Good morning. Cyberattacks are a top concern for CFOs. However, cybersecurity professionals are feeling increased stress due to the complexity of the threat landscape and ongoing risks.
In a new report shared with CFO Daily, ISACA—a global association for IT governance, security, risk, and audit professionals—surveyed more than 3,800 cybersecurity experts. Two-thirds said their roles are more stressful than five years ago, and 63% named the complexity of today’s landscape as the top stressor. Nearly half (47%) cited high stress as the primary reason for attrition.
The survey found that 43% of respondents believe an attack on their organization is likely in the next year, yet just 41% are confident in their teams’ incident-response capabilities. Additionally, 39% believe cybercrime is underreported, even when reporting is required.
The most common type of attack is social engineering (44%)—manipulation techniques that trick individuals into giving up confidential information—followed by 37% who noted exploited vulnerabilities (flaws or weaknesses in software, hardware, or network systems) and 36% said malware (malicious software or code). About one-third of cybersecurity professionals still reported an increase in incidents this year, according to the report.
“Cybersecurity professionals are navigating an increasingly complex threat landscape, marked by the rapid evolution of threats and an increase in both the frequency and sophistication of attacks,” Chris McGowan, ISACA principal for information security professional practices, said in a statement.
McGowan noted an anticipated rise in cyberattacks next year would put even more pressure on cybersecurity teams, emphasizing the importance of regularly reviewing support systems and training to strengthen skills and resilience. Companies must not only improve their defenses, but also prioritize the well-being of their cybersecurity teams, he added.
The stress is worsened by persistent understaffing, with 55% of cybersecurity teams short-staffed and 65% having unfilled roles. Fewer organizations are training non-security staff to move into cybersecurity positions.
Turning to AI for defense
“AI has proven valuable in strengthening defenses,” according to Aparna Achanta, a security leader at IBM Consulting. Machine learning helps detect anomalies at scale, while automation reduces analysts’ workload by triaging alerts and speeding up responses, Achanta told ISACA.
Meanwhile, predictive models highlight attack risks, and in security operations centers, AI improves event correlation and investigation, she said. Experts caution that human oversight is needed to avoid bias, blind spots, and errors in decision-making, Achanta added.
Respondents report increased use of AI in their work and a larger role in AI policy at their organizations. Almost half (47%) said they helped develop AI governance practices (up from 35% last year), and 40% were involved in AI implementation (up from 29%). The top uses of AI in security operations are threat detection, endpoint security, and automating routine tasks.
In cybersecurity, adaptation isn’t optional—it’s survival.
Kerry Jackson was appointed EVP and CFO of Shoe Carnival, Inc. (Nasdaq: SCVL), a footwear and accessories retailer, effective Sept. 28. Jackson rejoined Shoe Carnival in June 2025 as SVP o new business development after retiring in May 2023. He previously served as the company’s CFO for 27 years and has been with Shoe Carnival for a total of 35 years. Patrick C. Edwards, who has served as SVP and CFO since 2023, will assume the role of SVP, treasurer.
Naveen Kumar Amar was appointed CFO of SS Innovations International, Inc. (Nasdaq: SSII), a surgical robotic technologies provider, effective Sept. 24. Amar replaces Vishwa Srivastava, who has served as the company’s interim CFO since July 2025. Srivastava will continue in his capacity as the CEO—Asia Pacific. Amar brings to SS Innovations more than 25 years of global finance leadership experience.
Big Deal
CFOs are turning volatility into growth in working capital, according to new research by Visa. The company’s third annual Growth Corporates Working Capital Index draws on insights from more than 1,400 CFOs and treasurers globally at mid-sized firms—defined as companies with annual revenues between $50 million and $1 billion.
Modern CFOs and treasurers are proactively using working capital to unlock trapped cash, pursue market opportunities, and invest in strategic initiatives, even in uncertain economic times, according to Ben Ellis, global head of large and middle markets for Visa Commercial Solutions.
“This shift means that instead of letting resources sit idle, companies leverage solutions like faster supplier payments, inventory optimization, and better payment terms to generate additional value and support growth,” Ellis told CFO Daily. When managed with modern tools and strategies, working capital directly contributes to operational efficiency, agility, and expansion, making it a key driver of business growth.
The CFOs and treasurers surveyed fall into two categories: adaptable accelerators—who use working capital solutions to manage volatility—and strategic planners—who see working capital as a tool for expansion. Strategic planners focus on growth and investment, rather than just covering short-term cash gaps, Ellis explained.
The data show that this approach results in higher operational efficiency, greater supplier integration, improved liquidity, and enhanced resilience during volatility. “Organizations led by strategic planners consistently outperform their peers in these areas, making them better positioned to drive sustained value,” he said.
Going deeper
The two startups, Kalshi and Polymarket, generated huge buzz by accurately predicting the 2024 election results. However, their young founders still face long odds. “‘Investors are betting big on prediction markets Kalshi and Polymarket—will the gamble pay off?’” a new Fortune feature article by Jeff John Roberts offers a deep dive into why investors are backing these companies.
“The biggest risk hanging over the industry is a basic business question: Can sites like Kalshi and Polymarket generate sustained interest—and revenue—outside of the once-in-four-years presidential contest?” Roberts writes.
Overheard
“AI isn’t just another tool to optimize today’s workflows. It’s a force multiplier that rewrites what problems are even worth solving.”
—Mike Hoffman, the chief executive officer of the growth advisory, SBI, writes in a Fortune opinion piece. “Right now, CEOs are both bullish and anxious. Some are hiring for AI-powered roles,” Hoffman explains. “Others are cutting headcount in anticipation of efficiency gains. Some are doing both. This is understandable, but it misses the bigger picture.”
Gen Z’s “2016 vibes” fixation is less about pastel Instagram filters and more about an economic and cultural shift: they are coming of age in a world where cheap Ubers, underpriced delivery, and a looser-feeling internet simply no longer exist. What looks like a lighthearted nostalgia trend is something more structural: a reaction to coming of age against the backdrop of a fully mature internet economy.
On TikTok and Instagram, “2016 vibes” has become a full-blown aesthetic, with POV clips, soundtracks of mid‑2010s hits, and filters that soften the present into a memory. Searches for “2016” on TikTok jumped more than 450% in the first week of January, and more than 1.6 million videos celebrating the year’s look and feel have been uploaded, according to creator‑economy newsletter After School by Casey Lewis. Lewis noted that only a few months ago, “millennial cringe” was rebranded as “millennial optimism,” with Gen Zers longing to experience a more carefree era. Lin-Manuel Miranda’s Hamilton, although it debuted in 2015, arguably has a 2016 vibe, for instance. Some millennial optimism is downright bewildering to Gen Z, such as what it calls the “stomp, clap, hey” genre of neo-folk pop music, recalling millennials’ own rediscovery (and new naming) of “yacht rock.”
Meanwhile, Google Trends reports that the search hit an all-time high in mid-January, with the top five trending “why is everyone…” searches all being related to 2016. The top two were “… posting 2016 pics” and “... talking about 2016.”
Creators caption posts “2026 is the new 2016” and stitch side‑by‑side footage of house parties, festivals, and mall hangs, inviting viewers to imagine a version of young adulthood that feels more spontaneous and frictionless. At the risk of being too self-referential, the difference can be tracked in Fortune covers, from the stampeding of the unicorns, the billion-dollar startup that defined the supposedly carefree days of 2016, to the bust a decade later and the dawn of the “unicorpse” era.
And while the comparison may feel ridiculous to anyone who actually lived through 2016 as an adult and can remember the stresses and anxieties of that particular time, there is something going on here, with economics at its core. In short, millennials were able to enjoy the peak of a particular Silicon Valley moment in 2016, but 10 years later, Gen Z is late to the party, finding the price of admission is just too high for them to get in the door.
Everyone used to love Silicon Valley
For millennials, 2016 marked a time when technology expanded opportunity rather than eliminating it. Venture capital was cheap, platforms were underpriced, and software functioned to your personal advantage, with aforementioned unicorns flush with cash and willing to offer millennials a crazy deal. The early iterations of the gig-economy ecosystem—Uber, Airbnb, TaskRabbit—were at their peak affordability, lowering the cost of living and making urban life feel frictionless. And at work, new digital tools helped young employees do more, faster, standing out from the pack.
For older millennials, 2016 evokes a very specific consumer reality: Ubers that were often cheaper than cabs and takeout that arrived in minutes for a few dollars in fees. Both were the product of what The New York Times‘ Kevin Roose labeled the “millennial lifestyle subsidy” in 2021, looking back on the era “from roughly 2012 through early 2020, when many of the daily activities of big-city 20- and 30-somethings were being quietly underwritten by Silicon Valley venture capitalists.” Because Uber and Seamless were not really turning a profit all those years while they gained market share, as on a grander scale Amazon and Netflix were underpriced for years before cornering the market on ecommerce and streaming, these subsidies “allowed us to live Balenciaga lifestyles on Banana Republic budgets,” as Roose put it.
Gen Z never really knew what it felt like to take a practically free late-night ride across town, or feast on $50 worth of Chinese takeout while paying half that. And they certainly never knew what it felt like to see unlimited movies in theaters each month, for the flat rate allowed by one MoviePass app. For the generation seeking the 2016 vibe, $40 surge‑priced trips and double‑digit delivery fees are standard, not a shocking new inconvenience, and the frictionless urban lifestyle of the millennial heyday, before they entered their 40s, had (a declining number of) kids, and fought their way into the suburban housing market amid the pandemic housing boom, reads more like historical fiction than a realistic blueprint.
Tech and digital culture was also just fun. Gen-Z remembers the heyday of Pokemon Go, the only app that somehow forced the youth outside and interacting with each other. Viral trends felt collective rather than segmented by algorithmic feeds. Back then, Vine jokes, Harambe memes, and Snapchat filters could sweep through timelines in a way that made the internet feel weirdly communal, even as politics darkened the horizon.
That helps explain why TheNew York Times‘ Madison Malone Kircher recently framed the new 2016 nostalgia as part of a broader reexamination of millennial optimism on social media. Celebrities like Kylie Jenner, Selena Gomez, and Karlie Kloss have joined in, uploading 2016 throwbacks that signal a desire to rewind to an era when influencer culture felt less high‑stakes and more experimental.
The moment tech stopped being fun
Then, something shifted. The attitude towards tech companies as nerdy but general do-gooders who “move fast and break things” for the sake of the world faded into a “techlash.” The Cambridge Analytica scandal rocked what was then called Meta and fueled panic around data privacy. Former tech insiders like Tristan Harris started popularizing the idea that the algorithms were addictive.
Thus, when Silicon Valley entered another boom cycle after the release of ChatGPT in 2022—producing a new generation of young, ambitious entrepreneurs and icons like Sam Altman and Elon Musk with a new breed of unicorns to go along with them—the moment was met with skepticism from Gen Z. Where millennials once found a quite literal free lunch, Gen Z increasingly sees threat.
The entry-level work that once functioned as a professional apprenticeship—research, synthesis, junior coding, coordination—is now being handled by autonomous systems. Companies are no longer hiring large cohorts of juniors to train up, often citing AI as the reason. Economists describe this as a “jobless expansion,” with data showing that the share of early-career employees at major tech firms has nearly halved since 2023. The result is a generation of so-called “digital natives” left to wonder whether the very skills they were told would future-proof them have instead been commoditized out of their reach.
Instead of innovation making technology feel communal and fun, as it did in 2016, generative AI has flooded platforms with low-quality content—what users now call “slop”—while raising alarms about addictive chatbots dispensing confident but dangerous advice to children. The promise of technology hasn’t vanished, but its emotional valence has flipped from something people used to get ahead to something they increasingly feel subjected to.
Gen Z’s view from the present
Commentators stress that this is largely a millennial‑led nostalgia wave—but Gen Z is the audience making it go massively viral. Many were children or young teens in 2016, old enough to remember the music and memes but too young to fully participate in the nightlife and freedom the year now symbolizes. For those now juggling college debt, precarious work, and a cost‑of‑living crisis, the grainy clips of suburban parking lots, festival wristbands, and crowded Ubers feel like evidence of a slightly easier universe that just slipped out of reach.
In that sense, “2016 vibes” is a way for Gen Z to process a basic unfairness: they inherited the platforms without the perks. Casey Lewis argues that, even if Gen Z may be driving this trend’s surge to prominence, even a new kind of monocultural moment, it’s by definition a “uniquely millennial trend,” part of an ongoing reexamination of what is emerging with time as a culture created by the millennial generation. Lewis argues that 2016 has an “economic” hold on the cultural imagination, representing “a version of modern life with many of today’s technological advancements but greater financial accessibility.”
Chris DeVille, managing editor of the (surviving millennial-era) music blog Stereogum, tracked a similar trajectory in his introspective cultural history of indie rock, released in August 2025. He documented, at times with lacerating self-criticism, how the underground musical genre grew out of Gen X’s alternative music scene of the 1990s and turned into something that openly embraced synthesizers, arena sing-alongs and countless sellouts to nationally broadcast car commercials.
And that may be what the “2016 vibes” trend represents more than anything: an acknowledgement that the internet is fully professionalized and corporatized now, and the search for something organic, indie, and authentic will have to take place somewhere else.
Imagine it is 1996. You log on to your desktop computer (which took several minutes to start up), listening to the rhythmic screech and hiss of the modem connecting you to the World Wide Web. You navigate to a clunky message board—like AOL or Prodigy—to discuss your favorite hobbies, from Beanie Babies to the newest mixtapes.
At the time, a little-known law called Section 230 of the Communications Safety Act had just been passed. The law—then just a 26-word document—created the modern internet. It was intended to protect “good samaritans” who moderate websites from regulation, placing the responsibility for content on individual users rather than the host company.
Today, the law remains largely the same despite evolutionary leaps in internet technology and pushback from critics, now among them Salesforce CEO Marc Benioff.
In a conversation at the World Economic Forum in Davos, Switzerland, on Tuesday, titled “Where Can New Growth Come From?” Benioff railed against Section 230, saying the law prevents tech giants from being held accountable for the dangers AI and social media pose.
“Things like Section 230 in the United States need to be reshaped because these tech companies will not be held responsible for the damage that they are basically doing to our families,” Benioff said in the panel conversation which also included Axa CEO Thomas Buberl, Alphabet President Ruth Porat, Emirati government official Khaldoon Khalifa Al Mubarak, and Bloomberg journalist Francine Lacqua.
As a growing number of children in the U.S. log onto AI and social media platforms, Benioff said the legislation threatens the safety of kids and families. The billionaire asked, “What’s more important to us, growth or our kids? What’s more important to us, growth or our families? Or, what’s more important, growth or the fundamental values of our society?”
Section 230 as a shield for tech firms
Tech companies have invoked Section 230 as a legal defense when dealing with issues of user harm, including in the 2019 case Force v. Facebook, where the court ruled the platform wasn’t liable for algorithms that connected members of Hamas after the terrorist organization used the platform to encourage murder in Israel. The law could shield tech companies from liability for harm AI platforms pose, including the production of deepfakes and AI-Generated sexual abuse material.
Benioff has been a vocal critic of Section 230 since 2019 and has repeatedly called for the legislation to be abolished.
In recent years, Section 230 has come under increasing public scrutiny as both Democrats and Republicans have grown skeptical of the legislation. In 2019 the Department of Justice under President Donald Trump pursued a broad review of Section 230. In May 2020, President Trump signed an Executive Order limiting tech platforms’ immunity after Twitter added fact-checks to his tweets. And in 2023, the U.S. Supreme Court heard Gonzalez v. Google, though, decided it on other grounds, leaving Section 230 intact.
In an interview with Fortune in December 2025, Dartmouth business school professor Scott Anthony voiced concern over the “guardrails” that were—and weren’t—happening with AI. When cars were first invented, he pointed out, it took time for speed limits and driver’s licenses to follow. Now with AI, “we’ve got the technology, we’re figuring out the norms, but the idea of, ‘Hey, let’s just keep our hands off,’ I think it’s just really bad.”
The decision to exempt platforms from liability, Anthony added, “I just think that it’s not been good for the world. And I think we are, unfortunately, making the mistake again with AI.”
For Benioff, the fight to repeal Section 230 is more than a push to regulate tech companies, but a reallocation of priorities toward safety and away from unfettered growth. “In the era of this incredible growth, we’re drunk on the growth,” Benioff said. “Let’s make sure that we use this moment also to remember that we’re also about values as well.”
Some economists and experts say that critical thinking and creativity will be more important than ever in the age of artificial intelligence (AI), when a robot can do much of the heavy lifting on coding or research. Take Benjamin Shiller, the Brandeis economics professor who recently told Fortune that a “weirdness premium” will be valued in the labor market of the future. Alex Karp, the Palantir founder and CEO, isn’t one of these voices.
“It will destroy humanities jobs,” Karp said when asked how AI will affect jobs in conversation with BlackRock CEO Larry Fink at the World Economic Forum annual meeting in Davos, Switzerland. “You went to an elite school and you studied philosophy — I’ll use myself as an example — hopefully you have some other skill, that one is going to be hard to market.”
Karp attended Haverford College, a small, elite liberal arts college outside his hometown of Philadelphia. He earned a J.D. from Stanford Law School and a Ph.D. in philosophy from Goethe University in Germany. He spoke about his own experience getting his first job.
Karp told Fink that he remembered thinking about his own career, “I’m not sure who’s going to give me my first job.”
The answer echoed past comments Karp has made about certain types of elite college graduates who lack specialized skills.
“If you are the kind of person that would’ve gone to Yale, classically high IQ, and you have generalized knowledge but it’s not specific, you’re effed,” Karp said in an interview with Axios in November.
Not every CEO agrees with Karp’s assessment that humanities degrees are doomed. BlackRock COO Robert Goldstein toldFortune in 2024 that the company was recruiting graduates who studied “things that have nothing to do with finance or technology.”
McKinsey CEO Bob Sternfels recently said in an interview with Harvard Business Review that the company is “looking more at liberal arts majors, whom we had deprioritized, as potential sources of creativity,” to break out of AI’s linear problem-solving.
Karp has long been an advocate for vocational training over traditional college degrees. Last year, Palantir launched a Meritocracy Fellowship, offering high school students a paid internship with a chance to interview for a full-time position at the end of four months.
The company criticized American universities for “indoctrinating” students and having “opaque” admissions that “displaced meritocracy and excellence,” in their announcement of the fellowship.
“If you did not go to school, or you went to a school that’s not that great, or you went to Harvard or Princeton or Yale, once you come to Palantir, you’re a Palantirian—no one cares about the other stuff,” Karp said during a Q2 earnings call last year.
“I think we need different ways of testing aptitude,” Karp told Fink. He pointed to the former police officer who attended a junior college, who now manages the US Army’s MAVEN system, a Palantir-made AI tool that processes drone imagery and video.
“In the past, the way we tested for aptitude would not have fully exposed how irreplaceable that person’s talents are,” he said.
Karp also gave the example of technicians building batteries at a battery company, saying those workers are “very valuable if not irreplaceable because we can make them into something different than what they were very rapidly.”
He said what he does all day at Palantir is “figuring out what is someone’s outlier aptitude. Then, I’m putting them on that thing and trying to get them to stay on that thing and not on the five other things they think they’re great at.”
Karp’s comments come as more employers report a gap between the skills applicants are offering and what employers are looking for in a tough labor market. The unemployment rate for young workers ages 16 to 24 hit 10.4% in December and is growing among college graduates. Karp isn’t too worried.
“There will be more than enough jobs for the citizens of your nation, especially those with vocational training,” he said.
Politics8 years ago