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The Fed doesn’t have a ‘dual’ mandate—Jerome Powell and Stephen Miran are talking about the third

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If you asked the majority of Americans what the mandate of the Federal Open Market Committee (FOMC) was, few would know and even less would care. Ask economists, Wall Street analysts, and even the Fed itself, they would likely recite the “dual mandate”: Price stability and maximum employment.

Indeed, in virtually every one of his speeches this year Fed chairman Jerome Powell has mentioned the dual mandate. Members of the FOMC have written entire speeches on the matter.

Only problem is, the Fed doesn’t have a dual mandate. It has a triple mandate.

This was pointed out by Trump’s appointee to the FOMC, Stephen Miran, during his confirmation with the Senate Banking Committee this week. Miran recalled the Federal Reserve Act of the 1970s, that “Congress wisely tasked the Fed with pursuing price stability, maximum employment, and moderate long-term interest rates.”

Economists and Wall Street analysts had mixed reactions to the mention of the Fed’s often-unmentioned third task. Some experts told Fortune that even they had forgotten entirely about the long-term interest rate rule, while others said its fulfillment was implied by the commitment to price stability and employment. Some argued the subject is kept on the back burner by the Fed deliberately, and for good reason.

Indeed, the very definition of moderate long-term rates is open to interpretation. Does it refer to 10-year Treasury yields, perhaps 30-year bonds? Or, is it a proxy for financial stability more widely?

One thing’s for sure, while there may be a range of motivations for the Fed and its periphery to focus on the dual instead of the triple mandate, no one wants to see the third item dropped from the agenda. To do so, experts warn, would be to place both the central bank and the U.S. budget in jeopardy.

Why focus on ‘dual’?

In a time of increased focus on the Fed and its credibility, critics of the central bank may argue that by omitting mention of moderate long-term rates, the Fed is letting itself off the hook.

However, Powell addressed the long-rates aspect directly in his press conference this week. He told reporters: “We always think of it as the dual mandate, maximum employment and price stability … because we think moderate, long-term interest rates are something that will result from stable inflation—low and stable inflation and maximum employment.”

“So we we haven’t thought about that for a very long time as a third mandate that requires independent action. So that’s where that is. There’s no thought of—as far as I’m concerned—there’s no thought of considering that we somehow incorporate that in as something in a different way.”

Economists also argue that the Fed has little to no control over long-term rates: Its lever is the short-term base rate which, historically, has had varying impact on the longer-term interest level. They would also point to the context of the mandate: It was written in the 1970s, before the Fed was effectively targeting the funds rate.

Economists like Dr Steve Kamin, a senior fellow at the American Enterprise Institute and a former director at the Fed, therefore argue that on a day-to-day basis the third aspect is little more than “vestigial remnants of the congressional legislation.”

Likewise, RSM U.S.’s chief economist Joe Brusuelas argues the stipulation was met a matter of years after it was laid out: In the 1980s the Fed went back to effectively targeting the Fed Funds Rate, rendering the long-term mandate defunct. He explained to Fortune: “When this was written, the federal funds rate was not the policy tool. So one of the reasons why the policy innovation with the Fed fulfills that mandate—all three parts of it—is that the utilization of the federal fund’s policy rate at the front end of the curve profoundly influences financial conditions.”

“And so by using the federal funds rate to influence financial conditions, the third part, it then creates the context in which it can achieve price stability that allows the Fed to achieve maximum sustainable employment under conditions in any given business cycle.”

Professor Kent Smetters, of the Wharton Business School at the University of Pennsylvania, echoed that the Fed has little control over the long-term rate—though added this doesn’t make it an unimportant factor. He told Fortune: “The long rates, if anything, are the most important for the economy itself. It’s the benchmark against what you are making investment decisions over—if I’m putting up a new building I better be looking at alternatives of similar risk and … I would probably be looking at a 30-year rate, adding the risk premium to that and then saying: ‘OK, do I think my rental income of my buildings could at least cover that?’”

But more notably, Professor Smetters points out that a key influence over the long-term rate is government debt. To fully stay in control of this aspect of the mandate would entail “finger-wagging” to Congress over spending, he added: “The resistance to that is that the Federal Reserve is so concerned about its independence, especially nowadays, that anything where it looks like they could be encroaching in Congress, invites maybe the opposite. So I think they’re probably hesitant about doing that as well.”

If it ain’t broke, don’t fix it

The consensus across the range of experts Fortune spoke to was clear: Even if the Fed isn’t talking about long-term interest rates, the third element should not be removed from its mandate.

Professor Smetters is of the opinion that if the Fed were to lose its long-term policy task, markets would view it as the U.S. effectively taking its hands off the wheel when it comes to national debt. After all, if no one is monitoring the long-end of the curve and the sustainability of America’s bond market as a result, the asset becomes too risky to invest in.

Another concern is that of the market at large at present: That Congress altering the mandate may suggest further interference into the central bank. “I’m not sure that we are at a place where we need to move to change the Fed’s mandate,” Elyse Ausenbaugh, Head of Investment Strategy at J.P. Morgan Wealth Management, tells Fortune, “And indeed … that could fan the flames of this idea that there is political influence over what it is the Fed is striving to do and how they do it.”

Potentially more alarming still is the notion that if the Fed were relinquished of this responsibility, the government itself may try and intervene. The bond market is unique in its appreciation for competition: Investors want other buyers to be in the market because it means they are also confident in the returns on the asset—likewise if other investors are fleeing, it means they should too. For that equilibrium of buy-in to be falsely set (or lowered by a government in order for it to borrow more cheaply, and hence deliver lower returns to investors) buyers would likely sell up.

“Anytime these days that Congress would touch … the Fed constitution and stuff, that’s probably a bad thing,” echoed Dr Kamin. “This thing isn’t broke, and any attempts by Congress to meddle with it would probably make it worse, not better.”

Success despite the quiet

While Jerome Powell doesn’t have to search far for critics, the experts Fortune spoke to were generally of the opinion that the Fed had by and large achieved all three parts of its mandate.

While Powell may not be rattling off every part of the mandate in every press conferences, Ausenbaugh felt the Fed was still adequately indicating to investors that it was mindful of the issue, saying they are “willing to acknowledge this piece of the mandate.”

She added: “It is not rare for [Powell] to field questions around the fiscal trajectory of the United States, and I think the measured way with which he addresses those questions and the distinction he draws between what he and the FOMC are able to do versus what is the responsibility of Congress is hopeful, and to me a signal that they’re mindful of the elements that they can control when it comes to this picture.”

Likewise, if Powell stood up in his press conferences and began making predictions or promises about longer-term rates he would be “laughed out of the room” added Dr Kamin and Brusuelas.

“I don’t believe just because we don’t talk about the third leg of the mandate doesn’t mean it’s not being tended to or obtained,” added Brusuelas. “In fact, I would argue it’s being tended to and maintained all day every day.”



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Co-working provider JustCo CEO sees commonalities with hotels: ‘It’s a hospitality business’

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Kong Wan Sing, the founder and CEO of JustCo, one of Asia’s largest co-working space providers, doesn’t quite think of himself as leading an office company. Instead, he sees parallels with a different property business: Hotels.

“It’s a hospitality business. People come to us not just for the network, but also for the hospitality,” he told Fortune. “You need to serve them. You have to take care of their needs, like serving the customers who are coming to look for them in the office.”

Kong and JustCo are expanding their presence in Asia even as employers and employees continue to fight a battle about flexible work and returning to the office. Globally, corporate giants ranging from Amazon to JPMorgan have called workers back to the office full-time. But employees tout the benefits of working from home and hybrid work, forcing employers and office designers to get creative in how they bring people back. 

The company is also expanding into new markets regionally, including Malaysia and India. In the longer run, they’re also looking to move into countries in North Asia and the Middle East.

“After entering all these markets, we will be truly covering all the key cities in Asia-Pacific,” says Kong. He’s even considering returning to mainland China, after JustCo exited the market in 2022 due to tight social distancing regulations during the COVID pandemic.

JustCo just entered the Vietnam market with a new office along Ho Chi Minh City’s waterfront. The Vietnamese city is the tenth urban market in Asia for JustCo. It’s also a return of sorts for Kong, who was first exposed to the idea of a flexi-office in Ho Chi Minh City several decades ago. 

JustCo’s story

Kong Wan Sing founded JustCo in Singapore in 2011. Following a regional expansion drive in 2015, it now operates 48 offices across Asia-Pacific, including in major cities like Seoul, Bangkok, Taipei, Melbourne, and Sydney. Kong himself hails from a family of entrepreneurs; his parents operate garment factories in nearby Malaysia. “There’s genes inside me to build a business,” he says. 

In the early 2000s, Kong was an employee of Singaporean real estate investment company Mapletree, working out of a flexi-office in Vietnam’s Ho Chi Minh City. (A flexi-office is a modern workspace where employees don’t have assigned desks, but instead choose from various work zones including hot desks, quiet pods, and collaborative areas.)

The experience opened his eyes to the value of flexible workspaces, and he saw a business opportunity in Asia, where such spaces were still few and far between. 

Kong notes that, just three years ago, just under 4% of all offices in Asia-Pacific were flexi-offices. It’s since risen to over 5%, but that’s still half the level seen in more developed markets in Europe and the U.S. Yet JustCo’s CEO says he’s seeing a “surge” in Asia: “The growth is definitely much faster than European or American countries.”

JustCo also leases small offices for businesses to rent. Sixty percent of JustCo’s clients are multinational corporations looking for space for a regional office, Kong said. Companies like Chinese tech giant Tencent and U.S. vaccine maker Moderna use JustCo for their local offices. 

New brands

JustCo has since broadened its offerings to potential renters, launching two new brands: “THE COLLECTIVE” and “the boring office.”

The former is a luxury co-working space, equipped with premium white-glove services like daily breakfasts and aperitif hours, and twice-a-day office cleaning. The first such space was launched in Tokyo in March.

“Japan is a very mature market, and people in Japan—they appreciate luxury stuff,” said Kong, when asked why the country was chosen to debut its premium brand. Kong and his team has since launched THE COLLECTIVE in Bangkok and Taipei; the company will bring the concept to Singapore and India in 2026.

“The boring office” sits on the other end of the spectrum, catering to firms that want a stripped-down solution. “When you go to the boring office, there’s no cleaning [of rooms] every day, only once a week,” Kong says. “And the pantry is a very basic pantry that provides only water—there’s no coffee, nothing.” The first space under that brand was launched in Singapore in July.

These three brands cater to companies’ differing needs, and are priced along a sliding scale. 

The firm’s luxury offices are 20 to 30% more costly than the classic JustCo workspace, while the boring office’s spaces are cheaper by roughly the same amount, Kong explains.



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Creative workers won’t be replaced by AI, they will become ‘directors’ managing AI agents

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AI won’t automate creative jobs—but the way workers do them is about to change fundamentally. That’s according to executives from some of the world’s largest enterprise companies who spoke at the Fortune Brainstorm AI conference in San Francisco earlier this week.

“Most of us are producers today,” Nancy Xu, vice president of AI and Agentforce at Salesforce, told the audience. “Most of what we do is we take some objective and we say, ‘Okay, my goal is now to spend the next eight hours today to figure out how to chase after this customer, or increase my CSAT score, or to close this amount of revenue.”

With AI agents handling more tasks, Xu said that workers will shift “from producers to more directors.” Instead of asking, “How do I accomplish the goal?” they’ll instead focus on, “What are the goals that I want to accomplish, and then how do I delegate those goals to AI?” she said.

Creative and sales professionals are increasingly anxious about AI automation as tools like chatbots and AI image generators have proved to be good at doing many creative tasks in sectors like marketing, customer service, and graphic design. Companies are already deploying AI agents to take on tasks like handling customer questions, generating marketing content, and assisting with sales outreach. 

Pointing to a recent project with electric-vehicle maker Rivian, Elisabeth Zornes, chief customer officer at Autodesk, said that the company’s AI-powered tools enabled Rivian to test designs through digital wind tunnels rather than clay models. “It shaved off about two years of their development cycle,” Zornes said.

As AI takes on some of these lower-level tasks, Zornes said, workers can focus on more creative projects.

“With AI, the floor has been raised, but so has the ceiling,” she added. “We have an opportunity to create more, to be more imaginative.”

The uneven impact of AI

The shift to AI-augmented work may not benefit all workers equally, however.

Salesforce’s Xu said AI’s impact won’t be evenly distributed between high and low performers. “The near-term impact of AI will largely be that we’re going to take the bottom 50 percentile performers inside a role and bring them into the top 50 percentile,” she said. “If you’re in the top 10 percentile, the superstar salespeople, creatives, the impact of AI is actually much less.”

While leaders were keen to emphasize that AI will augment, rather than replace, creative workers, the shift could reshape some traditional career ladders and impact workforce development. If AI agents handle entry-level execution work, companies may need to hire fewer people, and some learning opportunities may disappear for younger workers. 

Ami Palan, senior managing director at Accenture Song, said that to successfully implement AI agents, companies may need to change the way they think about their corporate structure and workforce.

“We can build the most robust technology solution and consider it the Ferrari,” she said. “But if the culture and the organization of people are not enabled in terms of how to use that, that Ferrari is essentially stuck in traffic.”

Read more from Brainstorm AI:

Cursor developed an internal AI help desk that handles 80% of its employees’ support tickets, says the $29 billion startup’s CEO

OpenAI COO Brad Lightcap says ‘code red’ will force the company to focus, as the ChatGPT maker ramps up enterprise push

Amazon robotaxi service Zoox to start charging for rides in 2026, with ‘laser focus’ on transporting people, not deliveries, says cofounder



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Trump says ‘starting’ land strikes over drugs in latest warning

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President Donald Trump said the US would be “starting” land strikes on drug operations in Latin America, though again declined to provide details on when and where the escalation of his military campaign would actually begin, or if countries could still do anything to avert the threatened action.

“We knocked out 96% of the drugs coming in by water, and now we’re starting by land, and by land is a lot easier, and that’s going to start happening,” Trump told reporters Friday in the Oval Office.

The US president for days has been pledging to broaden the effort, which comes after the Pentagon has launched a series of attacks on what it has called drug-smuggling boats in international waters off the coast of South America.

While Trump’s posturing has largely been seen as a pressure campaign against Venezuelan President Nicolás Maduro, he on Friday insisted the land targeting may not only impact Venezuela.

Read more: Trump Says US Eyes Land Strikes Next After Drug Boat Attacks

“It doesn’t necessarily have to be in Venezuela,” he said, adding that “people that are bringing in drugs to our country are targets.” 

Trump has justified the actions in part by framing the fight against drug smuggling as akin to combat operations. He told reporters that if overdose deaths were counted like combat deaths, it would be “like a war that would be unparalleled.”

Striking targets on land would represent a major escalation, and Maduro earlier this week said that if his nation came under foreign attack, the working class should mount a “general insurrectionary strike” and push for “an even more radical revolution.”

Join us at the Fortune Workplace Innovation Summit May 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.



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