Two satellite heavyweights are about to form a European rival to Starlink. But they’ll face an uphill battle to compete with Elon Musk’s firm. Luxembourg-based SES’ proposed $3.1bn takeover of Intelsat is set to get the green light from EU officials, Reuters reports. A final verdict is expected by June 10.   SES first announced plans to acquire Luxembourgish-American rival Intelsat in April 2024, calling it a “transformational merger” that could reshape the satellite internet market. The merged company would have a fleet of more than 100 geostationary and 26 medium Earth orbit satellites. Intelsat would contribute 75 of those probes, which provide a range of services, including TV, radio, satellite internet, and secure communications for governments and militaries. A SES-Intelsat tie-up would create Europe’s second-largest satellite internet provider, after Franco-British firm Eutelsat. Smaller contenders include the UK’s Inmarsat and Spain’s Hisdesat.  Combined, Europe’s satellite firms could offer the continent much-sought alternatives to Musk’s Starlink or Amazon’s Project Kuiper, at a time when tech sovereignty is high on the political agenda.  European leaders are increasingly concerned about relying on Starlink. Their fears have been stoked by reports that US officials threatened to cut off the system in Ukraine if the country didn’t meet their demands on sharing its mineral wealth.   The situation raised doubts about the security implications of Ukraine — and broader Europe — relying on a single, privately owned network whose boss has direct ties to the Trump administration. Eustalstat, SES, Inmarsat, and Hisdesat reportedly entered talks with EU governments in March about providing back-up connectivity to Ukraine.  Despite the SES–Intelsat merger creating a more formidable European player, the new alliance will still face a daunting challenge against Starlink’s dominance.  Musk’s firm dwarfs its competitors in satellite numbers, with over 7,000 in low-Earth orbit (LEO). Its closest rival, Eutelsat, has around 600. Meanwhile, Amazon’s Project Kuiper is planning to deploy a constellation of 3,236 satellites.   Being part of SpaceX also affords Starlink direct access to satellite manufacturing and launch capacity. In contrast, SES and Intelsat depend on third-party launch providers and currently lack a proprietary low-Earth orbit network. While Intelsat has a $250mn agreement to access Eutelsat’s LEO capacity, this reliance on external constellations puts the merged entity at a disadvantage.  Even when combined with Europe’s other players — including Eutelsat, Inmarsat, and Hisdesat — the proposed merger pales in comparison. As European policymakers push for strategic autonomy in space, the SES–Intelsat merger may be a step in the right direction, but it’s still a far cry from a true Starlink rival.

Key Takeaways The European Commission will introduce the new International Digital Strategy that will focus on tech collaboration with the US and other countries. This is in contradiction to the growing pressure in Europe that calls for tech sovereignty and reducing tech dependence on the US. Low venture capital funding and a diverse regulatory landscape have been major challenges for tech innovation in Europe. Europe is seeing an increasing push to establish technological sovereignty and reduce the region’s reliance on US technology. However, there’s always been an undertone of acceptance that the EU is years behind the US when it comes to technological innovation and advancements. Now, the European Commission is planning to acknowledge this publicly. The EC will introduce a new International Digital Strategy, which will focus on collaboration with the United States and other tech-forward countries, such as Japan, South Korea, and India. The lawmakers believe that “decoupling” from the West is unrealistic and will instead push Europe further back in the technological race. Europe’s Call for Tech Sovereignty Several prominent political leaders and lawmakers have advocated for European sovereignty over technology and artificial intelligence.  For instance, Emmanuel Macron, the president of France, said in a speech in 2024 that Europe’s strategic autonomy is a conscious choice to end the region’s dependence on others. In an earlier speech, he also said that if Europe fails to build champions in areas such as digital and artificial intelligence, its choices will be dictated by others.  Similarly, Thierry Breton, the former EU Commissioner for Internal Markets, said that digital spending in the EU will breach the 20% target, underlining the importance of investing in European tech sovereignty. He focused on Europe’s declining market share in the semiconductor industry and called for the development of groundbreaking European tech. The Eurostack movement in the EU has also been gaining a lot of traction and support from various think tanks, academic researchers, and industry voices. Eurostack staff calls for the development of an indigenous infrastructure stack in the European region, including cloud, AI, semiconductors, digital services, and data centers. The main aim is to reduce Europe’s dependence on Chinese and US technology. This growing concern among EU well-wishers is quite understandable. Excessive reliance on the United States puts the US (meaning Donald Trump) in a controlling position, where he can arm-twist the European Union in matters of trade and even politics.  We have already seen an example of this during the tariff war, where Trump imposed a 25% tariff on automobiles (and their parts) and steel and aluminum products imported from the EU. Also, the fact that Google, Microsoft, and Amazon account for around 69% of the cloud market in the EU is quite concerning, too. Europe Wakes Up to Reality Despite positive speeches and statements by people in power in the EU, the fact remains that Europe is still lagging behind the United States. Bulgarian lawmaker Eva Maydell said that Europe should “sober up” and accept that the train has left the station. Dan Nechita, the current EU director for the Transatlantic Policy Network, said that it’s not the right time to be politically absolute and say that “we are going to do everything in Europe.” EU tech chief Virkkunen has been working hard to bring home the support of influential tech lobbies and emphasized the need to continue working with the United States. To put it in a nutshell, the European Commission is ready to accept the fact that the damage is done, and now Europe needs to play second fiddle and forge strategic partnerships with key technological leaders (primarily in the US) to stay alive in the race. Lack of Investments and the EU’s Regulation-First Approach One of the major reasons behind the European Union’s sluggish tech development is the lack of venture capital investments in the region. As per an IMF post, EU VC funds raised around $130B between 2013 and 2022. During the same time, the US raised $924B.  Similarly, annual VC investments in the EU are only 0.2% of the GDP when compared to 0.7% in the US. Currently, the United States accounts for a massive 52% of the global VC funds, whereas the EU holds just 5%.  Lack of investments has forced European startups to look elsewhere, especially the United States, for funding and support. One of the major reasons for such low venture capital interest in Europe is its diversity. Each of the 27 countries in the EU has its own regulatory and legal challenges, which make it difficult for multinational corporations to operate in the region.  Plus, the EU has adopted a regulation-first approach, which is very different from the United States. Of course, this approach has its own merits, but it has surely slowed down the speed of technological investments in the region.  For instance, the GDPR puts a truckload of regulatory and moral responsibility on companies to protect user data. Similarly, the AI Act focuses on the more ethical development of artificial intelligence that’s aligned with human values and refrains companies from exploiting public data. Sure, all of these are positive tech regulations important to protect the long-term sovereignty of the public at large. Even global tech advocates have praised the EU’s efforts for the development of safe and ethical technologies. However, we cannot ignore the fact that this has come at the cost of sluggish tech investments and overall growth. With its back against the wall, Europe needs to reassess its strengths and focus on areas such as open-source technologies, such as France’s La Suite numérique, and government-backed technological initiatives to have a say in the upcoming artificial intelligence and semiconductor race. Krishi is a seasoned tech journalist with over four years of experience writing about PC hardware, consumer technology, and artificial intelligence.  Clarity and accessibility are at the core of Krishi’s writing style. He believes technology writing should empower readers—not confuse them—and he’s committed to ensuring his content is always easy to understand without sacrificing accuracy or depth. Over the years, Krishi has contributed to some of the most reputable names in the industry, including Techopedia, TechRadar, and Tom’s Guide. A man of many talents, Krishi has also proven his mettle as a crypto writer, tackling complex topics with both ease and zeal. His work spans various formats—from in-depth explainers and news coverage to feature pieces and buying guides.  Behind the scenes, Krishi operates from a dual-monitor setup (including a 29-inch LG UltraWide) that’s always buzzing with news feeds, technical documentation, and research notes, as well as the occasional gaming sessions that keep him fresh.  Krishi thrives on staying current, always ready to dive into the latest announcements, industry shifts, and their far-reaching impacts.  When he's not deep into research on the latest PC hardware news, Krishi would love to chat with you about day trading and the financial markets—oh! And cricket, as well. View all articles by Krishi Chowdhary Our editorial process The Tech Report editorial policy is centered on providing helpful, accurate content that offers real value to our readers. We only work with experienced writers who have specific knowledge in the topics they cover, including latest developments in technology, online privacy, cryptocurrencies, software, and more. Our editorial policy ensures that each topic is researched and curated by our in-house editors. We maintain rigorous journalistic standards, and every article is 100% written by real authors.

Two satellite heavyweights are about to form a European rival to Starlink. But they’ll face an uphill battle to compete with Elon Musk’s firm. Luxembourg-based SES’ proposed $3.1bn takeover of Intelsat is set to get the green light from EU officials, Reuters reports. A final verdict is expected by June 10.   SES first announced plans to acquire Luxembourgish-American rival Intelsat in April 2024, calling it a “transformational merger” that could reshape the satellite internet market. The merged company would have a fleet of more than 100 geostationary and 26 medium Earth orbit satellites. Intelsat would contribute 75 of those probes, which provide a range of services, including TV, radio, satellite internet, and secure communications for governments and militaries. A SES-Intelsat tie-up would create Europe’s second-largest satellite internet provider, after Franco-British firm Eutelsat. Smaller contenders include the UK’s Inmarsat and Spain’s Hisdesat.  Combined, Europe’s satellite firms could offer the continent much-sought alternatives to Musk’s Starlink or Amazon’s Project Kuiper, at a time when tech sovereignty is high on the political agenda.  European leaders are increasingly concerned about relying on Starlink. Their fears have been stoked by reports that US officials threatened to cut off the system in Ukraine if the country didn’t meet their demands on sharing its mineral wealth.   The situation raised doubts about the security implications of Ukraine — and broader Europe — relying on a single, privately owned network whose boss has direct ties to the Trump administration. Eustalstat, SES, Inmarsat, and Hisdesat reportedly entered talks with EU governments in March about providing back-up connectivity to Ukraine.  Despite the SES–Intelsat merger creating a more formidable European player, the new alliance will still face a daunting challenge against Starlink’s dominance.  Musk’s firm dwarfs its competitors in satellite numbers, with over 7,000 in low-Earth orbit (LEO). Its closest rival, Eutelsat, has around 600. Meanwhile, Amazon’s Project Kuiper is planning to deploy a constellation of 3,236 satellites.   Being part of SpaceX also affords Starlink direct access to satellite manufacturing and launch capacity. In contrast, SES and Intelsat depend on third-party launch providers and currently lack a proprietary low-Earth orbit network. While Intelsat has a $250mn agreement to access Eutelsat’s LEO capacity, this reliance on external constellations puts the merged entity at a disadvantage.  Even when combined with Europe’s other players — including Eutelsat, Inmarsat, and Hisdesat — the proposed merger pales in comparison. As European policymakers push for strategic autonomy in space, the SES–Intelsat merger may be a step in the right direction, but it’s still a far cry from a true Starlink rival.

CIOs and business leaders know they’re sitting on a goldmine of business data. And while traditional tools such as business intelligence platforms and statistical analysis software can effectively surface insights from the collated data resources, doing so quickly, in real-time and at scale remains an unsolved challenge.Enterprise AI, when deployed responsibly and at scale, can turn these bottlenecks into opportunities. Acting quickly on data, even ‘live’ (during a customer interaction, for example), is one of the technology’s abilities, as is scalability: AI can process large amounts of information from disparate sources almost as easily as it can summarize a one-page spreadsheet.But deploying an AI solution in the modern enterprise isn’t simple. It takes structure, trust and the right talent. Along with the practical implementation challenges, using AI brings its own challenges, such as data governance, the need to impose guardrails on AI responses and training data, and persistent staffing issues.We met with Rani Radhakrishnan, PwC Principal, Technology Managed Services – AI, Data Analytics and Insights, to talk candidly about what’s working — and what’s holding back CIOs in their AI journey. We spoke ahead of her speaking engagement at TechEx AI & Big Data Expo North America, June 4 and 5, at the Santa Clara Convention Center.Rani is especially attuned to some of the governance, data privacy and sovereignty issues that face enterprises, having spent many years in her career working with numerous clients in the health sector — an area where issues like privacy, data oversight and above all data accuracy are make-or-break aspects of technology deployments.“It’s not enough to just have a prompt engineer or a Python developer. … You still need the human in the loop to curate the right training data sets, review and address any bias in the outputs.” —Rani Radhakrishnan, PwCFrom support to strategy: shifting expectations for AIRani said that there’s a growing enthusiasm from PwC’s clients for AI-powered managed services that can provide both business insights in every sector, and for the technology to be used more proactively, in so-called agentic roles where agents can independently act on data and user input; where autonomous AI agents can take action based on interactions with humans, access to data resources and automation.For example, PwC’s agent OS is a modular AI platform that connects systems and scales intelligent agents into workflows, many times faster than traditional computing methods. It’s an example of how PwC responds to the demand for AI from its clients, many of whom see the potential of this new technology, but lack the in-house expertise and staff to act on their needs.Depending on the sector of the organization, the interest in AI can come from many different places in the business. Proactive monitoring of physical or digital systems; predictive maintenance in manufacturing or engineering; or cost efficiencies won by automation in complex, customer-facing environments, are just a few examples.But regardless of where AI can bring value, most companies don’t yet have in-house the range of skills and people necessary for effective AI deployment — or at least, deployments that achieve ROI and don’t come with significant risk.“It’s not enough to just have a prompt engineer or a Python developer,” Rani said. “You’ve got to put all of these together in a very structured manner, and you still need the human in the loop to curate the right training data sets, review and address any bias in the outputs.”Cleaning house: the data challenge behind AIRani says that effective AI implementations need a mix of technical skills — data engineering, data science, prompt engineering — in combination with an organization’s domain expertise. Internal domain expertise can define the right outcomes, and technical staff can cover the responsible AI practices, like data collation and governance, and confirm that AI systems work responsibly and within company guidelines.“In order to get the most value out of AI, an organization has to get the underlying data right,” she said. “I don’t know of a single company that says its data is in great shape … you’ve got to get it into the right structure and normalize it properly so you can query, analyze, and annotate it and identify emerging trends.”Part of the work enterprises have to put in for effective AI use is the observation for and correction of bias — in both output of AI systems and in the analysis of potential bias inherent in training and operational data.It’s important that as part of the underlying architecture of AI systems, teams apply stringent data sanitization, normalization, and data annotation processes. The latter requires “a lot of human effort,” Rani said, and the skilled personnel required are among the new breed of data professionals that are beginning to emerge.If data and personnel challenges can be overcome, then the feedback loop makes the possible outcomes from generative AI really valuable, Rani said. “Now you have an opportunity with AI prompts to go back and refine the answer that you get. And that’s what makes it so unique and so valuable because now you’re training the model to answer the questions the way you want them answered.”For CIOs, the shift isn’t just about tech enablement. It’s about integrating AI into enterprise architecture, aligning with business strategy, and managing the governance risks that come with scale. CIOs are becoming AI stewards — architecting not just systems, but trust and transformation.ConclusionIt’s only been a few years since AI emerged from its roots in academic computer science research, so it’s understandable that today’s enterprise organizations are, to a certain extent, feeling their way towards realizing AI’s potential.But a new playbook is emerging — one that helps CIOs access the value held in their data reserves, in business strategy, operational improvement, customer-facing experiences and a dozen more areas of the business.As a company that’s steeped in experience with clients large and small from all over the world, PwC is one of the leading choices that decision-makers turn to, to begin or rationalize and direct their existing AI journeys.Explore how PwC is helping CIOs embed AI into core operations, and see Rani’s latest insights at the June TechEx AI & Big Data Expo North America.(Image source: “Network Rack” by one individual is licensed under CC BY-SA 2.0.)

Ahead of the TechEx North America event on June 4-5, we’ve been lucky enough to speak to Kieran Norton, Deloitte’s US Cyber AI & Automation leader, who will be one of the speakers at the conference on June 4th. Kieran’s 25+ years in the sector mean that as well as speaking authoritatively on all matters cybersecurity, his most recent roles include advising Deloitte clients on many issues around cybersecurity when using AI in business applications.The majority of organisations have in place at least the bare minimum of cybersecurity, and thankfully, in most cases, operate a decently comprehensive raft of cybersecurity measures that cover off communications, data storage, and perimeter defences.However, in the last couple of years, AI has changed the picture, both in terms of how companies can leverage the technology internally, and in how AI is used in cybersecurity – in advanced detection, and in the new ways the tech is used by bad actors.As a Considered a relatively new area, AI, smart automation, data governance and security all inhabit a niche at present. But given the growing presence of AI in the enterprise, those niches are set to become mainstream issues: problems, solutions, and advice that will need to be observed in every organisation, sooner rather than later.Governance and riskIntegrating AI into business processes isn’t solely about the technology and methods for its deployment. Internal processes will need to change to make best use of AI, and to better protect the business that’s using AI daily. Kieran draws a parallel to earlier changes made necessary by new technologies: “I would correlate [AI] with cloud adoption where it was a fairly significant shift. People understood the advantages of it and were moving in that direction, although sometimes it took them more time than others to get there.”Those changes mean casting the net wide, to encompass the update of governance frameworks, establishing secure architectures, even leveraging a new generation of specialists to ensure AI and the data associated with it are used safely and responsibly. Companies actively using AI have to detect and correct bias, test for hallucinations, impose guardrails, manage where, and by whom AI is used, and more. As Kieran puts it: “You probably weren’t doing a lot of testing for hallucination, bias, toxicity, data poisoning, model vulnerabilities, etc. That now has to be part of your process.”These are big subjects, and for the fuller picture, we advocate that readers attend the two talks at TechEx North America that Kieran’s to give. He’ll be exploring both sides of the AI coin – issues around AI deployment for the business, and the methods that companies can implement to deter and detect the new breed of AI-powered malware and attack vectors.The right use-casesKieran advocates that companies start with smaller, lower-risk AI implementations. While some of the first sightings of AI ‘in the wild’ have been chatbots, he was quick to differentiate between a chatbot that can intelligently answer questions from customers, and agents, which can take action by means of triggering interactions with the apps and services the business operates. “So there’s a delineation […] chatbots have been one of the primary starting places […] As we get into agents and agentic, that changes the picture. It also changes the complexity and risk profile.”Customer-facing agentic AI instances are indubitably higher risk, as a misstep can have  significant effects on a brand. “That’s a higher risk scenario. Particularly if the agent is executing financial transactions or making determinations based on healthcare coverage […] that’s not the first use case you want to try.”“If you plug 5, 6, 10, 50, a hundred agents together, you’re getting into a network of agency […] the interactions become quite complex and present different issues,” he said.In some ways, the issues around automation and system-to-system interfaces have been around for close on a decade. Data silos and RPA (robotic process automation) challenges are the hurdles enterprises have been trying to jump for several years. “You still have to know where your data is, know what data you have, have access to it […] The fundamentals are still true.”In the AI era, fundamental questions about infrastructure, data visibility, security, and sovereignty are arguably more relevant. Any discussions about AI tend to circle around the same issues, which throws into relief Kieran’s statements that a conversation about AI in the enterprise has to be wide-reaching and concern many of the operational and infrastructural underpinnings of the enterprise.Kieran therefore emphasises the importance of practicality, and a grounded assessment of need and ability as needing careful examination before AI can gain a foothold. “If you understand the use case […] you should have a pretty good idea of the ROI […] and therefore whether or not it’s worth the pain and suffering to go through building it.”At Deloitte, AI is being put to use where there is a clear use case with a measurable return: in the initial triage-ing of SOC tickets. Here the AI acts as a Level I incident analysis engine. “We know how many tickets get generated a day […] if we can take 60 to 80% of the time out of the triage process, then that has a significant impact.” Given the technology’s nascence, demarcating a specific area of operations where AI can be used acts as both prototype and proof of effectiveness. The AI is not customer-facing, and there are highly-qualified experts in their fields who can check and oversee the AI’s deliberations.ConclusionKieran’s message for business professionals investigating AI uses for their organisations was not to build an AI risk assessment and management programme from scratch. Instead, companies should evolve existing systems, have a clear understanding of each use-case, and avoid the trap of building for theoretical value.“You shouldn’t create another programme just for AI security on top of what you’re already doing […] you should be modernising your programme to address the nuances associated with AI workloads.” Success in AI starts with clear, realistic goals built on solid foundations.You can read more about TechEx North America here and sign up to attend. Visit the Deloitte team at booth #153 and drop in on its sessions on June 4: ‘Securing the AI Stack’ on the AI & Big Data stage from 9:20am-9:50am, and ‘Leveraging AI in Cybersecurity for business transformation’ on the Cybersecurity stage, 10:20am – 10:50am.Learn more about Deloitte’s solutions and service offerings for AI in business and cybersecurity or email the team at uscyberai@deloitte.com.(Image source: “Symposium Cisco Ecole Polytechnique 9-10 April 2018 Artificial Intelligence & Cybersecurity” by Ecole polytechnique / Paris / France is licensed under CC BY-SA 2.0.)

“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

Few companies in the history of capitalism have amassed as much wealth and influence as Meta.A global superpower in the information space, Meta — the parent company of Facebook, Instagram, WhatsApp, and Threads — has a market cap of $1.68 trillion at the time of writing, which for a rough sense of scale is more than the gross domestic product of Spain.In spite of its immense influence, none of its internal algorithms can be scrutinized by public watchdogs. Its host country, the United States, has largely turned a blind eye to its dealings in exchange for free use of Meta's vast surveillance capabilities.That lack of oversight coupled with Meta's near-omnipresence as a social utility has had devastating consequences throughout the world, manifesting in crises like the genocide of Muslims in Myanmar, or the systemic suppression of Palestinian rights organizations.How do you uncover the harms caused by one of the most powerful companies on earth? In the case of public violence, the evidence isn't hard to trace. However, Meta's unprecedented corporate dynasty also creates less obvious harms, which scores of scholars, researchers, and journalists are devoting entire careers to uncovering.One prominent group of said investigators is GLAAD, the Gay & Lesbian Alliance Against Defamation, which recently released its annual report on social media safety, privacy, and expression for LGBTQ people.The report notes that Meta has undergone a "particularly extreme" ideological shift over the past year, adding harmful exceptions to its content moderation policies while disproportionately suppressing LGBTQ users and their content. The tech giant has also failed to give LGBTQ users sovereignty over their own personal data, which it collects, analyzes, and wields to generate huge profits.While Meta collects all of our data — from which it draws over 95 percent of its revenue — the practice is particularly harmful to LGBTQ users, who then have to contend with algorithmic biases, non-consensual outing, harassment, and in some countries state oppression."It's a dangerous time, certainly for trans people, who as a minority have been so ridiculously maligned, but also a dangerous time for gay people, openly bi[sexual] people, people who are different in any way," says Sarah Roberts, a UCLA professor and Director of the Center for Critical Internet Inquiry.To address these shortcomings and the dangers they introduce, GLAAD made a number of recommendations. One key suggestion was to improve moderation "by providing training for all content moderators focused on LGBTQ safety, privacy and expression." The media advocacy group doesn't mince words, adding that "AI systems should be used to flag for human review, not for automated removals."However, it doesn't look like Meta got the message.Weeks after GLAAD issued its findings, internal Meta documents leaked to NPR revealed the company's plan to hand 90 percent of its privacy and integrity reviews over to "artificial intelligence."This will impact nearly every new feature introduced to its platforms, where human moderators would typically evaluate new features for risks to privacy and safety, and the wellbeing of user groups like minors, immigrants, and LGBTQ people.Meta's internal risk assessment is an already opaque process, and Roberts notes that government attempts at risk oversight, like the EU's Digital Services Act, are likewise a labyrinth of filings which are largely dictated by the social media companies themselves. AI, chock full of biases and prone to errors — as admitted by Meta's own AI chief — is certain to make the situation even worse.Earlier this week, meanwhile, the Wall Street Journal revealed Meta's plans to fully automate advertising via the company's generative AI software, which will allow advertisers to "fully create and target ads" directly, with no human in the loop.This includes hyper-personalized ads, writes the WSJ, "so that users see different versions of the same ad in real time, based on factors such as geolocation."Data hoarders like Meta — which track you even when you're not using its platforms — have long been able to profile LGBTQ users based on gender identify and sexual orientation, including those who aren't publicly out.Removing any human from these already sinister practices serves to streamline operations and distance Meta from its own actions — "we didn't out gay users living under an oppressive government," the company can say, "even if our AI did." It's no coincidence that Meta had already disbanded its "Responsible AI" team as early as 2023.At the root of these decisions — Meta CEO Mark Zuckerberg's right wing turn notwithstanding — is the calculated drive to maximize revenue."If there's no reason to rigorously moderate harmful content, then why pay so many content moderators? Why engage researchers to look into the circulation of this kind of content?" observes Roberts. "There ends up being a real cost savings there.""One of the things I've always said is that content moderation of social media is not primarily about protecting people, it's about brand management," she told Futurism. "It's about the platform managing its brand in order to make the most hospitable environment for advertisers."Sometimes these corporate priorities line up with progressive causes, like LGBTQ user safety or voter registration. But when they don't, Roberts notes, "dollars are dollars.""We are looking at multibillion-dollar companies, the most capitalized companies in the world, who have operated with impunity for many, many years," she said. "How do you convince them that they should care, when other powerful sectors are telling them the opposite?"Share This Article

Amazon Web Services (AWS), Amazon’s cloud computing division, is forming a new parent company and three subsidiaries in Germany as part of a sovereign cloud the company is launching in the European Union. AWS VP Kathrin Renz will serve as manag

The report, Europe’s Moonshot Moment, found that the continent has over 280 software companies generating more than €100 million in annual recurring revenue (ARR). These scaleups include the likes of Spotify, Revolut, Adyen, and Vinted. However, European software businesses that reach the €100 million ARR threshold take 15 years on average to get there. That’s five years longer than their US peers, the report found. Europe also lags in birthing software giants. While 5–10% of US firms reaching €100 million in ARR subsequently scale to €1 billion, fewer than 3% of their European peers reach that milestone. The report highlighted some of the reasons for this stalled growth: fragmented markets, conservative corporate norms, and a slower flow of late-stage capital relative to early-stage investment. Turning point? Register Now Despite the hurdles, the report’s authors are confident that all the ingredients for Europe’s success in software are now in place. “Europe already holds the essentials to create the world’s next generation of software champions: deep talent pools, vibrant founder networks, and a rapidly maturing capital base,” said Ruben Schaubroeck, senior partner at McKinsey. While Europe lost out to Silicon Valley firms like Google and Microsoft in the early internet era, emerging technologies like AI may offer a new opening for the region’s tech startups. Geopolitical shifts could also drive governments to invest in local tech ecosystems and rethink digital sovereignty, said the report. “There’s no denying that European tech has faced structural barriers, but we’re at a genuine inflection point,” Phill Robinson, CEO and co-founder at Boardwave, told TNW. “New technology arenas, geopolitics, and an evolving operating environment are creating a unique opportunity for Europe to boost innovation.” Now Europe must turn that potential into profits, the report argues. To that end, it suggests five key interventions to boost Europe’s software ecosystem: Expand late-stage funding Encourage experienced founders to start new companies Make it easier for sales and marketing teams to work across borders and help startups grow faster Encourage more large firms in Europe to buy software from European startups by offering government support or financial incentives Strengthen public-private partnerships to de-risk new technologies Scaling up European tech The McKinsey/Boardwave report comes hot on the heels of the EU’s landmark Startup and Scaleup Strategy, launched last week. The plan set out several reforms designed to remove barriers to growth for the bloc’s early-stage companies. “If implemented boldly, and most importantly quickly, it can help Europe move from fragmented success stories to systemic, continent-wide scale; otherwise, we risk being left behind,” said Robinson, commenting on the new strategy. The EU’s proposal includes provisions for a long-awaited “28th regime,” which would allow companies to operate under a single set of rules across the 27 member states. It is intended to reduce headaches around taxes, employment rules, and insolvency. Robinson said he believes the EU’s new strategy will strengthen Europe’s software ecosystem by making it easier to operate across borders. “We need to act as one innovation ecosystem, not 27 different ones,” he said. “That’s what makes this Europe’s moonshot moment. If we connect and act now, we can lead. And not just in Europe, but globally.” Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with

The report, Europe’s Moonshot Moment, found that the continent has over 280 software companies generating more than €100 million in annual recurring revenue (ARR). These scaleups include the likes of Spotify, Revolut, Adyen, and Vinted. However, European software businesses that reach the €100 million ARR threshold take 15 years on average to get there. That’s five years longer than their US peers, the report found. Europe also lags in birthing software giants. While 5–10% of US firms reaching €100 million in ARR subsequently scale to €1 billion, fewer than 3% of their European peers reach that milestone. The report highlighted some of the reasons for this stalled growth: fragmented markets, conservative corporate norms, and a slower flow of late-stage capital relative to early-stage investment. Turning point? Register Now Despite the hurdles, the report’s authors are confident that all the ingredients for Europe’s success in software are now in place. “Europe already holds the essentials to create the world’s next generation of software champions: deep talent pools, vibrant founder networks, and a rapidly maturing capital base,” said Ruben Schaubroeck, senior partner at McKinsey. While Europe lost out to Silicon Valley firms like Google and Microsoft in the early internet era, emerging technologies like AI may offer a new opening for the region’s tech startups. Geopolitical shifts could also drive governments to invest in local tech ecosystems and rethink digital sovereignty, said the report. “There’s no denying that European tech has faced structural barriers, but we’re at a genuine inflection point,” Phill Robinson, CEO and co-founder at Boardwave, told TNW. “New technology arenas, geopolitics, and an evolving operating environment are creating a unique opportunity for Europe to boost innovation.” Now Europe must turn that potential into profits, the report argues. To that end, it suggests five key interventions to boost Europe’s software ecosystem: Expand late-stage funding Encourage experienced founders to start new companies Make it easier for sales and marketing teams to work across borders and help startups grow faster Encourage more large firms in Europe to buy software from European startups by offering government support or financial incentives Strengthen public-private partnerships to de-risk new technologies Scaling up European tech The McKinsey/Boardwave report comes hot on the heels of the EU’s landmark Startup and Scaleup Strategy, launched last week. The plan set out several reforms designed to remove barriers to growth for the bloc’s early-stage companies. “If implemented boldly, and most importantly quickly, it can help Europe move from fragmented success stories to systemic, continent-wide scale; otherwise, we risk being left behind,” said Robinson, commenting on the new strategy. The EU’s proposal includes provisions for a long-awaited “28th regime,” which would allow companies to operate under a single set of rules across the 27 member states. It is intended to reduce headaches around taxes, employment rules, and insolvency. Robinson said he believes the EU’s new strategy will strengthen Europe’s software ecosystem by making it easier to operate across borders. “We need to act as one innovation ecosystem, not 27 different ones,” he said. “That’s what makes this Europe’s moonshot moment. If we connect and act now, we can lead. And not just in Europe, but globally.” Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with