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CAIOs are toiling to get AI agents implemented correctly

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Agentic AI has taken center stage in the worlds of AI, tech, and business, dominating the discourse and furthering the pressure for companies to swiftly integrate the tech or fall behind their competitors. More than anyone, it’s chief AI officers (CAIOs) who are charged with untangling the promises and realities of AI’s latest buzzword. 

As they oversee experimentation with and rollouts of AI agents and guide other leaders on the journey, CAIOs are also navigating through the hype, concerns around security and trust, and interconnectedness (or lack thereof) of these systems. Not to mention having to grapple with the question: What even is an AI agent?

Hype-chasing causes companies to lose focus

No one can seem to agree on what, exactly, the term “AI agent” really means, as Fortune and others have reported. Companies are defining the term differently and often using it to describe varied features and capabilities, including many that were previously described with other terms such as “AI assistants.” For Accenture chief AI officer Lan Guan, who led the build of an AI agent solution called Refinery AI for clients and also works directly with them on their own AI and AI agent deployments, this has caused her to devote a great deal of time to just helping clients sort through the contradictions.

“A year ago, everyone was saying, ‘I need to do gen AI.’ Now everyone is saying, ‘I need to do agentic AI or AI agents.’ And it’s like, at the end of the day, a lot of these things are still the same thing. They’re just getting called different things depending on who you’re talking to,” she said. “And so there’s a ton of confusion in the marketplace with our clients on, ‘What is an AI agent? What am I deploying?’ And so we spend a lot of time on education.”

A runaway effect of this has been companies quickly spinning up so-called AI agents “just for the press release,” says Michelle Bonat, chief AI officer of AI Squared, who also works with companies across regulated industries on their AI development. The pressure to have an answer for the agentic AI moment is causing some companies to rename features or chase AI agents to stay on trend, often merely creating thin layers of agents on top of foundation models.

“I’m totally seeing that. I’m seeing that every day,” Bonat says. “That’s why this space is full of noise.”

Security, errors, and trust dominate the risk analysis

Despite the hype and muddled terminology, the core idea of AI agents—systems designed to autonomously take action to carry out specific tasks—is still generating a lot of justifiable excitement. It’s also key to creating the types of systems technologists and science fiction lovers have always dreamed of, capable of executing sequences of complex tasks across multiple platforms on our behalf. But there are real roadblocks.

Uri Yerushalmi, cofounder and chief AI officer at Fetcherr, which uses AI for predictive pricing in the airline industry, believes the opportunities around AI agents are “enormous” but that unlocking that value depends on addressing real challenges around trust and integration and avoiding failure points. For example, agents must integrate with legacy systems and align with real-world constraints without disrupting existing workflows. And as we give agents more autonomy, we need to build guardrails, monitoring, override systems, and mechanisms for human alignment, he said. 

“Businesses need to trust the agent’s decisions,” he added. “That requires transparency, consistency, and demonstrable ROI.”

One of the most concerning failure points is compounding errors. Google DeepMind CEO Demis Hassabis has compared this issue to compound interest in finances, explaining that even if an agentic model has only a 1% error, it would cause a chain reaction of errors that would, after a few thousand steps, ultimately make the likelihood of a correct result completely “random.” Bonat points to this problem of compounding errors as a severe challenge in terms of trusting AI agents, saying this potential to compound one misstep without humans even being aware of it could “create havoc.”

This is especially true for the sort of multi-agent systems many businesses are contemplating, which Guan said can cause blind spots and get you into trouble very quickly.

“It may not work for you, and may actually introduce a lot of risk,” she said. “Think about it—a lot of the business workflows and transactions or interactions are high stakes. You don’t want agents to just issue a refund for every customer, right?” she said, adding that while her clients have a strong appetite to see impact from AI agents, they’re also wary of surprise high cloud bills and security risks.

Security concerns are certainly top of mind in the AI agent landscape. By 2028, Gartner predicts, 25% of enterprise breaches will be traced back to AI agents, including abuse from both internal and external malicious actors. The dominating factor contributing to security risks is the combination of autonomy and intended interoperability of agent systems, which would have them connect to, exchange data with, and autonomously act across a wide swath of platforms and systems. Put differently, the exact nature of how these systems function and what they’re intended to do is what makes them so risky.

Interoperability dreams struggle to break free from walled gardens

Like all CAIOs, Ali Alkhafaji, chief AI and technology officer at Omnicom Precision Marketing Group, is concerned about data leakage and other security risks. He’s also concerned that many of the companies commercializing agent systems are using security as a convenient excuse to further lock their customers inside their ecosystems, going against the collaborative and decentralized vision many see as intrinsic to an agentic future: “Not because it can’t be solved, but because it’s not in the commercial interest of the vendor to solve it.”

“Every vendor is building their own ‘agent framework,’ but no one is solving for enterprise-level interoperability. Without open frameworks and semantic standards, we’re just building smarter silos,” he said, adding that agent collaboration protocols remain immature and that it’s frustrating to see major vendors and hyperscalers continue to reinforce walled gardens. 

Deloitte U.S. head of AI Jim Rowan is seeing this play out among his clients, noting that they’re mostly sticking with their current providers and using their agent capabilities as they’re released. It’s another iteration of the platform advantage that’s driving growth for providers like OpenAI, Google, and Microsoft as they onboard their current customers into their new AI pipelines and products. 

“There is a definite tension in the marketplace between who wants to own the agent system of record. Like, who’s gonna own the registry, who’s going to orchestrate all the orchestration that’s happening around agents,” said Rowan. “We see that with the hyperscalers and the SaaS providers and the third-party-tool startups that are in the space as well. I think the jury’s still out on who’s owning that.”

Correction, Sept. 3, 2025: An earlier version of this story misstated the name of Accenture’s AI agent solution.

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Mark Zuckerberg says the ‘most important thing’ he built at Harvard was a prank website

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For Mark Zuckerberg, the most significant creation from his two years at Harvard University wasn’t the precursor to a global social network, but a prank website that nearly got him expelled.

The Meta CEO said in a 2017 commencement address at his alma mater that the controversial site, Facemash, was “the most important thing I built in my time here” for one simple reason: it led him to his wife, Priscilla Chan.

“Without Facemash I wouldn’t have met Priscilla, and she’s the most important person in my life,” Zuckerberg said during the speech.

In 2003, Zuckerberg, then a sophomore, created Facemash by hacking into Harvard’s online student directories and using the photos to create a site where users could rank students’ attractiveness. The site went viral, but it was quickly shut down by the university. Zuckerberg was called before Harvard’s Administrative Board, facing accusations of breaching security, violating copyrights, and infringing on individual privacy.

“Everyone thought I was going to get kicked out,” Zuckerberg recalled in his speech. “My parents came to help me pack. My friends threw me a going-away party.”

It was at this party, thrown by friends who believed his expulsion was imminent, where he met Chan, another Harvard undergraduate. “We met in line for the bathroom in the Pfoho Belltower, and in what must be one of the all time romantic lines, I said: ‘I’m going to get kicked out in three days, so we need to go on a date quickly,’” Zuckerberg said.

Chan, who described her now-husband to The New Yorker as “this nerdy guy who was just a little bit out there,” went on the date with him. Zuckerberg did not get expelled from Harvard after all, but he did famously drop out the following year to focus on building Facebook.

While the 2010 film The Social Network portrayed Facemash as a critical stepping stone to the creation of Facebook, Zuckerberg himself has downplayed its technical or conceptual importance.

“And, you know, that movie made it seem like Facemash was so important to creating Facebook. It wasn’t,” he said during his commencement speech. But he did confirm that the series of events it set in motion—the administrative hearing, the “going-away” party, the line for the bathroom—ultimately connected him with the mother of his three children.

Chan, for her part, went on to graduate from Harvard in 2007, taught science, and then attended medical school at the University of California, San Francisco, becoming a pediatrician.

She and Zuckerberg got married in 2012, and in 2015, they co-founded the Chan Zuckerberg Initiative, a philanthropic organization focused on leveraging technology to address major world challenges in health, education, and science. Chan serves as co-CEO of the initiative, which has pledged to give away 99% of the couple’s shares in Meta Platforms to fund its work.

You can watch the entirety of Zuckerberg’s Harvard commencement speech below:

For this story, Fortune journalists used generative AI as a research tool. An editor verified the accuracy of the information before publishing. 



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Senate Dems’ plan to fix Obamacare premiums adds nearly $300 billion to deficit, CRFB says

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The Committee for a Responsible Federal Budget (CRFB) is a nonpartisan watchdog that regularly estimates how much the U.S. Congress is adding to the $38 trillion national debt.

With enhanced Affordable Care Act (ACA) subsidies due to expire within days, some Senate Democrats are scrambling to protect millions of Americans from getting the unpleasant holiday gift of spiking health insurance premiums. The CRFB says there’s just one problem with the plan: It’s not funded.

“With the national debt as large as the economy and interest payments costing $1 trillion annually, it is absurd to suggest adding hundreds of billions more to the debt,” CRFB President Maya MacGuineas wrote in a statement on Friday afternoon.

The proposal, backed by members of the Senate Democratic caucus, would fully extend the enhanced ACA subsidies for three years, from 2026 through 2028, with no additional income limits on who can qualify. Those subsidies, originally boosted during the pandemic and later renewed, were designed to lower premiums and prevent coverage losses for middle‑ and lower‑income households purchasing insurance on the ACA exchanges.

CRFB estimated that even this three‑year extension alone would add roughly $300 billion to federal deficits over the next decade, largely because the federal government would continue to shoulder a larger share of premium costs while enrollment and subsidy amounts remain elevated. If Congress ultimately moves to make the enhanced subsidies permanent—as many advocates have urged—the total cost could swell to nearly $550 billion in additional borrowing over the next decade.

Reversing recent guardrails

MacGuineas called the Senate bill “far worse than even a debt-financed extension” as it would roll back several “program integrity” measures that were enacted as part of a 2025 reconciliation law and were intended to tighten oversight of ACA subsidies. On top of that, it would be funded by borrowing even more. “This is a bad idea made worse,” MacGuineas added.

The watchdog group’s central critique is that the new Senate plan does not attempt to offset its costs through spending cuts or new revenue and, in their view, goes beyond a simple extension by expanding the underlying subsidy structure.

The legislation would permanently repeal restrictions that eliminated subsidies for certain groups enrolling during special enrollment periods and would scrap rules requiring full repayment of excess advance subsidies and stricter verification of eligibility and tax reconciliation. The bill would also nullify portions of a 2025 federal regulation that loosened limits on the actuarial value of exchange plans and altered how subsidies are calculated, effectively reshaping how generous plans can be and how federal support is determined. CRFB warned these reversals would increase costs further while weakening safeguards designed to reduce misuse and error in the subsidy system.

MacGuineas said that any subsidy extension should be paired with broader reforms to curb health spending and reduce overall borrowing. In her view, lawmakers are missing a chance to redesign ACA support in a way that lowers premiums while also improving the long‑term budget outlook.

The debate over ACA subsidies recently contributed to a government funding standoff, and CRFB argued that the new Senate bill reflects a political compromise that prioritizes short‑term relief over long‑term fiscal responsibility.

“After a pointless government shutdown over this issue, it is beyond disappointing that this is the preferred solution to such an important issue,” MacGuineas wrote.

The off-year elections cast the government shutdown and cost-of-living arguments in a different light. Democrats made stunning gains and almost flipped a deep-red district in Tennessee as politicians from the far left and center coalesced around “affordability.”

Senate Minority Leader Chuck Schumer is reportedly smelling blood in the water and doubling down on the theme heading into the pivotal midterm elections of 2026. President Donald Trump is scheduled to visit Pennsylvania soon to discuss pocketbook anxieties. But he is repeating predecessor Joe Biden’s habit of dismissing inflation, despite widespread evidence to the contrary.

“We fixed inflation, and we fixed almost everything,” Trump said in a Tuesday cabinet meeting, in which he also dismissed affordability as a “hoax” pushed by Democrats.​

Lawmakers on both sides of the aisle now face a politically fraught choice: allow premiums to jump sharply—including in swing states like Pennsylvania where ACA enrollees face double‑digit increases—or pass an expensive subsidy extension that would, as CRFB calculates, explode the deficit without addressing underlying health care costs.



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Netflix–Warner Bros. deal sets up $72 billion antitrust test

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Netflix Inc. has won the heated takeover battle for Warner Bros. Discovery Inc. Now it must convince global antitrust regulators that the deal won’t give it an illegal advantage in the streaming market. 

The $72 billion tie-up joins the world’s dominant paid streaming service with one of Hollywood’s most iconic movie studios. It would reshape the market for online video content by combining the No. 1 streaming player with the No. 4 service HBO Max and its blockbuster hits such as Game Of ThronesFriends, and the DC Universe comics characters franchise.  

That could raise red flags for global antitrust regulators over concerns that Netflix would have too much control over the streaming market. The company faces a lengthy Justice Department review and a possible US lawsuit seeking to block the deal if it doesn’t adopt some remedies to get it cleared, analysts said.

“Netflix will have an uphill climb unless it agrees to divest HBO Max as well as additional behavioral commitments — particularly on licensing content,” said Bloomberg Intelligence analyst Jennifer Rie. “The streaming overlap is significant,” she added, saying the argument that “the market should be viewed more broadly is a tough one to win.”

By choosing Netflix, Warner Bros. has jilted another bidder, Paramount Skydance Corp., a move that risks touching off a political battle in Washington. Paramount is backed by the world’s second-richest man, Larry Ellison, and his son, David Ellison, and the company has touted their longstanding close ties to President Donald Trump. Their acquisition of Paramount, which closed in August, has won public praise from Trump. 

Comcast Corp. also made a bid for Warner Bros., looking to merge it with its NBCUniversal division.

The Justice Department’s antitrust division, which would review the transaction in the US, could argue that the deal is illegal on its face because the combined market share would put Netflix well over a 30% threshold.

The White House, the Justice Department and Comcast didn’t immediately respond to requests for comment. 

US lawmakers from both parties, including Republican Representative Darrell Issa and Democratic Senator Elizabeth Warren have already faulted the transaction — which would create a global streaming giant with 450 million users — as harmful to consumers.

“This deal looks like an anti-monopoly nightmare,” Warren said after the Netflix announcement. Utah Senator Mike Lee, a Republican, said in a social media post earlier this week that a Warner Bros.-Netflix tie-up would raise more serious competition questions “than any transaction I’ve seen in about a decade.”

European Union regulators are also likely to subject the Netflix proposal to an intensive review amid pressure from legislators. In the UK, the deal has already drawn scrutiny before the announcement, with House of Lords member Baroness Luciana Berger pressing the government on how the transaction would impact competition and consumer prices.

The combined company could raise prices and broadly impact “culture, film, cinemas and theater releases,”said Andreas Schwab, a leading member of the European Parliament on competition issues, after the announcement.

Paramount has sought to frame the Netflix deal as a non-starter. “The simple truth is that a deal with Netflix as the buyer likely will never close, due to antitrust and regulatory challenges in the United States and in most jurisdictions abroad,” Paramount’s antitrust lawyers wrote to their counterparts at Warner Bros. on Dec. 1.

Appealing directly to Trump could help Netflix avoid intense antitrust scrutiny, New Street Research’s Blair Levin wrote in a note on Friday. Levin said it’s possible that Trump could come to see the benefit of switching from a pro-Paramount position to a pro-Netflix position. “And if he does so, we believe the DOJ will follow suit,” Levin wrote.

Netflix co-Chief Executive Officer Ted Sarandos had dinner with Trump at the president’s Mar-a-Lago resort in Florida last December, a move other CEOs made after the election in order to win over the administration. In a call with investors Friday morning, Sarandos said that he’s “highly confident in the regulatory process,” contending the deal favors consumers, workers and innovation. 

“Our plans here are to work really closely with all the appropriate governments and regulators, but really confident that we’re going to get all the necessary approvals that we need,” he said.

Netflix will likely argue to regulators that other video services such as Google’s YouTube and ByteDance Ltd.’s TikTok should be included in any analysis of the market, which would dramatically shrink the company’s perceived dominance.

The US Federal Communications Commission, which regulates the transfer of broadcast-TV licenses, isn’t expected to play a role in the deal, as neither hold such licenses. Warner Bros. plans to spin off its cable TV division, which includes channels such as CNN, TBS and TNT, before the sale.

Even if antitrust reviews just focus on streaming, Netflix believes it will ultimately prevail, pointing to Amazon.com Inc.’s Prime and Walt Disney Co. as other major competitors, according to people familiar with the company’s thinking. 

Netflix is expected to argue that more than 75% of HBO Max subscribers already subscribe to Netflix, making them complementary offerings rather than competitors, said the people, who asked not to be named discussing confidential deliberations. The company is expected to make the case that reducing its content costs through owning Warner Bros., eliminating redundant back-end technology and bundling Netflix with Max will yield lower prices.



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