SAP reported better-than-expected Q4 2024 financial results and raised its full-year operating profit forecast as demand for artificial intelligence systems continues. On top of beating expectations, SAP said that it now expects 2025 operating profit to be between €10.3 billion and €10.6 billion, above previous estimates of approximately €10 billion. Its current cloud backlog of €18.08 billion is up 32%. Cloud revenue is up 27% to €4.71 billion, and Cloud ERP suite revenue is up 35% to €3.95 billion. Additionally, on December 16, SAP announced the general availability of the SAP Green Ledger solution, the most comprehensive carbon accounting system globally that integrates directly with customers’ financial data. While the results are great, we are yet to see an accelerated rate of adoption of customers moving from ECC to S/4HANA Cloud Private Edition. SAP also used the earnings call to announce several leadership changes. 2024 saw three key executive departures, namely Chief Marketing and Solutions Officer Julia White, Chief Revenue Officer Scott Russell, and Chief Technology Officer Juergen Mueller. White is now the chief marketing officer and vice president at AWS, while Russell has joined NICE as its chief executive officer. In light of this, the market has been expecting some changes. Sebastian Steinhaeuser will become SAP’s chief operating officer on February 1 and is the only new member of SAP’s executive board. Steinhaeuser joined the company in 2020 as the chief of staff to CEO Christian Klein and became chief strategy officer in 2021. He previously worked at Boston Consulting Group. Philipp Herzig is now the global CTO in addition to his existing role as chief AI officer. Jan Gilg and Emmanuel (Manos) Raptopoulos, both veteran SAP employees for close to 20 years, are to jointly lead SAP’s customer success organization as co-chief revenue officers. Raptopoulos, who is currently the regional president of SAP EMEA (Europe, the Middle East, and Africa), is to manage the SAP EMEA, MEE (Middle and Eastern Europe), and APAC (Asia Pacific) regions. Gilg, who is currently president and chief product officer for Cloud ERP, is to oversee SAP Americas and the global SAP Business Suite. After White’s departure, Ada Agrait joined as chief marketing officer on an interim basis. Agrait is to continue in that role. SAP is expanding its executive board to include the Strategy & Operations division and is appointing an expanded executive board consisting of eight additional managers. During the earnings call, it was emphasized that the goal of the extended board is to create a diverse comprehensive team to scale the reach of the executive board, discuss a broad range of portfolio topics, and act as a strategic advisory body that will assist in driving the company’s AI-first, suite-first strategy. Gilg, Raptopoulos, and Herzig will all report to Klein and will serve on the extended board along with Agrait. All changes are effective February 1, 2025. The members of the extended board: Ada Agrait (chief marketing officer), Michael Ameling (general manager, Business Technology Platform), Sebastian Behrendt (head of global finance), Jan Gilg (chief revenue officer, Americas, and SAP Business Suite), Philipp Herzig (chief technology officer), Thomas Pfiester (head of global customer engagement), Emmanuel Raptopoulos (chief revenue officer, APAC/EMEA/MEE), Monika Schaller (chief communications officer), and a to-be-announced general manager for Business Suite. Interestingly, after last year’s departures and new leadership changes heading into 2025 and onwards, there is not much representation from the Americas. There is greater German representation on SAP’s executive board and now also the extended board. Customers in the Americas will look to Jan Gilg to build strong relationships. This might actually be quite beneficial, as Gilg brings a very strong product background and experience to the role that should uniquely help him engage more deeply with Americas customers, who always tend to welcome engineering, product, and architecture experience with open arms. Additionally, there are some product innovations to look forward to. We will soon get more details on Joule agents’ orchestration of end-to-end business processes with agents across finance, spend, supply chain, HR, and customer experience. There might be some commercial flexibility with both RISE and GROW to land and adopt the latest innovations without additional negotiations. Lastly, SAP’s focus on AI remains front and center, with AI embedded in 50% of deals, reflecting its commitment to leveraging agnostic AI solutions and different models used based on customer needs. For more insights on SAP, S/4HANA cloud transformations, on-premises enterprise resource planning support, RISE, GROW, or this specific announcement, clients can book time with me (via an inquiry or guidance session). source

DeepSeek sent ripples through the global tech landscape this week as it soared above ChatGPT in Apple’s app store. The meteoric rise has shifted the dynamics of US-China tech competition, shocked global tech stock valuations, and reshaped the future direction of artificial intelligence (AI) development. Among the industry buzz created by DeepSeek’s rise to prominence, one question looms large: what does this mean for the strategy of the third leading global nation for AI development – the United Kingdom? The generative AI era was kickstarted by the release of ChatGPT on November 30 2022, when large language models (LLMs) entered mainstream consciousness and began reshaping industries and workflows, while everyday users explored new ways to write, brainstorm, search and code. We are now witnessing the “DeepSeek moment” – a pivotal shift that demonstrates the viability of a more efficient and cost-effective approach for AI development. DeepSeek isn’t just another AI tool. Unlike ChatGPT and other major LLMs developed by tech giants and AI startups in the USA and Europe, DeepSeek represents a significant evolution in the way AI models are developed and trained. Most existing approaches rely on large-scale computing power and datasets (used to “train” or improve the AI systems), limiting development to very few extremely wealthy market players. DeepSeek not only demonstrates a significantly cheaper and more efficient way of training AI models, its open-source “MIT” licence (after the Massachusetts Institute of Technology where it was developed) allows users to deploy and develop the tool. This helps democratise AI, taking up the mantle from US company OpenAI – whose initial mission was “to build artificial general intelligence (AGI) that is safe and benefits all of humanity” – enabling smaller players to enter the space and innovate. By making cutting-edge AI development accessible and affordable to all, DeepSeek has reshaped the competitive landscape, allowing innovation to flourish beyond the confines of large, resource-rich organisations and countries. It has also set a new benchmark for efficiency in its approach, by training its model at a fraction of the cost, and matching – even surpassing – the performance of most existing LLMs. By employing innovative algorithms and architectures, it is delivering superior results with significantly lower computational demands and environmental impact. Why DeepSeek matters DeepSeek was conceived by a group of quantitative trading experts in China. This unconventional origin holds lessons for the UK and US. While the UK – particularly London – has long attracted scientific and technological excellence, many of the highest achieving young graduates have tended to disproportionately opt for careers in finance, something that has come the expense of innovation in other critical sectors such as AI. Diversifying the pathways for Stem (science, technology, engineering and maths) professionals could yield transformative outcomes. The UK government’s recent and much-publicised 50-point action plan on AI offers glimpses of progressive intent, but also displayed a lack of boldness to drive real change. Incremental steps are not sufficient in such a fast-moving environment. The UK needs a new plan – one that leverages its unique strengths while addressing systemic weaknesses. Firstly, it’s important to recognise that the UK’s comparative advantage lies in its leading interdisciplinary expertise. World-class universities, thriving fintech and dynamic professional services and creative sectors offer fertile ground for AI applications that extend beyond traditional tech silos. The intersection of AI with finance, law, creative industries and medicine presents opportunities to lead in some niche but high-impact areas. The UK’s funding and regulatory frameworks are due an overhaul. DeepSeek’s development underscores the importance of agile, well-funded ecosystems that can support big, ambitious “moonshot” projects. Current UK funding mechanisms are bureaucratic and fragmented, favouring incremental innovations over radical breakthroughs, at times stifling innovation rather than nurturing it. Simplifying grant applications and offering targeted tax incentives for AI startups would represent a healthy start. Finally, it will be critical for the UK to keep its talent in the country. The UK’s AI sector faces a brain drain as top talent gravitates toward better-funded opportunities in the US and China. Initiatives such as public-private partnerships for AI research development can help anchor talent at home. DeepSeek’s rise is an excellent example of strategic foresight and execution. It doesn’t merely aim to improve existing models, but redefines the very boundaries of how AI could be developed and deployed – while demonstrating efficient, cost-effective approaches that can yield astounding results. The UK should adopt a similarly ambitious mindset, focusing on areas where it can set global standards rather than playing catch-up. AI’s geopolitics cannot be ignored either. As the US and China compete with one another, the UK has a critical role to play as the trusted intermediary and ethical leader in AI governance. By championing transparent AI standards and fostering international collaboration, the UK can punch above its weight on the global stage. DeepSeek’s success should serve as a wake-up call. Britain has the talent, institutions and entrepreneurial spirit to be a significant leading player in AI – but it must act decisively, and now. It is time to remove token gestures and embrace bold strategies that move the needle and position the UK as a leader in an AI-driven future. This moment calls for action, not just more conversation. DeepSeek has raised the bar. It is now up to the UK to meet it. source

By Sydney Price ( January 29, 2025, 9:11 PM EST) — A D.C. federal judge has ordered sports business Crystal World, its ousted CEO and a related investment group to pay approximately $1.8 million in disgorgement and civil penalties for securities violations, lowering the U.S. Securities and Exchange Commission’s bid for a $4.1 million total judgment…. Law360 is on it, so you are, too. A Law360 subscription puts you at the center of fast-moving legal issues, trends and developments so you can act with speed and confidence. Over 200 articles are published daily across more than 60 topics, industries, practice areas and jurisdictions. A Law360 subscription includes features such as Daily newsletters Expert analysis Mobile app Advanced search Judge information Real-time alerts 450K+ searchable archived articles And more! Experience Law360 today with a free 7-day trial. source

By Nadia Dreid ( January 30, 2025, 10:29 PM EST) — There’s a broadband equipment vandalism problem that no one is doing much about, a Republican former Federal Communications Commission member said in a new opinion piece, arguing that “certain criminal elements” view the theft as a path to “fast cash.”… Law360 is on it, so you are, too. A Law360 subscription puts you at the center of fast-moving legal issues, trends and developments so you can act with speed and confidence. Over 200 articles are published daily across more than 60 topics, industries, practice areas and jurisdictions. A Law360 subscription includes features such as Daily newsletters Expert analysis Mobile app Advanced search Judge information Real-time alerts 450K+ searchable archived articles And more! Experience Law360 today with a free 7-day trial. source

In every technology wave, we inevitably find enterprises in two distinct camps: leaders and laggards. Leaders, often courageous and curious, are early adopters, eager to embrace innovation and set pace for the market. Laggards, often cautious and conservative, are the rest of the field, content to wait until the hype subsides at the risk of falling further behind.  We witnessed this with the birth of the internet, the rise of cloud computing, and now the dawn of generative AI. As a data strategist for 30 years, I’ve seen plenty of these industry-defining shifts, particularly now in the area of compute. However, this use case is also the riskiest for businesses, and it reveals the starkest differences between leaders and laggards. Leveraging GenAI to create an image that results in a salmon filet jumping upstream is relatively harmless but having GenAI hallucinate financial numbers or medical treatments poses enormous risks.   In a recent report we collaborated on with MIT SMR Connections, eight out of 10 (83%) early adopters of GenAI for analytics believe they have a competitive advantage over the market, and nearly half (48%) anticipate an ROI of 100% or more in the next three years.  So, with these early adopters seemingly having an insurmountable head start, how can enterprises that have traditionally adopted a wait-and-see mindset ensure they are not permanently left behind?  Related:The Real Cost of AI: An InformationWeek Special Report Focus on the ‘Why,’ Not Just the ‘How’ There’s intense FOMO (fear of missing out) when it comes to new technology, and GenAI is no exception. For nearly two years, boards and executives have been bombarded with commentary and projections that exalt GenAI’s economic and operational impacts. McKinsey reported that GenAI could add upward of $4.4 trillion annually to the global economy in productivity and efficiencies, while business titan Jamie Dimon, CEO of JP Morgan Chase, told shareholders in a letter earlier this year that GenAI has the potential to rival some of humanity’s most consequential inventions.  This pressure often leads enterprises to invest in technology simply because it’s in vogue. We get so blinded by the shiny new “how” (the technology) that we lose sight of the “why” (the business value). It should never be technology for technology’s sake, but rather the ways the technology can be applied to drive meaningful change within the business that help reduce costs, improve efficiencies, or create more frictionless experiences. If you can’t articulate the why, then don’t be so quick to embrace the how.  Related:What Is the Cost of AI: Examining the Cost of AI-Enabled Apps Evolve Thinking and Processes, Not Just Tech  To properly wrangle GenAI you first need to tame your data. Unsurprisingly, a common characteristic of many early adopters is a modern, integrated, cloud-based data estate. On the other hand, for many laggards their data house more closely resembles a disorganized attic: messy, fragmented, and of varying value. While the technology to manage, govern, and secure this influx of information has advanced, it’s paramount that our practices and principles evolve at equal velocity to account for more data, faster data, and different types of data.  How enterprises rethink data management should also extend to the relationship between data and business teams, which have traditionally been deeply siloed. As Robert Garnett from Elevance Health shared with me on The Data Chief podcast, data teams are finally earning a seat at the corporate table and evolving from order-taker to true business partner.   As GenAI continues to lower the barrier to entry for data users, it will require Jobs-Wozniak-like collaboration between these two groups to ensure a unified and centralized data-AI-business strategy.  Develop AI Literacy by Committee, Literally  AI and GenAI are no longer obscure concepts plucked from the pages of a sci-fi script. The ability for workforces to manipulate this technology safely and responsibly, to understand its potential and limitations, and smell out inaccuracies or hallucinations in its output, will directly influence businesses’ health, reputation and bottom lines.   Related:If Everyone Uses AI, How Can Organizations Differentiate? The reality is we collectively aren’t doing enough to reskill and upskill our workforces. With only 5% of organizations actively focused on building their AI literacy skills at scale according to Accenture, enterprises must recognize that AI literacy — like data literacy before it — is now a life skill, not just a business one.  It’s critical that every enterprise, regardless of sector or market, establish a responsible AI committee to build a framework that lays out the expectations and guidelines each line of business can then apply uniformly across the company.  This committee should be comprised of representatives across the organization including technical, business, security and privacy stakeholders. Its responsibilities should include evaluating proposed large language models, establishing safeguards for proprietary data, designing standards to evaluate ROI, determining the best mix of proprietary and third-party solutions, and ensuring access to comprehensive training and skills development curriculum.  The distance between leaders and laggards has never been more pronounced in the era of GenAI, but it’s not too late. With a firm grasp on business value, investments in modern data management, deeply aligned teams, and a commitment to employee education, enterprises can ensure this GenAI race is transformational, not just the latest hype.  source

By Matthew Perlman ( January 30, 2025, 12:36 PM EST) — The U.S. Department of Justice sued Thursday to block Hewlett Packard Enterprise’s planned $14 billion purchase of Juniper Networks Inc. over concerns about competition for local wireless networking technology…. Law360 is on it, so you are, too. A Law360 subscription puts you at the center of fast-moving legal issues, trends and developments so you can act with speed and confidence. Over 200 articles are published daily across more than 60 topics, industries, practice areas and jurisdictions. A Law360 subscription includes features such as Daily newsletters Expert analysis Mobile app Advanced search Judge information Real-time alerts 450K+ searchable archived articles And more! Experience Law360 today with a free 7-day trial. source

First and foremost, we abhor violence. Like so many others, we were dismayed by the murder of UnitedHealthcare CEO Brian Thompson. But our dismay wasn’t the only response. This event revealed widespread negative views of health insurers: Stories of coverage denials, care delays, and medical bankruptcy spread across social media. Understandably, health insurers have asked us how to respond. These questions have ranged from concerns about potential impacts on KPIs to how to rebuild trust with customers. We’ve also seen some insurers deflect, looking to blame the system or other parties (such as hospitals), doing little to acknowledge their role in the problems that consumers face. Health insurers: We have a lot of work to do, and the call to action started well before December. Eight Essential Strategies For Health Insurers To Repair And Enhance CX In 2024, trust in health insurers hit a three-year low, with just 56% of consumers reporting that they trust their health insurer to do what is in their best interest. The industry’s Customer Experience Index (CX Index™) score also hit a five-year low, underscoring significant shortcomings. The most basic reasons why an insurer exists, such as “processes transactions quickly,” landed among the top drivers of CX. Performance on this driver and others has been decreasing since 2022. In December, transaction issues such as denials and delays in care galvanized public dissatisfaction. To climb out of this hole, here are eight things health insurers must do: Start your listening tour now. Don’t just imagine what customers might be going through. Immerse yourself in the customer’s world and experiences by conducting the right kinds of research. Analyze your existing data first. Show that you’re listening by acknowledging these issues and demonstrating empathy to rebuild trust. Communicate your plan. Be transparent about what you learn and what you are going to change. Transparency is a key lever of trust. If it’s a customer-facing change, tell them how you plan to do it and set expectations for how long it will take to deliver. Follow the same approach if the change is more targeted to the experience of providers, employers, brokers, or other key ecosystem partners. Stop paying lip service and start taking action. People know empty promises when they hear them. Focus on incremental improvements that you can deliver quickly. Demonstrate that you will continue to listen and collect feedback to stay on the right track. Ensure adequate investment for improvements to the experience — yes, health insurance leaders, the ROI is there. The right improvements can deliver value to members, providers, and insurers. Cocreate with your customers. Engage and collaborate with your customers at each phase of creating experiences — not only to test the solutions you’ve already created but also to identify needs and problems and ideate solutions. What is their job to be done? Are you helping them with what they need or chasing what you think they want? Place a special focus on collaborating with groups that are often left behind, such as customers with disabilities. Customer obsession means putting the customer at the center of your leadership, strategy, and operations. Get aligned to customer needs and build experiences that work for them, and then the business outcomes will follow. Get the basics right to rebuild trust. Rebuilding trust, especially for health insurers, hinges on competence, reliability, and accountability. Understand your customers, clarify complex processes, and prioritize their value perception over yours. Value creation is based on an exchange — what customers get versus what they give up — and it’s influenced by their value network. For instance, unexpected bills, like a $25 copay, can negatively impact their experience with you due to misunderstandings about cost-sharing. Revisit broken processes. Today, 77% of healthcare practitioners report that health insurers create additional hurdles to patients getting the care they need, with just 20% agreeing that the policies and procedures established by health insurers align well with the needs of their patients. Explore gold-carding and waiving prior authorization for specific procedures. Focus on improving CX — not scores. Yes, you will see the impact on scores like Net Promoter Score℠ (NPS) and customer satisfaction. But the impact is not the result of December’s events alone. Customers loudly expressed their frustration and anger. These emotions are not new. Feedback is a gift (even when someone shouts it at you). Tear it open and use it to meaningfully to move the needle on CX. Prepare for the next crisis. Health insurers lacking a crisis communication plan risk long-term reputational and financial damage to their company. Develop a response plan now, including how you will communicate with customers and the public across all relevant channels. Health insurers can take action in response to this tragic, watershed moment. New research on the state of trust for health insurers and the power of plain language is on its way for Forrester clients. Schedule a guidance session now to discuss how your business can respond today and in the future. Not a client? Learn more about how you can have Forrester on your side and by your side. Join us at CX Summit North America from June 23–26 in Nashville to delve into these topics. Reserve your spot to join the conversation. source

As China’s DeepSeek threatens to dismantle Silicon Valley’s AI monopoly, a European alliance has emerged with an alternative to tech’s global order. They call their project OpenEuroLLM. Like DeepSeek, they aim to develop next-generation open-source language models — but their agenda is very different. Their mission: forging European AI that will foster digital leaders and impactful public services across the continent. To support these objectives, OpenEuroLLM is building a family of high-performing, multilingual large language foundation models. The models will be available for commercial, industrial, and public services. Over 20 leading European research institutions, companies, and high-performance computing (HPC) centres have enlisted in the the project. Leading their alliance is Jan Hajič, a renowned computational linguist at Charles University, Czechia, and Peter Sarlin, the co-founder of Silo AI, Europe’s largest private AI lab, which was acquired last year by US chipmaker AMD for $665mn. Webinar: Nurturing Scaleup Success Join us on 18 February for a discussion on the vital role of ecosystems in nurturing startups and scaleups and fostering a dynamic entrepreneurial landscape. They’re joined by an array of European tech luminaries. Among them are Aleph Alpha, the leading light of Germany’s AI sector, Finland’s CSC, which hosts one of the world’s most powerful supercomputers., and France’s Lights On, which recently became Europe’s first publicly-traded GenAI company. Their alliance has been backed by the European Commission. According to Sarlin, the initiative could be the Commission’s largest-ever AI project.  “What’s unique about this initiative is that we’re bringing together many Europe’s leading AI organisations in one focused effort, rather than having many small, fragmented projects,” he told TNW via email. “This concentrated approach is what Europe needs to build open European AI models that eventually enable innovation at scale.” The project has a budget of €52mn, as well as compute commitment that may have a larger monetary value, Sarlin said. Alongside funding from the Commission, OpenEuroLLM has received support from STEP, an EU scheme to boost investment in strategic technologies. The project also aligns with the EU’s plans to fortify Europe’s digital sovereignty, which is becoming vulnerable. Europe’s AI future With China and the US developing new AI capabilities at breakneck speeds, Europe faces an uncertain future in the digital landscape. OpenEuroLLM hopes to strengthen the continent’s position with new digital infrastructure. The project has also pledged to embed AI with European values of democracy, transparency, openness, and community involvement. According to OpenEuroLLM, the models, software, data, and evaluation will be fully open. They will also be capable of fine-tuning and instruction-tuning for specific industry and public sector needs. Additionally, the alliance promises to preserve both linguistic and cultural diversity. The plans arrive in testing times for European tech. With US and Chinese firms racing to deliver new AI breakthroughs, fears are growing that European companies, economies, and even culture are under threat.  Sarlin wants OpenEuroLLM to bring new hope to the continent. ”This isn’t about creating a general purpose chatbot — it’s about building the digital and AI infrastructure that enables European companies to innovate with AI,” he said.  “Whether it’s a healthcare company developing specialised assistants to medical doctors or a bank creating personalised financial services, they need AI models adapted to the context in which they operate, and that they can control and own. “This project is about giving European businesses tools to build models and solutions in their languages that they own and control.” source

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More Thomson Reuters is bringing AI to tax professionals in a big way. The company has partnered with Anthropic to use its Claude AI technology in its tax tools, marking one of the largest AI rollouts in the tax and accounting industry. At the heart of this initiative is CoCounsel, Thomson Reuters’ AI platform for legal and tax professionals. The system runs on Amazon’s secure cloud infrastructure, ensuring that sensitive client information remains protected while delivering AI-powered insights. “We combine real expert human knowledge with advanced technology,” Joel Hron, CTO at Thomson Reuters, said in an exclusive interview with VentureBeat. “We have experts across many different domains generating content and workflows. For us, AI is a tool to facilitate the distribution of that expertise through our software.” How Thomson Reuters built a tax AI platform using 150 years of professional content The company has built a comprehensive retrieval-augmented generation (RAG) architecture that connects Claude to Thomson Reuters’ vast knowledge base, including content from more than 3,000 subject matter experts and 150 years of professional publications. Rob Greenlee, head of industries at Anthropic, explained the technical approach in an exclusive interview: “Claude’s foundation in understanding complex professional domains like law and tax comes from comprehensive training on a diverse range of high-quality texts, including professional and academic content. For work with Thomson Reuters, we’ve taken several additional steps… We then work closely with Thomson Reuters to optimize Claude’s performance through advanced prompting strategies and carefully designed workflows that leverage their authoritative content and domain expertise.” Inside the strategic deployment of multiple AI models for professional services Thomson Reuters is strategically deploying different versions of Claude based on task complexity. The company uses Claude 3 Haiku for rapid processing tasks and Claude 3.5 Sonnet for deeper analyses requiring detailed insights. Early results show significant efficiency gains. “Customers are reporting transformative efficiency gains with CoCounsel,” said Hron. “Professionals are not only saving time but, also elevating the level of work they focus on, maintaining quality while delivering more strategic value to their clients.” Security remains paramount in the implementation. Amazon Bedrock provides what Hron called “a robust and battle-tested cloud infrastructure that adheres to our enterprise-grade security standards throughout the entire life cycle.” Enterprise AI deployment sets new standard for security and professional trust The collaboration between Thomson Reuters and Anthropic represents a new model for enterprise AI deployment, combining advanced AI capabilities with domain expertise and secure infrastructure. “What makes this partnership particularly valuable is the combination of Anthropic’s advanced AI capabilities with Thomson Reuters’ deep domain expertise and authoritative content,” said Greenlee. Looking ahead, Thomson Reuters plans to expand its use of Claude, exploring agent frameworks for complex tax workflows and computer vision capabilities to help editorial teams curate content more efficiently. “We’ve been vocal about our AI investment as a strategic part of our products going forward,” said Hron. “Our editorial workforce spends significant time building and curating content — we see tremendous potential to accelerate these processes with Anthropic’s computer vision and tool use capabilities.” The implementation comes as tax and accounting professionals increasingly adopt AI tools to streamline their work. Thomson Reuters’ approach could serve as a blueprint for other enterprises looking to deploy AI while maintaining professional standards and data security. Correction: Feb. 11, 2025: An earlier version of this article misstated Thomson Reuters’ use of Claude AI. The technology is implemented specifically for tax services within CoCounsel, not for legal services. source

By Zoe Argento, Bradford Kelley and Sean O’Brien ( January 29, 2025, 6:53 PM EST) — On Dec. 19, against a backdrop of various state laws regulating employee monitoring technologies, the U.S. Equal Employment Opportunity Commission published its first fact sheet on wearable technology under employment anti-discrimination laws…. Law360 is on it, so you are, too. A Law360 subscription puts you at the center of fast-moving legal issues, trends and developments so you can act with speed and confidence. Over 200 articles are published daily across more than 60 topics, industries, practice areas and jurisdictions. A Law360 subscription includes features such as Daily newsletters Expert analysis Mobile app Advanced search Judge information Real-time alerts 450K+ searchable archived articles And more! Experience Law360 today with a free 7-day trial. source