Nature, Published online: 03 June 2025; doi:10.1038/d41586-025-01730-8Address the psychological toll of kidney disease

The Digital Manufacturing and Cybersecurity Institute (MxD) has released its Strategic Investment Plan (SIP) for 2025-2027, presenting a detailed roadmap to bolster the competitiveness, resilience, and cybersecurity of U.S. manufacturing.  Shaped by insights from manufacturers, technology providers, academic institutions, and government partners, the plan lays out a targeted investment strategy in digital engineering, factory modernization, supply chain resilience, and workforce development.  Published on March 19, 2025, the SIP identifies core areas for MxD’s focus over the next three years: digital engineering and design, future factory systems, supply chain visibility, and cybersecurity integration. These initiatives aim to address persistent challenges within the industrial base, particularly among small and medium-sized manufacturers (SMMs) that often lack the resources needed to adopt and scale digital manufacturing solutions. “We will continue to prioritize projects and proposals designed to meet the evolving needs of the industrial base, relying on your insights and involvement throughout. Our collaborative approach has proven to be effective during MxD’s first decade and continues to be the model driving this SIP and MxD forward,” Berardino Baratta, CEO at MxD. Illustration of the product lifecycle and how the flow of data represents a complex interconnected web among all aspects. Image via MxD. Data lifecycle framework and investment focus At the center of the SIP is a technical framework called the data lifecycle. This framework maps the flow of data across the various stages of a product’s lifecycle, from development and manufacturing to deployment and support. MxD underscores the importance of seamless data movement and high-fidelity data collection, which are vital for unlocking capabilities such as predictive maintenance, quality control, and secure information sharing throughout supply chains. MxD’s data lifecycle approach has already been applied in 189 research, cybersecurity, and workforce development projects totaling $415 million in public-private investments. One example, Project 22-06-01, titled “Proactive Worker Safety for Industry 4.0 Using AI,” employed artificial intelligence (AI) and Internet of Things (IoT) sensors to reduce worker fatigue, addressing a $136 billion annual challenge for US employers. For the 2025-2027 period, MxD plans to prioritize projects that promote technology adoption across supply chains, supported by new playbooks and guides to help manufacturers modernize, close digital gaps, and apply lessons from pilot programs. This approach aims to foster coordinated, sector-wide adoption. Another central pillar of the SIP is interoperability and data standards. MxD is working on a Machine-to-X Data Standards Playbook to consolidate and harmonize data standards used by manufacturers. This effort addresses the challenge of fragmented data formats and standards across different systems, which can hinder consistent data flows and semantic interoperability. To support digital engineering and design, MxD is updating model-based definition assessments to address the shortcomings of current evaluations and provide clearer guidance for manufacturers aiming to improve digital maturity. These updates will bolster MxD’s broader goal of enhancing collaboration and data sharing across product lifecycles, enabling better designs, improved performance, and reduced costs. Future factory development is another key emphasis of the SIP. MxD’s projects in this area aim to build digital environments that support real-time process optimization, data-driven decision-making, and production lines that can adapt quickly to disruptions and new customer demands. Initiatives around digital twins, 5G/6G integration, and cybersecurity best practices will help shape these future factories. In terms of supply chain resilience, the SIP outlines plans for new risk assessment tools and visibility platforms. These tools will rely on secure data-sharing practices and advanced analytics to reduce disruptions and improve the agility of domestic manufacturing in a volatile global landscape. Cybersecurity is also a core focus of the SIP, reflecting MxD’s role as the National Center for Cybersecurity in Manufacturing. With manufacturing identified as the most targeted sector for cyberattacks in recent years, MxD’s cybersecurity projects aim to enhance protections for both operational technology (OT) and information technology (IT) environments.  Two engineers walking through a manufacturing facility. Photo via MxD. The Digital Education, Resilience, and Innovation for Supply Chain (DERISC) initiative, carried out with the Defense Logistics Agency (DLA), is an example of how MxD is equipping U.S. manufacturers with the tools and protocols needed to secure their supply chains against digital threats. Workforce training and capability roadmaps On the workforce development front, MxD’s Virtual Training Center (VTC) offers around 20,000 courses tailored to meet the evolving needs of manufacturers.  These courses include advanced role-based training programs in data analytics, cybersecurity, and extended reality applications. As an affordable and scalable learning platform, the VTC aims to close the gap in workforce training for SMMs that often lack access to comprehensive learning management systems. MxD’s training programs, such as the Curriculum and Pathways Integrating Technology and Learning Program (CAPITAL) and Cybersecurity for Manufacturing Operational Technology (CyMOT) initiatives, are designed to prepare workers for digital manufacturing roles while also supporting national defense efforts by delivering specialized cybersecurity training for supply chain participants. The SIP identifies these workforce initiatives as critical, noting that 1.9 million manufacturing jobs could remain unfilled by 2033 without targeted upskilling efforts. Beyond individual projects, the SIP features an Appendix of Capability Advancement Roadmaps. These roadmaps chart technical progress across multiple domains, emphasizing that data standards, architecture, and interoperability are essential to enabling future-ready manufacturing.  For instance, roadmaps for digital twin deployment and supply chain visibility outline clear timelines and performance milestones, providing a transparent view of how MxD plans to scale its impact. MxD’s structured approach and technical framework are designed to help manufacturers adopt secure, data-driven practices that align with broader economic and defense objectives. As digital manufacturing influences operational practices and product standards, the SIP provides a framework that supports a more adaptable and resilient US manufacturing sector. Take the 3DPI Reader Survey — shape the future of AM reporting in under 5 minutes. What 3D printing trends should you watch out for in 2025? How is the future of 3D printing shaping up? To stay up to date with the latest 3D printing news, don’t forget to subscribe to the 3D Printing Industry newsletter or follow us on Twitter, or like our page on Facebook. While you’re here, why not subscribe to our Youtube channel? Featuring discussion, debriefs, video shorts, and webinar replays. Featured image shows illustration of the product lifecycle and how the flow of data represents a complex interconnected web among all aspects. Image via MxD. Ada Shaikhnag With a background in journalism, Ada has a keen interest in frontier technology and its application in the wider world. Ada reports on aspects of 3D printing ranging from aerospace and automotive to medical and dental.

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The shoehorning of AI into everything has programmers at Amazon feeling less like the tedious parts of their jobs are being smoothly automated, and more like their work is beginning to resemble the drudgery of toiling away in one of the e-commerce giant's vast warehouses.That's the bleak picture painted in new reporting from the New York Times, in which Amazon leadership — as is the case at so many other companies — is convinced that AI will marvelously jack up productivity. Tasked with conjuring the tech's mystic properties, of course, are our beleaguered keyboard-clackers.Today, there's no shortage of coding AI assistants to choose from. Google and Meta are making heavy use of them, as is Microsoft. Satya Nadella, CEO of the Redmond giant, estimates that as much as 30 percent of the company's code is now written with AI. If Amazon's to keep up with the competition, it needs to follow suit. CEO Andy Jassy echoed this in a recent letter to shareholders, cited by the NYT, emphasizing the need to give customers what they want as "quickly as possible," before upholding programming as a field in which AI would "change the norms."And that it has — though this is less due to the merits of AI and more the result of the over-eager opportunism of the company's management. Three Amazon engineers told the NYT that their bosses have increasingly pushed them to use AI in their work over the past year. And with that came increased output goals and even tighter deadlines. One engineer said that his team was reduced to roughly half the size it was last year — but it was still expected to produce the same amount of code by using AI.In short, new automating technology is being used to justify placing increased demands at their jobs."Things look like a speed-up for knowledge workers," Lawrence Katz, a labor economist at Harvard University, told the NYT, citing ongoing research. "There is a sense that the employer can pile on more stuff."Adopting AI was ostensibly optional for the Amazon programmers, but the choice was all but made for them. One engineer told the newspaper that they're now expected to finish building new website features in just a few days, whereas before they had several weeks. This ludicrous ramp up is only made possible by using AI to automate some of the coding, and comes at the expense of quality: there's less time for consulting with colleagues to get feedback and bounce ideas around.Above all, AI is sapping all the joy out of their profession. AI-amalgamated code requires extensive double checking — a prominent critique that can't be ignored here and is one of the main reasons skeptics question whether these programming assistants actually produce gains in efficiency. And when you're reduced to proofreading a machine, there's little room for creativity, and an even more diminished sense of control."It's more fun to write code than to read code," Simon Willison, a programmer and blogger who's both an enthusiast of AI and a frequent critic of the tech, told the NYT, playing devil's advocate. "If you're told you have to do a code review, it's never a fun part of the job. When you're working with these tools, it's most of the job."Amazon, for its part, maintains that it conducts regular reviews to ensure that its teams are adequately staffed. "We'll continue to adapt how we incorporate Gen AI into our processes," an Amazon spokesman told the NYT.More on AI: AI Is Replacing Women's Jobs SpecificallyShare This Article

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.

Gironda Residence | © Simone Bossi Located just steps from Piazza del Popolo in Ravenna, the Renaissance-era Casa Guaccimanni holds centuries of architectural and historical weight. Constructed in the fifteenth century for the Venetian podestà Nicolò Giustinian, the building evolved through noble ownership and later became home to Vittorio and Alessandro Guaccimanni, sons of Risorgimento figure Luigi Guaccimanni. Architecturally, the structure is characterized by a tripartite plan with a central corridor flanked by large rooms, an interior courtyard with a double loggia, and decorative elements spanning Renaissance to Neoclassical periods. Once concealed beneath plaster, its frescoed veranda and exposed wooden ceilings speak to a layered history of intervention, concealment, and rediscovery. Gironda Residence in Casa Guaccimanni Technical Information Architects1-13: Giovanni Mecozzi Architetti Location: Casa Guaccimanni, Via Armando Diaz, Ravenna, Italy Client: Emanuela Docimo Project Years: 2022 – 2024 Original Structure: 15th Century Photographs: © Andrea Sestito, © Simone Bossi, © Omar Sartor The new and the old never touch, but gently brush against each other, maintaining a distance capable of generating tension. – Giovanni Mecozzi Gironda Residence in Casa Guaccimanni Photographs © Omar Sartor © Andrea Sestito © Andrea Sestito © Andrea Sestito © Omar Sartor © Simone Bossi © Simone Bossi © Simone Bossi © Omar Sartor © Omar Sartor © Omar Sartor © Andrea Sestito © Omar Sartor Design Intent: Reversibility and Temporal Tension The recent architectural project by Giovanni Mecozzi Architetti centers on the noble floor of the palazzo, reinterpreted as a contemporary residence named Gironda. Rather than imposing a new visual regime onto the historic shell, the intervention operates with restraint, foregrounding the building’s original character while establishing new spatial and material conditions. At the core of the project lies a design philosophy rooted in reversibility. Mecozzi’s intervention resists permanence. The furnishings and spatial devices introduced into the historic rooms are self-supporting and detached from the structure. No new element makes physical contact with the floors, ceilings, or walls, preserving the integrity of the original surfaces. This strategy avoids irreversible alterations and allows the architecture to remain temporally flexible. Architect Giovanni Mecozzi articulates this approach succinctly: “The new and the old never touch, but gently brush against each other, maintaining a distance capable of generating tension.” This spatial tension is not decorative but conceptual, prompting occupants to consider the relationship between historical continuity and contemporary transformation. The design does not attempt to erase time but rather exposes its layers through careful juxtaposition. The project draws conceptual and chromatic inspiration from Ravenna’s early Christian and Byzantine mosaics. Rather than replicate ornamental motifs, Mecozzi extracts abstract qualities such as color, luminosity, and surface texture, integrating them as subtle spatial references throughout the residence. Gironda Residence Material Strategy Access to the residence is organized through a longitudinal hallway that bisects the plan, connecting a balcony on the north façade with a loggia overlooking the garden to the south. This corridor becomes a spine for circulation and orientation, punctuated by entries into five main rooms: the kitchen, veranda, and three independent suites. Each suite functions as a self-contained spatial environment. The original large rooms have been reimagined with integrated volumes housing diverse domestic functions: bathrooms, saunas, walk-in closets, reading nooks, and home cinemas. These new programmatic layers are embedded within freestanding furniture structures, which operate more as inhabitable objects than architectural partitions. Color becomes an operative tool for spatial differentiation. The three principal suites, the Gold Room, the Blue Room, and the Green Room, are introduced chromatically through thresholds that face the main corridor. This prelude of color sets the tone for each room’s unique interior experience. Within, glossy glass tiles, gilded surfaces, and a reduced palette of materials establish a scenographic yet restrained environment. The flooring, a Venetian terrazzo installed during earlier restoration work in the 2000s, has been retained. Its beveled borders and rounded corners respond to the proportions of each room, reinforcing a visual continuity that binds the new interventions with the inherited context. In contrast to the historical envelope, the furniture and spatial devices employ a language of monochromatic forms and minimal detailing, occasionally verging on neoplastic abstraction. This tension between old ornament and new abstraction is one of the project’s defining features. Furnishings curated by Atelier Biagetti, known for their theatrical and ironic sensibility, further enrich the atmosphere. These pieces do not mimic the historical setting but create moments of visual friction and playful ambiguity, enhancing the multi-temporal character of the interiors. Architectural Significance and Cultural Dialogue The Gironda residence exemplifies a growing discourse in contemporary architecture around adaptive reuse that neither mimics nor erases the past. Rather than treating heritage as a constraint or an aesthetic to be curated, Mecozzi engages it as an active agent in spatial transformation. The project is a case study in reversible architecture, where temporality is embedded in the design, not just its historical references. This intervention prompts broader questions about the role of preservation in contemporary practice. Can architectural interventions occupy historic contexts without becoming parasitic or nostalgic? Mecozzi’s project suggests that they can adopt a posture of critical distance and conceptual clarity. Gironda does not attempt to restore Casa Guaccimanni to a previous state or impose a singular vision of modernity. Instead, it crafts a dialogue between past and present, structured through spatial strategies, material choices, and chromatic cues. In doing so, it opens a new chapter in the building’s ongoing life, one that is fully contemporary yet deeply rooted in architectural memory. Gironda Residence in Casa Guaccimanni Plans Floor Plan | © Giovanni Mecozzi Architetti Golden Room Layout | © Giovanni Mecozzi Architetti Door Detail | © Giovanni Mecozzi Architetti Gironda Residence in Casa Guaccimanni Image Gallery About Giovanni Mecozzi Giovanni Mecozzi is an Italian architect based in Ravenna, Italy, and the founder of Giovanni Mecozzi Architetti (GMA), a multidisciplinary studio specializing in architecture, interior design, and landscape projects. After graduating from the University of Ferrara with an architecture degree, Mecozzi gained international experience working in Spain, including collaborating with Mendaro Arquitectos in Madrid. Upon returning to Italy, he co-founded GMA, focusing on projects emphasizing the relationship between architecture, the client, and the context, with a particular interest in renovating and transforming historical buildings.  Credits and Additional Notes Design Team: Giovanni Mecozzi, Cecilia Verdini, Filippo Minghetti Construction: Edilcostruzioni (Leoni Andrea) Electrical Systems: Elektra Service (Andrea Baiardi) Mechanical and Hydraulic Systems: Nuova OLP Structural Alterations: Not applicable (intervention is fully reversible) Custom Furniture: Idea Legno (Paolo Berdondini) Curtains and Fabrics: Selezione Arredamenti, Ravenna Lighting: Viabizzuno (via Tutto Luce, Cesena) Resin Coatings and Flooring: Kerakoll Rugs and Carpeting: Centro Moquette, Rimini Bathroom Furnishings: Salaroli, Ravenna Furniture, Artwork, and Design Objects Selected by: Atelier Biagetti (Milan) Furniture Designers: Alberto Biagetti and Laura Baldassarri