledges reality while providing genuine value. We’re seeing this play out in automotive advertising, where some manufacturers are emphasizing their American manufacturing credentials. Ford’s “From America, For America” campaign represents a strategic positioning that resonates in an era of tariff concerns. As Hyundai, in 2008, these advertisers are using the moment to emphasize their particular brand’s appeal. AI is being leveraged not just for cost cutting but for scenario planning. The most sophisticated marketing teams are using AI to model multiple economic outcomes and prepare messaging, budget allocations, and channel strategies for each scenario. The creative reset: How agencies have already adapted It’s worth noting that the industry isn’t starting from scratch in facing these challenges. Client behavior on creative development has undergone a dramatic transformation over the past several years. The best independent agencies have already restructured their operations in response. Gone are the days of lengthy creative development cycles and rigid campaign frameworks. Anticipating these changes years ago, independent shops have largely embraced agile methodologies that align perfectly with today’s economic realities. In many ways, the independent agency sector has already prepared for exactly this kind of destabilizing environment. They’ve built their businesses around speed and adaptability rather than scale and standardization. As such, they’re uniquely positioned to help steer brands through bumps ahead without sacrificing creative impact or market presence. Brand versus performance in uncertain times Perhaps the most critical strategic question facing marketers is how to balance brand building against performance marketing when budgets contract. Historical data consistently shows that brands maintaining or increasing their share of voice during downturns emerge in stronger positions when markets recover. Yet short-term revenue pressures make performance marketing irresistibly tempting when every dollar must be justified. The smart play here isn’t choosing one over the other but reimagining how all of these factors work together. Performance marketing can be designed to build brand equity simultaneously. Brand marketing can incorporate more direct response elements. The artificial wall between these disciplines must come down to survive economic headwinds. Opportunity within adversity The brands that will emerge strongest from this period of uncertainty won’t be those with the largest budgets, but those with the clearest strategic vision, the most agile execution, and the courage to maintain presence when competitors retreat. Economic uncertainty doesn’t change the fundamental truth that share of voice leads to share of market. It simply raises the stakes and rewards those who can maintain their voice when others fall silent. Looking at the latter half of 2025, the marketing leaders who view this period not as a time to hide but as a rare opportunity to stand out will be the ones writing the success stories we’ll be studying for years to come. Tim Ringel is global CEO of Meet The People.

The Netherlands is facing a growing cyber security crisis, with a staggering 66% of Dutch businesses lacking adequate cyber resilience, according to academic research.   As geopolitical tensions rise and digital threats escalate, Rick van der Kleij, a psychologist and professor in Cyber Resilient Organisations at Avans University of Applied Sciences, who also conducts research at TNO, says that traditional approaches have failed and a paradigm shift is urgently needed.  Van der Kleij suggests that cyber security provides the illusion of safety rather than actual protection for many Dutch organisations. His stark assessment is that the Netherlands’ traditional approach to cyber risk is fundamentally broken.  “We need to stop thinking in terms of cyber security. It’s a model that has demonstrably failed,” he says. “Despite years of investment in cyber security measures, the frequency and impact of incidents continue to increase rapidly across Dutch businesses.”  This reflects the central argument of his recent inaugural lecture “Now that security is no more”, where he called for a paradigm shift in how Dutch organisations approach cyber risks.  Van der Kleij describes “the great digital dilemma” of balancing openness and security in a country with one of Europe’s most advanced digital infrastructures. “How can entrepreneurs remain open and connected without having to completely lock down their businesses?” he asks.  The statistics are stark. Van der Kleij’s study found that 66% of Dutch businesses are inadequately prepared for cyber threats. Recent ABN Amro research confirms the crisis: one in five businesses suffered cyber crime damage last year, rising to nearly 30% among large companies. For the first time, SMEs (80%) are more frequently targeted than large corporations (75%), marking a significant shift in cyber criminal strategy.  Despite the numbers, a perception gap persists. Van der Kleij identifies ‘the overconfident’ – Dutch businesses believing their cyber security is adequate when it isn’t. While SME attack rates soar, their risk perception remains static, whereas large organisations show marked awareness increases (from 41% to 64%). This creates a “waterbed effect” – as large companies strengthen defences, cyber criminals shift to less-prepared SMEs which are paradoxically reducing cyber security investments.  Van der Kleij emphasises a crucial distinction: while cyber security focuses on preventing incidents, cyber resilience acknowledges that incidents will happen. “It’s about having the capacity to react appropriately, recover from incidents, and learn from what went wrong to emerge stronger,” he says.  This requires four capabilities – prepare, respond, recover and adapt – yet most Dutch organisations focus only on preparation. The ABN Amro findings confirm this: many SMEs have firewalls but lack intrusion detection or incident response plans. Large companies take a more balanced approach, combining technology with training, response capabilities and insurance.  Uber’s experience illustrates the weakness of purely technical approaches. After a 2016 hack, they implemented two-factor authentication – yet were hacked again in 2022 by an 18-year-old using WhatsApp social engineering. “This shows that investing only in technology without addressing human factors creates fundamental weakness, which is particularly relevant for Dutch businesses that prioritise technological solutions,” van der Kleij adds.  Van der Kleij challenges the persistent myth that humans are cyber security’s weakest link. “People are often blamed when things go wrong, but the actual vulnerabilities typically lie elsewhere in the system, often in the design itself,” he says.  The misdirection is reflected in spending: 85% of cyber security investments go toward technology, 14% toward processes and just 1% toward the human component. Yet the ABN Amro research shows phishing – which succeeds through psychological manipulation rather than sophisticated technology – affects 71% of Dutch businesses.  “We’ve known for decades that people aren’t equipped to remember complex passwords across dozens of accounts, yet we continue demanding this and then express surprise when they create workarounds,” van der Kleij says. “Rather than blaming users, we should design systems that make secure behaviour easier. In the Netherlands, we need more human awareness in security teams, not more security awareness training for end users.”  Why do so many Dutch SMEs fail to invest in cyber resilience despite evident risks? Van der Kleij believes it’s about behaviour, not business size. “It’s not primarily about size or industry – it’s about behaviour and beliefs,” he says.  Common limiting beliefs among Dutch entrepreneurs include “I’m too small to be a target” or “I don’t have confidential information”. Remarkably, even suffering a cyber attack doesn’t change this mindset. “Studies show that when businesses are hacked, it doesn’t automatically lead them to better secure their operations afterward,” van der Kleij says.  The challenge is reaching those who need help most. “We have vouchers, we have arrangements where entrepreneurs can get help at a significantly reduced fee from cyber security professionals, but uptake remains negligible,” van der Kleij says. “It’s always the same parties who come to the government’s door – the large companies who are already mature. The small ones, we just can’t seem to reach them.”  Van der Kleij sees “relational capital” – resources generated through partnerships – as key to enhancing Dutch cyber resilience. “You can become more cyber resilient by establishing partnerships,” he says, pointing to government-encouraged initiatives like Information Sharing and Analysis Centers.   The ABN Amro research reveals why collaboration matters: 39% of large companies experienced cyber incidents originating with suppliers or partners, compared with 25% of smaller firms. This supply chain vulnerability drives major Dutch organisations to demand higher standards from partners through initiatives such as Big Helps Small.  European regulations reinforce this trend. The new NIS2 directive will expand coverage from hundreds to several thousand Dutch companies, yet only 11% have adequately prepared. Among SMEs, approximately half have done little preparation – despite Dutch police warnings about increasingly frequent ransomware attacks where criminals threaten to release stolen data publicly.  Van der Kleij’s current research at Avans University focuses on identifying barriers to cyber resilience investment through focus groups with Dutch entrepreneurs. “When we understand these barriers – which are more likely motivational than knowledge-related – we can design targeted interventions,” he says.  Van der Kleij’s message is stark: “The question isn’t whether your organisation will face a cyber incident, but when – and how effectively you’ll respond. Cyber resilience encompasses cyber security while adding crucial capabilities for response, recovery and adaptation. It’s time for a new paradigm in the Netherlands.”  Read more about Dutch cyber security

27 May, 2025 Most design studios run a meeting that looks back at the year just past, and forward to the year ahead. How can teams make the most of this important annual ritual? This article is part of our meetings series, looking at different types of design meetings, and how they could be improved. You can find all the articles here.  Although they call it lots of different names, most design businesses run an annual meeting where they look back at the year that’s gone, and forward to the 12 months ahead. When done well, these meetings can be extremely useful – to celebrate successes, re-establish focus, and course correct where necessary. But when done badly they can confuse staff, paper over problems, and damage morale. Gillian Davis, an executive coach and leadership expert who works with many creative businesses, points out there is often a huge gap between the way big client meetings are prepared, and the attention big internal meetings receive. We spoke with Davis, and three design leaders, to gather practical advice for running more effective annual get-togethers. Start with why Davis says the first decision for leaders planning one of these meetings is to work out why they are doing it, and what they want to achieve. “It’s too easy for these meetings to become a waste of everyone’s time,” she warns. “Ask yourself, what is the one message we need to get through going into next year? And then design the meeting around that.” That takes clarity, an ability to prioritise what the business needs now, and sometimes self-awareness. SUN’s Jamie Kelly says their most recent annual meeting was part of a “personal reinvigoration” to address a flatness he felt in the studio, despite a string of successful projects. “I wanted to use it as a spur, to look at all this great work we’d done, but also to get down and dirty into the things that we hadn’t enjoyed, or that hadn’t gone so well,” he says. “It was about mixing that celebration with some really honest conversations.” Context shapes content Communication begins way before the first words have been uttered. Where do you hold the meeting? How do you frame it? What do you ask people to prepare? All of these decisions shape how your message will land. For example, if a business is reflecting on a challenging financial year,  holding this meeting in a sun-soaked locale with a generous free bar will seem quite jarring. That may seem like an extreme example, but Davis says she has seen proposals that are totally at odds with the story the leaders want to tell. Number crunching Many leaders use these annual meetings to reflect on the company’s financial performance and its targets for the year ahead. Work out how much you want, and need to share, says John Wilson, CEO of Universal Design Studio and Map Project Office. “We try to be open and transparent, so there’s an understanding of where we are as a studio and there are no sharp surprises,” he says. “But I don’t think everyone needs to know everything.” For Guanglun Wu, founding partner and chief digital officer at Made by On, accessibility is key when it comes to this information. “We need to explain it in a way that can be contextualised by everybody within the organisation,” he says. “Some people understand what numbers and acronyms mean, and others don’t. So we put a lot of effort into those presentations in terms of the information design, so we can make that accessible.” SUN’s Jamie Kelly had a neat approach in his most recent annual meeting. He visualised the turnover as percentages related to specific client projects. “People could see how the projects they worked on contributed to the overall picture, and how their work has impacted the business,” Kelly explains. “I think the team found it interesting and maybe a bit surprising.” Who speaks – Leaders Gillian Davis says that the amount of time taken up by leadership presentations should depend on where the company is and how it’s doing. In tough times, she says, people want to see and hear from their leaders. In this context, she thinks 90% of the meeting should be direct communication from the most senior leadership. In better times, the teams themselves should be encouraged to present and lead discussions. Who speaks – Teams Most leaders like these meetings to include talks from specific teams but there are a couple of things to consider. Davis once saw an 150 slide deck for a company’s upcoming AGM, and every department had its own structure for their individual section. Some consistency is important, she says, as is avoiding it feeling like a long list of things that team has done. It’s great to celebrate successes, but it’s even more useful if that involves some reflection on how and why it worked well. Davis thinks “some element of interaction” helps elevate these sessions even further, so other employees can ask questions. For Made by ON’s Guanglun Wu, it’s all about teasing out what different teams can learn from each other. “What was really interesting about yout project that you want everyone else to know?” he says. “Explain the journey, what you learned and what are the future opportunities where we can be better.” This dynamic may be different in smaller teams. SUN’s Jamie Kelly runs these meetings as a two-way discussion for his seven-strong studio. “I pause after each section to ask questions. I want to hear what they think success could look like, so they can push my thinking,” he says. “It’s much easier in a small studio, where there is less hierarchy, to have that open dialogue.” Who speaks – Clients At its most recent annual session, Made by On invited a panel of current clients to take part in a fireside chat in front of the whole company. Guanglun Wu says it added a whole new dimension to the day. “When you have people come in and talk about their perspective on working with us, and how we enable their success, or how we communicate, then it builds that empathy.” Be practical and specific Let’s say leaders want to encourage more accountability in their teams. Saying that is the easy part, but it isn’t enough on its own. “Explain why you want to become more accountable as a business,” Gillian Davis says. “Say how you noticed it’s a problem. Describe the impact on the business. And then say how you are going to fix it, in a practical, day-to-day way.” Similarly give people the tools they need to make the changes you want to see. “Don’t just tell people something like you want them to develop their LinkedIn network,” Davis says. “Give them a playbook, a step-by-step breakdown of what that means and how to do that.” Beware of big surprises If you want to use the meeting to announce big changes around culture, structure or process, it’s worth getting some people on board first, says Made by On’s Guanglun Wu. “It’s important to give the people who need to instigate the change early visibility,” he says. “Explain the reasoning to the people it’s going to affect first, and give them a forum where they can give input.” Then when changes are announced to the wider group, you have a cadre of people who can help explain it to their colleagues, and allay any concerns. End on a high Like any performance – and Gillian Davis thinks these meetings do require an element of performance from leaders – the ending really matters. Think about how you want to leave people feeling, and tie it back to that one key message you were looking to land. Davis once saw a brilliant annual meeting at a big creative firm, which ended on a massive high. People were visibly enthused and excited. Until someone immediately grabbed the microphone to explain the travel arrangements for people who needed the shuttle bus. See annual meetings as part of a bigger strategy While these big set-piece meetings are important, they need to work as part of a consistent and coherent approach to leadership. Gillian Davis says leaders should look at how annual, monthly, and weekly meetings work together, some of which may be for everyone, and others for specific teams. “I think the monthly meeting should be a super-engaging company health check, and then the teams should have their own weekly rituals, where the real brass tacks of the work is discussed,” she says. For John Wilson, leadership is ongoing work, that shows up in myriad ways, big and small. “My gut feeling is that it’s not really about these big single meetings,” he says. “It’s about constantly iterating and refining and re-strategising and re-budgeting. “The best leaders I’ve worked with are not necessarily always standing up at the front, they are also gently pushing and prodding from behind.” Industries in this article What to read next Features How to run better meetings 27 May, 2025 How to run better pitches 27 May, 2025 “We need to talk about meetings…” 27 May, 2025

Ever since Donald Trump returned to the White House earlier this year, diversity, equity and inclusion (DEI) initiatives have rarely been out of the headlines. One of Trump’s first acts as president was to sign two executive orders shutting down DEI programmes within the US federal government, with those government employees working in diversity roles placed on paid leave.   While Trump hasn’t yet targeted private sector DEI schemes, a recent Bloomberg analysis found that the top companies in the US S&P index had scaled back their DEI commitments since the president’s re-election. What does this mean for tech companies in the UK, and could a similar retreat happen in this country? While in the UK the Reform party has promised to ditch DEI initiatives from local government councils that it controls, a survey by Censuswide shortly after Trump’s election reported that almost three quarters of the more than 1000 organisations who responded were running DEI programmes, with more than a quarter planning to increase their budgets for these schemes in the coming year. These figures were backed up by a recent Ipsos survey that found widespread support among the UK public for a range of DEI initiatives such as flexible working arrangements, gender pay gap reporting and inclusivity training, with around two in five of those surveyed disapproving of Trump’s actions restricting DEI programmes in the US. So there doesn’t appear to be great public support in the UK for a retreat from DEI initiatives; quite the opposite in fact, and the legal landscape in this country in relation to diversity and inclusion issues is also significantly different to the US as a whole.   The Equality Act 2010 provides protection to UK employees from a range of different types of discrimination, including sex, race, disability and age, from the first day of employment and DEI programmes can be a very necessary step in helping companies prevent discrimination and defend these types of claims when they’re brought. Indeed, Employment Tribunals will often expect companies to have DEI policies in place as standard, particularly for larger employers, with the lack of such policies leaving companies much more exposed to successful discrimination claims.  The introduction last year of the obligation on employers to take reasonable steps to prevent sexual harassment has only increased the potential liabilities for companies who don’t take DEI issues seriously and having a clear and regularly updated policy specifically dealing with sexual harassment will be one of the first steps in demonstrating that the reasonable steps duty has been met.  The existing legal framework in the UK therefore limits companies from dramatically reducing their DEI commitments even if they wanted to and the current political climate is likely to mean that the obligations on employers in this area will only increase.  The Labour government is currently consulting on proposals to introduce ethnicity and disability pay-gap reporting, in addition to the existing gender pay-gap reporting requirements, along with pay transparency rules similar to those currently being introduced in the EU and bringing dual discrimination (where discrimination is due to a combination of protected characteristics) into effect. These initiatives all show the degree to which the UK, as well as the EU more generally, is taking a different approach to DEI issues than the US at the moment. For those employees who value DEI programmes, the US retrenchment in this area provides UK employers, particularly IT companies, with a really strong opportunity to position themselves as an attractive option for global talent.   A commitment to DEI initiatives can be a genuine point of difference in attracting the best candidates, especially for younger employees as the recent Ipsos survey showed, and whereas the US might have been a key destination in the past for ex-pat IT employees, the UK could be well placed to close the gap in the next few years.   Nick Le Riche is a Partner in the Employment Law team at the international law firm Broadfield. Read more on DEI How has US pushback affected UK DEI? The DEI backlash is over – we are talking a full scale revolt What companies are rolling back DEI policies in 2025?