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From search to discovery: how AI Is redrawing the competitive map for every brand

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In the past, search used to look something like this in Google: “black running shoes, women’s size 8, under $100” – and ten blue links and a few shopping ads likely appeared. A helpful first step, but requiring further research and analysis.

Now, you can ask an even more pointed question – perhaps adding in a preference for arch support, a shopping mile radius – to a large language model (LLM) and get a clear, context-rich answer: “Here are three nearby options that fit your criteria. The top-rated one is available for pickup in 40 minutes.”

It’s an improved interaction, but not at the cost of a more complex user experience. This new way of search is redefining consumer behavior and expectations, and how marketers must approach brand visibility. In fact, it represents a reconfiguration of digital marketing and a new economy of visibility.

As these interactions become more complex and context-rich, the way we measure success must evolve too.

Visibility Is the New KPI

In traditional SEO, success means ranking on page one of Google. In the AI era, success means being part of the answer — cited, mentioned, or described accurately when an AI system responds.

This is not a mere marketing nuance: it’s a structural shift in how digital presence is valued. Companies that understand this will treat AI visibility as a new form of brand capital, something to monitor and manage as carefully as reputation or market share.

Advertising economics are already following this pattern: U.S. advertisers are projected to spend over $25 billion annually on AI-powered search placements by 2029, which is nearly 14% of total search budgets.

But, understanding how visibility is measured is just the first step. To capture it effectively, brands must recognize that product discovery itself is being reconstructed, with two distinct search experiences shaping how users find and interact with information.

Two User Experiences, Two Optimization Models

We now have two search experiences — traditional search and AI-driven search — each serving different user needs.

Frankly, this is the simplest framework to offer, when in fact, it is even more complex and nuanced once you take into account AI agents that act autonomously on behalf of the customer.

Traditional search is navigational, guiding users through lists of pages. Effectively, it points them in the right direction.

Meanwhile, AI-driven search is conversational, contextual, and consultative. It’s able to perform multi-step research, interpret context, and merge data from multiple sources into one synthesized response. For marketers, that means building for two visibility models: in SEO, we optimize for keywords; in AI discovery, we optimize for prompts.

The shift in user behavior is measurable and gaining ground. According to Semrush AI Visibility Index, between August and October 2025:

To stay visible, brands must start by identifying which questions matter most to their business – prioritizing prompts that are both high-volume and high-impact. Irrelevant traffic is wasted effort; rare relevance won’t scale. The sweet spot has always been where volume meets relevance, and AI discovery only raises the stakes—rewarding context, authority, and precision the same way great SEO always has.

As AI-driven and traditional search continue to evolve, the line between them is beginning to blur. Brands that optimize for both experiences today will be best positioned to thrive as these models converge into a single, unified discovery interface.

Preparing for the AI + Traditional Search Convergence

Eventually, you’ll see conversational answers alongside maps, reviews, and transactional links — a mix of synthesis and structure. When that happens, businesses will track two main metrics:

  • Traffic, the traditional measure of visits
  • AI Visibility, a new measure of how often and how accurately a brand appears in AI-generated responses

But visibility alone won’t be enough. The next wave of competition will happen at the content layer.

Brands will need to build for both bots and humans — crafting content that reads naturally, ranks intelligently, and feeds the context these models rely on. It’s a new kind of content development, where clarity for users and machine readability carry equal weight.

When that becomes common, websites will need to work as seamlessly for bots as they do for people. Features like SMS-based authentication or manual verification could block machine-driven transactions entirely. Businesses will need to rethink checkout and navigation to accommodate non-human operators.

While optimizing for visibility and content readiness is essential, the larger shift is economic: the convergence of AI and search is redefining how value is created, measured, and captured across the digital landscape.

AI Discovery and the New Economics of Search

The economics of search are changing.

This convergence of SEO and AI visibility is not a short-term marketing trend. It’s a deeper transformation — the creation of a discovery layer that connects information accuracy, credibility, and commercial outcomes in a continuous loop.

Within five years, we’ll unlikely distinguish between “search engines” and “AI assistants.” Instead, we’ll talk about several intelligent systems from companies such as Google and OpenAI that decide what people see, trust, and buy.

While the system itself is changing, the opportunity remains open. AI Search doesn’t belong only to the biggest players — it’s a reset. Smaller brands can rise faster by being precise, credible, and contextually relevant, while larger enterprises must relearn agility and authority at scale.

In traditional SEO, the strongest often dominated; in AI discovery, the most relevant wins.

Businesses that measure and manage their visibility within this new system will define the next era of digital competition.

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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Sam Altman says he’s ‘0%’ excited about running a public company as OpenAI preps IPO

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OpenAI may be building up to one of the largest initial public offerings ever, but CEO Sam Altman says he is not necessarily looking forward to helming a public company.

“Am I excited to be a public company CEO? 0%,” Altman said in an episode of the “Big Technology Podcast” published on Thursday. “Am I excited for OpenAI to be a public company? In some ways, I am, and in some ways I think it’d be really annoying.”

OpenAI is laying the groundwork for an IPO, with a Thursday report from The Wall Street Journal putting early talks of a valuation at $830 billion. In a more lofty estimate, the company could be valued at up to $1 trillion, Reuters reported in October, citing three sources. According to the Reuters report, chief financial officer Sarah Friar is eyeing a 2027 listing, with a potential IPO filing in late 2026.

Altman told “Big Technology” he didn’t know if his AI company would go public next year and was mum on details about fundraising, or the company’s valuation. OpenAI did not respond to Fortune’s request for comment.

Despite his hesitance to lead a public company—which are often under more scrutiny, greater regulatory oversight, and are associated with less influence from founders—OpenAI’s IPO wouldn’t be all bad, Altman noted. 

“I do think it’s cool that public markets get to participate in value creation,” he said. “And in some sense, we will be very late to go public if you look at any previous company. It’s wonderful to be a private company. We need lots of capital. We’re going to cross all of the shareholder limits and stuff at some point.”

An IPO would pave the way for OpenAI to raise the billions of dollars needed to compete in the AI race. Founded as a nonprofit in 2015, OpenAI just completed a complex restructuring in October that converted it into a more traditional for-profit company, giving the nonprofit controlling the company a $130 billion stake in it. The restructuring also gave Microsoft a reduced 27% stake in the company, as well as increased research access, while simultaneously freeing up OpenAI to make deals with other cloud-computing partners. 

More ‘code reds’ to come

OpenAI’s urgency to compete with rivals was apparent earlier this month when Altman declared a “code red” in an internal memo, following the surge of interest after Google rolled out its new Gemini 3 model in just one day, which the company said was the fastest deployment of a model into Google Search. Altman’s “code red” was an eight-week mandate to redouble OpenAI’s own efforts while temporarily postponing other initiatives, such as advertising and expanding e-commerce offerings.

The blitz appears to be paying off: Last week, OpenAI launched its new GPT-5.2 model, and earlier this week, it released a new image-generation model to compete with Google’s Nano Banana. Fidji Simo, OpenAI’s CEO of applications, said the update wasn’t in response to Google’s Gemini 3, but that the extra resources from the code red did help expedite its debut.

As OpenAI tries to address slowing user growth and retain and grow market share from its competitors, Altman conceded a code red will not be a one-off phenomenon. The all-out effort is a model that’s been employed by Google, and also Meta through Facebook’s more extreme “lockdown” periods. He downplayed the stakes of a code red, matching what sources told Fortune equated to a focused, but not panicked, office environment.

“I think that it’s good to be paranoid and act quickly when a potential competitive threat emerges,” Altman said. “This happened to us in the past. That happened earlier this year with DeepSeek. And there was a code red back then, too.”

Altman likened the urgency of a code red to the beginning of a pandemic, where action taken at the beginning, more so than actions taken later, have an outsized impact on an outcome. He expected code reds will be a norm as the company hopes to gain distance from the likes of Google and DeepSeek.

“My guess is we’ll be doing these once, maybe twice a year, for a long time, and that’s part of really just making sure that we win in our space,” Altman said. “A lot of other companies will do great too, and I’m happy for them.”



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Klarna partners with Coinbase to receive stablecoin funds from institutional investors

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After staying out of crypto for years, the buy-now-pay-later giant Klarna has been making a flurry of moves in the digital asset space. The latest example came on Friday when the company said it is partnering with the crypto exchange Coinbase to accept stablecoin funds from institutional investors.

Klarna’s business model revolves around supplying consumers with zero-interest loans to buy goods, an arrangement known as buy-now-pay-later, or BNPL. The Swedish firm earns money primarily by charging merchants a small fee to offer its services, and acquires capital via a banking arm that accepts deposits and issues bonds. Its partnership with Coinbase will let institutional investors front capital denominated in stablecoins, a type of cryptocurrency pegged to underlying assets like the U.S. dollar.

“Stablecoin connects us to an entirely new class of institutional investors,” said Niclas Neglén, Klarna’s CFO, in a statement.

Friday’s announcement is the latest foray into crypto from Klarna, which went public in September. In late November, Klarna launched its own stablecoin, KlarnaUSD, on a new blockchain backed by the fintech giant Stripe and the crypto venture capitalist Paradigm. About two weeks later, the company said it was working with the crypto wallet developer Privy, which is owned by Stripe, to work on potential crypto products for its users.

Klarna’s crypto integrations come as more fintechs and banks dabble in stablecoins, which proponents say are a faster and cheaper means to send and receive money than existing financial rails.

On Thursday, the neobank SoFi announced that it was launching its own stablecoin. In early December, Sony’s banking arm said it was exploring the issuance of its own dollar-backed token. And even Block, the fintech that’s historically been a devoted Bitcoin booster, said that it will integrate stablecoins into Cash App, the digital wallet the company owns. 

The rush into stablecoins follows a series of landmark moments for the crypto assets over the past year. In February, Stripe closed a $1.1 billion deal to acquire the stablecoin startup Bridge. In June, the stablecoin issuer Circle went public in one of the year’s hottest IPOs. And, in July, President Donald Trump signed into law a new bill that creates a regulatory framework for stablecoins.

This story was originally featured on Fortune.com



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AI hyperscalers have room for ‘elevated debt issuance’—even after their recent bond binge, BofA says

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The tech giants fueling the AI boom generate so much cash relative to their debt that they have more than enough room to issue more, according to Bank of America.

In a note this week, analysts looked at the top five publicly traded AI hyperscalers: Meta, Alphabet, Microsoft, Amazon and Oracle.

BofA pointed out that while the companies can fund their near-term capital expenditures with cash, they are tapping debt markets for balance-sheet flexibility and better cost of capital. Last month alone, Meta, Alphabet, and Amazon raised tens of billions of dollars in the bond market.

Operating cash flow for the big five hyperscalers is expected to hit $577 billion this year from $378 billion in 2023, while debt should climb from $356 billion to $433 billion.

That means their overall debt burden is actually getting lighter as the debt-to-cash ratio should dip from 0.94 to 0.75.

“Given the hyperscalers’ historically conservative capital allocation and balance sheet policies, elevated debt issuance is possible, as evident by the recent bond deals from Meta, Alphabet and Amazon,” BofA said.

And plenty of additional cash is on the way. By 2029, operating cash flow is seen jumping 95% to $1.1 trillion, while capex is forecast to grow at a much slower pace of 58% to $632 billion.

But then there’s Oracle. Unlike the other AI hyperscalers, it will have negative free cash flow until 2029, meaning its capex will exceed cash from operations, according to BofA. As a result, it doesn’t have much capacity to take on more debt.

Indeed, fears about Oracle’s debt binge have rattled the overall AI stock trade as the company isn’t a cash machine like its AI peers.

Recent earnings guidance was also weak, and the company raised its forecast for fiscal 2026 capex by another $15 billion. In addition, surging lease obligations have spooked Wall Street.

A Financial Times report on Wednesday that said alternative investments firm Blue Owl didn’t team up with Oracle on a data center after all piled on more concerns. Shares fell on the news, though the company’s development partner, Related Digital, said Blue Owl was outbid on the project and didn’t back out of it.

But even though debt may not pose a limit on hyperscalers’ ambitions, they still face physical limits, namely in building enough infrastructure fast enough to meet demand.

Data-center researcher Jonathan Koomey told Fortune’s Eva Roytburg that capital can be deployed instantly, but the equipment that capital must buy cannot. Tmelines for turbines, transformers, specialized cooling systems, and high-voltage gear have stretched into years, he explained.

“This happens every time there’s a massive shift in investment,” Koomey added. “Eventually manufacturers catch up, but not right away. Reality intervenes.”



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