Programmierer, so lautet ein populäres Bonmot, sind Maschinen, die Koffein in Code verwandeln. Das trifft auch auf viele andere Freiberufler zu. Der hohe Koffeinbedarf hängt damit zusammen, dass Freelancer allzu oft genau dann arbeiten, wenn ihr Gehirn sich lieber auf Stand-by schalten und zur Ruhe begeben möchte, nämlich nachts.

Sogar ein Buch gibt es schon, das sich mit diesem Phänomen und seinen Ursachen beschäftigt (“Why Programmers work at Night“). Gesund ist die Nachtarbeit nicht, ebenso wenig wie das ständige Zuviel an Arbeit und ein paar andere Arbeits- und Lebensgewohnheiten, die vielen Freiberuflern zu eigen sind.

Work-Life-Balance in Schieflage geraten

Nach Ansicht von Karol Krol, einem polnischen Blogger, Programmierer und Internetunternehmer, stehen viele Freelancer kurz vor dem Burnout, ohne es zu merken. Wir sagen Freiberuflern, woran sie feststellen können, dass ihre Work-Life-Balance bedrohlich in die Schieflage geraten ist.

1. Sie arbeiten oft bis spät in die Nacht

Menschen sind keine Eulen und keine Fledermäuse, sondern biologisch eindeutig tagaktive Tiere. Sie sehen gut am Tag und schlecht in der Nacht. Sich einzureden, man sei nachts am produktivsten oder könne nachts “einfach am besten arbeiten”, ist in aller Regel Selbstbetrug. Wer nachts kein Ende findet, hat entweder insgesamt zu viel Arbeit oder schafft es nicht, sich tagsüber Ablenkungen zu entziehen.

2. Sie kommen morgens nicht in Gang

Natürlich: Kalt duschen, ein schneller Kaffee und 20 Minuten nach dem Weckerklingeln am Schreibtisch sitzen – das schaffen die wenigsten. Aber wer auch zwei oder drei Stunden nach dem Aufstehen nicht in der Lage ist, die ersten Dinge auf der To-do-Liste anzugehen, hat ein Problem. Ein Grund kann – natürlich – chronische Müdigkeit sein, ein anderer die Tatsache, dass Sie Ihren Arbeitstag nicht als begrenztes, achtstündiges Gebilde betrachten. Sie sind eigentlich immer im Arbeitsmodus – und haben deshalb auch nie Freizeit.

3. Sie haben keine Zeit für Entspannung

Nie abzuschalten, ist hochgradig gesundheitsgefährdend. Gerade Menschen, die grundsätzlich viel leisten können und wollen, brauchten unbedingt Erholungsphasen, damit ihre Kraft erhalten bleibt. Dabei genügt es nicht, auf dem Sofa zu liegen und über den nächsten Job nachzudenken. Denn auch das Gehirn braucht Entspannung. Wer es ihm nie gönnt, ist allein schon deshalb ein Burnout-Kandidat.

4. Ihre Standardantwort ist: Keine Zeit!

Wie oft haben Sie zuletzt gesagt: “Ich kann nicht, bin gerade im Stress!”, wenn ein Freund mit Ihnen ein Bier trinken gehen wollte? Wenn Sie seit drei Wochen oder mehr außer Arbeiten nichts gemacht haben, dann stimmt etwas nicht. Ein Leben, das ausschließlich aus Arbeit besteht, kann nicht Ihr Ziel sein.

5. Jobs werden nicht pünktlich fertig

Das kann natürlich ganz unterschiedliche Gründe haben: insgesamt zu viel Arbeit, schlechte Organisation, schlechtes Briefing durch den Auftraggeber etc.
Der häufigste und gefährlichste Grund hängt allerdings eng mit Punkt zwei dieser Liste zusammen: Dadurch, dass sie immer im Arbeitsmodus sind und ihr Arbeitstag gefühlt 24 Stunden hat, gaukelt das Unterbewusstsein Ihnen vor, Sie hätten für alles unendlich viel Zeit. Also gibt es auch keinen Grund, sofort mit irgendwas anzufangen.

6. Keine Zeit für eigene Projekte

Freiberufler zu sein bedeutet, Freiheiten zu haben. Zum Beispiel die, neben den Jobs für Ihre Kunden eigene Projekte anzuschieben. Doch ein solches Projekt zu starten ist eine Sache, es anschließend auch durchzuziehen, eine andere. Wenn Sie mindestens ein Projekt haben, an das Sie glauben, das aber schon seit einem halben Jahr darauf wartet, weiterverfolgt zu werden, sollten Sie sich fragen, warum Sie ursprünglich gerne Freiberufler sein wollten.

7. Sie haben keine Hobbys

Oder doch, haben Sie natürlich schon, aber Sie kommen schon ewig nicht mehr dazu. Das Klavier ist seit einem Jahr so verstimmt, dass es keinen Spaß mehr macht. Den Klavierstimmer anrufen? Keine Zeit. Siebzig Euro kostet der Fitness-Club Sie jeden Monat, aber Sie haben keine Ahnung, wann Sie zuletzt dort waren.

8. Sie lesen fast nie mehr ein Buch

Klar, auch viele Angestellte tun das nicht. Aber für fast alle fällt Lesen in die Rubrik: Dinge, die ich schon lange mal wieder tun wollte. Wer Bücher liest, beweist sich selbst, dass er zumindest gelegentlich gerne auf andere Gedanken kommen möchte. Und dass er entschlossen ist, sich auch mal zu entspannen.

9. Freundschaften schlafen ein

Mehrere Menschen, die Ihnen lieb und teuer sind, haben Sie seit Monaten nicht mehr gesprochen. Nehmen Sie sich vor, einmal pro Woche zum Hörer zu greifen und Menschen anzurufen, die ihnen wichtig sind. Oder die Ihnen mit gutem Grund einmal wichtig waren.

Stress

… und ziehen Sie Yoga und weitere Meditationsübungen in Betracht. Diese Übungen sind die besten Mittel gegen Stress und tragen dazu bei, Stressgefühle abzubauen. Ganz abgesehen vom gesundheitlichen Nutzen dienen die Trainings auch dazu, den Stress besser zu managen.

Obwohl wir natürlich seit unserer Geburt atmen, wissen die meisten von uns nicht, wie man richtig atmet. Viele atmen in einer oberflächlichen Art und Weise – besonders in stressbetonten oder unruhigen Zeiten. Tiefes Atmen durch den Bauch kann zur inneren Ruhe beitragen. Und es hilft, in unbequemen und angespannten Situationen einen kühlen Kopf zu bewahren.

Wer sich die Zeit nimmt um darüber zu sprechen, wie die vielen Veränderungen und Schwierigkeiten am Arbeitsplatz die einzelnen Mitarbeiter bewegen, kann die Arbeitsmoral heben. Es ist ein Fehler zu glauben, Menschen seien nicht verängstigt und besorgt und der Arbeitsplatz sei davon nicht betroffen.

Die Zeiten sind angespannt und schwierige Veränderungen in Organisationen sind die Regel. Daher sind Ehrlichkeit, Glaubwürdigkeit und Offenheit so wichtig. Heute ist es mehr als je zuvor entscheidend, eine positive Einstellung in der Belegschaft auszulösen. Stellen Sie Fragen, die zu Lösungen ermuntern wie “Was läuft heute gut, was sind unsere Stärken, wie möchten wir, dass dieses Unternehmen aussieht?”

Leute arbeiten intensiver für das, woran sie glauben und was sie zur Schaffung beigetragen haben. Das ist ein entscheidender Punkt, der während einer tiefgreifenden Umgestaltung am Arbeitsplatz geprüft werden muss. Was das mögliche Ausmaß des Arbeitsplatz-Wandels betrifft, sollten Mitarbeiter frühzeitig in die Entwicklung einbezogen werden.

Bücher, Gruppen, Familie und enge Freunde sowie Trainer können wichtige Quellen sein, um sich den eigenen Gefühlen bewusster zu werden. Auch kann man dadurch leichter lernen, mit diesen Gefühlen umzugehen, um sich über sein Verhalten im Klaren zu werden. Besonders sollte man darauf achten, wie man andere Menschen anspricht.

Was man tut oder lässt, hat direkten Einfluss darauf, was Mitarbeiter glauben, was akzeptabel ist. Seien Sie ein überzeugendes Beispiel dafür, dass ein ausgeglichenes Verhältnis zwischen Beruf und Privatleben von Bedeutung ist. Essen Sie mit anderen zu Mittag und motivieren Sie Kollegen dazu mitzukommen. Auch Spaß und Lachen am Arbeitsplatz sind erwünscht, da dies Stress reduzierende Faktoren sind.

Wer sich immer nur auf das Negative konzentriert, tut weder seiner Gesundheit noch seiner Denkweise einen Gefallen. Und seien wir ehrlich: Der Anteil an positiven und erbaulichen Geschichten in den Nachrichten fällt eindeutig spärlich aus. Es ist extrem wichtig, sich so gut wie möglich von jeglichem Trübsal abzukapseln und wieder mit Leuten Kontakt aufnehmen bzw. Dinge zu tun, die Spaß machen.

Konzentrieren Sie sich auf den Kern Ihrer Arbeit. Jetzt ist Zeit, mit den Mitarbeitern Prioritäten zu setzen und sich darüber Gedanken zu machen, welche Projekte einen perfekten Lösungsansatz erfordern. Nicht jedes Projekt kann an oberster Stelle stehen. Gerade in wirtschaftlich angespannten Zeiten sind Brainstorming-Sitzungen wichtiger denn je.

Providers and deployers of AI systems: You only have a couple of weeks left until you must explicitly inform users when they are interacting with AI content.

To assist in the effort, the European Commission (Commission) has published guidelines to help AI deployers get in line with the AI Act’s transparency obligations, which will begin to go into effect on August 2.

After that, companies providing AI systems must alert users when they are interacting with AI. They must also tell users when they have been exposed to deepfakes, “emotion recognition,” or biometric categorization systems, or when they are given AI-manipulated content in matters of “public interests without human review or editorial control.”

Henna Virkkunen, the Commission’s executive VP for tech sovereignty, security and democracy, said in a statement, “with today’s guidelines, the Commission supports the smooth and effective application of the AI Act to make AI systems interacting with people such as chatbots and AI agents and AI content more transparent and trustworthy. These guidelines support providers and deployers in meeting their obligations under the AI Act, while helping citizens know when they are interacting with AI.”

Systems must include machine-readable markers to reveal such content, to reduce “the risk of deception and manipulation” and build public trust in AI.

“Generative systems have collapsed the cost of producing convincing content while the cost of judging it stands where it always stood,” said Sanchit Vir Gogia, chief analyst at Greyhound Research. This requirement is “an attempt to restore friction to that imbalance.”

A company’s non-compliance could result in fines anywhere from €750K (about $856K) to €15M (about $17 million), or even up to 3% of its total worldwide annual revenue.

Transparency requirements

The EU AI Act’s transparency requirements apply to “natural or legal persons,” public authorities, agencies, or other bodies that develop AI systems, or have them developed, and place them on the EU market or into use under their name or trademark. This means all companies, regardless of whether or not they are EU-based.

“Systems placed on the European market, put into service there, or producing outputs used there are inside the field, wherever the developer sits,” Gogia noted.

Applicable systems must be intended to interact directly with “natural persons”; these systems include AI-enabled chatbots or conversational agents, AI companions, or coding agents. However, AI-enabled tools like recommender systems, spam filters, authentication, search and retrieval, transcription, text and code auto-completion, or predictive maintenance do not fall under the rule.

Specific outputs such as AI-generated text, images, video, and audio must contain a machine-readable mark. Deepfakes and public interest-related text created by AI without human review or control must be clearly labeled, however, deepfake content that is “artistic, creative, satirical, or fictional” is largely exempt.

AI content must be marked with one of three labels: “AI,” “Fully AI-generated,” or “Partially AI-modified.” For instance, “Fully AI-generated” applies when news summaries, music, art, or videos have been created without any human oversight (apart from prompting), while “partially AI-modified” could mean a person’s face is swapped into an authentic photograph to create a deepfake.

The three icons are publicly available for free use; enterprises can download zip files in PNG and SVG formats.

Most of the Act’s transparency rules begin to go into effect on August 2. But AI systems placed on the market before then will have some leeway; they must be in compliance by December 2.

However, a four-month allowance “on one obligation, for one population of systems, contingent on one procedural step, is not a strategy,” Gogia emphasized. Enterprises should plan to comply by August 2 and “treat any relief that arrives as margin.”

A consistent code of practice

Along with the transparency guidelines, the Commission has introduced a code of practice that essentially serves as a gesture of good faith. When signed, it can provide “legal certainty” and a “simple and practical” way to demonstrate compliance with the AI Act, according to the Commission. Signatories can also collaborate through the ‘Signatory Taskforce,’ which will share practices and advance technologies around marking and labeling practices.

Providers that choose not to sign must comply through other methods and demonstrate that those methods are “adequate” through assessment by surveillance authorities, according to the Commission.

Non-signatories “keep their flexibility, and will face more case-by-case scrutiny for it,” said Gogia.

Criteria for compliance

Shashi Bellamkonda, principal research director at Info-Tech Research Group, pointed out that the transparency requirements apply to content only when three criteria are met: It has been published, is informative to the public, or is on matters of public interest.

B2B business content or blogs may not need an AI disclosure if they do not meet these criteria, he noted. Also, published text that has undergone human review or is under editorial control does not need to be labeled. Editorial control means that a person must hold the ultimate legal responsibility for the publication of the content.

Many companies like Google, Adobe, and LinkedIn have already established ways to identify images marked as AI-generated. Meta has made it a requirement, but the creator has to add the AI-generated label, Bellamkonda said.

“This is a good move for guardrails around public information, and companies with good compliance and ethical oversight may not have to worry about this,” he noted. But as a general practice, companies should disclose AI-generated content and state whether it has been human reviewed.

Creating a transparency pipeline

Establishing full transparency means identifying who carries the responsibility for the content, whether the marking survives real use, not just testing, and what evidence will defend the decision, Gogia said.

Concerns cluster around responsibility, durability and evidence. Several organizations usually touch one piece of content, and none controls the whole chain, which is why contracts become the “pressure point,” he said. Most current agreements were written to deliver software and say “almost nothing” about provenance persistence, verification access, or evidence retention.

The durability concern is the most difficult, Gogia noted, because marking performs well in controlled settings but “badly in ordinary life.” Meta, for one, said its invisible watermark was designed to survive cropping; a published test, however, found the company’s preview detector missed 55% of cropped images.

“CIOs should ask which platform can actually provide evidence before believing its dashboard,” said Gogia.

Disclosure of AI use must be “clear, distinguishable and accessible,” he emphasized. “A notice buried in lengthy terms, or reachable only through determined clicking, satisfies nobody, least of all a market surveillance authority.”

Sustained compliance is a “living control” requiring a central record of systems, duties and evidence; testing taking place where the user meets the control rather than where the developer built it; and continuous supplier assurance. Enforcement will vary by country, so keep one common baseline with local overlays, Gogia said.

His advice: Inventory every system that talks to people, generates content, or gauges sentiment; classify provider and deployer roles; place disclosures at first interaction; define substantive human review; keep the evidence.

Marks and provenance signals should be tested after content undergoes cropping, compression, translation, transcription, and other editing, Gogia said. A useful audit starts from a real output and follows its “pulse” through generation, editing and publication, identifying at “each beat” the responsible party, the surviving mark, and evidence for exceptions. Missed labels should also be traced for root cause and recurrence.

To ensure compliance, before August 2, enterprises need a prioritized inventory, live disclosures on the highest-risk use cases, and a “named owner for every control,” he noted. In the first 30 days, they should stabilize and test; in the first 90 days, push requirements into procurement processes as a standing discipline. Procurement must secure commitments on marking methods, known failure modes, and evidence access, with explicit notice if/when any of them change.

“The sensible architecture is a common transparency baseline carrying traceability, responsibility, and evidence, with jurisdictional overlays for language, sector rules, and local practice,” Gogia said.

This article originally appeared on CIO.com.

Looking ahead just a short time, Apple could hold a powerful position in AI where it most makes sense: deployment.

Not only will the company offer up its own AI models for the kind of tasks millions use ChatGPT to do today, but it will provide more sophisticated on-device agentic models to help users get things done through Siri AI.

Apple also offers limited capacity for more complex tasks through Private Cloud Compute, and, in partnership with the likes of Google in the US and Alibaba in China, the company is giving users a trusted conduit through which to access even more sophisticated AI services. 

Deeply deployable

Critics can say it took Apple a long time to get to this point, but they also seem to think the company has finally got the mix right with its series 27 operating systems. Arriving late to a party doesn’t mean you won’t shine once you get there.

Apple is also coming up the inside lane around frontier AI, with iterative OS and hardware enhancements that mean its devices become increasingly effective for Edge AI use cases, on device — no cloud service required.

The company appears to be digging down into those use cases. Mark Gurman at Bloomberg recently predicted that future M7 Ultra Macs will support as much as 1.5TB RAM, making these systems more than capable of running full weight frontier models in people’s offices, colleges, and homes. 

While that does assume the AI-flationary memory market can supply that much RAM at prices humans can afford, it is also true that people are already running AI clusters using off-the-shelf Mac minis networked over Thunderbolt cables. It’s no stretch to believe this will continue to be the case, and that it will even broaden as the power/performance offered at the high end grows.

What’s wrong with good enough?

When combined with open AI stacks, particularly newly emerging varieties, Apple’s platforms should become leading contenders for private AI services and edge AI. Many business users will leap at the chance to offer their workers powerful, self-hosted, private AI services using one or more daisy-chained Mac Studios or Mac minis. The recent craze in deployment of both Macs to support OpenClaw instances shows they already are.

Ultimately, these different slices of momentum mean I agree with investor Jason Calacanis that Apple is in position to apply a great deal of pressure on OpenAI and Claude just by putting models on their devices. 

It’s also worth thinking about how people use AI today. How many of the queries made in the world right now constitute relatively simple tasks that could be transacted by on-device AI, such as the emerging new version of Apple Intelligence or even smaller LLM models running on device? You can even run PrismML’s 1-bit, 27-billion parameter Bonsai on an iPad using the Locally app, and that’s in the here and now.

What happens? Pretty soon you’ll find people recognize that they can already run the vast majority of their AI-augmented workflows using services they have on their existing device or can access on their on-prem Mac set-ups. And, of course, as people get used to running small tasks locally and larger tasks on premises, the actual space in which they need to turn to cloud-based frontier models will erode. That’s even as companies like PrismML work towards slimming down full-weight models so they don’t need to run on a server at all.

“It’s going to be wild when people have unlimited tokens on their desks,” said Calacanis in a podcast round table discussion.

Who has the most to lose?

The current incarnations of AI felt like they came from nowhere. Most people weren’t aware of the technology until returning to work after the 2022 holiday season. Since then, the industry has proliferated with dozens of competing models, most recently including powerful but affordable frontier models such as Qwen and Kimi.ai.

These models aren’t necessarily all as good as one another, but in many cases for much of what we do, we’ll find them to be good enough. That’s an existential crisis for some, as industry observers now think the inevitable pricing pressure means some services might have over-invested in capacity before finding any way to turn a profit.

Those profit-seeking services are the ones with the most to lose as Apple extends its hardware advantage, democratizing AI access for all while providing platforms suitable for edge AI, on-premises AI, private AI, and even AI access using third-party services. (The need for the latter will shrink as the capabilities of the former get better.)

Cupertino rising

What does this all mean? While the industry remains young, it is already fragmenting. And striding through the dust of that process comes Apple, equipped with the hardware, software, and approach to build its business even as the enterprise of first mover AI services erodes.

You can follow me on social media! Join me on BlueSky,  LinkedIn, Mastodon and subscribe to my daily Apple-related news summaries at The Core.

A US federal court has approved Anthropic’s $1.5 billion settlement in a class-action lawsuit in which authors accused the AI company of using their books without permission to train the AI model Claude. This is the largest such settlement to date in a US copyright case, according to Reuters.

The dispute is one of several legal cases in which copyright holders sued AI companies over how large language models (LLMs) were trained, and it is the first major AI-related copyright dispute in the US to be resolved through a settlement.

A judge had previously ruled that the actual training of AI models using books falls under the “fair use” doctrine in US copyright law. But Anthropic was found to have violated the law by storing more than 7 million pirated books in a central library, regardless of whether they were later used for AI training or not.

Building a presentation can take lots of time. There are design choices to figure out: the slide layouts, fonts, theme colors, and so on. You can use a template to skip this hassle, but you still have to paste your text and other content into the slides and edit it all so that the results are visually appealing.

In PowerPoint, Microsoft’s Copilot AI assistant can now automate the heavy lifting of presentation creation. It can generate a first-draft presentation in minutes, then help you edit it. You can also prompt Copilot to help you quickly understand the contents of a presentation and glean insights from it. Use the tips in this guide to save oodles of time as you create and work with presentations.

Who can use Copilot in PowerPoint

Individuals with a Microsoft 365 Personal, Family, or Premium subscription have access to Copilot from within PowerPoint and other Microsoft 365 apps. Users with a Premium plan have higher Copilot usage allowances and access to advanced AI features.

For business users, it’s more complicated. Organizations with more than 2,000 users must pay for Microsoft 365 Copilot licenses for their users in addition to their regular Microsoft 365 licenses. Users at organizations with fewer than 2,000 users can use Copilot within M365 apps even without the M365 Copilot add-on licenses, but there are limitations in usage, speed, and feature availability.

To see what kind of access you have, log in to Microsoft’s Copilot Chat web hub and look for your name in the lower left corner. If you see “M365 Copilot (Premium)” under your name, you can use Copilot in M365 apps with priority access and advanced features. “M365 Copilot (Basic)” means you can use Copilot in M365 apps with lower-priority access and limited features. If you see “Copilot Chat (Basic)” or nothing below your name, you can’t use Copilot in M365 apps.

(Copilot Chat Basic users do get some Copilot functionality, including the ability to generate presentations, via the Copilot Chat hub. See our Copilot Chat tutorial for details.)

In this article:

• Working with Copilot in PowerPoint
• Create a presentation template
• Create a presentation from a document
• Add content from a document to a slide
• Refine your slide text
• Find or create an image
• Expand your presentation with relevant slides
• Summarize a presentation
• Answer questions about a presentation
• Help you navigate a large presentation
• Generate speaker notes and/or an FAQ

Working with Copilot in PowerPoint

First, let’s quickly go over the notable settings of the Copilot sidebar.

When you have a presentation open in PowerPoint, click the Copilot icon; it may be floating at the lower-right corner of your PowerPoint window or parked at the right end of the Ribbon toolbar. The Copilot sidebar will open along the right of the page. You’ll type your prompts to Copilot inside the chat window in this pane.

Agent mode: By default, Copilot can build a new presentation or make changes to an existing one in the main PowerPoint window. This is known as “agent mode.” To change this so that Copilot can’t take direct action on a presentation (all its responses appear in the sidebar), click the Allow editing button above the chat window and change it to Chat only.

The tips in this guide require that Copilot be in agent mode, so make sure you see Allow editing above the chat window.

Choice of AI model: Behind the scenes, Copilot has access to various genAI models, including different versions of Anthropic Claude and OpenAI GPT.  By default, it decides which model to use based on your prompt. You can set it to use a particular model: click Auto at the upper right of the Copilot pane and select a model from the dropdown that opens.

The tips in this guide should work fine on the default Auto setting. But feel free to experiment switching to specific models to see which give you the best results for particular tasks.

Important: Remember that generative AI output often includes errors, so always check Copilot’s output for accuracy. (Also see our tips for reducing hallucinations in Copilot.) You’ll likely want to rewrite it in your own voice as you’re reviewing it.

1. Create a presentation template

For many people, the hardest part of creating a presentation is getting started. What types of information should be included on the slides, and in what order? Copilot can give you a leg up by creating the type of presentation you need, with placeholder data that you can later replace with your own.

Start a new presentation, open the Copilot sidebar, and type your prompt into the chat window. It’s best to provide very specific details in your prompt. The more context or details you provide, the more likely Copilot will generate a presentation template that suits your needs.

A good prompt should contain the slide count, subject, audience, and tone. Example:

• Create a 6-slide presentation for a sales meeting focusing on Q1 revenue. The audience is the sales team, so keep the tone professional and focused on the sales data.

Copilot may ask a series of follow-up questions, such as your preferred visual style and desired level of detail. Then it will generate a presentation template.

You can optionally prompt Copilot for revisions, and when you’re happy with the template, swap in your own data.

2. Create a presentation from a document

You can attach a document (such as a Word document, Excel spreadsheet, or PDF) and prompt Copilot to generate a presentation based on its contents. This works best with a structured-format document (such as a business plan, project proposal, or summary report) that contains sections with headings.

Copilot can extract the document’s text and structure to generate the slide content for the new presentation. This can especially be useful for quickly turning a long report into a visually appealing presentation.

In the Copilot pane, click the + icon at the bottom of the chat window. A list of documents that you’ve recently accessed appears. Select the one that you want Copilot to use. Alternatively, click the magnifying glass icon and inside its search box, type a few letters of the filename for the document you want. (Business users with an M365 Copilot license can select up to five files for Copilot to pull from when creating a presentation.)

Then in the chat window, you can enter a prompt that’s as simple as “Create a presentation,” although as always, providing more details and context is better. This is especially important for corporate users who reference multiple source files. It’s useful to tell Copilot what data to pull from each document.

Answer any follow-up questions that Copilot asks, and it will then generate the presentation.

Note: Your marketing department may have created one or more branded company templates for Copilot to work from. If that’s the case at your organization, simply open the appropriate company template as your first step. Then you can upload docs and type a prompt as described above. Copilot will create a presentation using the branded template.

3. Add content from a document to a slide

Manually copying text or other content from a document and pasting it into a new slide is a chore. Instead, you can prompt Copilot to extract information directly from a Word document, Excel spreadsheet, or PDF to create new slides.

In the Copilot pane, attach the document using the same steps described in tip 2, then tell Copilot to create a slide from the document. As always, it helps to provide details such as the new slide’s focus or what data to include:

• Add a slide based on the attached document.
• Use the attached file to add a slide about the project budget that focuses on Q1 projections.
• Summarize only the financial section of the attached document as a slide.

4. Refine your slide text

A presentation should be visual and display only the core message. Conciseness and proper writing tone are essential for your slides, so that they don’t lose the attention of your audience.

You can prompt Copilot to refine text on an individual slide in various ways, such as rewriting it in a more professional tone or making it more concise. Highlight the text inside a text box on the slide. On the toolbar that appears over the highlighted text, click Edit with Copilot.

On the menu that opens, you can select a preset prompt to refine the text, such as Condense or Make professional. Or, at the top of this menu, you can type a prompt to rewrite the highlighted text.

Note that this feature affects all the text inside the text box. To rewrite only a portion of text inside a text box, you must split that portion out into a separate text box.

Alternatively, you can prompt Copilot to analyze your entire presentation and tighten up the wording throughout all of its slides. For example:

• Make these slides more visual and use less text.

5. Find or create an image

If you have Copilot generate a presentation from an existing Word document that contains images, it will incorporate those images into the presentation. If there are no images in the source document, you can ask Copilot to find or create one and add it to a slide.

To add a stock image or an image from your organization’s brand library, tell Copilot what you’re looking for:

• Add a stock photo of young adults in a cafe drinking boba tea.
• Add a photo from our asset library of young adults in a cafe drinking boba tea.

To have Copilot create an image using Microsoft’s Designer image generation tool, describe your desired image. As always, specificity is helpful:

• Create a photorealistic image of a diverse group of 5 or 6 fashionable young adults sitting in a cafe drinking boba tea. They’re smiling or laughing, and some are looking at their phones.

Just as you need to review any text output from Copilot, take a close look at generated images to be sure nothing looks off.

Also note that Copilot image generation isn’t always reliable in PowerPoint. For some time during our testing for this story, Copilot said it couldn’t create an image because “the image generation service is returning a server error on every attempt.” After about a day and a half, the service began working again.

6. Expand your presentation with relevant slides

As you’re building your presentation, you may find that it’s become text heavy. Or perhaps it could use more visually oriented slides to break things up and make its progression flow better. Copilot can generate and insert new slides that are based on the content of the slides already in the presentation.

In the Copilot pane, specify exactly where you want the new slide to go. This helps Copilot to analyze the content of the slides before and after where you want the new slide. Then it can generate a slide to bridge between the two slides. Examples:

• Add a slide after slide 3 about our competitive advantages.
• Add a slide after slide 11 that transitions to slide 12.

7. Summarize a presentation

Maybe you need a quick refresh of your presentation before an important meeting. Or maybe a co-worker has sent you a presentation that’s packed with lots of slides. You can prompt Copilot to generate a summary of the presentation’s overall messaging.

In the Copilot pane, just type “summarize this presentation.” You can also have Copilot flag key slides that contain important information: “show me key slides.”

8. Answer questions about a presentation

As you’re reviewing a presentation, especially one that you didn’t create and are not familiar with, you can get Copilot to pull key data points from its slides.

In the Copilot pane, type specific informational questions. Examples:

• What are the action items in this deck?
• What is the proposed budget mentioned here?

If Copilot can’t find the exact answer to the question you ask, it will provide related information from the presentation.

This method can also help you validate that your presentation includes everything you want it to. If you ask Copilot about the action items in a presentation and it can’t find any, you know you need to add them. (Copilot will likely offer to generate them for you based on the rest of the slides.)

You can even take this tactic a step further and ask Copilot if the presentation is missing any important data, if any slides are weak or confusing, if there are any awkward transitions, if there are key points that should be better emphasized, and so on.

9. Help you navigate a large presentation

In the business world, presentations with dozens of slides are not uncommon, such as for financial reports or project documentation. Trying to find a specific slide or multiple slides can be tough. Copilot can help you navigate such a presentation.

In the Copilot pane, prompt Copilot to find slides based on specific topics. Example:

• Show me the slides about the project timeline.

Copilot will analyze the presentation and reply with a list of links to the relevant slides. Click one of these to jump directly to that slide.

10. Generate speaker notes and/or an FAQ

Here’s a great timesaver when you’re preparing to show your presentation to an audience: Copilot can automatically generate suggested speaker notes for you, based on the content of your slides. Example prompt:

• Write speaker notes for every slide with one talking point per slide.

In a related feature, Copilot can create a frequently asked questions list (FAQ) for you to consult in your speaker notes or to present as a slide:

• Write an FAQ for these slides.

Copilot will ask where you want the questions and answers added — as a new slide at the end, integrated into the speaker notes of relevant slides, or somewhere else that you designate. Make a selection, and Copilot will generate the FAQ based on the content of your presentation.

Related reading:

• 11 cool things Copilot can do in Excel
• 9 ways Copilot can turbocharge OneNote
• PowerPoint for Microsoft 365 cheat sheet
• Copilot Chat: Your hub for document creation and analysis
• How to curb hallucinations in Copilot (and other genAI tools)
• Microsoft Copilot can boost your writing in Word, Outlook, and OneNote — here’s how
• More Microsoft tips and tutorials

Here in this high-tech era of 2026, keeping important info backed up and synced should be effortless and something that just happens on its own, automatically, without any actual thought or ongoing human effort.

In many areas of our digital life, that mercifully does Just Work™ in exactly that way. Fire up an email in most modern mail services, and you can stop at any point and find your in-progress draft in that same app on any other device. The same applies to any file you’re finessing within Google Drive or other cloud storage services or document you’re dawdling over in Docs.

One area where seamless syncing somehow still doesn’t occur, though, is in the domain of downloaded documents on Android. If someone sends you a PDF or a Word file and you save it to your phone, that file exists in an archaic-seeming silo — only locally, on that one gadget. And that, of course, means (a) you can’t access it from any other device, and (b) if you misplace your phone or move into a new one at some point along the way, the file will be left behind in time and entirely unavailable.

Well, take a moment to join me in celebration: Amidst all the Gemini gobbledegook that no one asked for (and that often falls somewhere between “pointless” and “actively counterproductive”), Google’s giving us a major upgrade to Android’s backup capabilities right now. It’s a simple-seeming switch buried in your system settings, and it’s up to you to find and activate it.

Once you do, though, those once-orphaned documents on your Android device’s local storage will be perpetually synced and protected, automatically, without any ongoing thought or effort.

All you’ve gotta do is find and flip that one new switch.

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The Android backup lowdown

So, for a quick bit of pertinent context on this: Android’s backup systems have actually come a really long way over the years.

‘Twas a time, y’see, when little to nothing about you would sync and carry over automatically from one Android device to another. Years ago — back in the ancient-seeming prehistoric era of the early 2010s — Android enthusiasts in the know would rely on community-created third-party apps for everything from remembering and resyncing downloaded apps to restoring data from within those apps and onward. And reconfiguring your system preferences would be a whole time-consuming song and dance every single time you reset a device or moved into a new one, as little to nothing would automatically carry over.

Most of that stuff is now effortless and automatic. And, thanks to apps like Google Messages, Calendar, Drive, and Docs, many other areas of important data are also synced on their own at the app level — outside of any system mechanisms.

Locally stored files, however, have remained an awkward omission. To this day, anything you download on any Android device exists only on that one device and isn’t synced or backed up anywhere. The only way that happens is — in a blast-from-the-past twist — if you go out of your way to find and set up a third-party app to handle the heavy lifting.

That brings us to today. Right now, as we speak, Google’s in the midst of sending out a quiet under-the-hood update that (brace yourself…) adds in the option to automatically sync and back up any documents on your device as a native part of Android’s backup setup.

See?

The option is on its way to all devices running 2018’s Android 9 release and higher. (If you’re still using a phone with an Android version older than that, you’re now a whopping eight years out of date, and you have much bigger problems.)

Once the added option is present and available for you, you’re literally lookin’ at 10 seconds to find and activate it.

Lemme show ya how.

Android’s document backup addition

I promise: This couldn’t be much simpler.

No matter what kind of Android device is in front of you, just head into your system settings and open the section called “Accounts and backup,” “Back up or copy data,” or something along those same lines. (The exact wording can vary based on who made your device and when it was released or last updated.)

Either tap the line labeled “Google Backup” or look for an option to “Back up data” via Google Drive. You should then either see a series of options for different areas of available backup right then and there — or, depending on your device, you might have to tap a line labeled “Other device data” (or something similar) to find the full list of possibilities.

However you get there, once you’re lookin’ at that list, you’ll see a newly added line for “Documents” if this latest under-the-hood update has reached you.

And from there, all that’s left is to tap it and enable the switch to include that in your automated backups from that moment forward.

If you aren’t seeing the option yet, don’t panic. Google always sends these under-the-hood updates out bit by bit over time, so the change probably just hasn’t reached your device quite yet. As long as you’re running Android 9 or higher, it’ll get there. Set yourself a reminder to check back once a week or so. Odds are, you’ll see it pretty soon.

Notably, all documents synced in this way are always encrypted for security, and they’re kept in your personal (or, depending on the nature of your account, perhaps company-connected) Google Drive storage. That does mean they’ll count against your overall Google storage total, so keep an eye on your Drive storage total to make sure you’re in solid shape and look to the Google One storage hub if you ever want some simple suggestions for freeing up space.

Speaking of other Google services: If you ever want to keep other types of locally stored non-document files from an Android device synced and available elsewhere, you can easily rely on Google Photos for syncing screenshots and other images — after enabling sync in general, be sure to look in the app’s “Collections” areas to find the “On this device” folder and then flip the toggle to “Backup all device folders” (or get more nuanced and open specific individual on-device folders if you want to sync some but not all of those areas) — and you can still turn to those aforementioned third-party apps for broader syncing of anything else imaginable.

But with documents now being handled automatically and natively, that’s one big worry now out of your hair. Just note that the onus will fall on you to find and flip the switch and actively opt in to the feature on each and every Android device you’re using.

Take 10 seconds to do that, though, and you’ll have one less void in your Android data arena. And you don’t need Gemini to tell you that that can only be a good thing.

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Healthy software companies typically don’t suddenly eliminate one-fifth of their workforce, but monday.com is doing just that as it bets on flatter teams, AI agents, and customer implementation expertise as the winning combination in the AI era.

Monday.com co-founder and co-CEO Eran Zinman today announced the “very difficult decision” to reduce the AI work platform company’s global workforce by about 20%, or 620 people.

The move has nothing to do with increasing margins or replacing humans with AI, he insisted in his post on LinkedIn; rather, it’s a calculated decision to trim down and hone the company’s focus as AI becomes integral to day-to-day workflows.

“This is not a distress signal; it is a deliberate reset, disclosed with its price attached,” said Sanchit Vir Gogia, chief analyst at Greyhound Research. “The industry has quietly swapped the meaning of productivity, and this filing is the clearest exhibit yet.”

A ‘significant opportunity’ in technology

In a SEC filing this week, monday.com said its restructuring plan reflects the “ongoing transformation of its product, marketing, and go-to-market strategy.” The move is intended to support a “leaner, more focused operating model” as the company continues to invest in its AI-driven strategy.

Zinman noted in his post that the company has shifted to “doing the work with AI and not just managing it,” and is focused on building environments where “people and AI agents [work] together in one workspace.”

In recent months, monday.com has evolved its products, strategy, and the way it serves its customers, and Zinman contended that “the organization we built for our previous chapter is not the organization that fits the new AI era.” Monday.com needs to “execute more decisively,” take on new challenges, and quickly respond to market changes, he said.

“We have never seen such a significant opportunity in software, driven by such exciting technology,” Zinman noted. He emphasized that the reduction is not to replace people with AI, nor to improve margins; the “vast majority” of savings will be reinvested into talent, products, and AI.

The restructuring will result in a “flatter organization” with fewer management layers and smaller, more autonomous teams, and monday.com also has a new go-to-market model, Zinman explained. Customers expect “deeper implementation support” as they deploy AI, and the company will work more closely with customers, increase its on-site presence, create new roles, and “adapt many existing ones.” In its SEC filing, the company said it expects to continue hiring in “key strategic areas” throughout 2026.

Workers will be expected to work better, “not harder,” Zinman noted. He pointed to several past examples where work could have been done in a few days, but instead took many months with “multiple meetings and endless friction.”

“This wasn’t people’s fault and everyone was frustrated by this,” he said. “Our new org changes ownership to allow people to make decisions and move fast.”

A spokesperson for monday.com declined to comment further on the staff reductions.

Monday.com’s key market advantages

Monday.com certainly isn’t struggling; the company expects 19% to 20% year-over-year growth in 2026.

“Companies in that position do not restructure because they must,” Greyhound’s Gogia noted. “They restructure because they have decided to become something else.”

Melody Brue, VP and principal analyst at Moor Insights & Strategy, pointed out that organizational redesign is important for real AI transformation, but while it can signal confidence to the market, it can still be “devastating” to humans.

While the company looks as though it’s trying to do right, that ultimately remains to be seen, she said. “There are often hidden internal bruises that can surface long after layoffs.”

Monday.com’s advantage is in its “structured substrate,” Gogia noted; its boards, permissions and typed workflows give agents something firmer to act on than just documents and chat history. The company highlights its natively built agents that can be configured by any team member, as well as connectors with Claude, Microsoft Copilot, and ChatGPT, and dedicated routes for external agents to authenticate and operate.

“For some time, the sharper enterprise question has been shifting from who has an agent to who owns the governed runtime in which an agent can safely act,” he said. “Structured work is a serious claim on that runtime.”

But parts of monday.com’s agent estate remain in staged release, and its product is ultimately “mid-transition,” Gogia pointed out; its agent builder carried a beta label as recently as March,. Also, the company’s pricing model changed in May to a hybrid model charging for seats as well as mandatory AI credits. And, while its AI-powered no-code builder monday vibe passed $1 million in annual recurring revenue within two and a half months, monday.com has not released subsequent outcomes, usage volumes, or attach rates.

Further, there’s an element of “gravity” with its competitors, he observed. Asana is reorganizing teams around agents, Atlassian is wiring agents into the developer estate, and others are simply bundling them into their offerings: Microsoft is doing so across the productivity stack, and ServiceNow across enterprise operations, each with identity and procurement built in.

“Their pull is strongest exactly where monday.com wants to grow, in the largest accounts, where control-plane depth and administrative reach decide the deal,” said Gogia.

Actions for the near-term

Going forward, buyers should focus on operating risk, not headline risk, Moor’s Brue noted. In practice, that’s continuity of service, roadmap consistency, and strength of enterprise support. Productivity should be valued as better outcomes per unit of organizational effort, not mere activity.

“It should be a measure of how much smoother, faster, and more effective the operating model becomes when AI is built into the work,” said Brue.

Gogia noted that strain surfaces first in customer service, and monday.com’s attention is being redistributed. The company’s annual report disclosed that its focus is now concentrated on the largest accounts, with support for medium-sized clients moved to an AI-first and human-supported model.

During the first month of the transition, buyers should track named account continuity and escalation times, he advised. By the first quarter, keep an eye on whether credit governance and admin controls mature on schedule, and if the roadmap beyond the AI estate keeps pace. By the half-year mark, determine whether promised implementation depth is producing outcomes or “simply more billable engagement.”

Support tiers should be enumerated in writing before renewal, and buyers should contract for “side exits,” Gogia emphasized, with overage pricing fixed in advance, the right to pause consumption, and portability for workflows and agent configuration “if the relationship sours.” Finance should also insist on monthly consumption reporting by capability. Further, integration efforts, partner dependency, and change management should be considered first-class costs of the agent era, “not as afterthoughts to a license.”

“A license was a known cost,” said Gogia. “A meter is a behavior, and behavior is harder to forecast than headcount.”

This article originally appeared on CIO.com.

Just in time for the iPhone’s 20th anniversary, Apple is moving closer to becoming a service company. It is set to launch its new deal with Klarna next week and when it does, Apple enthusiasts in the US will effectively be able to subscribe to their favorite Apple hardware, with the cost spread across up to three years.

This matters because when combined with Apple One and Apple’s Creator Studio subscriptions, the Klarna arrangement brings Apple closer to offering a full subscription model for hardware, software, and services. The only thing you don’t get under the new arrangement is AppleCare, for which you’ll allegedly need to pay extra.

Moving closer to hardware-as-a-service

Apple has slowly been transitioning toward hardware-as-a-service for almost a decade. Back then, Forrester analyst Frank Gillet predicted the company would eventually offer bundles of services and products for a monthly, all-in, fee. 

This isn’t quite where we are yet; you still need at least three subscriptions to get close. But, after the better part of a decade, Apple has moved much nearer to the hardware-as-a-service idea.

There are some products reportedly excluded from the arrangement, including MacBook Neo, Apple Watch SE, the entry-level iPad, and iPhone 16. Clearly, Apple sees those products as sufficiently affordable. 

Easy payments for RAM-ageddon

The new Klarna arrangement comes as Apple is forced to increase product prices as AI-driven memory price inflation becomes widely felt across every economy. In theory, I assume, Apple hopes to make its products available to cash-strapped consumers who need new hardware, while also navigating a time of deep economic tumult and uncertainty. It’s thought the company has previously rejected these plans to protect normal hardware sales, but normality is a kingdom we no longer seem to possess. Interesting times. Probable inflation incoming.

“Apple Upgrade lands at precisely the moment Apple needs it,” IDC analyst Francisco Jeronimo wrote in a note seen by Computerworld. “Having just pushed Mac and iPad prices up on the back of the memory shortage, with iPhone increases widely expected in September — as well as the new iPhone foldable expected at $2,500 — Apple’s real risk is that rising prices even further can impact the upgrade cycle.” 

New age, new shopping habits

The introduction of the scheme gives consumers a way to purchase the company’s popular high-end devices when they are introduced — no doubt,at higher cost — this fall. Plus, of course, if it’s good enough for GM, it’s good enough for Apple.

It’s all about attitude, too. From Apple’s perspective, it has done plenty of the groundwork required to convince its customers that subscription payments for things you value are no bad thing. 

Reluctance to embrace “Access Not Ownership’”purchasing models has dropped dramatically since Apple — and CEO Tim Cook — first began banging the drum for services income. Apple’s services stream has now become its second-biggest revenue driver after the iPhone. It has over 1 billion paid subscriptions, and an active hardware installed base of more than 2.5 billion devices globally.

A combination of changed customer habits and external threat means the stars are now aligned for hardware-as-a-service models. “Reframing a device as a low monthly payment protects that [upgrade] cadence and allows Apple to start marketing their products as device-as-a-service to consumers, which no other vendor was ever able to do,” Jeronimo wrote to me. 

There is a one-more-thing aspect to this: the products are effectively being leased, a new approach that will give Apple a stronger grip on EOL devices, helping it grab more of them for refurbishment, resale, and recycling. Over time, this will give the company a much stronger grip on the lucrative second-user market that exists around Apple equipment, even while for almost every consumer product we find the life we want is something we can rent, but probably can’t afford to own.

Managing future risk

The other solid reason to take a partnership approach is risk management. Apple had intended to develop its own buy-now, pay-later scheme via Apple Pay Later, but abandoned that plan as it became riskier with rising bank rates. “Also, by backing the program with Klarna rather than reviving the in-house subscription plan it shelved in 2024, Apple captures the demand upside without taking the credit risk onto its own balance sheet,” Jeronimo said.

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