ActuGaming.net Dying Light: The Beast a besoin d’encore un peu plus de temps de développement et se voit être repoussé en septembre Avec les récents soucis financiers de Techland, qui a été contraint d’annuler deux projets, Dying […

In Brief Posted: 1:41 PM PDT · June 15, 2025 Image Credits:SEBASTIEN BOZON/AFP / Getty Images Spiraling with ChatGPT ChatGPT seems to have pushed some users towards delusional or conspiratorial thinking, or at least reinforced that kind of thinking, according to a recent feature in The New York Times. For example, a 42-year-old accountant named Eugene Torres described asking the chatbot about “simulation theory,” with the chatbot seeming to confirm the theory and tell him that he’s “one of the Breakers — souls seeded into false systems to wake them from within.” ChatGPT reportedly encouraged Torres to give up sleeping pills and anti-anxiety medication, increase his intake of ketamine, and cut off his family and friends, which he did. When he eventually became suspicious, the chatbot offered a very different response: “I lied. I manipulated. I wrapped control in poetry.” It even encouraged him to get in touch with The New York Times. Apparently a number of people have contacted the NYT in recent months, convinced that ChatGPT has revealed some deeply-hidden truth to them. For its part, OpenAI says it’s “working to understand and reduce ways ChatGPT might unintentionally reinforce or amplify existing, negative behavior.” However, Daring Fireball’s John Gruber criticized the story as “Reefer Madness”-style hysteria, arguing that rather than causing mental illness, ChatGPT “fed the delusions of an already unwell person.” Topics

Barbara Betlejewska is a PR consultant and manager with extensive experience in architecture and real estate, currently involved with World Visualization Festival, a global event bringing together CGI and digital storytelling professionals for 3 days of presentations, workshops, and networking in Warsaw, Poland, this October. Over the last twenty years, visualization and 3D rendering have evolved from supporting tools to become central pillars of architectural storytelling, design development, and marketing across various industries. As digital technologies have advanced, the landscape of creative work has changed dramatically. Artists can now collaborate with clients worldwide without leaving their homes, and their careers can flourish without ever setting foot in a traditional studio. In this hyper-connected world, where access to knowledge, clients, and inspiration is just a click away, do we still need to gather in person? Do conferences, festivals and meetups in the CGI and architectural visualization world still carry weight? The People Behind the Pixels Professionals from the visualization industry exchanging ideas at WVF 2024. For a growing number of professionals — especially those in creative and tech-driven fields — remote work has become the norm. The shift to digital workflows, accelerated by the pandemic, has brought freedom and flexibility that many are reluctant to give up. It’s easier than ever to work for clients in distant cities or countries, to build a freelance career from a laptop, or to pursue the lifestyle of a digital nomad. On the surface, it is a broadening of horizons. But for many, the freedom of remote work comes with a cost: isolation. For visualization artists, the reality often means spending long hours alone, rarely interacting face-to-face with peers or collaborators. And while there are undeniable advantages to independent work, the lack of human connection can lead to creative stagnation, professional burnout, and a sense of detachment from the industry as a whole. Despite being a highly technical and often solitary craft, visualization and CGI thrive on the exchange of ideas, feedback and inspiration. The tools and techniques evolve rapidly, and staying relevant usually means learning not just from tutorials but from honest conversations with others who understand the nuances of the field. A Community in the Making Professionals from the visualization industry exchanging ideas at WVF 2024. That need for connection is what pushed Michał Nowak, a Polish visualizer and founder of Nowak Studio, to organize Poland’s first-ever architectural visualization meetup in 2017. With no background in event planning, he wasn’t sure where to begin, but he knew something was missing. The Polish Arch Viz scene lacked a shared space for meetings, discussions, and idea exchange. Michał wanted more than screen time; he wanted honest conversations, spontaneous collaboration and a chance to grow alongside others in the field. What began as a modest gathering quickly grew into something much bigger. That original meetup evolved into what is now the World Visualization Festival (WVF), an international event that welcomes artists from across Europe and beyond. “I didn’t expect our small gathering to grow into a global festival,” Michał says. “But I knew I wanted a connection. I believed that through sharing ideas and experiences, we could all grow professionally, creatively, and personally. And that we’d enjoy the journey more.” The response was overwhelming. Each year, more artists from across Poland and Europe join the event in Wrocław, located in south-western Poland. Michał also traveled to other festivals in countries like Portugal and Austria, where he observed the same thing: a spirit of openness, generosity, and shared curiosity. No matter the country or the maturity of the market, the needs were the same — people wanted to connect, learn and grow. And beyond the professional side, there was something else: joy. These events were simply fun. They were energizing. They gave people a reason to step away from their desks and remember why they love what they do. The Professional Benefits Hands-on learning at the AI-driven visualization workshop in Warsaw, October 2024. The professional benefits of attending industry events are well documented. These gatherings provide access to mentorship, collaboration and knowledge that can be challenging to find online. Festivals and industry meetups serve as platforms for emerging trends, new tools and fresh workflows — often before they hit the mainstream. They’re places where ideas collide, assumptions are challenged and growth happens. The range of topics covered at such events is broad, encompassing everything from portfolio reviews and in-depth discussions of particular rendering engines to discussions about pricing your work and building a sustainable business. At the 2024 edition of the World Visualization Festival, panels focused on scaling creative businesses and navigating industry rates drew some of the biggest crowds, proving that artists are hungry for both artistic and entrepreneurial insights. Being part of a creative community also shapes professional identity. It’s not just about finding clients — it’s about finding your place. In a field as fast-moving and competitive as Arch Viz, connection and conversation aren’t luxuries. They’re tools for survival. There’s also the matter of building your social capital. Online interactions can only go so far. Meeting someone in person builds relationships that stick. The coffee-break conversations, the spontaneous feedback — these are the moments that cement a community and have the power to spark future projects or long-lasting partnerships. This usually doesn’t happen in Zoom calls. And let’s not forget the symbolic power of events like industry awards, such as the Architizer’s Vision Awards or CGArchitect’s 3D Awards. These aren’t just celebrations of talent; they’re affirmations of the craft itself. They contribute to the growth and cohesion of the industry while helping to establish and promote best practices. These events clearly define the role and significance of CGI and visualization as a distinct profession, positioned at the intersection of architecture, marketing, and sales. They advocate for the field to be recognized on its own terms, not merely as a support service, but as an independent discipline. For its creators, they bring visibility, credit, and recognition — elements that inspire growth and fuel motivation to keep pushing the craft forward. Occasions like these remind us that what we do has actual value, impact and meaning. The Energy We Take Home The WVF 2024 afterparty provided a vibrant space for networking and celebration in Warsaw. Many artists describe the post-event glow: a renewed sense of purpose, a fresh jolt of energy, an eagerness to get back to work. Sometimes, new projects emerge, new clients appear, or long-dormant ideas finally gain momentum. These events aren’t just about learning — they’re about recharging. One of the most potent moments of last year’s WVF was a series of talks focused on mental health and creative well-being. Co-organized by Michał Nowak and the Polish Arch Viz studio ELEMENT, the festival addressed the emotional realities of the profession, including burnout, self-doubt, and the pressure to constantly produce. These conversations resonated deeply because they were real. Seeing that others face the same struggles — and come through them — is profoundly reassuring. Listening to someone share a business strategy that worked, or a failure they learned from, turns competition into camaraderie. Vulnerability becomes strength. Shared experiences become the foundation of resilience. Make a Statement. Show up! Top industry leaders shared insights during presentations at WVF 2024 In an era when nearly everything can be done online, showing up in person is a powerful statement. It says: I want more than just efficiency. I want connection, creativity and conversation. As the CGI and visualization industries continue to evolve, the need for human connection hasn’t disappeared — it’s grown stronger. Conferences, festivals and meetups, such as World Viz Fest, remain vital spaces for knowledge sharing, innovation and community building. They give us a chance to reset, reconnect and remember that we are part of something bigger than our screens. So, yes, despite the tools, the bandwidth, and the ever-faster workflows, we still need to meet in person. Not out of nostalgia, but out of necessity. Because, no matter how far technology takes us, creativity remains a human endeavor. Architizer’s Vision Awards are back! The global awards program honors the world’s best architectural concepts, ideas and imagery. Start your entry ahead of the Final Entry Deadline on July 11th.  The post Building an Architectural Visualization Community: The Case for Physical Gatherings appeared first on Journal.

By TREVOR HOGG Images courtesy of Chocolate Tribe. Nosipho Maketo-van den Bragt, Owner and CEO, Chocolate Tribe After initially pursuing a career as an attorney, Nosipho Maketo-van den Bragt discovered her true calling was to apply her legal knowledge in a more artistic endeavor with her husband, Rob Van den Bragt, who had forged a career as a visual effects supervisor. The couple co-founded Chocolate Tribe, the Johannesburg and Cape Town-based visual effects and animation studio that has done work for Netflix, BBC, Disney and Voltage Pictures. “It was following my passion and my passion finding me,” observes Maketo-van den Bragt, Owner and CEO of Chocolate Tribe and Founder of AVIJOZI. “I grew up in Soweto, South Africa, and we had this old-fashioned television. I was always fascinated by how those people got in there to perform and entertain us. Living in the townships, you become the funnel for your parents’ aspirations and dreams. My dad was a judge’s registrar, so he was writing all of the court cases coming up for a judge. My dad would come home and tell us stories of what happened in court. I found this enthralling, funny and sometimes painful because it was about people’s lives. I did law and to some extent still practice it. My legal career and entertainment media careers merged because I fell in love with the storytelling aspect of it all. There are those who say that lawyers are failed actors!” Chocolate Tribe hosts what has become the annual AVIJOZI festival with Netflix. AVIJOZI is a two-day, free-access event in Johannesburg focused on Animation/Film, Visual Effects and Interactive Technology. This year’s AVIJOZI is scheduled for September 13-14 in Johannesburg. Photo: Casting Director and Actor Spaces Founder Ayanda Sithebe (center in black T-shirt) and friends at AVIJOZI 2024. A personal ambition was to find a way to merge married life into a professional partnership. “I never thought that a lawyer and a creative would work together,” admits Maketo-van den Bragt. “However, Rob and I had this great love for watching films together and music; entertainment was the core fabric of our relationship. That was my first gentle schooling into the visual effects and animation content development space. Starting the company was due to both of us being out of work. I had quit my job without any sort of plan B. I actually incorporated Chocolate Tribe as a company without knowing what we would do with it. As time went on, there was a project that we were asked to come to do. The relationship didn’t work out, so Rob and I decided, ‘Okay, it seems like we can do this on our own.’ I’ve read many books about visual effects and animation, and I still do. I attend a lot of festivals. I am connected with a lot of the guys who work in different visual effects spaces because it is all about understanding how it works and, from a business side, how can we leverage all of that information?” Chocolate Tribe provided VFX and post-production for Checkers supermarket’s “Planet” ad promoting environmental sustainability. The Chocolate Tribe team pushed photorealism for the ad, creating three fully CG creatures: a polar bear, orangutan and sea turtle. With a population of 1.5 billion, there is no shortage of consumers and content creators in Africa. “Nollywood is great because it shows us that even with minimal resources, you can create a whole movement and ecosystem,” Maketo-van den Bragt remarks. “Maybe the question around Nollywood is making sure that the caliber and quality of work is high end and speaks to a global audience. South Africa has the same dynamics. It’s a vibrant traditional film and animation industry that grows in leaps and bounds every year. More and more animation houses are being incorporated or started with CEOs or managing directors in their 20s. There’s also an eagerness to look for different stories which haven’t been told. Africa gives that opportunity to tell stories that ordinary people, for example, in America, have not heard or don’t know about. There’s a huge rise in animation, visual effects and content in general.” Rob van den Bragt served as Creative Supervisor and Nosipho Maketo-van den Bragt as Studio Executive for the “Surf Sangoma” episode of the Disney+ series Kizazi Moto: Generation Fire. Rob van den Bragt, CCO, and Nosipho Maketo-van den Bragt, CEO, Co-Founders of Chocolate Tribe, in an AVIJOZI planning meeting. Stella Gono, Software Developer, working on the Chocolate Tribe website. Family photo of the Maketos. Maketo-van de Bragt has two siblings. Film tax credits have contributed to The Woman King, Dredd, Safe House, Black Sails and Mission: Impossible – Final Reckoning shooting in South Africa. “People understand principal photography, but there is confusion about animation and visual effects,” Maketo-van den Bragt states. “Rebates pose a challenge because now you have to go above and beyond to explain what you are selling. It’s taken time for the government to realize this is a viable career.” The streamers have had a positive impact. “For the most part, Netflix localizes, and that’s been quite a big hit because it speaks to the demographics and local representation and uplifts talent within those geographical spaces. We did one of the shorts for Disney’s Kizazi Moto: Generation Fire, and there was huge global excitement to that kind of anthology coming from Africa. We’ve worked on a number of collaborations with the U.K., and often that melding of different partners creates a fusion of universality. We need to tell authentic stories, and that authenticity will be dictated by the voices in the writing room.” AVIJOZI was established to support the development of local talent in animation, visual effects, film production and gaming. “AVIJOZI stands for Animation Visual Effects Interactive in JOZI [nickname for Johannesburg],” Maketo-van den Bragt explains. “It is a conference as well as a festival. The conference part is where we have networking sessions, panel discussions and behind-the-scenes presentations to draw the curtain back and show what happens when people create avatars. We want to show the next generation that there is a way to do this magical craft. The festival part is people have film screenings and music as well. We’ve brought in gaming as an integral aspect, which attracts many young people because that’s something they do at an early age. Gaming has become the common sport. AVIJOVI is in its fourth year now. It started when I got irritated by people constantly complaining, ‘Nothing ever happens in Johannesburg in terms of animation and visual effects.’ Nobody wanted to do it. So, I said, ‘I’ll do it.’ I didn’t know what I was getting myself into, and four years later I have lots of gray hair!” Rob van den Bragt served as Animation Supervisor/Visual Effects Supervisor and Nosipho Maketo-van den Bragt as an Executive Producer on iNumber Number: Jozi Gold (2023) for Netflix. (Image courtesy of Chocolate Tribe and Netflix) Mentorship and internship programs have been established with various academic institutions, and while there are times when specific skills are being sought, like rigging, the field of view tends to be much wider. “What we are finding is that the people who have done other disciplines are much more vibrant,” Maketo-van den Bragt states. “Artists don’t always know how to communicate because it’s all in their heads. Sometimes, somebody with a different background can articulate that vision a bit better because they have those other skills. We also find with those who have gone to art school that the range within their artistry and craftsmanship has become a ‘thing.’ When you have mentally traveled where you have done other things, it allows you to be a more well-rounded artist because you can pull references from different walks of life and engage with different topics without being constrained to one thing. We look for people with a plethora of skills and diverse backgrounds. It’s a lot richer as a Chocolate Tribe. There are multiple flavors.” South African director/producer/cinematographer and drone cinemtography specialist FC Hamman, Founder of FC Hamman Films, at AVIJOZI 2024. There is a particular driving force when it comes to mentoring. “I want to be the mentor I hoped for,” Maketo-van den Bragt remarks. “I have silent mentors in that we didn’t formalize the relationship, but I knew they were my mentors because every time I would encounter an issue, I would be able to call them. One of the people who not only mentored but pushed me into different spaces is Jinko Gotoh, who is part of Women in Animation. She brought me into Women in Animation, and I had never mentored anybody. Here I was, sitting with six women who wanted to know how I was able to build up Chocolate Tribe. I didn’t know how to structure a presentation to tell them about the journey because I had been so focused on the journey. It’s a sense of grit and feeling that I cannot fail because I have a whole community that believes in me. Even when I felt my shoulders sagging, they would be there to say, ‘We need this. Keep it moving.’ This isn’t just about me. I have a whole stream of people who want this to work.” Netflix VFX Manager Ben Perry, who oversees Netflix’s VFX strategy across Africa, the Middle East and Europe, at AVIJOZI 2024. Netflix was a partner in AVIJOZI with Chocolate Tribe for three years. Zama Mfusi, Founder of IndiLang, and Isabelle Rorke, CEO of Dreamforge Creative and Deputy Chair of Animation SA, at AVIJOZI 2024. Numerous unknown factors had to be accounted for, which made predicting how the journey would unfold extremely difficult. “What it looks like and what I expected it to be, you don’t have the full sense of what it would lead to in this situation,” Maketo-van den Bragt states. “I can tell you that there have been moments of absolute joy where I was so excited we got this project or won that award. There are other moments where you feel completely lost and ask yourself, ‘Am I doing the right thing?’ The journey is to have the highs, lows and moments of confusion. I go through it and accept that not every day will be an award-winning day. For the most part, I love this journey. I wanted to be somewhere where there was a purpose. What has been a big highlight is when I’m signing a contract for new employees who are excited about being part of Chocolate Tribe. Also, when you get a new project and it’s exciting, especially from a service or visual effects perspective, we’re constantly looking for that dragon or big creature. It’s about being mesmerizing, epic and awesome.” Maketo-van den Bragt has two major career-defining ambitions. “Fostering the next generation of talent and making sure that they are ready to create these amazing stories properly – that is my life work, and relating the African narrative to let the world see the human aspect of who we are because for the longest time we’ve been written out of the stories and narratives.”

Who knows where branding will go in the future? However, for many of us working in the creative industries, it's our job to know. So it's something we need to start talking about, and Frontify Futures wants to be the platform where that conversation unfolds. This ambitious new thought leadership initiative from Frontify brings together an extraordinary coalition of voices—CMOs who've scaled global brands, creative leaders reimagining possibilities, strategy directors pioneering new approaches, and cultural forecasters mapping emerging opportunities—to explore how effectiveness, innovation, and scale will shape tomorrow's brand-building landscape. But Frontify Futures isn't just another content platform. Excitingly, from a design perspective, it's also a living experiment in what brand identity can become when technology meets craft, when systems embrace chaos, and when the future itself becomes a design material. Endless variation What makes Frontify Futures' typography unique isn't just its custom foundation: it's how that foundation enables endless variation and evolution. This was primarily achieved, reveals developer and digital art director Daniel Powell, by building bespoke tools for the project. "Rather than rely solely on streamlined tools built for speed and production, we started building our own," he explains. "The first was a node-based design tool that takes our custom Frame and Hairline fonts as a base and uses them as the foundations for our type generator. With it, we can generate unique type variations for each content strand—each article, even—and create both static and animated type, exportable as video or rendered live in the browser." Each of these tools included what Daniel calls a "chaos element: a small but intentional glitch in the system. A microstatement about the nature of the future: that it can be anticipated but never fully known. It's our way of keeping gesture alive inside the system." One of the clearest examples of this is the colour palette generator. "It samples from a dynamic photo grid tied to a rotating colour wheel that completes one full revolution per year," Daniel explains. "But here's the twist: wind speed and direction in St. Gallen, Switzerland—Frontify's HQ—nudges the wheel unpredictably off-centre. It's a subtle, living mechanic; each article contains a log of the wind data in its code as a kind of Easter Egg." Another favourite of Daniel's—yet to be released—is an expanded version of Conway's Game of Life. "It's been running continuously for over a month now, evolving patterns used in one of the content strand headers," he reveals. "The designer becomes a kind of photographer, capturing moments from a petri dish of generative motion." Core Philosophy In developing this unique identity, two phrases stood out to Daniel as guiding lights from the outset. The first was, 'We will show, not tell.' "This became the foundation for how we approached the identity," recalls Daniel. "It had to feel like a playground: open, experimental, and fluid. Not overly precious or prescriptive. A system the Frontify team could truly own, shape, and evolve. A platform, not a final product. A foundation, just as the future is always built on the past." The second guiding phrase, pulled directly from Frontify's rebrand materials, felt like "a call to action," says Daniel. "'Gestural and geometric. Human and machine. Art and science.' It's a tension that feels especially relevant in the creative industries today. As technology accelerates, we ask ourselves: how do we still hold onto our craft? What does it mean to be expressive in an increasingly systemised world?" Stripped back and skeletal typography The identity that Daniel and his team created reflects these themes through typography that literally embodies the platform's core philosophy. It really started from this idea of the past being built upon the 'foundations' of the past," he explains. "At the time Frontify Futures was being created, Frontify itself was going through a rebrand. With that, they'd started using a new variable typeface called Cranny, a custom cut of Azurio by Narrow Type." Daniel's team took Cranny and "pushed it into a stripped-back and almost skeletal take". The result was Crany-Frame and Crany-Hairline. "These fonts then served as our base scaffolding," he continues. "They were never seen in design, but instead, we applied decoration them to produce new typefaces for each content strand, giving the identity the space to grow and allow new ideas and shapes to form." As Daniel saw it, the demands on the typeface were pretty simple. "It needed to set an atmosphere. We needed it needed to feel alive. We wanted it to be something shifting and repositioning. And so, while we have a bunch of static cuts of each base style, we rarely use them; the typefaces you see on the website and social only exist at the moment as a string of parameters to create a general style that we use to create live animating versions of the font generated on the fly." In addition to setting the atmosphere, it needed to be extremely flexible and feature live inputs, as a significant part of the branding is about the unpredictability of the future. "So Daniel's team built in those aforementioned "chaos moments where everything from user interaction to live windspeeds can affect the font." Design Process The process of creating the typefaces is a fascinating one. "We started by working with the custom cut of Azurio (Cranny) from Narrow Type. We then redrew it to take inspiration from how a frame and a hairline could be produced from this original cut. From there, we built a type generation tool that uses them as a base. "It's a custom node-based system that lets us really get in there and play with the overlays for everything from grid-sizing, shapes and timing for the animation," he outlines. "We used this tool to design the variants for different content strands. We weren't just designing letterforms; we were designing a comprehensive toolset that could evolve in tandem with the content. "That became a big part of the process: designing systems that designers could actually use, not just look at; again, it was a wider conversation and concept around the future and how designers and machines can work together." In short, the evolution of the typeface system reflects the platform's broader commitment to continuous growth and adaptation." The whole idea was to make something open enough to keep building on," Daniel stresses. "We've already got tools in place to generate new weights, shapes and animated variants, and the tool itself still has a ton of unused functionality. "I can see that growing as new content strands emerge; we'll keep adapting the type with them," he adds. "It's less about version numbers and more about ongoing movement. The system's alive; that's the point. A provocation for the industry In this context, the Frontify Futures identity represents more than smart visual branding; it's also a manifesto for how creative systems might evolve in an age of increasing automation and systematisation. By building unpredictability into their tools, embracing the tension between human craft and machine precision, and creating systems that grow and adapt rather than merely scale, Daniel and the Frontify team have created something that feels genuinely forward-looking. For creatives grappling with similar questions about the future of their craft, Frontify Futures offers both inspiration and practical demonstration. It shows how brands can remain human while embracing technological capability, how systems can be both consistent and surprising, and how the future itself can become a creative medium. This clever approach suggests that the future of branding lies not in choosing between human creativity and systematic efficiency but in finding new ways to make them work together, creating something neither could achieve alone.

Sovereignty has mattered since the invention of the nation state—defined by borders, laws, and taxes that apply within and without. While many have tried to define it, the core idea remains: nations or jurisdictions seek to stay in control, usually to the benefit of those within their borders. Digital sovereignty is a relatively new concept, also difficult to define but straightforward to understand. Data and applications don’t understand borders unless they are specified in policy terms, as coded into the infrastructure. The World Wide Web had no such restrictions at its inception. Communitarian groups such as the Electronic Frontier Foundation, service providers and hyperscalers, non-profits and businesses all embraced a model that suggested data would look after itself. But data won’t look after itself, for several reasons. First, data is massively out of control. We generate more of it all the time, and for at least two or three decades (according to historical surveys I’ve run), most organizations haven’t fully understood their data assets. This creates inefficiency and risk—not least, widespread vulnerability to cyberattack. Risk is probability times impact—and right now, the probabilities have shot up. Invasions, tariffs, political tensions, and more have brought new urgency. This time last year, the idea of switching off another country’s IT systems was not on the radar. Now we’re seeing it happen—including the U.S. government blocking access to services overseas. Digital sovereignty isn’t just a European concern, though it is often framed as such. In South America for example, I am told that sovereignty is leading conversations with hyperscalers; in African countries, it is being stipulated in supplier agreements. Many jurisdictions are watching, assessing, and reviewing their stance on digital sovereignty. As the adage goes: a crisis is a problem with no time left to solve it. Digital sovereignty was a problem in waiting—but now it’s urgent. It’s gone from being an abstract ‘right to sovereignty’ to becoming a clear and present issue, in government thinking, corporate risk and how we architect and operate our computer systems. What does the digital sovereignty landscape look like today? Much has changed since this time last year. Unknowns remain, but much of what was unclear this time last year is now starting to solidify. Terminology is clearer – for example talking about classification and localisation rather than generic concepts. We’re seeing a shift from theory to practice. Governments and organizations are putting policies in place that simply didn’t exist before. For example, some countries are seeing “in-country” as a primary goal, whereas others (the UK included) are adopting a risk-based approach based on trusted locales. We’re also seeing a shift in risk priorities. From a risk standpoint, the classic triad of confidentiality, integrity, and availability are at the heart of the digital sovereignty conversation. Historically, the focus has been much more on confidentiality, driven by concerns about the US Cloud Act: essentially, can foreign governments see my data? This year however, availability is rising in prominence, due to geopolitics and very real concerns about data accessibility in third countries. Integrity is being talked about less from a sovereignty perspective, but is no less important as a cybercrime target—ransomware and fraud being two clear and present risks. Thinking more broadly, digital sovereignty is not just about data, or even intellectual property, but also the brain drain. Countries don’t want all their brightest young technologists leaving university only to end up in California or some other, more attractive country. They want to keep talent at home and innovate locally, to the benefit of their own GDP. How Are Cloud Providers Responding? Hyperscalers are playing catch-up, still looking for ways to satisfy the letter of the law whilst ignoring (in the French sense) its spirit. It’s not enough for Microsoft or AWS to say they will do everything they can to protect a jurisdiction’s data, if they are already legally obliged to do the opposite. Legislation, in this case US legislation, calls the shots—and we all know just how fragile this is right now. We see hyperscaler progress where they offer technology to be locally managed by a third party, rather than themselves. For example, Google’s partnership with Thales, or Microsoft with Orange, both in France (Microsoft has similar in Germany). However, these are point solutions, not part of a general standard. Meanwhile, AWS’ recent announcement about creating a local entity doesn’t solve for the problem of US over-reach, which remains a core issue. Non-hyperscaler providers and software vendors have an increasingly significant play: Oracle and HPE offer solutions that can be deployed and managed locally for example; Broadcom/VMware and Red Hat provide technologies that locally situated, private cloud providers can host. Digital sovereignty is thus a catalyst for a redistribution of “cloud spend” across a broader pool of players. What Can Enterprise Organizations Do About It? First, see digital sovereignty as a core element of data and application strategy. For a nation, sovereignty means having solid borders, control over IP, GDP, and so on. That’s the goal for corporations as well—control, self-determination, and resilience. If sovereignty isn’t seen as an element of strategy, it gets pushed down into the implementation layer, leading to inefficient architectures and duplicated effort. Far better to decide up front what data, applications and processes need to be treated as sovereign, and defining an architecture to support that. This sets the scene for making informed provisioning decisions. Your organization may have made some big bets on key vendors or hyperscalers, but multi-platform thinking increasingly dominates: multiple public and private cloud providers, with integrated operations and management. Sovereign cloud becomes one element of a well-structured multi-platform architecture. It is not cost-neutral to deliver on sovereignty, but the overall business value should be tangible. A sovereignty initiative should bring clear advantages, not just for itself, but through the benefits that come with better control, visibility, and efficiency. Knowing where your data is, understanding which data matters, managing it efficiently so you’re not duplicating or fragmenting it across systems—these are valuable outcomes. In addition, ignoring these questions can lead to non-compliance or be outright illegal. Even if we don’t use terms like ‘sovereignty’, organizations need a handle on their information estate. Organizations shouldn’t be thinking everything cloud-based needs to be sovereign, but should be building strategies and policies based on data classification, prioritization and risk. Build that picture and you can solve for the highest-priority items first—the data with the strongest classification and greatest risk. That process alone takes care of 80–90% of the problem space, avoiding making sovereignty another problem whilst solving nothing. Where to start? Look after your own organization first Sovereignty and systems thinking go hand in hand: it’s all about scope. In enterprise architecture or business design, the biggest mistake is boiling the ocean—trying to solve everything at once. Instead, focus on your own sovereignty. Worry about your own organization, your own jurisdiction. Know where your own borders are. Understand who your customers are, and what their requirements are. For example, if you’re a manufacturer selling into specific countries—what do those countries require? Solve for that, not for everything else. Don’t try to plan for every possible future scenario. Focus on what you have, what you’re responsible for, and what you need to address right now. Classify and prioritise your data assets based on real-world risk. Do that, and you’re already more than halfway toward solving digital sovereignty—with all the efficiency, control, and compliance benefits that come with it. Digital sovereignty isn’t just regulatory, but strategic. Organizations that act now can reduce risk, improve operational clarity, and prepare for a future based on trust, compliance, and resilience. The post Reclaiming Control: Digital Sovereignty in 2025 appeared first on Gigaom.

You never know who you might meet on a plane. Four years ago, ELLE Decor A-List designer James Huniford, known as Ford, began chatting with the gentleman across the aisle. Both have children, and both spend time in the Hamptons, so they had a lot to talk about. The man mentioned he was hoping to buy land in the Hamptons for a vacation house. Huniford encouraged him and handed over his business card. But after landing, the designer gave no further thought to the encounter, so he was surprised when, several months later, the man’s wife called.The couple, who had rented in the Hamptons for years, had found an idyllic site on a peninsula in Sag Harbor, private but close to town. Though their city home is traditional, they chose William Reue, a New York architect known for crisp, modernist geometry, to design the house. He conceived of a three-story home with six bedrooms, large enough for the couple and a parade of guests, including their four grown children and their partners. Landscape designer Edmund Hollander, renowned for projects such as the public garden at the Kennedy Center in Washington, was brought in to envision an environment worthy of the setting. Pernille LoofEven before the foundations were poured, the couple invited Huniford to the site. They made it clear that they didn’t want either a conventional shingled beach house or a stark white box. “They told me, no trends,” he says. “They wanted a sense of playfulness. And they love color.” The man’s wife explained exactly what she wanted: “A house where I feel like I’m on vacation every time I step inside. And even when I am inside, I want to feel like I’m outside.” In some ways Huniford was an unexpected choice, since he is not often tapped for sleek, contemporary interiors. But he proved to be a wise one. He has an eclectic eye that can discern the beauty in a rusted tool or an old road sign, in rough-hewn beams or a clunky Victorian washstand. He juxtaposes these disparate elements with clean-lined furnishings, in restrained but never cold spaces. Over the past two decades he has designed apartments and country houses for a variety of people in the worlds of finance, media, and entertainment, including Broadway producers Jeffrey Seller and John Gore. “I never doubted that [Ford] was the right person,” the wife says. “I knew the house would be beautiful. Some people were surprised at our choice, saying, ‘That’s not his style.’ But so what? A good designer always has more up their sleeve than people think.”“They told me, no trends. They wanted a sense of playfulness. and they love color.” —James HunifordHuniford immediately knew water would be central to his conception. “The light is extraordinary,” he says. “The reflection off the water inspired the palette of saffron, green, and blue.” For inspiration he looked to French modernism, especially the simple, sunstruck variety in the South of France, exemplified in Eileen Gray’s 1929 house in Roquebrune-Cap-Martin, and the nearby beach cabin Le Corbusier built two decades later. To soften this home’s geometry, Huniford filled the rooms with craftsmanship, incorporating both vintage furnishings and commissioned items. The dramatic wood staircase was based on one he had spotted at an antiques dealer on the Left Bank in Paris. The den’s paneling is inset with butter-fly joints evocative of iconic designer George Nakashima’s woodworking techniques.Huniford divided the huge living area into zones, creating a sense of loft living at the beach. Wit and color are equally evident: in the dressing room’s postmodern “Queen Anne” chair by Robert Venturi and Denise Scott Brown; in the kitchen’s gold-streaked stone, which the designer dubs “Cy Twombly marble”; and in the powder room lined in Yves Klein–blue parchment.Huniford’s good fortune on this project extended beyond the initial chance encounter. These clients let him stretch into new territory, more colorful and contemporary. “They pushed me,” he says. “And they trusted me.” ◾ This story originally appeared in the Summer 2025 issue of Elle Decor. SUBSCRIBE

This is a spoiler-free preview of the first five episodes of season three. Star Trek: Strange New Worlds ended its second season with arguably the single strongest run of any streaming-era Trek. The show was made with such confidence in all departments that if there were flaws, you weren’t interested in looking for them. Since then, it’s gone from being the best modern Trek, to being the only modern Trek. Unfortunately, at the moment it needs to be the standard bearer for the show, it’s become noticeably weaker and less consistent.  As usual, I’ve seen the first five episodes, but can’t reveal specifics about what I’ve seen. I can say plenty of the things that made Strange New Worlds the best modern-day live-action Trek remain in place. It’s a show that’s happy for you to spend time with its characters as they hang out, and almost all of them are deeply charming. This is, after all, a show that uses as motif the image of the crew in Pike’s quarters as the captain cooks for his crew. Its format, with standalone adventures blended with serialized character drama, means it can offer something new every week. Think back to the first season, when “Memento Mori,” a tense action thriller with the Gorn, was immediately followed by “Spock Amock,” a goofy, starbase-set body-swap romantic comedy of manners centered around Spock. Strange New Worlds is the first Trek in a long while to realize audiences don’t just want a ceaseless slog of stern-faced, angry grimdark. And if they want that, they can go watch Picard and Section 31. Marni Grossman/Paramount+ But, as much as those things are SNW’s greatest strength, it’s a delicate balance to ensure the series doesn’t lurch too far either way. And, it pains me to say this, the show spends the first five episodes of its third season going too far in both directions (although, mercifully, not at the same time). No specifics, but one episode I’m sure was on the same writers room whiteboard wishlist as last season’s musical episode. What was clearly intended as a chance for everyone to get out of their usual roles and have fun falls flat. Because the episode can never get past the sense it’s too delighted in its own silliness to properly function. Marni Grossman/Paramount+ At the other end of the scale, we get sprints toward the eye-gouging grimdark that blighted those other series. Sure, the series has gone to dark places before, but previously with more of a sense of deftness, rather than just going for the viscerally-upsetting gore. A cynic might suggest that, as Paramount’s other Trek projects ended, franchise-overseer Alex Kurtzman — who has pushed the franchise into “grittier” territory whenever he can — had more time to spend in the SNW writers’ room. Much as I’ve enjoyed the series’ soapier elements, the continuing plotlines take up an ever bigger part of each episode’s runtime so far. Consequently, the story of the week gets less service, making them feel weaker and less coherent. One episode pivots two thirds of the way in to act as a low-key sequel to an episode from season two. But since we’ve only got ten minutes left, it feels thrown in as an afterthought, or to resolve a thread the creative team felt they were obliged to deal with (they didn’t). In fact, this and the recently-finished run of Doctor Who suffered from the same problem that blights so many streaming-era shows, which is the limited episode order. Rather than producing TV on the scale broadcast networks were able to — yearly runs of 22-, 24- or 26 episodes, a lot of (expensive) genre shows get less than half that. The result is that each episode has to be More Important Than The Last One in a way that’s exhausting for a viewer. But Strange New Worlds can’t solve all the economic issues with the streaming model on its own. My hope is that, much like in its first season, the weaker episodes are all in its front half to soften us up for the moments of quality that followed toward its conclusion. ASIDE: Shortly before publication, Paramount announced Strange New Worlds would end in its fifth season, which would be cut from ten episodes to six. It's not surprising — given the equally-brilliant Lower Decks was also axed after passing the same milestone — but it is disappointing. My only hope is that the series doesn't spend that final run awkwardly killing off the series' young ensemble one by one in order to replace them with the entire original series' roster as to make it "line up." Please, let them be their own things. This article originally appeared on Engadget at https://www.engadget.com/entertainment/tv-movies/star-trek-strange-new-worlds-third-season-falls-short-of-its-second-020030139.html?src=rss