Latest news with #catalysts
Yahoo
19-07-2025
- Business
- Yahoo
Analyst Says Apple (AAPL) Will Have Problems in Second Half of 2025 – ‘They Still Don't Have AI Strategy'
Apple Inc (NASDAQ:AAPL) is one of the . CNBC's Dan Nathan, who is also the principal of RiskReversal Advisors, talked about a downgrade from Jefferies on Apple Inc (NASDAQ:AAPL) and said the company will face further headwinds in the second half of the year. The analyst appreciated the downgrade: 'I think that there's not a lot of catalyst right here. And I think you could say, well, the sentiment's really bad when you have someone like this guy who's one of like five sells on the street — which is kind of weird for Apple Inc (NASDAQ:AAPL), by the way, that it has five sells. You look at the rest of the Mag 7, I think like 90% of the ratings are buys on all of them. So, you know, kudos to this guy, depending upon where he put it on. Apple Inc (NASDAQ:AAPL) is desperately in need of new catalysts. The company's revenue in China fell 8% in fiscal year 2024, following a 2% decline the previous year. The Chinese market accounts for about 15% of Apple's total revenue, so this downtrend cannot be ignored. Investors had hopes from the Wearables, Home, and Accessories segment, but so far, its performance has been weak. Vision Pro faces tough competition from Meta's $500 Quest and the more affordable Quest 3S, making it hard to justify its $3,500 price tag. The failure of Apple's HomePod, unable to compete with Amazon's and Google's lower-priced offerings, further highlights the challenges in this market. Apple's iPhone 16 has not shown promising growth prospects yet and investors are still in a wait-and-see mode on the AI platform. Columbia Seligman Global Technology Fund stated the following regarding Apple Inc. (NASDAQ:AAPL) in its Q1 2025 investor letter: 'The fund maintained an underweight position in Apple throughout the quarter. Apple Inc.'s (NASDAQ:AAPL) stock pulled back during the first quarter, in line with the performance of many other technology stocks, and the company experienced some challenges of its own during the quarter. Apple delayed the release of an AI-upgraded Siri, claiming that the new Siri was taking longer to complete than the company expected, and it should come out later this year. The U.S. Department of Justice also stood firm — as it did during the prior administration — in asking a federal judge to block Google from paying Apple and other companies to secure its search engine as a default on smartphones and other devices.' While we acknowledge the potential of AAPL as an investment, our conviction lies in the belief that some AI stocks hold greater promise for delivering higher returns and have limited downside risk. If you are looking for an extremely cheap AI stock that is also a major beneficiary of Trump tariffs and onshoring, see our free report on the . READ NEXT: 30 Stocks That Should Double in 3 Years and 11 Hidden AI Stocks to Buy Right Now. Disclosure: None. This article is originally published at Insider Monkey. Sign in to access your portfolio
Khaleej Times
07-07-2025
- General
- Khaleej Times
HH Sheikha Latifa on Media's Role in the Age of Algorithms
Distances have collapsed. Borders, once physical, now feel fluid. A message can cross continents in a heartbeat, and a moment of truth can spark a global conversation in seconds. Amid this relentless acceleration, where technology connects, disrupts, and redefines almost everything, it is vital to pause to look within and ask: Who are we becoming in this new reality? And how can we shape it with intention? In today's deeply connected world, we are no longer passive observers; we are communities bound by purpose, and we each carry the potential to be catalysts for meaningful, lasting change. Over 5 billion people are active on social media, representing 64.7% of humanity, engaging in real time across more than 400 platforms. Every day, around 660 million voices join this ever-growing global dialogue, living proof of an extraordinary shift in how we communicate with and influence one another; the stories we tell, and how we choose to tell them, carry unprecedented reach and responsibility. The power of storytelling has carried narratives over the ages that defined who we are as a people today, these stories and others like them extend far beyond the homes, cities, and national borders from where they are shared. A student in Britain speaks of his experience and finds resonance from Egypt to Australia. A football fan in the Netherlands follows a star in Brazil. An anime enthusiast in the UAE builds friendships in Tokyo. These are new forms of belonging, built on shared passions and emotions. For many, digital platforms have evolved into spaces of expression, empathy, and community. Platforms once designed for simple communication now serve as forums for identity and creativity. As someone deeply engaged in helping shape Dubai's cultural and creative landscape, I see these spaces as opportunities we must approach with clarity and care. It is why I say, with great conviction, that the media today must be more than a conveyor of news. It must become a compass in the age of information, misinformation and oversaturation. We Must Lead With Humanity Whether you are a content creator, a journalist, or strategist, your online voice contributes to the values we transmit and the legacy we leave behind. You are not following trends but shaping the emotional and intellectual tone of your generation. Your content can uplift, inform, and inspire. But it must also be rooted in responsibility. To those among you in the media sector: your work holds a unique power — not to compete with influencers, but to rebuild trust and offer depth and understanding in an age that often favours speed over substance. Let us create content that lives up to the richness of our culture, and speaks with honesty to the hopes of our youth. Algorithms and artificial intelligence are not forces beyond our control. We have created them and hold the keys to shaping their outcomes. It is we who breathe life into these systems, and it is we who must ensure they reflect our values. Let us lead this next chapter with intentionality. Let us use our digital presence to connect, elevate, transform, and heal. #YourContentYourImpact is a call to awareness and accountability. It is a reminder that every post, every message, every story shared has the power to shape perceptions, influence hearts, and build a better world. As we look to the future, let us hold fast to our belief in the strength of storytelling and the dignity of human connection. Let us be creators who lead with optimism. Leaders who honour responsibility and voices that echo with purpose. Because at their very best, our digital communities reflect what is most human in us: the desire to belong, to connect, and to contribute to something greater than ourselves. Let's begin. Right here, right now.
Fast Company
25-06-2025
- Business
- Fast Company
How to create a workplace where changemakers thrive
Innovation doesn't happen in silos: it happens in systems. And yet many companies still rely on lone heroes to ignite transformation. They recruit visionary thinkers, celebrate bold ideas, and preach agility, but beneath the surface, their structures reward predictability and punish deviation. As a result, the very people most capable of driving innovation—fast-moving, future-oriented changemakers known as catalysts—are often left isolated, misunderstood, and burned out. Catalysts ignite possibilities. They challenge the status quo, connect seemingly unrelated dots, and accelerate momentum. But they don't thrive in traditional organizational ecosystems because they threaten bureaucracy, resist incrementalism, and without support, they either burn out or leave. According to Gallup, just 21% of employees strongly agree that they can take risks at work without fear of negative consequences. As Shannon Lucas and Tracey Lovejoy explain in their book Move Fast. Break Shit. Burn Out., these workers often struggle with intense isolation and exhaustion not because they aren't capable, but because the system isn't designed for them to succeed. To unlock sustainable innovation, organizations must evolve from celebrating individual disruptors to cultivating ecosystems where diverse changemakers—catalysts, stabilizers, implementers—can thrive together. This isn't a culture tweak. It's a systems redesign. The 4 Layers of a Catalyst Ecosystem Shannon and I have seen how catalytic energy can drive exponential growth if the right conditions exist. This framework outlines the four interdependent layers that support thriving catalyst ecosystems. 1. Identification: Spot the Sparks Catalysts don't always stand out on paper. They're often the ones asking provocative questions in meetings, proposing ideas that seem off-script, or moving faster than the rest of the system. But without intentional practices, these traits can be seen as disruptive rather than visionary. To find them, leaders must look beyond the org chart. Psychometric assessments, cross-functional feedback, and structured self-discovery tools can help you to illuminate hidden change agents at every level in your organization. You can also train managers to spot curiosity, systems thinking, and pattern recognition. In her work with large organizations, Shannon uses her company's Catalyst Assessment Tool to uncover innate changemakers hidden throughout the business. This often-overlooked talent is frequently underutilized. At one company, 60% of the employees identified as catalysts were previously considered 'hidden talent' by the C-suite—and they went on to solve some of the organization's most pressing challenges. 2. Integration: Design for Complementarity Once identified, catalysts need more than autonomy. They need meaningful integration with the broader system. Pairing them with stabilizers (who bring operational excellence) and implementers (who drive execution) creates cross-functional 'change pods' that balance energy, tempo, and sustainability. In my work facilitating story-based leadership circles, catalysts often emerge through narratives of disruption, such as career pivots, reinventions, and vision quests. However, their breakthroughs become organizational breakthroughs only when they are translated into a shared purpose. This requires redesigned team norms: tempo-matching, structured conflict mediation, and deep respect for different working styles. Catalysts are the spark, but the team is the engine—and the organization is the road they need to travel together. 3. Protection: Shield the Flame A large amount of pressure to innovate without adequate support is a recipe for burnout. According to Deloitte, innovation-driven employees are 2.5x more likely to leave if they lack proper support systems. Catalysts in particular are prone to emotional exhaustion, especially when their efforts are blocked by bureaucracy or misunderstood by leadership. Organizations must build containers that buffer catalytic energy. This means establishing sponsorship structures, recovery protocols (such as off-cycle sabbaticals or reflective retreats), and psychological safety as a norm. This could include internal coaching circles, energy mapping, or check-in rituals that normalize emotional processing. Investing in resilience practices isn't a perk; it's a prerequisite for sustainable change. 4. Amplification: Scale the Spark Catalysts can't just be unleashed; they must be amplified. Invite them to inform strategic offsites, facilitate internal labs, or lead cross-functional storytelling initiatives. Establish formal channels, like 'Catalyst Councils,' to elevate their insights into enterprise-level planning. Codify what they learn. Translate their experiments into onboarding content and playbooks. Make space for them to coach emerging catalysts in the system. When you treat catalysts not as rogue actors but as cultural accelerants, their energy becomes contagious. In a Catalyst program with a large healthcare organization, Shannon worked with the team to identify, train, and activate catalysts from across the business. The program participants were given the most pressing strategic initiatives to tackle. In just 16 weeks, the Catalyst participants helped the company reduce reimbursement times from eight weeks to just two days, a 96% improvement, driving significant gains in both customer and employee satisfaction. Additionally, the organization reported a 24% improvement in change leadership capabilities across the enterprise. This is the power you can unleash and amplify by engaging your catalysts. Innovation isn't a solo act; it's an emergent phenomenon. It happens when diverse roles, energies, and mindsets interact in the right environment. That means building systems that reward exploration, reframe conflict, and move ideas from the margins to the center. The future won't be led by lone geniuses. It will be shaped by ecosystems that can accommodate differences, adapt rapidly, and nurture catalytic energy over the long arc of change. Don't wait for a crisis to value your changemakers: Design for them now, and your organization won't just survive change—it will shape it. The next time someone in your organization brings an idea that feels risky or 'too soon,' pause before you dismiss it. Ask: What if this is the spark we've been waiting for, and how might we build the right conditions to let it burn bright?
Associated Press
05-06-2025
- Automotive
- Associated Press
Aether and City of Burnaby Extend USMEAP for 2025
Burnaby, British Columbia--(Newsfile Corp. - June 5, 2025) - Aether Catalyst Solutions, Inc. (CSE: ATHR) (FSE: 2QZ) ('ATHR' or the 'Company') is pleased to announce the extension of the Urban Small Motors Emissions Abatement Project (USMEAP) with the City of Burnaby for year five. The fourth season of field testing with the City of Burnaby wrapped up with NOx conversion remaining 100% on all units. Usage for several of the mowers was particularly high this season giving us added insights into durability. For year four, the program continued with the same six units equipped with Aether catalysts, highlights of year four of the USMEAP are as follows: Technical Highlights Program Highlights Taylor Procyk, Chief Operating Officer of Aether comments, 'The data generated by this project is crucial as Aether begins to commercialize our catalysts for Small Motors. It gives us a touchstone in discussions with industry manufacturers and supports our technical team as we evaluate configurations and approach Third Party Validation of our technology.' ABOUT THE CITY OF BURNABY: The City of Burnaby is a vibrant city at the geographic centre of Metro Vancouver. It has an amazing natural environment, a strong cultural mosaic and thriving town centres. To meet the aggressive carbon reduction targets established by Burnaby City Council, a framework called This is Climate Action has been developed to guide how the City will put into action its commitment to be 'carbon neutral' (no longer contributing to the carbon emissions that accelerate climate change) by 2050. ABOUT THE COMPANY: Aether Catalyst Solutions, Inc. is focused on providing an order of magnitude cost reduction in automotive catalytic converter catalyst, while meeting, or exceeding government emission standards. Aether is working to quickly advance its technology through rapid screening of new materials directed at enhancing end of life conversion levels after accelerated aging. While Aether's primary focus has been automotive applications, the company is also developing catalysts to address small motors emissions - a significant contributor to urban air pollution. FOR FURTHER INFORMATION PLEASE CONTACT: Aether Catalyst Solutions, Inc. Paul Woodward President Tel: 604 690-3797 The Canadian Securities Exchange ('CSE') or any other securities regulatory authority has not reviewed and does not accept responsibility for the adequacy or accuracy of this management prepared news release. Forward-Looking InformationTo view the source version of this press release, please visit
Yahoo
23-05-2025
- Business
- Yahoo
Honeywell to Buy Johnson Matthey's Catalyst Unit for $2.4 Billion
U.S. industrials conglomerate Honeywell International said it agreed to buy Johnson Matthey's catalysts unit for 1.8 billion pounds ($2.42 billion), lifting shares in the British platinum refiner. The sale of the unit, which designs and produces catalysts for the chemicals and energy industries, is expected to deliver net sale proceeds of about 1.6 billion pounds to Johnson Matthey, the U.K. company said. How a New $40,000 SALT Cap Would Affect Your Tax Bill A Crypto Billionaire Who Feared Arrest in the U.S. Returns for Dinner With Trump Senate Votes to End California's EV Mandate Universal's $7 Billion Theme Park Sparks Arms Race With Disney The Bond Market Is Waking Up to the Fiscal Mess in Washington Honeywell said it expects the acquisition to be accretive to earnings in the first year. The combination of Johnson Matthey's Catalyst Technologies business with Honeywell's Energy and Sustainability Solutions unit will boost the group's growth and create cost synergies, the U.S. group said. The two businesses complement each other, Honeywell said, adding that it will for the first time be able to offer solutions for the production of lower emission fuels such as sustainable methanol, sustainable aviation fuel, blue hydrogen and blue ammonia. Following the transaction, Johnson Matthey will focus on its Clean Air business and the processing of platinum group metals, the London-listed group added. Shares in the U.K. chemicals company rose 33.2% in early morning trade Thursday on the back of the announcement. The stock is up 36% year to date, trading at 18.27 pounds. The disposal comes after Johnson Matthey came under pressure from its biggest shareholder, the U.S.-based conglomerate Standard Industries, which said that Johnson Matthey's board destroyed shareholder value. In an open letter sent in January, Standard Industries highlighted what it called the 'continued lack of urgency and incapacity of the current Board to do what is necessary to turn Johnson Matthey around and help it to realize its potential.' The deal is the latest in a series of acquisitions of U.K. assets by U.S. companies, including DoorDash's purchase of U.K. food delivery company Deliveroo. Meanwhile, Johnson Matthey posted revenue of 11.67 billion pounds for the year ended March 31, down 9% on year. Its operating profit grew to 538 million pounds from 249 million pounds, while pretax profit rose to 486 million pounds from 164 million pounds. Analysts had expected revenue of 12.08 billion pounds, pretax profit of 733.3 million pounds, and operating profit of 793.4 million pounds, according to company-compiled consensus estimates. The board proposed a final dividend of 55 pence a share. Write to Cristina Gallardo at Private Credit Has a Problem: Too Much Money Home Sales in April Fell for the Second Straight Month Apple, Tesla and Nvidia Shares to Trade as Digital Tokens on Crypto Exchange Kraken Rooftop Solar Takes Gut Punch in House Tax Bill Popular Fitness App Strava Clinches Valuation of More Than $2 Billion Sign in to access your portfolio
