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Adobe’s CTO is getting more creative on the software maker’s approach to generating ‘safe’ AI tools

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The proliferation of artificial intelligence image and video generators has made it easy for online users to create billions of memes ranging from baby versions of The Real Housewives of Atlanta to humorous takes on the Coldplay kiss cam viral moment just a few days ago.

But these tools have raised serious legal questions about the copyright protection for the assets that these AI models are trained on.

That has resulted in numerous lawsuits being filed by individual artists, Hollywood studios, and media companies, who all assert that some of the most popular AI systems are trained on unauthorized images and videos. Ongoing litigation includes Disney and Universal suing image generation tool Midjourney, the New York Times squaring up against ChatGPT owner OpenAI and Microsoft, and the Wall Street Journal and New York Post versus AI startup Perplexity.

Ely Greenfield, chief technology officer at software maker Adobe’s digital media business, has spent over two years pitching a different path. Ever since the debut of a text-to-image model known as Firefly in March 2023, Adobe has touted the company’s own creative generative AI models that are only trained on content that it has rights to use, including Adobe Stock photos and licensed artistic content.

Firefly’s models have been integrated in Adobe’s suite of apps including Photoshop and Illustrator, and thus far, businesses and individual creators have generated over 26 billion assets. Big names including toy maker Mattel and cosmetics manufacturer Estée Lauder have signed on to Firefly for creative ideation, editing, and asset generation purposes.

“Every piece of content that we train on is something that we have acquired the license of, or that is published under a verifiable and known license,” says Greenfield.

This approach does come with some limitations. If Firefly were asked to generate an image of a Disney cartoon character, like say Mickey Mouse, “it would do a horrible job of it,” concedes Greenfield. “And that’s by design and on purpose.”

Greenfield says that AI tools based on every image found on the internet produce less desired outputs, not just for potentially infringing on IP, but because it is representative of a vast trove of data that doesn’t always have the best quality. “There’s the raw science of how you build the model, but a massive amount of work goes into data curation and preparation,” says Greenfield. “The average piece of content on the internet isn’t necessarily what you want to put in your ad.” 

Adobe’s buttoned-up AI approach means the company’s off-the-shelf Firefly offering would have little use to a consumer-facing company like Coca-Cola. But under an enterprise licensing agreement, Adobe says it can train a private version of Firefly that’s exclusively trained on the beverage company’s branding and style.

Since Firefly’s launch, Adobe has had to make some modifications to the images in the company’s asset bank. Early on, generative AI wasn’t great at producing clear images of hands, so Adobe had to reach out to the photographers it works with to get more licensed pictures of hands to train the AI properly.

All Firefly content also goes through a moderation process that includes a mix of human and computer oversight, eliminating harmful images, but also those that may contain sensitive IP. A photographer may have exclusive license to an image that they produced, but if there’s a trademark asset like a Nike Swoosh or Starbucks Siren logo, Adobe will nix the image.

Adobe has lauded the proliferation of Firefly, reporting in the most recent second fiscal quarter ending May 30 that traffic to the Firefly App grew 30% from the prior quarter, with paid subscriptions nearly doubling over the same period.

More recently, Adobe has integrated image and video models from OpenAI, Google, Pika Luma AI, and Runway into the company’s Firefly app. 

This runs parallel with the public’s shifting views on the ethical uses of AI, as well as some recent court decisions that AI hyperscalers have won. Anthropic, in one example, saw a ruling go its way last month that said the company could train models using published books without consent from the authors. To be sure, it will be years before the courts resolve these thorny legal matters, and the right use of images, text, and audio assets will almost certainly vary across the globe.

For Adobe, Greenfield says pulling in these partnership models reflected an evolution to how creative professionals are working with AI today. He says that customers want access to a wide variety of AI models, especially as these technologies quickly advance. This is similar to the multi-modal approach most CTOs and chief information officers have embraced when deploying AI coding tools for software developers or the application of other uses of AI in marketing, legal, and communications to improve worker productivity. 

Adobe has added content credentials to make it clear to marketers when the assets they are creating are safe to use for commercial production (with Firefly) versus for ideation purposes (the external partner models). Customers have the final say on what path works best for them.

“We have a lot of customers who have different opinions on when to use different types of models and how they feel about commercial safety,” says Greenfield. “A lot of them feel that in ideation, they’re open to using anything.”

John Kell

Send thoughts or suggestions to CIO Intelligence here.

Fortune recently unveiled a new ongoing series, Fortune AIQ, dedicated to navigating AI’s real-world impact. Our third collection of stories explores how businesses across virtually every industry are putting AI to work—and how their particular field is changing as a result.

  • How Walmart, Amazon, and other retail giants are using AI to reinvent the supply chain—from warehouse to checkout. Read more
  • Meet the legacy players and upstarts using AI to reinvent the energy business. Read more
  • AI isn’t just entering law offices—it’s challenging the entire legal playbook. Read more
  • How a bulldozer, crane, and excavator rental company is using AI to save 3,000 hours per week. Read more
  • AI is already touching nearly every corner of the medical field. Read more

NEWS PACKETS

More than 25 companies changed their IT leaders in the last three months. CIO Dive reports on the annual trend of technology leaders being reshuffled at large employers including Home Depot, McDonald’s, Best Buy, and Unum Group, a trend that the trade outlet attributes, in part, to the rapid pace of change in technology innovation. AI tends to come up frequently in these corporate announcements touting a new IT executive hire. Two Fortune 500 companies that announced new IT leaders over the past week, Southern Company and State Street, each highlighted oversight of AI as a key responsibility for these new executives.

ChatGPT’s growth continues to soar. The popular AI chatbot developed by AI hyperscaler OpenAI disclosed it has received 2.5 billion daily prompts from users, including about 330 million from users in the U.S., and up sharply from when CEO Sam Altman disclosed that users sent over 1 billion daily queries in December. News outlets pitted the usage figures against those from Google’s parent company Alphabet, which says the search engine receives 5 trillion queries annually, averaging just under 14 billion daily. That scorching hot growth comes as ChatGPT has faced some troubling headlines over the past week, including reports of outages that affected paying users this week and a report from The Wall Street Journal that linked conversations with ChatGPT to the manic episode of a user that’s on the autism spectrum. Separately, WSJ also reported on the scaled back plans for the $500 billion Stargate joint venture by OpenAI and SoftBank. 

Microsoft warns of vulnerability affecting SharePoint. Microsoft quickly moved to issue an emergency fix to close off a vulnerability affecting the company’s SharePoint product, while also warning businesses and governments of active attacks on the popular collaboration software platform. “Anybody who’s got a hosted SharePoint server has got a problem,” said Adam Meyers, senior vice president with CrowdStrike, a cybersecurity firm, in an interview with the Associated Press. “It’s a significant vulnerability.” Over the weekend, Microsoft reported that the attacks (some say they came from China) had applied only to on-premises SharePoint services, not those in the cloud like Microsoft 365. The vulnerability was concerning because it can allow hackers to impersonate users or services even after the SharePoint server is patched, CNBC reported, citing the insights from cybersecurity firm Eye Security, which said it first identified the flaw.

Meta declines to sign EU’s AI Code of Practice. Facebook’s parent company Meta says it won’t sign the code of practice for Europe’s new laws governing AI, claiming the guidelines “introduces a number of legal uncertainties for model developers, as well as measures which go far beyond the scope of the AI Act.” Bloomberg reports that the European Union published the code of practice earlier this month, a voluntary framework that is intended to help corporations put processes in place to adhere to the AI Act, which was signed into law last August with provisions that were to go into effect over the course of three years. AI providers like Meta who don’t sign the code “will have to demonstrate other means of compliance,” according to the commission’s spokesperson, and as a consequence they “may be exposed to more regulatory scrutiny.” Separately, a group of European companies—including Airbus and Mistral AI—have asked the EU to suspend the AI Act’s implementation for two years as they clamor for a regulatory posture that would be more hands off and friendly to innovation.

ADOPTION CURVE

The majority of business leaders anticipate building quantum into their workflows. A survey of 400 business leaders found that eight out of ten organizations believe they have reached the limit of benefits that can be achieved to optimize logistics, scheduling, and design running on classic computers, and with that in mind, 53% are planning to build quantum computing into their workflows and 27% are considering to do so. 

The study also found that 46% of the surveyed leaders project that within two years, they’ll see a return on investments between $1 million to $5 million from quantum optimization, with 27% predicting a return of more than $5 million in the first 12 months. The findings by Wakefield Research, backed by quantum computing company D-Wave Quantum, comes as pioneering work on quantum computers is still in the research and development phase, but has also seen a wave of technological advancements from the likes of IBM, Google, Amazon, and Microsoft.

Courtesy of D-Wave Quantum

JOBS RADAR

Hiring:

The Commonwealth of Massachusetts is seeking a CIO, based in Boston. Posted salary range: $145K-$165K/year.

M&T Bank is seeking a CIO for the consumer and business banking unit, based in Buffalo, New York. Posted salary range: $157.5K-$292.5K/year.

Chanel is seeking a head of technology, based in New York City. Posted salary range: $248.6K-$300K/year.

Ruiz Foods is seeking an IT director of development, operations and security, based in Frisco, Texas. Posted salary range: $160K-$200K/year.

Hired:

Southern Company (No. 161 on the Fortune 500) appointed Hans Brown as EVP and chief information technology officer, effective July 31, to oversee the gas and electric utility company’s technology strategy and digital transformation efforts. Previously, Brown held several leadership roles at financial services provider BNY, including as a CIO of the corporate trust and depositary receipts business.

State Street (No. 198 on the Fortune 500) has selected Andrew Zitney to serve as CIO, moving the executive from the CTO role, a role he has held at the financial services company since 2020. Prior to joining State Street, Zitney served as a CTO of enterprise platforms, strategy, and architecture at pharmaceuticals distributor McKesson and held technology leadership roles at Allstate, PayPal, and JPMorganChase.

Kohl’s (No. 261 on the Fortune 500) announced Arianne Parisi to serve as the department store retailer’s chief digital officer. In this role, Parisi will steer the company’s omnichannel experience, including Kohls.com and the Kohl’s app. Most recently, Parisi served as CDO at retailer JD Sports Fashion and also held leadership roles at retailers The Finish Line and Nordstrom.

Every Friday morning, the weekly Fortune 500 Power Moves column tracks Fortune 500 companies C-suite shiftssee the most recent edition.

GreyOrange named Saurabh Gupta as CTO, where he will steer the warehouse robotics company’s global product and engineering teams. Previously, Gupta held executive roles at Apple, where he led software development for multiple generations of iPods and the first iPhone, and worked in the consumer robotics research group at Amazon. He also served as CTO of robotics company Wonder Workshop.

Check Point Software Technologies appointed Jonathan Zanger as CTO, joining the cybersecurity provider after serving as CTO at software provider Trigo, where he led the development of advanced AI and computer vision for retailers.

Hamilton Insurance Group announced the appointment of Raymond Karrenbauer as CIO, effective September 15. Karrenbauer joins Hamilton from the Cybersecurity Maturity Model Certification Accreditation Body, which supports the Defense Department’s contractor cybersecurity compliance program. He had served as CFO at that organization since 2021.

HireRight named Lars Ewe as CTO, effective immediately, where he will oversee the global technology teams for the background screening company. Prior to joining HireRight, Ewe served as the CTO at agriculture data and insights provider DTN. He has also previously held leadership positions at Anaconda, Evariant, and Click Security.

Aledade appointed Lalith Vadlamannati as CTO, joining the healthcare company after most recently serving as CTO for the digital physical therapy company Hinge Health. Prior to that, he was a VP of engineering at Amazon.





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Paul Newman and Yvon Chouinard’s footsteps: More ways for CEOs to give it away in ‘Great Boomer Fire Sale’

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The most radical act in capitalism today isn’t launching a unicorn startup or orchestrating a multi-billion-dollar IPO – it’s giving your company away in service of good.

While some business leaders are focused on how to make their fortunes in AI or crypto, others are choosing to walk away with nothing except what matters most: a philanthropic annuity to cement their legacy. As the President and CEO of one of the most famous brands that gives 100% of its profits away, I am hearing from more and more CEOs and business owners who want to follow in Paul Newman or Yvon Chouinard’s footsteps. These leaders spent decades building profitable enterprises and are now working to transfer ownership of their companies, not to the highest bidder, but to foundations, nonprofits, purpose-driven trusts, or to their employees.

An estimated 2.9 million private U.S. businesses are owned by those over 55. Over the next 20 years, the Great Wealth Transfer and “The Great Boomer Fire Sale” is a unique opportunity to reimagine business exits as an act of generosity. 

Why give away your business? A generosity exit allows you to maximize your giving through an engine that will keep generating profits every year, creating a philanthropic annuity, while preserving the company, its employees, and the culture built over decades. Besides, conventional exit options may not be a great fit for your values if you’ve spent decades investing in your employees and your community. Selling to private equity or another business could mean layoffs and a decimated culture. Not all owners have family heirs who want or can take over. Going public is only available to the biggest businesses and subjects your life’s work to quarterly earnings pressures and the short-term thinking that comes along with it. Purpose and legacy can be more important than a big check at the end of your life, especially if you already made good money throughout your life’s work. 

As the baby boomer generation looks to the legacy they want to leave behind, Millennials and Gen Z look ahead to the legacies they want to build, with some founding successful companies where giving 100% of their profits away is baked in from the beginning. Entrepreneurs like John and Hank Green of The Good Store, and Adam McCurdie and Joshua Ross of Humanitix, are challenging the critics of the ‘business for good’ model by showing that you can grow a successful business while simultaneously giving away all profits.

The good news for those interested in giving away their business? There are now more governance models available than ever before. 

Choosing the Right Structure for Your Exit

Through the passage of the Philanthropic Enterprise Act in 2018, foundations can now own 100% for-profit companies in the US. Newman’s Own Foundation is an example of this. As a result, one hundred percent of profits and royalties from sales of Newman’s Own products go to the Foundation in service of its mission: to nourish and transform the lives of children who face adversity. 

Patagonia uses a perpetual purpose trust, a type of steward-owned ownership which is more common in Europe. Since 2022, the trust holds 100% of the company’s voting stock to ensure its environmental mission and values are preserved indefinitely, while profits are funnelled to a 501c(4), Holdfast Collective to give away to climate causes. These models create what economists call “lock-in effects” allowing owners to keep mission front and center, even when they’re gone.

Over 6,500 U.S. companies are now fully or part-owned by their workers, using Employee Stock Ownership Plans (ESOPs), including Bob’s Red Mill and King Arthur Baking Company. These models support business continuity and create thousands of employee-owners who are invested in the company’s long-term success. While in many cases, these exits are financed through loans, there’s nothing stopping an owner from giving the business to their workers.

You can also look at hybrid models. For example, Organic Grown Company uses a perpetual purpose trust to ensure profits are split between equity investors, employees, growers, and nonprofits.

And while a business owner may decide to establish their own foundation, why reinvent the wheel? There are plenty of existing foundations and non-profits who could be worthy recipients if you want to give your company away. Back in 2011, Amar Bose gave the majority of the stock of the sound system company Bose corporation to his alma mater, the Massachusetts Institute of Technology in the form of non-voting shares.

What’s Next? 

This holiday season is upon us, and whether you own a business or not, it’s a good time to reflect on what matters most: What are your values? How much money is enough for yourself and your family? What does legacy mean to you?

For CEOs and owners considering a generosity exit, the first step is to assemble the right team: attorneys experienced in foundation-ownership, purpose trusts, or ESOPs, financial advisors who understand tax implications of these unique paths, independent directors or trustees who share your vision. Organizations like 100% for Purpose, Purpose Trust Ownership Network, and Purpose Foundation can provide resources and case studies.

Start mapping out your plan, and be patient as a transition could take years, not months. Yvon Chouinard spent two years structuring Patagonia’s transition. While Paul Newman decided from the beginning to give all of the food company’s profits away back when it began in 1982, the first few years were just him writing checks at the end of the year. A foundation was initially established in 1998, and became Newman’s Own Foundation before Paul’s death, at which point the food company was gifted to the Foundation. The complexity isn’t just legal—it’s emotional, relational, and cultural, but ideally, the transition can happen while you’re still actively involved, can steward the shift, and can see the rewards of your hard labor pay dividends for good. 

In this day and age of robots and artificial intelligence, it’s good to remember Paul Newman’s wise words: “Corporations are not inhuman money machines. They must accept that they exist inside a community. They have a moral responsibility to be involved. They can’t just sit there without acknowledging that there’s stuff going on around them.”

Building a profitable company is hard but what’s truly meaningful is to let them go in service of good. In doing so, we allow our work to live on in ways that matter far beyond the balance sheet.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.



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Millionaire YouTuber Hank Green tells Gen Z to rethink their Tesla bets—and shares the portfolio changes he’s making to avoid AI-bubble fallout

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For years, YouTube star Hank Green has stuck to the same straightforward investing wisdom touted by legends like Warren Buffett: Put your money in an S&P 500 index fund and leave it alone.

It’s advice that has paid off handsomely for millions of investors: this year alone, the index is up roughly some 16%, and averaged more than 20% in gains over the last three years and roughly 14.6% over the past two decades. In most cases, it’s easily beaten investors who try to pick individual stocks like Tesla or Meta.

But as Wall Street frets over a possible AI-driven bubble—with voices from  “Big Short” investor Michael Burry to economist Mohamed El-Erian sounding alarms—Green isn’t waiting around to see what happens. He’s already rethinking how much of his own wealth is tied to Big Tech.

A major reason: The S&P 500 is more concentrated than ever. The top 10 companies—including Nvidia, Apple, Microsoft, Amazon, Google, and Meta—make up nearly 40% of the entire index. And nearly all of them are pouring billions into AI.

“I feel like my money is more exposed than I would like it to be,” Green said in a video that’s racked up over 1.6 million views. “I feel like by virtue of having a lot of my money in the S&P 500, I am now kind of betting on a big AI future. And that’s not a future that I definitely think is going to happen.”

So Green is hedging. He’s taking 25% of the money he previously invested in S&P 500 index funds—a meaningful chunk for a self-made millionaire—and moving it into a more diversified set of assets, including:

  • S&P 500 value index funds, which tilt toward companies with lower valuations and less AI-driven hype.
  • Mid-cap stocks, which he believes could benefit if smaller firms catch more of AI’s productivity gains.
  • International index funds, offering exposure outside the U.S. tech-heavy market.

Green’s thesis is simple: even if AI transforms the economy, the biggest winners may ultimately not be the mega-cap companies building the models.

“I think that these giant companies providing the AI models will actually be competing with each other for those customers in part by competing on price,” Green said. “And that might mean that the value delivered to small companies will be bigger than value delivered to the big AI companies. Who knows though? I just think that’s a thing that could happen.”

And if his concerns are overblown? He’s fine with that, too.

“If I’m wrong, 75% of my money is still in the safe place that everybody says your money should be, which is the S&P 500.”

YouTuber’s message to his Gen Z and Gen Alpha viewers: The stock market isn’t a ‘Ponzi scheme’

Gen Z continues to trail other generations in financial know-how—from saving and investing to understanding risk, according to TIAA. Moreover, one in four admit they are not confident in their financial knowledge and skill—a stark admission considering that 1 in 7 Gen Z credit card users have maxed out their credit cards and many young people hold thousands in student loan debt.

As a self-described “middle-aged, 45-year-old successful person,” Green said he’s trying to model what thoughtful, long-term decision-making actually looks like. And part of that effort includes dispelling one big misconception shared among some of his audience:

“I get these comments from people who are like, I can’t believe that you’re participating in this Ponzi scheme,” Green told Fortune. “I do want to alienate those people, because I don’t believe that the stock market is a Ponzi scheme. I do think that it’s overvalued right now, but I think that it’s tied to real value that’s really created in the world.”

His broader point: Investing isn’t about vibes or just dumping money into the hot stock of the week; rather, it’s something to seriously research.

“A lot of people think that investing is like getting a Robinhood account and buying Tesla,” Green added. “And I’m like, ‘Nope, you’ve got to get a Fidelity account and buy a low cost index fund everybody and or just keep it in your 401K and let the people who manage it manage it’—which is what a lot of people do, which is also fine.”

His younger viewers are paying attention. One popular comment summed it up: “As a young person entering the point in my life where I’m starting to think about investing, I really appreciate you talking through your logic and giving a ton of disclaimers rather than telling me I should buy buy buy exactly what you buy buy buy.” The comment has already racked up more than 4,700 likes.

Financial advisors agree: Portfolio diversification is king

While Green doesn’t come from a financial background, experts from the world of investing said they agree largely with his rationale: Having a diversified portfolio is the way to go—especially if you have worries about an AI bubble.

“Unlike many dot-com companies, today’s tech giants generally have substantial revenue, cash reserves, and established business models beyond just AI,” certified financial planner Bo Hanson, host of The Money Guy Show, said in a video analyzing Green’s take.

“Still, the concentration risk remains a valid concern for investors that are seeking diversification. However, this is precisely why we advise against putting all investments solely in the S&P 500, especially if you have a shorter time horizon.”

Hanson added wise investors spread their money across various asset classes, including small-caps, international, and bonds, in order to reduce portfolio volatility and provide

more consistent returns across various market environments.

It’s sentiment echoed by Doug Ornstein, director at TIAA Wealth Management, who said it’s important to realize that not every investment needs to chase growth.

“Particularly as you get older, having guaranteed income streams becomes crucial. Products like annuities can provide reliable payments regardless of market swings, creating a foundation of financial security,” Ornstein told Fortune. “Think of it as building a floor beneath your portfolio—one that market volatility can’t touch.”



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Warren Buffett: Business titan and cover star

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Warren Buffett’s face—always smiling, whether he’s slurping  a milkshake, brandishing a lasso, or palling around with fellow multibillionaire Bill Gates—has graced the cover of Fortune more than a dozen times. And it’s no wonder: Buffett has been a towering figure in both business and 

investing for much of his—and Fortune’s—95 years on earth. (The magazine first hit newsstands in February 1930; Buffett was born that August.) As Geoff Colvin writes in this issue, Buffett’s investing genius manifested early, and he bought his first stock at age 11. By Colvin’s calculations, over the 60 years since Buffett took control of his company, Berkshire Hathaway, its returns have outpaced the S&P 500 by more than 100 to one.  

Buffett has always had a special relationship with Fortune, particularly with legendary writer and editor Carol Loomis, who profiled him many times, and to whom he broke the news of his paradigm-shifting moves in philanthropy in 2006 and 2010. The end of an era is upon us, as Buffett on Dec. 31 will step down from his role as Berkshire’s CEO. We’re grateful to have been along for the ride. 

Warren Buffett on the cover of Fortune in 2009 and 2010.

Cover photographs by David Yellen (2009), and Art Streiber (2010)

Warren Buffett on the cover of Fortune in 2003 and 2006.

Cover photographs by Michael O’Neill (2003), and Ben Baker (2006)

Warren Buffett on the cover of Fortune in 2001 and 2002.

Cover photographs by Michael O’Neill

Warren Buffett on the cover of Fortune in 1986 and 1998.

Cover photographs by Alex Kayser (1986) and Michael O’Neill (1998)



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