Windows, as all but the most besotted Microsoft fans know, has historically been a security disaster. Seriously, what other program has a dedicated day each month to reveal its latest security holes? But now, Windows Recall, the AI-powered “feature” that continuously takes snapshots of your screen to create a searchable timeline of everything you do, has arrived for Copilot+ PCs running Windows 11 version 24H2 and newer. After a year of controversy and multiple delays prompted by widespread privacy and security concerns, Microsoft has significantly changed Recall’s architecture. The feature is now opt-in, requires Windows Hello biometric authentication, encrypts all snapshots locally, filters out sensitive data such as credit card numbers, and allows users to filter out specific apps or websites from being captured. I am so unimpressed. A few days ago, in the latest Patch Tuesday release, Microsoft revealed five — count ’em, five! — zero-day security holes in Windows alone. Do you expect me to trust Recall with a track record like this? Besides, even if I don’t enable the feature, what if our beloved federal government decides that for our protection, it would be better if Microsoft turned on Recall for some users? After all, it’s almost impossible to run Windows these days without having a Microsoft ID, making it easy to pick and choose who gets what “update.” Other people feel the same way. Recall remains a lightning rod for criticism. Privacy advocates and security experts continue to warn that the very nature of Recall capturing and storing everything displayed on a user’s screen every few seconds is inherently too risky. Even if you don’t use the feature yourself, what about all the people you communicate with who might have Recall turned on? How could you even know? A friend at the University of Pennsylvania told me that the school has examined Microsoft Recall and found that it “introduces substantial and unacceptable security, legality, and privacy challenges.” Sounds about right to me. Amusingly enough, Kaspersky, the Russian security company that has its own security issues, also states that you should avoid Recall. Why? Well, yes, when you first activate Recall, you are required to use biometric authentication. After that, your PIN will do nicely. Oh, and its automatic filtering of sensitive data is unreliable. Sure, it will stop taking snapshots when you’re in private mode on Chrome or Edge. Vivaldi? Not so much. And as Kaspersky points out, if you use videoconferencing with automatic transcription enabled, Recall will save a complete call transcript detailing who said what. Oh boy! Signal, the popular secure messaging program (well, secure when you use it correctly — unlike, say, the US Secretary of Defense), wants nothing to do with this. It has introduced a new “Screen security” setting in its Windows desktop app, specifically designed to protect its users from Recall. Enabled by default on Windows 11, this feature uses a Digital Rights Management (DRM) flag to stop any application, including Windows Recall, from capturing screenshots of Signal chats. When Recall or other screenshot tools try to capture Signal’s window, it will produce a blank image. Why? In a blog post, Signal explained: “Although Microsoft made several adjustments over the past twelve months in response to critical feedback, the revamped version of Recall still places any content that’s displayed within privacy-preserving apps like Signal at risk. As a result, we are enabling an extra layer of protection by default on Windows 11 in order to help maintain the security of Signal Desktop on that platform, even though it introduces some usability trade-offs. Microsoft has simply given us no other option.” Actually, you do have another option: Desktop Linux. I said it ages ago, and I’ll say it again now. If you really care about security on your desktop, you want Linux.

Google is implementing AI-driven enhancements to its software and collaboration tools that could translate to big productivity gains. Google CEO Sundar Pichai started his keynote at the Google I/O developer conference this week with one of those features: real-time language translation in Google Meet, which was until now in research. The feature uses Google’s AI technology to translate speech from one language to another in near real time, while matching the tone and expressions — such as “hmmm” — during delivery. The technology breaks down language barriers, Pichai said. A video demonstrated the translation from spoken English to Spanish. A computer-generated voiceover spoke the translation after a one-second delay. Then the other participant’s response was translated from Spanish to English. “We are even closer to having a natural and free-flowing conversation across languages,” Pichai said. Translations to English and Spanish are now available in beta for Google AI Pro and Ultra subscribers, with more languages rolling out in the next few weeks. “Real-time translations will be coming to enterprises later this year,” Pichai said. Pichai, in the opening moments of his keynote, also mentioned a new product called Google Beam, a 3D video communications platform that transforms 2D video streams into a realistic experience. The product was in development for many years under a research effort called Project Starline. Behind the scenes, an array of six cameras captures participants from different angles. “With AI we can merge these video streams together and render you on a 3D light-field display with near perfect head tracking down to the millimeter and at 60 frames per second, all in real time,” Pichai said. The result, Pichai said, was a much more natural and deeply immersive conversational experience. The first Google Beam devices will be available for early customers later this year. Google is partnering with device maker HP, which will share more information about these devices a few weeks from now. Traditional videoconferencing reduces many natural social cues that people experience in face-to-face interactions, which is where something like Google Beam fits in, said J.P. Gownder, vice president and principal analyst on Forrester’s Future of Work team. “Those subtle cues contain a lot more information than people realize, so richer forms of videoconferencing that feel naturalistic could offer benefits,” said Gownder. Since users don’t have to wear specialized equipment such as VR headgear, it will be that much more accessible. “It’s probably a longer-term play, but if the experience is better, over time it could get traction,” Gownder said. Google also shed more light on how it is implementing Workspace Flows, a feature that was introduced at last month’s Google Cloud Next as a way to automate work across Google Workspace apps. Workspace Flows brings AI agents into the loop to get work done. Google can utilize AI agents called Gems that specialize in certain tasks such as customer service and work with other AI agents to complete tasks. An onstage Gems demonstration showed how workers could use AI agents to automate processing customer service by sharing complaints with other employees via Google Chat, looking up product literature, referencing an internal genAI model for further answers, and automatically sending a possible resolution to customers. Gems use Google’s Gemini AI model to analyze information, prioritize tasks, and generate feedback. “These are AI experts you can create to solve particular tasks… you can actually have a team of Gems working together to solve these issues for you,” said Farhaz Karmali, Google’s product director for the Workspace ecosystem, during a keynote on the second day of Google I/O. Karmali also shared some richer conversational features coming to Google Chat. Users will be able to subscribe to messages in a conversation, create groups, and manage memberships. These features will be helpful for ensuring targeted conversations and information reach the right agents. “Imagine: you build a chat app that is agentic and you want to get all the information from a chat app. You can now summarize it, and this helps you take actions and so on,” Karmali said. Other AI-powered features coming to Google Workspace include personalized smart replies, directed inbox cleanup, and fast appointment scheduling in Gmail; the ability to turn Google Slides decks into videos; and writing assistance in Google Docs that limits Gemini to specific sources designated by the user. Google I/O overlapped with Microsoft’s Build developer conference, where the company introduced new Copilot agent features this week. Both tech giants are in the early stages of AI, and the shows focused on how they are still developing their unique agent ecosystems, Gownder said.

Does your manager hate to delegate tasks? It might sound like a good thing—after all, that means less work for you. But, just like having a micromanaging boss is no fun, having a manager who takes on much of your work can create a work environment that is both stifling and unproductive. We asked three experts about what causes some bosses to act this way and how to encourage your supervisor to step aside and allow you to do your job.  What is a ‘snowplow manager’? A “snowplow manager” is a supervisor who takes on excessive work themselves rather than delegating to their team, says Frank Weishaupt, CEO of videoconferencing tech company Owl Labs. His team recently came up with the term, says Weishaupt, after noticing this trend in management, which “resembles snowplow parenting, where a parent removes as many challenges from their child’s life as possible.” Signs that your manager is snowplowing can include micromanagement, not letting you lead projects or calls, excluding you from meetings with senior leadership, and stepping in to do work they had previously assigned to you, says Jennifer Dulski, CEO and founder of software company Rising Team. Another telltale sign your boss is snowplowing is that they rarely delegate meaningful tasks to you. “Instead, they hand off smaller, administrative work to your team while they handle bigger, more significant projects themselves,” says Weishaupt. Rather than empower workers with self-reliance, snowplow managers often request constant updates and check-ins, showing their lack of trust in their team. He says they will use phrases like “I’ll just handle this,” or “It’s faster if I do it.”  Why some managers act this way According to Owl Labs’s 2024 State of Hybrid Work Report, the trend of “snowplow managers” likely stems from managers’ worries about their own job requirements and expectations. “The study revealed that managers’ stress levels are 55% higher than non-managers,” says Weishaupt. Respondents said they were concerned about their teams’ productivity and employee engagement—particularly among workers who are hybrid or entirely remote.  Good managers help remove obstacles for their teams, but removing any and all adversity reports may encounter will hinder their team’s development and success. “When managers hog the work, they strip away learning moments,” says Annie Rosencrans, people and culture director at HiBob. ”You lose the chance to problem-solve, build resilience, and grow your skills. The short-term relief isn’t worth the long-term setback to your career.” So, what’s causing managers to behave this way? For some, their own reputation is a top priority. “Some may be concerned that poor results will reflect badly on them, especially in high-pressure situations where the manager’s supervisor expects a lot from them,” says Weishaupt.  Other managers may not trust their team to complete tasks to their standards. And, finally, they may believe that it’s just easier to complete a task themselves. “Efficiency can also be a misleading motivator as some managers convince themselves it’s faster to handle a task themselves than explain how it should be done,” says Weishaupt. The impact of potential layoffs Fear of downsizing can play a role in driving snowplow managers, experts say. “As layoffs increasingly become a looming threat, managers can feel intense pressure to demonstrate results to protect both their team and their own position,” says Weishaupt. “At organizations that emphasize short-term results over long-term team development, snowplow management can become a survival strategy to hold on to your position.” Those in middle management may be experiencing particular worries. “Many recent rounds of layoffs at large companies like Amazon have specifically targeted middle managers, so people at that level may rightfully be worried about their jobs,” says Dulski. “Those middle-management layoffs also leave the remaining managers with more scope, which compounds the problem of them feeling overwhelmed and worried about their team’s performance.” At times like this, she says managers may overcompensate by stepping in to “snowplow” for their teams by helping in areas the team should be able to do on their own. “Ultimately that does not always lead to better team performance, and long-term it kneecaps the ability for the team to deliver without help,” says Dulski. How to deal with a snowplow manager If you realize that your manager is acting this way, there are strategies you can try. Rosencrans recommends thanking your boss for their guidance but then suggests pivoting to express an interest in more latitude at work. Consider saying something like: “I’d love to take more ownership of this project. Would you be open to that?” Or, “I noticed that some of the tasks I’ve been assigned are quite limited in scope. I’m keen to develop my skills further. Could we discuss ways I could take on more responsibility or contribute to higher-level work?” Another strategy could be to offer to give your boss a well-needed break. Dulski suggests saying something like this to a “snowplowing” supervisor: “I know you have a lot on your plate, and I want to find ways to support you more. I’d love to take the lead on [specific task or project] to be helpful. It would also be a great learning opportunity for me. I’d be happy to run with it, check in for your input, and keep you updated along the way. I’m ready to jump in if that would be helpful.” What to do if there’s pushback If your manager resists giving you more responsibility, don’t give up. Instead, try and reframe the conversation. “Ask what specific skills or milestones they’d need to see before entrusting you with more complex tasks,” suggests Rosencrans. “This shifts the dynamic from rejection to development, giving you clear goals to work toward. In the meantime, keep a record of your contributions and successes to build a case for your growth.” You can also seek opportunities outside your direct manager’s scope—join cross-functional projects, find a mentor in another department, or take advantage of internal training, she says.  If, after multiple attempts, your development is still blocked, consider having a respectful conversation with HR. “Focus on your desire to grow and contribute more, rather than criticizing your manager,” cautions Rosencrans. “The goal is to advocate for your potential in a way that opens doors rather than escalates tension.” 

The Ford Pinto. New Coke. Google Glass. History is littered with products whose fatal flaw— whether failures of safety, privacy, performance, or plain old desirability—repelled consumers and inflicted reputational damage to the companies bringing them to market.  It’s easy to imagine the difference if these problems had been detected early on. And too often, businesses neglect the chance to work with nonprofits, social enterprises, and other public interest groups to make product improvements after they enter the marketplace or, more ideally, “upstream,” before their products have entered the crucible of the customer.  For companies and consumer groups alike, this is a major missed opportunity. In an increasingly competitive marketplace, partnering with public interest groups to bake an authentic pro-consumer perspective into elements like design, safety, sustainability, and functionality can provide a coveted advantage. It gives a product the chance to stand out from the crowd, already destined for glowing reviews because problems were nipped in the bud thanks to guidance and data from those focused on consumers’ interests. And for the nonprofits, working proactively with businesses to help ensure that products reflect consumers’ values from the outset means a better, safer marketplace for everyone.  Zoom, in a nutshell  We’ve already seen the difference working together can make, especially if it’s early in a product’s introduction to consumers. Just look at Zoom. The videoconferencing platform, while launched as a tool for businesses, had not been introduced to a wide consumer audience before the COVID-19 pandemic made its services a global necessity. In early 2020—as Zoom was poised to explode from 10 million monthly users to more than 300 million by April—Consumer Reports’ (CR) testing experts went under the hood in our digital lab to assess it from a consumer well-being perspective.  CR uncovered serious flaws. These included a protocol allowing the company to collect users’ videos, call transcripts, and chats and use them for targeted advertising, as well as features that allowed hosts to record meetings in secret and alert them when a participant clicked away from the screen. At the precipice of a moment when elementary school classrooms to therapy sessions would be conducted over Zoom, there’s no telling what the fallout might have been—for the company or its customers—had these problems persisted.  But CR reached out to the business—and the business reached back. Within days, Zoom had worked with CR to solve a wide array of problems, helping strengthen its case as a lifeline for users all over the world.  Partnerships require new ways of thinking   Now imagine what could be possible if such a partnership began even earlier in the process. This is the relationship CR has worked to build with businesses, providing companies our testing expertise and data about consumers’ needs and desires. Our advisory services have led to us providing feedback on prototypes, and with feedback implemented earlier in the product development lifecycle, we’ve seen immediate impact for consumers: improved comfort of leg support in vehicles; privacy policy changes for electronics; reduced fees for a basic checking account; an improved washing machine drying algorithm for one brand; improved safety of active driver assistance systems; and strengthened digital payments app scam warnings before users finalize transactions. These partnerships have proven productive, but they remain the exception to the rule.  Building more of those cooperative, upstream relationships will require new thinking on both sides. Advocacy organizations must adopt an entrepreneurial spirit, leveraging their insights and expertise as a collaborator to companies they’re more accustomed to critiquing. Businesses must embrace these relationships as a central part of their research and development process, understanding that embedding pro-consumer values gives them a real edge in today’s hyper-social marketplace.  This cooperation is especially important in the modern digital era, when many consumers are making choices that reflect their principles and where products and services are growing increasingly complex. As the rise of AI-fueled products brings a new wave of threats and vulnerabilities in its wake, it is critical that businesses and public interest groups make an effort to forge strong relationships.  By coming together early and often around their common interest—the consumer—they can improve products, craft strong industry standards, burnish the reputation of companies that act responsibly, and help maintain the health and integrity of the marketplace.  Phil Radford is president and CEO of Consumer Reports.