Rolling out enterprise-grade AI means climbing two steep cliffs at once. First, understanding and implementing the tech itself. And second, creating the cultural conditions where employees can maximize its value. While the technical hurdles are significant, the human element can be even more consequential; fear and ambiguity can stall momentum of even the most promising initiatives.
Psychological safety—feeling free to express opinions and take calculated risks without worrying about career repercussions1—is essential for successful AI adoption. In psychologically safe workspaces, employees are empowered to challenge assumptions and raise concerns about new tools without fear of reprisal. This is nothing short of a necessity when introducing a nascent and profoundly powerful technology that still lacks established best practices.
“Psychological safety is mandatory in this new era of AI,” says Rafee Tarafdar, executive vice president and chief technology officer at Infosys. “The tech itself is evolving so fast—companies have to experiment, and some things will fail. There needs to be a safety net.”
To gauge how psychological safety influences success with enterprise-level AI, MIT Technology Review Insights conducted a survey of 500 business leaders. The findings reveal high self-reported levels of psychological safety, but also suggest that fear still has a foothold. Anecdotally, industry experts highlight a reason for the disconnect between rhetoric and reality: while organizations may promote a safe to experiment message publicly, deeper cultural undercurrents can counteract that intent.
Building psychological safety requires a coordinated, systems-level approach, and human resources (HR) alone cannot deliver such transformation. Instead, enterprises must deeply embed psychological safety into their collaboration processes.
Key findings for this report include:
Companies with experiment-friendly cultures have greater success with AI projects. The majority of executives surveyed (83%) believe a company culture that prioritizes psychological safety measurably improves the success of AI initiatives. Four in five leaders agree that organizations fostering such safety are more successful at adopting AI, and 84% have observed connections between psychological safety and tangible AI outcomes.
Psychological barriers are proving to be greater obstacles to enterprise AI adoption than technological challenges. Encouragingly, nearly three-quarters (73%) of respondents indicated they feel safe to provide honest feedback and express opinions freely in their workplace. Still, a significant share (22%) admit they’ve hesitated to lead an AI project because they might be blamed if it misfires.
Achieving psychological safety is a moving target for many organizations. Fewer than half of leaders (39%) rate their organization’s current level of psychological safety as “very high.” Another 48%report a “moderate” degree of it. This may mean that some enterprises are pursuing AI adoption on cultural foundations that are not yet fully stable.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
When the ABB FIA Formula E World Championship launched its first race through Beijing’s Olympic Park in 2014, the idea of all-electric motorsport still bordered on experimental. Batteries couldn’t yet last a full race, and drivers had to switch cars mid-competition. Just over a decade later, Formula E has evolved into a global entertainment brand broadcast in 150 countries, driving both technological innovation and cultural change in sport.
“Gen4, that’s to come next year,” says Dan Cherowbrier, Formula E’s chief technology and information officer. “You will see a really quite impressive car that starts us to question whether EV is there. It’s actually faster—it’s actually more than traditional [internal combustion engines] ICE.”
That acceleration isn’t just happening on the track. Formula E’s digital transformation, powered by its partnership with Infosys, is redefining what it means to be a fan. “It’s a movement to make motor sport accessible and exciting for the new generation,” says principal technologist at Infosys, Rohit Agnihotri.
From real-time leaderboards and predictive tools to personalized storylines that adapt to what individual fans care most about—whether it’s a driver rivalry or battery performance—Formula E and Infosys are using AI-powered platforms to create fan experiences as dynamic as the races themselves. “Technology is not just about meeting expectations; it’s elevating the entire fan experience and making the sport more inclusive,” says Agnihotri.
AI is also transforming how the organization itself operates. “Historically, we would be going around the company, banging on everyone’s doors and dragging them towards technology, making them use systems, making them move things to the cloud,” Cherowbrier notes. “What AI has done is it’s turned that around on its head, and we now have people turning up, banging on our door because they want to use this tool, they want to use that tool.”
As audiences diversify and expectations evolve, Formula E is also a case study in sustainable innovation. Machine learning tools now help determine the most carbon-optimal way to ship batteries across continents, while remote broadcast production has sharply reduced travel emissions and democratized the company’s workforce. These advances show how digital intelligence can expand reach without deepening carbon footprints.
For Cherowbrier, this convergence of sport, sustainability, and technology is just the beginning. With its data-driven approach to performance, experience, and impact, Formula E is offering a glimpse into how entertainment, innovation, and environmental responsibility can move forward in tandem.
“Our goal is clear,” says Agnihotri. “Help Formula E be the most digital and sustainable motor sport in the world. The future is electric, and with AI, it’s more engaging than ever.”
This episode of Business Lab is produced in partnership with Infosys.
Full Transcript:
Megan Tatum: From MIT Technology Review, I’m Megan Tatum, and this is Business Lab, the show that helps business leaders make sense of new technologies coming out of the lab, and into the marketplace.
The ABB FIA Formula E World Championship, the world’s first all-electric racing series, made its debut in the grounds of the Olympic Park in Beijing in 2014. A little more than 10 years later, it’s a global entertainment brand with 10 teams, 20 drivers, and broadcasts in 150 countries. Technology is central to how Formula E is navigating that scale and to how it’s delivering more powerful personalized experiences.
Two words for you: elevated fandom.
My guests today are Rohit Agnihotri, principal technologist at Infosys, and Dan Cherowbrier, CTIO of Formula E.
This episode is produced in partnership with Infosys.
Welcome, Rohit and Dan.
Dan Cherowbrier: Hi. Thanks for having us.
Megan: Dan, as I mentioned there, the first season of the ABB FIA Formula E World Championship launched in 2014. Can you talk us through how the first all-electric motor sport has evolved in the last decade? How has it changed in terms of its scale, the markets it operates in, and also, its audiences, of course?
Dan: When Formula E launched back in 2014, there were hardly any domestic EVs on the road. And probably if you’re from London, the ones you remember are the hybrid Priuses; that was what we knew of really. And at the time, they were unable to get a battery big enough for a car to do a full race. So the first generation of car, the first couple of seasons, the driver had to do a pit stop midway through the race, get out of one car, and get in another car, and then carry on, which sounds almost farcical now, but it’s what you had to do then to drive innovation, is to do that in order to go to the next stage.
Then in Gen2, that came up four years later, they had a battery big enough to start full races and start to actually make it a really good sport. Gen3, they’re going for some real speeds and making it happen. Gen4, that’s to come next year, you’ll see acceleration in line with Formula One. I’ve been fortunate enough to see some of the testing. You will see a really quite impressive car that starts us to question whether EV is there. It’s actually faster, it’s actually more than traditional ICE.
That’s the tech of the car. But then, if you also look at the sport and how people have come to it and the fans and the demographic of the fans, a lot has changed in the last 11 years. We were out to enter season 12. In the last 11 years, we’ve had a complete democratization of how people access content and what people want from content. And as a new generation of fan coming through. This new generation of fan is younger. They’re more gender diverse. We have much closer to 50-50 representation in our fan base. And they want things personalized, and they’re very demanding about how they want it and the experience they expect. No longer are you just able to give them one race and everybody watches the same thing. We need to make things for them. You see that sort of change that’s come through in the last 11 years.
Megan: It’s a huge amount of change in just over a decade, isn’t it? To navigate. And I wonder, Rohit, what was the strategic plan for Infosys when associating with Formula E? What did Infosys see in partnering with such a young sport?
Rohit: Yeah. That’s a great question, Megan. When we looked at Formula E, we didn’t just see a racing championship. We saw the future. A sport, that’s electric, sustainable, and digital first. That’s exactly where Infosys wants to be, at the intersection of technology, innovation, and purpose. Our plan has three big goals. First, grow the fan base. Formula E wants to reach 500 million fans by 2030. That is not just a number. It’s a movement to make motor sport accessible and exciting for the new generation. To make that happen, we are building an AI-powered platform that gives personalized content to the fans, so that every fan feels connected and valued. Imagine a fan in Tokyo getting race insights tailored for their favorite driver, while another in London gets a sustainability story that matters to him. That’s the level of personalization we are aiming for.
Second, bringing technology innovation. We have already launched the Stats Centre, which turns race data into interactive stories. And soon, Race Centre will take this to the next level with real time leaderboards to the race or tracks, overtakes, attack mode timelines, and even AI generated live commentary. Fans will not just watch, they will interact, predict podium finishes, and share their views globally. And third, supports sustainability. Formula E is already net-zero, but now their goal is to cut carbon by 45% by 2030. We’ll be enabling that through AI-driven sustainability, data management, tracking every watt of energy, every logistics decision. and modeling scenarios to make racing even greener. Partnering with a young sport gives us a chance to shape its digital future and show how technology can make racing exciting and responsible. For us, Formula E is not just a sport, it’s a statement about where the world is headed.
Megan: Fantastic. 500 million fans, that’s a huge number, isn’t it? And with more scale often comes a kind of greater expectation. Dan, I know you touched on this a little in your first question, but what is it that your fans now really want from their interactions? Can you talk a bit more about what experiences they’re looking for? And also, how complex that really is to deliver that as well?
Dan: I think a really telling thing about the modern day fan is I probably can’t tell you what they want from their experiences, because it’s individual and it’s unique for each of them.
Megan: Of course.
Dan: And it’s changing and it’s changing so fast. What somebody wants this month is going to be different from what they want in a couple of months’ time. And we’re having to learn to adapt to that. My CTO title, we often put focus on the technology in the middle of it. That’s what the T is. Actually, if you think about it, it’s continual transformation officer. You are constantly trying to change what you deliver and how you deliver it. Because if fans come through, they find new experiences, they find that in other sports. Sometimes not in sports, they find it outside, and then they’re coming in, and they expect that from you. So how can we make them more part of the sport, more personalized experience, get to know the athletes and the personalities and the characters within it? We’re a very technology centric sport. A lot of motor sport is, but really, people want to see people, right? And even when it’s technology, they want to see people interacting with technology, and it’s how do you get that out to show people.
Megan: Yeah, it’s no mean feat. Rohit, you’ve worked with brands on delivering these sort of fan experiences across different sports. Is motor sports perhaps more complicated than others, given that fans watch racing for different reasons than just a win? They could be focused on team dynamics, a particular driver, the way the engine is built, and so on and so forth. How does motor sports compare and how important is it therefore, that Formula E has embraced technology to manage expectations?
Rohit: Yeah, that’s an interesting point. Motor sports are definitely more complex than other sports. Fans don’t just care about who wins, they care about how some follow team strategies, others love driver rivalries, and many are fascinated by the car technology. Formula E adds another layer, sustainability and electric innovation. This makes personalization really important. Fans want more than results. They want stories and insights. Formula E understood this early and embraced technology.
Think about the data behind a single race, lap times, energy usage, battery performance, attack mode activation, pit strategies, it’s a lot of data. If you just show the raw numbers, it’s overwhelming. But with Infosys Topaz, we turn that into simple and engaging stories. Fans can see how a driver fought back from 10th place to finish on the podium, or how a team managed energy better to gain an edge. And for new fans, we are adding explainer videos and interactive tools in the Race Center, so that they can learn about their sport easily. This is important because Formula E is still young, and many fans are discovering it for the first time. Technology is not just about meeting expectations; it’s elevating the entire fan experience and making the sport more inclusive.
Megan: There’s an awful lot going on there. What are some of the other ways that Formula E has already put generative AI and other emerging technologies to use? Dan, when we’ve spoken about the demand for more personalized experiences, for example.
Dan: I see the implementation of AI for us in three areas. We have AI within the sport. That’s in our DNA of the sport. Now, each team is using that, but how can we use that as a championship as well? How do we make it a competitive landscape? Now, we have AI that is in the fan-facing product. That’s what we’re working heavily on Infosys with, but we also have it in our broadcast product. As an example, you might have heard of a super slow-mo camera. A super slow-mo camera is basically, by taking three cameras and having them in exactly the same place so that you get three times the frame rate, and then you can do a slow-motion shot from that. And they used to be really expensive. Quite bulky cameras to put in. We are now using AI to take a traditional camera and interpolate between two frames to make it into a super slow image, and you wouldn’t really know the difference. Now, the joy of that, it means every camera can now be a super slow-mo camera.
Megan: Wow.
Dan: In other ways, we use it a little bit in our graphics products, and we iterate and we use it for things like showing driver audio. When the driver is speaking to his engineer or her engineer in the garage, we show that text now on screen. We do that using AI. We use AI to pick out the difference between the driver and another driver and the team engineer or the team principal and show that in a really good way.
And we wouldn’t be able to do that. We’re not big enough to have a team of 24 people on stenographers typing. We have to use AI to be able to do that. That’s what’s really helped us grow. And then the last one is, how we use it in our business. Because ultimately, as we’ve got the fans, we’ve got the sport, but we also are running a business and we have to pick up these racetracks and move them around the world, and we have all these staff who have to get places. We have insurance who has to do all that kind of stuff, and we use it heavily in that area, particularly when it comes to what has a carbon impact for us.
So things like our freight and our travel. And we are using the AI tools to tell us, a battery for instance, should we fly it? Should we send it by sea freight? Should we send it by row freight? Or should we just have lots of them? And that sort of depends. Now, a battery, if it was heavy, you’d think you probably wouldn’t fly it. But actually, because of the materials in it, because of the source materials that make it, we’re better off flying it. We’ve used AI to work through all those different machinations of things that would be too difficult to do at speed for a person.
Megan: Well, sounds like there’s some fascinating things going on. I mean, of course, for a global brand, there is also the challenge of working in different markets. You mentioned moving everything around the world there. Each market with its own legal frameworks around data privacy, AI. How has technology also helped you navigate all of that, Dan?
Dan: The other really interesting thing about AI is… I’ve worked in technology leadership roles for some time now. And historically, we would be going around the company, banging on everyone’s doors and dragging them towards technology, making them use systems, making them move things to the cloud and things like that. What AI has done is it’s turned that around on its head, and we now have people turning up, banging on our door because they want to use this tool, they want to use that tool. And we’re trying to accommodate all of that and it’s a great pleasure to see people that are so keen. AI is driving the tech adoption in general, which really helps the business.
Megan: Dan, as the world’s first all-electric motor sport series, sustainability is obviously a real cornerstone of what Formula E is looking to do. Can you share with us how technology is helping you to achieve some of your ambitions when it comes to sustainability?
Dan: We’ve been the only sport with a certified net-zero pathway, and we have to stay that part. It’s a really core fundamental part of our DNA. I sit on our management team here. There is a sustainability VP that sits there as well, who checks and challenges everything we do. She looks at the data centers we use, why we use them, why we’ve made the decisions we’ve made, to make sure that we’re making them all for the right reasons and the right ways. We specifically embed technology in a couple of ways. One is, we mentioned a little bit earlier, on our freight. Formula E’s freight for the whole championship is probably akin to one Formula One team, but it’s still by far, our biggest contributor to our impact. So we look about how we can make sure that we’ve refined that to get the minimum amount of air freight and sea freight, and use local wherever we can. That’s also part of our pledge about investing in the communities that we race in.
The second then is about our staff travel. And we’ve done a really big piece of work over the last four to five years, partly accelerated through the covid-19 era actually, of doing remote working and remote TV production. Used to be traditionally, you would fly a hundred plus people out to racetracks, and then they would make the television all on site in trucks, and then they would be satellite distributed out of the venue. Now, what we do is we put in some internet connections, dual and diverse internet connections, and we stream every single camera back.
Megan: Right.
Dan: That means on site, we only need camera operators. Some of them actually, are remotely operated anyway, but we need camera operators, and then some engineering teams to just keep everything running. And then back in our home base, which is in London, in the UK, we have our remote production center where we layer on direction, graphics, audio, replay, team radio, all of those bits that break the color and make the program and add to that significant body of people. We do that all remotely now. Really interesting actually, a bit. So that’s the carbon sustainability story, but there is a further ESG piece that comes out of it and we haven’t really accommodated when we went into it, is the diversity in our workforce by doing that. We were discovering that we had quite a young, equally diverse workforce until around the age of 30. And then once that happened, then we were finding we were losing women, and that’s really because they didn’t want to travel.
Megan: Right.
Dan: And that’s the age of people starting to have children, and things were starting to change. And then we had some men that were traveling instead, and they weren’t seeing their children and it was sort of dividing it unnecessarily. But by going remote, by having so much of our people able to remotely… Or even if they do have to travel, they’re not traveling every single week. They’re now doing that one in three. They’re able to maintain the careers and the jobs they want to do, whilst having a family lifestyle. And it also just makes a better product by having people in that environment.
Megan: That’s such an interesting perspective, isn’t it? It’s a way of environmental sustainability intersects with social sustainability. And Rohit, and your work are so interesting. And Rohit, can you share any of the ways that Infosys has worked with Formula E, in terms of the role of technology as we say, in furthering those ambitions around sustainability?
Rohit: Yeah. Infosys understands that sustainability is at the heart of Formula E, and it’s a big part of why this partnership matters. Formula E is already net-zero certified, but now, they have an ambitious goal to cut carbon emissions by 45%. Infosys is helping in two ways. First, we have built AI-powered sustainability data tools that make carbon reporting accurate and traceable. Every watt of energy, every logistic decision, every material use can be tracked. Second, we use predictive analytics to model scenarios, like how changing race logistics or battery technology impact emissions so Formula E can make smarter, greener decisions. For us, it’s about turning sustainability from a report into an action plan, and making Formula E a global leader in green motor sport.
Megan: And in April 2025, Formula E working with Infosys launched its Stats Centre, which provides fans with interactive access to the performances of their drivers and teams, key milestones and narratives. I know you touched on this before, but I wonder if you could tell us a bit more about the design of that platform, Rohit, and how it fits into Formula E’s wider plans to personalize that fan experience?
Rohit: Sure. The Stats Centre was a big step forward. Before this, fans had access to basic statistics on the website and the mobile app, but nothing told the full story and we wanted to change that. Built on Infosys Topaz, the Stats Centre uses AI to turn race data into interactive stories. Fans can explore key stat cards that adapt to race timelines, and even chat with an AI companion to get instant answers. It’s like having a person race analyst at your fingertips. And we are going further. Next year, we’ll launch Race Centre. It’ll have live data boards, 2D track maps showing every driver’s position, overtakes and more attack timelines, and AI-generated commentary. Fans can predict podium finishes, vote for the driver of the race, and share their views on social media. Plus, we are adding video explainers for new fans, covering rules, strategies, and car technology. Our goal is simple: make every moment exciting and easy to understand. Whether you are a hardcore fan or someone watching Formula E for the first time, you’ll feel connected and informed.
Megan: Fantastic. Sounds brilliant. And as you’ve explained, Dan, leveraging data and AI can come with these huge benefits when it comes to the depth of fan experience that you can deliver, but it can also expose you to some challenges. How are you navigating those at Formula E?
Dan: The AI generation has presented two significant challenges to us. One is that traditional SEO, traditional search engine optimization, goes out the window. Right? You are now looking at how do we design and build our systems and how do we populate them with the right content and the right data, so that the engines are picking it up correctly and displaying it? The way that the foundational models are built and the speed and the cadence of which they’re updated, means quite often… We’re a very fast-changing organization. We’re a fast-changing product. Often, the models don’t keep up. And that’s because they are a point in time when they were trained. And that’s something that the big organizations, the big tech organizations will fix with time. But for now, what we have to do is we have to learn about how we can present our fan-facing, web-facing products to show that correctly. That’s all about having really accurate first-party content, effectively earned media. That’s the piece we need to do.
Then the second sort of challenge is sadly, whilst these tools are available to all of us, and we are using them effectively, so are another part of the technology landscape, and that is the cybersecurity basically they come with. If you look at the speed of the cadence and severity of hacks that are happening now, it’s just growing and growing and growing, and that’s because they have access to these tools too. And we’re having to really up our game and professionalize. And that’s really hard for an innovative organization. You don’t want to shut everything down. You don’t want to protect everything too much because you want people to be able to try new things. Right? If I block everything to only things that the IT team had heard of, we’d never get anything new in, and it’s about getting that balance right.
Megan: Right.
Dan: Rohit, you probably have similar experiences?
Megan: How has Infosys worked with Formula E to help it navigate some of that, Rohit?
Rohit: Yeah. Infosys has helped Formula E tackle some of the challenges in three key ways, simplify complex race data into engaging fan experience through platforms like Stats Centre, building a secure and scalable cloud data backbone for the real-time insights, and enabling sustainability goals with AI-driven carbon tracking and predictive analytics. This solution makes the sport interactive, more digital, and more responsible.
Megan: Fantastic. I wondered if we could close with a bit of a future forward look. Can you share with us any innovations on the horizon at Formula E that you are really excited about, Dan?
Dan: We have mentioned the Race Centre is going to launch in the next couple of months, but the really exciting thing for me is we’ve got an amazing season ahead of us. It’s the last season of our Gen3 car, with 10 really exciting teams on the grid. We are going at speed with our tech innovation roadmap and what our fans want. And we’re building up towards our Gen4 car, which will come out for season 13 in a year’s time. That will get launched in 2026, and I think it will be a game changer in how people perceive electric motor sport and electric cars in general.
Megan: It sounds like there’s all sorts of exciting things going on. And Rohit too, what’s coming up via this partnership that you are really looking forward to sharing with everyone?
Rohit: Two things stand out for me. First is the AI-powered fan data platform that I’ve already spoken about. Second is the launch of Race Centre. It’s going to change how fans experience live racing. And beyond final engagement, we are helping Formula E lead in sustainability with AI tools that model carbon impact and optimize logistics. This means every race can be smarter and greener. Our goal is clear: help Formula E be the most digital and sustainable motor sport in the world. The future is electric, and with AI, it’s more engaging than ever.
Megan: Fantastic. Thank you so much, both. That was Rohit Agnihotri, principal technologist at Infosys, and Dan Cherowbrier, CITO of Formula E, whom I spoke with from Brighton, England.
That’s it for this episode of Business Lab. I’m your host, Megan Tatum. I’m a contributing editor and host for Insights, the custom publishing division of MIT Technology Review. We were founded in 1899 at the Massachusetts Institute of Technology, and you can find us in print, on the web and at events each year around the world. For more information about us and the show, please check out our website at technologyreview.com.
This show is available wherever you get your podcasts. And if you enjoyed this episode, we hope you’ll take a moment to rate and review us. Business Lab is a production of MIT Technology Review and this episode was produced by Giro Studios. Thanks for listening.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
At a regional hospital, a cardiac patient’s lab results sit behind layers of encryption, accessible to his surgeon but shielded from those without strictly need-to-know status. Across the street at a credit union, a small business owner anxiously awaits the all-clear for a wire transfer, unaware that fraud detection systems have flagged it for further review.
Such scenarios illustrate how companies in regulated industries juggle competing directives: Move data and process transactions quickly enough to save lives and support livelihoods, but carefully enough to maintain ironclad security and satisfy regulatory scrutiny.
Organizations subject to such oversight walk a fine line every day. And recently, a number of curveballs have thrown off that hard-won equilibrium. Agencies are ramping up oversight thanks to escalating data privacy concerns; insurers are tightening underwriting and requiring controls like MFA and privileged-access governance as a condition of coverage. Meanwhile, the shifting VMware landscape has introduced more complexity for IT teams tasked with planning long-term infrastructure strategies.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff.
This content was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
Amid stalled talks on finance, adaptation and fossil fuel transition at the COP30 climate summit in Brazil’s Amazon region, governments agreed to an ambitious Just Transition package combining the strongest rights- and inclusion-based language yet seen in the UN climate process with a new global mechanism to support countries reshaping their economies.
The COP30 decision also confirmed that Just Transition must take a whole-of-society and whole-of-economy approach – covering mitigation, adaptation, loss and damage, and finance – a broad scope that observers said marked a significant step forward for the process.
Delegates described the outcome in the city of Belém as a rare convergence of political will, technical facilitation and years of groundwork by civil society and governments.
The decision also places stronger emphasis on the social and economic foundations of transition than many observers had expected. The text links Just Transition explicitly to poverty eradication and decent work, and recognises the need for just energy transitions as part of implementing the Global Stocktake – including the transition away from fossil fuels.
Finance provisions were also firmer than in previous drafts, with governments agreeing that support for Just Transition should prioritise grants and non-debt-creating instruments, a framing long pushed by developing countries and civil society.
Civil society kept the issue alive
The Work Programme on Just Transition, launched in 2022, remained low-profile across several COP cycles. Unions, youth networks, feminist groups, social movements and environmental organisations continued refining proposals and pushing negotiators even when political attention was limited – while activists also took to the streets across the world calling for a Just Transition.
As momentum built toward COP30, these groups began referring to their proposal as the Belém Action Mechanism – the “BAM” – signalling the level of institutional ambition they believed the process required. Alongside this sustained organising, unions stressed that Just Transition had to move beyond principles and into practice.
Key governments shifted earlier than expected
As colourful activists danced and chanted “We want the BAM!” in the COP30 conference centre, a key moment arrived on day two, when the G77+China group of developing countries came out early and clearly signalled its support for establishing a Just Transition mechanism. This leadership was widely described as the turning point that made an ambitious outcome possible.
The EU followed at the end of the first week, tabling a “bridging proposal” in the form of a Just Transition Action Plan. From that point, civil society campaigns intensified across the Global North, aimed at shifting governments that had so far resisted any new institutional arrangements.
The UK – initially identified by observers as the main hold-out – faced sustained campaigning, including an NGO sign-on letter and direct engagement with ministers. The political shift became visible inside the talks when Ed Miliband signalled support for the EU plan during the High-Level Ministerial Roundtable.
That shift extended beyond the UK. Canada, previously quiet on new institutional arrangements, began describing itself as “open to options” after targeted domestic media coverage. Australian civil society leveraged the country’s COP31 bid to draw attention to the need for coordination institutions, while NGOs in Belém maintained pressure on Swiss negotiators.
The push for the mechanism reached the highest level of the UN system. After a meeting with civil society, UN Secretary-General António Guterres added his voice of support for the mechanism and urged COP30 to operationalise a Just Transition aligned with 1.5°C.
Facilitators and ministers closed the gaps
Last year at COP29 in Baku, the Just Transition track ended without an outcome partly because no ministers were mandated to land one. Belém took a different approach: Mexico’s Alicia Bárcena and Poland’s Krzysztof Bolesta were appointed as ministerial leads and played a central role in balancing strong rights language with the institutional detail.
Technical co-facilitators Joseph Teo of Singapore and Federica Fricano of Italy were credited with producing a clear, workable draft that helped bridge divides. Delegates said its readability – unusual for UNFCCC text – helped maintain trust. UNFCCC secretariat staff supported the process with rapid revision work through the second week.
Brazil’s presidency and the significance of place
Brazil made Just Transition one of its three priorities, ensuring the track remained visible amid wider disputes.
The signal came early: at Climate Action Network’s Annual Strategy Meeting in Rio de Janeiro in February, attended by more than 170 climate justice activists, COP30 President Ambassador André Correa do Lago and COP30 CEO Ana Toni told participants that Just Transition would be a “vital” issue for COP30. The presidency also guided parties toward addressing the issue of “institutional arrangements” during the Pre-COP.
Belém’s context also mattered. The region is a long-standing focal point for debates over livelihoods, extractivism and environmental protection, grounding negotiations in lived realities.
A symbol of this was the People’s March on the streets of Belém, with over 50,000 people participating, and thousands more across the world. The message of the Indigenous Peoples of the Amazon was clear: a Just Transition cannot be designed about them or around them – it must be shaped with them, and how transition minerals are managed is central to this.
An Indigenous person holds a sign reading: “Water is worth more than copper”, during a protest to call for climate justice and territorial protection during the U.N. Climate Change Conference (COP30), in Belem, Brazil, November 17, 2025. (Photo: REUTERS/Anderson Coelho)
An Indigenous person holds a sign reading: “Water is worth more than copper”, during a protest to call for climate justice and territorial protection during the U.N. Climate Change Conference (COP30), in Belem, Brazil, November 17, 2025. (Photo: REUTERS/Anderson Coelho)
What the decision changes
The final text sets out principles for rights-based, inclusive transitions and establishes a global mechanism to support countries in implementing these principles – elevating the mechanism to a structural component of how climate action will be delivered in the Paris Agreement era.
The agreement also reinforces the expectation that social and economic dimensions must be central to national climate plans, not appended to them.
Civil society will remain closely engaged as the mechanism takes shape, arguing that its effectiveness will depend on whether it reflects the realities facing workers, communities and families in transitions already underway.
The next phase will hinge on the operational details governments agree in the months ahead. Key questions include the design of the committee, what form secretariat support will take, and whether civil society and trade unions will have a formal seat in its work.
Parties will also need to decide whether the mechanism should help convene a wider network of practitioners. Its first workplan, the identification of support needs, and clarification of how it will interact with existing UNFCCC bodies, will shape how effective it becomes – with decisions expected at COP31.
Most organizations feel the imperative to keep pace with continuing advances in AI capabilities, as highlighted in a recent MIT Technology Review Insights report. That clearly has security implications, particularly as organizations navigate a surge in the volume, velocity, and variety of security data. This explosion of data, coupled with fragmented toolchains, is making it increasingly difficult for security and data teams to maintain a proactive and unified security posture.
Data and AI teams must move rapidly to deliver the desired business results, but they must do so without compromising security and governance. As they deploy more intelligent and powerful AI capabilities, proactive threat detection and response against the expanded attack surface, insider threats, and supply chain vulnerabilities must remain paramount. “I’m passionate about cybersecurity not slowing us down,” says Melody Hildebrandt, chief technology officer at Fox Corporation, “but I also own cybersecurity strategy. So I’m also passionate about us not introducing security vulnerabilities.”
That’s getting more challenging, says Nithin Ramachandran, who is global vice president for data and AI at industrial and consumer products manufacturer 3M. “Our experience with generative AI has shown that we need to be looking at security differently than before,” he says. “With every tool we deploy, we look not just at its functionality but also its security posture. The latter is now what we lead with.”
Our survey of 800 technology executives (including 100 chief information security officers), conducted in June 2025, shows that many organizations struggle to strike this balance.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
The past year has marked a turning point in the corporate AI conversation. After a period of eager experimentation, organizations are now confronting a more complex reality: While investment in AI has never been higher, the path from pilot to production remains elusive. Three-quarters of enterprises remain stuck in experimentation mode, despite mounting pressure to convert early tests into operational gains.
“Most organizations can suffer from what we like to call PTSD, or process technology skills and data challenges,” says Shirley Hung, partner at Everest Group. “They have rigid, fragmented workflows that don’t adapt well to change, technology systems that don’t speak to each other, talent that is really immersed in low-value tasks rather than creating high impact. And they are buried in endless streams of information, but no unified fabric to tie it all together.”
The central challenge, then, lies in rethinking how people, processes, and technology work together.
Across industries as different as customer experience and agricultural equipment, the same pattern is emerging: Traditional organizational structures—centralized decision-making, fragmented workflows, data spread across incompatible systems—are proving too rigid to support agentic AI. To unlock value, leaders must rethink how decisions are made, how work is executed, and what humans should uniquely contribute.
“It is very important that humans continue to verify the content. And that is where you’re going to see more energy being put into,” Ryan Peterson, EVP and chief product officer at Concentrix.
Much of the conversation centered on what can be described as the next major unlock: operationalizing human-AI collaboration. Rather than positioning AI as a standalone tool or a “virtual worker,” this approach reframes AI as a system-level capability that augments human judgment, accelerates execution, and reimagines work from end to end. That shift requires organizations to map the value they want to create; design workflows that blend human oversight with AI-driven automation; and build the data, governance, and security foundations that make these systems trustworthy.
“My advice would be to expect some delays because you need to make sure you secure the data,” says Heidi Hough, VP for North America aftermarket at Valmont. “As you think about commercializing or operationalizing any piece of using AI, if you start from ground zero and have governance at the forefront, I think that will help with outcomes.”
Early adopters are already showing what this looks like in practice: starting with low-risk operational use cases, shaping data into tightly scoped enclaves, embedding governance into everyday decision-making, and empowering business leaders, not just technologists, to identify where AI can create measurable impact. The result is a new blueprint for AI maturity grounded in reengineering how modern enterprises operate.
“Optimization is really about doing existing things better, but reimagination is about discovering entirely new things that are worth doing,” says Hung.
This webcast is produced in partnership with Concentrix.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
Unions in Spain are calling for a new just transition strategy that goes beyond plant closures to revive the fabric of life in affected regions, linking public services with jobs and investment.
“When a power plant closes in a rural area, you don’t just lose jobs,” said Manuel Riera of UGT, one of Spain’s largest unions. “You risk losing the life of the place – the families, the neighbours, the school, the bus line. To keep people rooted, we have to rebuild whole economies.”
The end goal is to safeguard workers, diversify rural economies, and keep families rooted.
Spain’s breakthrough: dialogue and territorial pacts
Spain is among the few countries to have managed coal closures through negotiated territorial pacts. Since 2018, 15 agreements have been signed between national, regional and local governments in areas hit by mine and power plant shutdowns. The government also reached tripartite accords with unions and coal companies, guaranteeing solutions for affected workers.
“For the first time, workers and their communities had a seat at the table. It demonstrated that a just transition is possible and that social dialogue with trade unions must be the first step” Riera said. “That gave people dignity in a moment of loss.”
These frameworks funded retraining, supported job-creating projects and ensured public participation. They became an international reference for how social dialogue can guide decarbonisation.
But the experience has also exposed key limits. Job creation alone has not been enough to sustain rural life.
“Again and again we heard: in addition to employment, what decides if families stay is whether there is transport, housing, health care, education,” Riera said. “That is what keeps a territory alive. We have to move from an energy transition to a social transition.”
Judit Carreras Garcia, director of the Instituto para la Transición Justa (ITJ), reflected on the government’s efforts to respond to these challenges:
“Over the years, we have sought to make the just transition a reality through concrete policies and actions — walking the talk through a wide range of measures that include employability schemes, training, funding lines for job-creating business initiatives, just transition energy tender grids, municipal support programmes and environmental restoration,” she explained.
“All of them aim at minimising the impacts of decarbonisation and optimising outcomes based on participation and social dialogue. This effort has come with its own challenges — from managing timing gaps to addressing very different territorial starting points — but our commitment remains firm.”
Both unions and government acknowledge that anticipation is crucial: closures must be aligned with new opportunities, and support must adapt to vastly different territorial realities – from regions facing depopulation to those with stronger infrastructure.
Workers in Teruel province, Aragon, are worried that coal plant closures are hollowing out rural life.
Workers in Teruel province, Aragon, are worried that coal plant closures are hollowing out rural life.
The next phase for just transition
UGT is now working with its federations to shape Spain’s next Just Transition Strategy (2026–2030). Visits to pact areas, including Aragón, where a coal plant closed in 2020, reveal a rising sense of frustration.
“People are tired of waiting,” Riera said. “We have projects on paper, but they don’t see them materialising. Without effective coherent planning, workers retrain and then have to move to Madrid or Barcelona. That is not territorial justice.”
The unions’ demand: keep the territorial approach, but expand it across ministries and sectors, ensuring that services and infrastructure grow alongside jobs.
Behind the technical debates lies a deeper fear: the hollowing out of rural Spain, where thousands of villages have already lost their young people and their future. A mishandled transition could accelerate that trend.
“This is not only about jobs,” Riera said. “It is about whether towns survive at all. When a power station shuts, it’s not just the jobs inside the gates that disappear. The bus stops running, the school risks closing, the clinic can’t keep going, housing starts to deteriorate. Families leave, and a town empties. And once they leave, they rarely come back.”
Sharing lessons internationally
In September, Riera met unions from around the world to share Spain’s experience. His message was simple: we must fight for social dialogue and territorial agreements, but these are the beginning — not the end — of a just transition.
“If decisions are only made in the capital, they miss what life is like in a village. What Madrid sees as energy policy, a small town sees as survival: will there still be a bus, a clinic, a school? That is why workers and communities must always be in the room.”
For Riera, the work that goes into the just transition is also a chance to imagine something new.
“We can use this moment not just to protect people from loss, but to renew rural life — to make villages places where families want to stay, where children can imagine their future. This is about dignity, but also about love: love of place, love of community, love of life itself.”
Now in Belém for COP30, Riera is bringing a clear message to world leaders: Spain’s experience shows that the just transition must be built from the ground up. The Belém Action Mechanism that has been proposed, he argues, should require cross-sector transition plans – not just energy policies; guarantee participation from workers and communities; and secure public finance capable of delivering not only jobs but the services that sustain life around them.
“The Global South faces the same challenge: how to transition without abandoning people. Without public finance, that is impossible,” he said. “If we treat the just transition as a bargaining chip, we betray them. But if we take it seriously, we can create hope — from Spain to Brazil, from Santander to Belém.”
“This is not only about closing coal or opening renewables,” he added. “It is about whether people can imagine a future for their children. That is what the just transition means.”
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