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Goldman Sachs maps out where it’s pushing AI — and the risks that could upend its strategy

Goldman Sachs is pushing deeper into artificial intelligence — and what it could mean for the firm’s future.

In its 2025 shareholder letter, released Friday, Goldman’s leaders doubled down on their priorities tied to the recent refresh of their “One Goldman Sachs” initiative to streamline the bank’s services and boost revenue.

The firm described One GS as a “new operating model propelled by AI,” and highlighted six areas “ripe for disruption”: client onboarding and KYC, vendor management, regulatory reporting, lending, enterprise risk management, and sales enablement.

“This doesn’t just mean retooling our platforms,” the bank said. “It means taking a front-to-back view of how we organize our people, make decisions, and think about productivity, efficiency, and resilience.”

Goldman signaled that executing on its AI ambitions will depend heavily on talent, where a battle continues to unfold to nab top performers across Wall Street.

“Competition from within the financial services industry and from businesses outside the financial services industry, including the technology industry, for qualified employees has often been intense,” the firm said. It added that it has “experienced increased competition in hiring and retaining employees” tied to its technology initiatives and newer business lines.

That pressure is particularly acute in newer hubs central to Goldman’s operating model. The bank said 45% of its workforce is now based in strategic locations like Warsaw, Bengaluru, Hyderabad, and Salt Lake City. In those markets, Goldman often competes with firms that have a deeper local presence.

At the same time, the firm continues to draw significant interest from candidates. Goldman said it received more than one million experienced hire applications in 2025, up 33% from the prior year.

The biggest risks

In addition to shedding some light on its future AI bets, Goldman also explained what it sees as the biggest risks tied to its use of the technology that it believes shareholders ought to know.

The firm said “the legal and regulatory environment relating to AI is uncertain and rapidly evolving,” and warned that AI models may generate incorrect outputs.

Generative AI models, the firm flagged, are prone to making mistakes, which could, in a worst-case scenario, “result in the release of private, confidential or proprietary information, that reflect biases included in the data” they’re trained on. And it pointed to its use of “AI models developed by third parties” which the firm said makes it “dependent” on how those providers build their models. What’s more, bad actors could harness AI’s capabilities “to commit fraud and misappropriate funds and to facilitate cyber attacks,” it said.

Still, CEO David Solomon struck a bullish tone in the letter about his prognosis for AI. “We believe this technology is going to reshape the way we live and work,” he wrote, adding that “at the same time, there are significant questions” about the mind-bending speed of its adoption.

“With any new technology, there will be winners and losers,” the CEO added. “While there are likely to be periods of recalibration, in the long run I believe the net benefits from AI will accrue to many institutions as AI investment continues to build.”

AI has been a central focus for Solomon. The bank has partnered with developers like Cognition Labs to create unique products and rolled out its GS AI chatbot to its more than 47,000 employees.

Speaking at a conference in Europe last year, he said he wished Goldman could spend more than its roughly $6 billion technology budget, but noted at the time that investment levels were somewhat constrained by the need to deliver shareholder returns.




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Target shifts away from being an ‘everything store’ in new strategy focused on ‘busy families’

Target is betting on “busy families” to drive its turnaround.

On Tuesday, the retailers’ executives outlined changes to Target’s stores, app, and product selection that they said will improve financial results. At the center of it all are the needs of time-crunched moms and dads, they said.

The plan involves bolstering product selection and customer service in specific product categories, such as baby clothing and care, executives said Tuesday during a presentation at Target’s Minneapolis headquarters.

“Target is not an everything store,” CEO Michael Fiddelke said at the company’s annual financial meeting in Minneapolis. “That’s not what guests want from us.”

Funding many of the changes is an additional $1 billion in investments that Target plans to make this year, including “hundreds of millions” for store staffing and training, CFO Jim Lee said. That’s in addition to $1 billion in capital expenditures that Target announced last year.

The bullseye retailer is in critical need of a return to growth after coming off more than three years of flat or declining sales, Fiddelke said.

Target said on Tuesday that it expects to report net sales growth in each quarter of 2026 after posting a 1.7% decline for its fiscal year that ended on January 31.

Target bets on baby, grocery to get its groove back

The additional investments are meant to free up store employees to provide better customer service, Fiddelke said.

In baby care, Target is expanding its Cloud Island clothing brand and testing “baby concierges” helping customers shop, said Cara Sylvester, Target’s chief merchandising officer said at the meeting.

“This is about earning trust early and strengthening relationships that extend well beyond the baby aisle and beyond the baby life stage,” Sylvester said.

Groceries will also get more investment and floor space in Target’s stores, executives said.

John Conlin, Target’s SVP of food and beverage, told Business Insider that half of the retailer’s shoppers have food in their shopping baskets. That share rises during seasonal occasions and celebrations. The company is also plowing cash into a fresh supply chain to improve its offering of those products.

Target plans to open 30 new stores and fully remodel 130 existing ones in 2026, Lee said.

Those changes are meant to be an inflection point in Target’s strategy. “There will be more newness across the assortment in those stores in the next year than we’ve seen in any year in the last decade,” Fiddelke said.

It’s not the first time that Target has tried to differentiate itself from rivals, including Walmart, by offering a more curated offering.

Over the past few decades, Target partnered with big names in fashion to design some of its clothing and home decor. It also introduced snacks and groceries with sleek packaging that bucked the reputation of store-brand food as budget-focused.

In the last few years, though, some Target customers told Business Insider that the chain lost its reputation as a “nicer Walmart.” Foot traffic declined, and some stores started to look disheveled.

Executives acknowledged many of those shortcomings in Minneapolis on Tuesday — and said their investments are designed to reclaim Target’s old position in retail.

“We used to be strong in a pacesetter in a category like home,” Fiddelke said. “We haven’t been for the last few years.”

Fiddelke, who joined Target as a finance intern in 2003, is a company insider — a potential issue as he tries to execute a new strategy, some analysts who were expecting an outsider to execute the turnaround have said.

On Tuesday, the CEO aimed to sell his decades of experience at Target —and his own lived experience — as an asset.

“Having been in the shoes of a busy-parent household myself, sometimes you just need the very best of Target right to your doorstep,” Fiddelke said.




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Lucia Moses

MrBeast’s release strategy for Season 2 of ‘Beast Games’ highlights a key concern creators have with TV

  • MrBeast is making the first episode of “Beast Games” Season 2 copyright-free on Prime Video.
  • That will enable people to share reaction clips without fear of repercussions.
  • Season 2 features 200 contestants competing for over $10 million in prizes.

MrBeast is blurring the lines between YouTube and TV in a new way with the release of season two of his reality TV hit, “Beast Games,” on Amazon’s Prime Video.

The superstar YouTuber, whose real name is Jimmy Donaldson, announced that the first episode will be copyright-free. That’ll enable people to share reaction clips to their heart’s content without fear of repercussions on platforms like Google’s YouTube and Amazon’s Twitch. The show kicks off on Wednesday.

It’s only for one episode, but it gives MrBeast a way to have his TV cake and eat it, too — and for Amazon to juice exposure for the show.

The Amazon deal exposed MrBeast to a new audience and enabled him to create a big-budget spectacle that would have been difficult to make economically viable if it ran on YouTube. However, a potential risk was that MrBeast’s fans might not follow him to Prime Video, which is behind a paywall requiring a Prime membership.

Last year, MrBeast uploaded part of the first season to YouTube to ensure his fans on that platform were aware of it. MrBeast is YouTube’s top creator, with over 450 million subscribers, and regularly receives more than 100 million views and numerous comments on his YouTube videos.

Traditional media companies, such as Netflix and Fox, have been trying to stay relevant with younger viewers by striking deals with YouTube creators. The loss of fan interaction and decreased reach are concerns for some creators, though. In negotiating deals with podcasters, Netflix has told talent agents that it’s exploring how to replicate community features for podcast hosts that it brings onto its platform.

Season 2 of “Beast Games,” which features 100 “strong” and 100 “smart” contestants competing for more than $10 million in prizes, blends elements of TV and digital platforms in other ways.

It’ll include a crossover episode with “Survivor,” the famous reality TV show that “Beast Games” took inspiration from. And Twitch is promoting the season kickoff with a VIP screening on Tuesday featuring streamers alongside MrBeast.




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