BUSINESS

From meat proxies to AI fatigue, these 10 AI buzzwords reveal what leaders need to know about trust, judgment, accountability and human value at work.

Well-known investor, academic and economist Paul Kedrosky is skeptical that this AI bubble differs markedly from that which met other new and revolutionary technologies.

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Home security is increasingly important in a world where economic uncertainty and global conflict have been on the rise. Regardless of whether you already have security lights or a doorbell camera, there’s no substitute for dedicated home security cameras. What’s more, they’re now often available in solar-powered form, so you don’t even have to worry about finding an outlet or drawing power from your home electrical grid to get that same peace of mind. If you already have solar-powered string lights for your yard, then you know just how convenient it can be to have self-powered devices keeping your yard bright and safe.

Thankfully, Amazon sells some of the best solar-powered security cameras, and they often go on sale. We’re obviously all looking to save a few bucks these days, considering the effects of inflation, job losses, and fuel prices. Not only are Amazon’s sale prices something to behold, but even a number of its regular-priced security cameras could be considered great deals. If you fancy yourself a smart shopper, then the Aosu D1 Classic Dual Security Cameras are probably on your radar. If they weren’t, then they should be.

Aosu D1 Classic Dual Security Cameras

Courtesy of Amazon

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The Aosu D1 Classic Dual Security Cameras are a great way to keep an eye on your entire property right from your smartphone or tablet. This 2-pack of solar-powered cameras includes wireless connectivity, 3-megapixel color night vision, and a multi-view interface on a single screen. What’s more, this model doesn’t require a monthly subscription, unlike many of its competitors. During the daytime, you get standard 2K resolution, so you’re sure to not miss a thing. As an added bonus, each camera has four built-in LED lights for improved nighttime viewing.

Benefits of solar security cameras

There are lots of upsides when it comes to solar security cameras for the home. Easy installation, low-cost operations, and increased security are three of the main advantages. Most solar-powered security cameras operate on a completely wireless model. That means not only do they not require a tether to the wall to connect a power source, but they also use Wi-Fi and Bluetooth technology to connect to your home-based devices and your smartphone. That gives you an incredible amount of freedom for positioning your cameras. Every home is different, so being able to place cameras where you need them most is incredibly convenient.

Because they’re solar-powered, you also won’t have to worry about your cameras using up additional electricity. Electronics have become such a big part of our daily lives that having a device that requires no grid usage whatsoever is a real treat. The last thing any of us wants to do these days is add a few more dollars to our monthly electricity bill. Solar security cameras avoid that problem altogether.

Overall security is vastly improved with the help of these types of cameras. You can have complete control over what areas of your home are visible on camera. Night vision lenses mean that you can see almost as well when your home is at its most vulnerable, which is nighttime. Thanks to the solar-powered design, you don’t even have to be concerned that you’ll miss out on footage if there’s a power outage. The cameras should be able to run 24/7 uninterrupted despite environmental changes.

More solar-powered security cameras

If the Aosu D1 Classic Dual Security Cameras aren’t exactly what you need, then the list below is sure to have something more suitable for you. Amazon’s selection of solar-powered security cameras is second to none in both its variety and affordability. Browse the listings below and put one in your cart that you think will give you the peace of mind that we all deserve when it comes to home security. 

Aosu 3K Solar-Powered Security Camera

Courtesy of Amazon

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Eufy 3K Solo Security Camera

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Vivideye Wireless Solar-Powered Security Camera

Courtesy of Amazon

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Reolink 2K Cellular Wireless Security Camera

Courtesy of Amazon

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TheStreet Shopping is your guide for shopping insights and advice. We look beyond the price tag to find the best value in home, tech, and wellness gear based on product features and real-world use. Read more about our Editorial Standards and How We Choose Our Shopping Deals.

With the last 30 years of technological advances completely upheaving how people all over the world shop for everything from kitchen appliances to clothes, even discount and outlet stores can have trouble staying in business.

More than 100 years after it was established out of Seattle in 1920, outdoor clothing and recreation gear Eddie Bauer filed for Chapter 11 bankruptcy in February 2026.

British shoe retailer and high street mainstay Russell & Bromley also entered administration proceedings, which is the British equivalent of bankruptcy for a business, with total debts of more than £59 million ($79 million USD) in January 2026 and has since closed more than 40 stores all over the country.

Leading Labels shuttering 15 stores, launches liquidation sales

Launched in 1993 out of the United Kingdom’s East Midlands region, discounter retailer Leading Labels sold brands like Calvin Klein, Wrangler and Crew Clothing at different outlets malls across the country. While operating a peak of 30 stores several years ago, Leading Labels is now preparing to close the remaining 15 after entering administration in May 2026.

The Companies House, the government agency in charge of incorporating and dissolving businesses in the UK, issued Leading Labels a notice saying that the company would be “struck off the register and dissolved not less than two months from the date shown above” back in March 2026. It had, according to published records, outstanding debts that were overdue since November 2026. A few of the overdue accounts date back to 2024.

Related: U.K. and Ireland crack down on some entry rules for travelers

Jeremy Bleazard of West Yorkshire-based XL Business Solutions Limited was appointed liquidator on May 26, according to local news outlet The Gazette.

With no change in the company’s financial status since then, the remaining operating Leading Labels stores are now in the middle of liquidation sales to sell off any remaining inventory. Some of the locations include stores in Carlisle, Norwich, Evesham and Ipswich. Stores are shuttered for good on a rolling basis as each runs out of stock.

Leading Labels was a British outlet store chain that operated since 1993.Leading Labels

“Discounts typically deepen as a liquidation progresses and stock thins out”

 “Discounts typically deepen as a liquidation progresses and stock thins out, so ranges, sizes and the best-known brands sell through quickly,” a website established to advertize the sales reads. Once a store’s stock is gone, that branch closes for good.”

The full list of inventory that can still be purchased is also available on the chain’s online website; while liquidation sales are usually done exclusively through physical stores, Leading Labels has also been selling off remaining items online.

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The company has not commented on its financial situation or what has led to its liquidation. Leading Labels had a loyal customer base built over several decades but, as with many outlet chains in the 2020s, lost the cost-cutting edge as rising operational costs and high inflation led to many periodically raising prices to a point that stopped making them competitive.

Other outlet brands that shuttered large numbers of stores since the start of 2026 include, in the U.S., Grocery Outlet and Saks Off Fifth.

Related: Global fashion giant closes 21 stores, exits key market

Presented by SAPHR tracks employees and skills. Finance owns headcount targets and cost. Procurement manages contractors and services spend. Together, they leave executives unable to answer basic questions about how workforce decisions actually translate into business outcomes.Fragmented planning creates workforce blind spotsEach function has its own systems, its own planning cadence, and its own assumptions about how work gets done. Recent SAP research found that 62% of C-suite executives are dissatisfied with their current level of integration between people and business performance data. The same research found that while 50% of organizations are planning for AI’s impact on productivity and capacity, only 21% are planning for AI’s impact on job design and organizational structure. That gap matters because the two are inseparable. You can’t make a sound decision about where to automate without understanding how it will affect the teams, roles, and skills connected to that work. Most organizations are trying to do exactly that, and discovering, usually too late, that the pieces don’t fit together.The workforce has quietly expanded — and planning hasn’t caught upThe definition of “workforce” has been expanding for years, but most planning models haven’t registered the change. Employees now work alongside contractors, specialized partners, and AI systems that handle real execution-layer tasks — not just support functions, but actual work. In some delivery models, external and digital labor has moved from supplemental to central.That shift changes the nature of every significant workforce decision. When a company chooses to automate a process, the ripple effects touch headcount, skills, services spending, and productivity assumptions simultaneously. A reskilling initiative can reduce dependency on contractors. Expanding contractor capacity can close an immediate gap while quietly deepening a long-term capability problem. None of these moves can be evaluated well in isolation, but that’s precisely how most organizations still evaluate them — separately, in sequence, by different teams working from different data.The real question isn’t “should we hire, automate, or reskill?” It’s how work should be configured across humans and intelligent systems, and at what cost. Most planning architectures weren’t designed to ask that question, let alone answer it.CFOs and CHROs are being pushed into the same roomCFOs are being asked to connect financial signals to real operational choices, particularly in workforce spending, which dominates most income statements. CHROs are being pulled beyond traditional talent management into harder questions about work design and the balance between human and digital labor. Neither can answer these questions from their current vantage point alone, and historically, they haven’t had to answer them together. That’s changing, not because of some cultural shift toward collaboration, but because the decisions genuinely require both perspectives at the same time.When that partnership works, organizations can move workforce planning from a periodic budgeting exercise to an ongoing strategic conversation. They can ask harder questions: Where does it make more sense to build critical skills internally than to buy capacity externally? When we automate a workflow, how do we know whether we’re creating capacity or just moving a problem downstream? These aren’t questions finance or HR can answer in sequence. They require shared data, shared governance, and frankly, a shared willingness to operate in territory that neither function fully owns yet.From annual budgets to continuous workforce steeringThe organizations handling this best stopped treating workforce planning as a once-a-year negotiation and started treating it as an ongoing operational discipline. That means finance, HR, and procurement seeing the same picture of workforce capacity, skills, and cost, rather than reconciling three different pictures after the fact. It means modeling scenarios that combine hiring, reskilling, automation, and external labor as connected levers rather than separate conversations.The metrics are evolving too. Headcount, labor cost, and utilization still matter, but they describe only part of what’s happening. As AI becomes embedded in operations, leaders need visibility into skills and readiness relative to strategic priorities, how work is actually distributed across employees and intelligent systems, and whether automation is unlocking new capacity or quietly eroding the engagement of the people working alongside it. Organizations that track these signals appear to be making structurally different decisions about where to invest. They are not just better-informed, but asking better questions. The hard part isn’t the technologyConnecting HR, finance, and procurement data creates the conditions for better decisions. It doesn’t make those decisions. The harder challenge is leadership alignment: CFOs and CHROs agreeing on shared metrics, committing to a planning cadence that keeps workforce choices connected to business strategy, and building a working relationship where neither function is simply ratifying what the other has already decided. That’s a governance problem, and it doesn’t come bundled with any platform.The organizations that move first on this won’t just have better data. They’ll have a fundamentally clearer picture of how work creates value across employees, contractors, and intelligent systems together. The ones that don’t will keep making workforce decisions in the dark. The difference is that those decisions are coming faster now, and the consequences of getting them wrong are larger.For additional perspectives on workforce planning, continuous planning, and leadership in the age of AI, explore SAP Workforce Planning and the latest SAP SuccessFactors innovations. David Imbert is Chief Marketing Officer, SAP Financial Management; Lara Albert is Chief Marketing Officer, SAP SuccessFactors.Sponsored articles are content produced by a company that is either paying for the post or has a business relationship with VentureBeat, and they’re always clearly marked. For more information, contact sales@venturebeat.com.

The good times for stock market investors may soon be over, at least for now, according to Helene Meisler, a technical analyst who studied in the 1980s under legendary technician Justin Mamis and later worked at Goldman Sachs.

Meisler has studied the markets for over 40 years, helping professional money managers better understand the markets’ inevitable machinations. In Meisler’s latest alert, she highlights a short-term signal that stock market traders ought not ignore.

The CBOE volatility index, or VIX, has fallen into complacency, a signal that investors may have gotten too comfortable with the S&P 500’s relentless rise from its summer low. The VIX’s daily sentiment index, or DSI, has touched the mid-teens, a yellow flag in Meisler’s view that may signal a short-term sell-off.

Meisler highlights a warning sign lurking in the VIX

Over the years, Meisler has come to rely on various technical indicators to gauge when investors become overly pessimistic, suggesting it’s time to buy, or optimistic, suggesting a good time to lock in some profit.

The VIX is one of those indicators. The volatility index measures how much investors are willing to pay for protection over the coming 30 days based on S&P 500 option prices. If investors are getting antsy, they’re willing to pay more for protection, causing the VIX to rise. If they’re complacent, the VIX drops.

Also read: Morgan Stanley delivers bold pre-earnings verdict on Broadcom

Most of the time, the VIX stays pretty neutral. It only really attracts widespread media and investor attention when it, or measures such as the Daily Sentiment Index, or DSI, reach extremes.

“The Daily Sentiment Indicator (DSI) for the VIX finally broke under 15 and moved to 13. A flashing red light would be a single-digit reading, but I consider a sub-15 reading a flashing yellow light,” wrote Meisler in a post on TheStreet Pro.

Created in 1987 by market analyst Jake Bernstein, the DSI is considered a leading indicator because it measures changes in the futures market to gauge sentiment. When DSI is above 85 or below 15, it often points to an impending top or a bottom.

Bloomberg / Getty Images

Meisler VIX worry gets conviction from other technical indicators

Meisler says a single-digit DSI is a red alarm and an ideal signal for a reversal, suggesting the indicator is signaling risk rather than a guaranteed drop. Everyone, myself included, who has tracked the markets for a few decades, knows there are no guarantees when it comes to calling short-term tops or bottoms.

That said, there is other evidence that stocks may be setting up for a dip, namely the VIX put/call ratio, and the National Association of Active Investment Managers (NAAIM) Survey.

Meisler says that the 21-day moving average of the VIX put/call ratio dipped below 0.40, something that happened as recently as twice in 2024.

“In January 2024, we got a few days of downside as the S&P lost 100 points over the course of four trading days, about two percent. However, in July of 2024, the S&P embarked on a ten percent drawdown,” wrote Meisler.

It’s also telling that the NAAIM Survey shows professional money managers particularly bullish enough to have begun buying stocks on margin, something that can correlate with short-term market tops.

Meisler says the NAAIM index is currently 102.66 (readings above 100 indicate buying on margin), and the last time that happened was July 2024.

What investors should do given the VIX signal

Most investors shouldn’t read too much into the stock market’s short-term pops and drops. Dips are incredibly common, with 5% pullbacks happening in 93% of calendar years since 1980, according to Fidelity. Yet stocks have always eventually rebounded, suggesting that overreacting to short-term fears hasn’t been a profitable decision over time.

However, short-term traders and position traders, who actively manage money, can consider this signal a good reminder to lock in some profits to raise a bit of cash that can be redeployed later.

That could be a savvy move given the old Wall Street adage, “sell Rosh Hashanah, buy Yom Kippur.”

The data suggests only modest declines between the two holidays, making the adage more reflective of seasonal weakness than anything else. Still, we could start to hear more chatter about it soon if the VIX is right that we’re about to see a lift in volatility amid a pullback.

“If that adage is to come to pass, it means we should start to see some weakness in the market in the next week or so,” wrote Meisler.

When a restaurant chain files Chapter 11 bankruptcy or suddenly closes dozens of locations, that tends to be a major news story. Red Lobster and Hooters’ struggles, for example, have been incredibly well documented across the news media, and the internet.

Some chains, however, suffer a slow demise and those situations tend to be off the media radar. Local news covers individual shutdowns, but the overall arc of a chain going from a growth story into a slow death spiral often gets missed.

That’s what has largely happened with Acapulco Restaurant & Cantina, a once-thriving chain

The brand, which closed its location at 722 Pacific Ave. in Glendale, according to KTLA, now has a single Long Beach, California location left.

It’s a long, slow story of decline that has left the chain on the edge of disappearing completely.

Acapulco Restaurant & Cantina has been in steady decline

The Glendale location shared a now-removed Instagram post thanking its customers.

“This place has been more than just a restaurant — it’s been home to so many memories, celebrations, and friendships,” the Instagram post read. “We are beyond grateful for every guest who walked through our doors and became part of our family.”

That shutdown happened a couple of months after two other California locations, Downey and Costa Mesa, shut down with little fanfare.

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Like many chains, Acapulco Restaurant & Cantina’s troubles date back to the 2008 financial crisis, although it had shrunk from its peak of 40 restaurants before that.

“At the time, it was owned by Real Mex Restaurants, which filed for Chapter 11 bankruptcy in 2011. That year, Acapulco reduced its footprint from 32 locations to just 18 locations,” according to Orange County Business Journal.

The struggles and slow attrition continued after that.

Mexican food has actually grown its share of the overall market.Shutterstock

Acapulco Restaurant & Cantina hurt by industry woes

Acapulco Restaurant & Cantina has suffered in recent years from the same issues dragging down other chains.

“In an environment where cumulative inflation has driven costs up by nearly a third since 2019, it is virtually impossible for a unit to remain viable after losing 30% or more of its peak sales,” Victor Fernandez, Black Box Intelligence vice president of insights and knowledge told Restaurant Dive. “For the 3% of Full-Service restaurants that have seen sales drop by more than 50%, the question for 2026 isn’t if they will close, but when.”

Fernandez wasn’t specifically addressing Acapulco Restaurant & Cantina, but the chain has lost locations steadily since its heyday.

Acapulco Restaurant & Cantina: A closure timeline

1960: Acapulco Restaurant & Cantina opened its first location in Pasadena, California, according to an SEC filing.

2003: Acapulco had 39 restaurants, making it the third-largest full-service casual Mexican restaurant chain in California, the chain shared in an SEC filing.

2004: Acapulco had 40 locations, including 39 in California and one in Oregon, according to an SEC filing.

2011: Real Mex Restaurants, Acapulco’s parent company, filed for Chapter 11 bankruptcy. Acapulco subsequently went through a major footprint reduction, according to Orange County Business Journal.

2026: Acapulco Restaurant & Cantina had fallen to just one remaining location, compared with nearly 40 restaurants at its peak reported Inc.

Mexican remains a popular category

While competition has been intense, Mexican restaurants have grown their overall market share from 6.1% in 2015 to 7.7% in 2025, according to an analysis of Technomic data.

In addition, McKinsey’s “What US consumers want from restaurants in 2026” shows that Mexican restaurants offer consumers the value that they’re looking for in the current economy.

“One bright spot among limited-service restaurants (LSRs) is Mexican restaurants, where purchase frequency increased the most on a year-over-year basis and the number of items purchased decreased less than other types of LSRs,” McKinsey reported.

There may be a clear reason for that.

“This could be because Mexican LSRs are seen as better value for money, and the players that have done best in the past year have focused on offering greater convenience for diners and driving operational innovation,” according to the report.

Acapulco Restaurant & Cantina, however is not an LSR, and that may impact how consumers viewed the chain from a value point of view.

Over the past year, On the Border, a similar full service concept to Acapulco Restaurant & Cantina filed Chapter 7 bankruptcy and closed all of its locations. In addition, El Torito, Abuelo’s, and Chuy’s all saw significant closures over the past 12 months.

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Oracle (ORCL) has been one of the roughest large-cap tech names to hold in 2026.

The stock is down about 23% year to date and sits roughly 56% below its record high of $345.72, set on Sept. 10, 2025. 

That drop turned a steady, profitable software company into one of the most volatile megacaps on the market.

Now one analyst is telling clients the worst may already be priced in.

On Aug. 26, Citi reiterated a Buy rating and a $330 price target on Oracle, a level that would more than double the stock from where it recently traded. 

The bank also placed Oracle on a 90-day positive catalyst watch.

If you own Oracle, or you have been watching it fall and wondering whether it is a bargain or a trap, Citi’s argument is worth understanding before you act.

Why Citi thinks Oracle’s sell-off went further than the business justifies

The analyst behind the call is Tyler Radke, Citi’s co-head of U.S. software equity research. He covers the biggest names in enterprise software, so his read on Oracle carries weight with institutional investors.

Radke’s core point is simple. He believes the stock dropped for mechanical reasons, not because the underlying business broke.

He pointed to the summer’s collapse, when Oracle lost more than half its value within roughly 30 to 40 trading sessions, bottoming at a low of $114.50 in late July. 

He called that a “four to five standard deviation move” against Oracle’s normal volatility, according to Yahoo Finance.

In plain terms, a move that large and fast is statistically rare, and Radke reads it as panic selling rather than a considered repricing of the company.

The technical pressures Citi says are starting to fade

Radke pointed to a few forces that pushed Oracle down and that he now expects to ease.

Credit spread widening: As worries grew about Oracle’s rising debt, the cost to insure its bonds climbed, which pressured the equity.

Aggressive share issuance: Oracle has been selling new stock through an at-the-market program to help fund its data center buildout. An at-the-market program lets a company sell fresh shares directly into the open market at current prices, which adds supply and can cap rallies.

Forced selling tied to sentiment: Negative headlines fed selling that built on itself.

Radke told CNBC he wants Oracle to tell investors it is finished with that equity issuance. Once management signals that, he argued, a major source of selling pressure disappears.

That is the crux of the “buy the dip” case. Remove the forced selling, and the stock can trade on its fundamentals again.

Oracle’s headquarters and data center campus have become a focal point as the company pours billions into AI infrastructure.Mesut Dogan / Getty Images

What the business actually looks like underneath the stock

Oracle’s fundamentals are genuinely strong in some places and worrying in others.

On the growth side, the numbers are large. Oracle reported finishing fiscal 2026 with a remaining performance obligations backlog of $638 billion, up 363% year over year. Cloud infrastructure revenue grew 93% in the quarter.

Backlog matters because it represents contracted future revenue. 

A backlog that size gives Oracle unusual visibility into sales for years to come. But the buildout funding those contracts is expensive.

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Oracle plans another round of layoffs before September

Oracle’s total liabilities jumped from $147.4 billion to $218.7 billion in a single year, and one credit rating agency has already downgraded the company. 

Free cash flow has turned deeply negative as data-center spending accelerates, and that tension sits at the center of Radke’s call. 

He blames technical selling for the drop while also acknowledging that Oracle’s credit rating is close to falling below investment grade, and those two things are connected.

How the AI infrastructure boom feeds Citi’s confidence

Radke’s optimism draws on what is happening across the wider AI economy.

Demand for AI computing power has stayed strong at other cloud providers, and Citi expects that demand to support Oracle’s pricing and margins on newly signed contracts.

Oracle has become one of the main places companies rent large amounts of computing capacity for AI work, which puts it in the same conversation as fast-growing names like CoreWeave (CRWV) and chip supplier Nvidia (NVDA).

Related: JPMorgan sends stark warning on AI stocks, cites dotcom worries

For Oracle, that shift changes how investors should think about the stock. 

It no longer trades purely as a legacy database and software company. It now trades as an AI infrastructure company, with all the growth and all the spending risk that label carries.

How Oracle stacks up against the market this year

A quick comparison shows how much Oracle has lagged the market this year.

Year to date: Oracle is down about 23%, while the S&P 500 has posted gains over the same stretch.

From the peak: Oracle sits roughly 56% below its September 2025 record high, a far deeper drawdown than most large-cap tech peers.

Against AI peers: Nvidia has climbed this year on strong earnings, while Oracle moved in the opposite direction.

That underperformance is exactly why Citi sees a setup. When a quality company falls much further than the market and its peers, the recovery can be sharp if sentiment turns.

What still has to happen before the $330 target looks realistic

A $330 target is a bold call, and Radke has been clear that it depends on Oracle earning it.

Two things need to line up.

First, management needs to confirm the share issuance program is done, which removes the supply that has been capping rallies.

Second, Oracle needs its next major update to reassure investors on funding. 

The company’s investor day at the end of October is the event Radke flagged as the real catalyst, because its management could show that new deals carry higher upfront payments and need less new financing.

Oracle’s next earnings report is expected in early to mid-September, according to 24/7 Wall St, which gives investors an earlier checkpoint.

What Oracle’s slide means for your money

Before putting money into a heavily indebted, high-spending tech stock, make sure your own financial base is solid, with an emergency fund in place and high-interest debt handled.

A company spending this aggressively can keep falling well before it reaches any long-term price target, and the debt load raises the stakes if AI demand cools.

Radke’s target is also far above the Wall Street average of $257.79, which tells you his call sits at the bullish end rather than the consensus.

The bottom line for readers is this. Citi’s argument gives Oracle bulls a clear, testable thesis, and the next two months will show whether the forced selling really is over or whether the debt worries win out. 

If you are considering the stock, watch the September earnings report and the October investor day closely, size any position with the credit risk in mind, and treat the $330 figure as a best case rather than a base case.

Related: Jim Cramer resets investors biggest Nvidia fear 

After one month of action, the Women’s Professional Baseball League is dealing with growing pains on and off the field, while the offense outpaces the pitching.

In healthcare, AI’s foundation still rests on a 1968 idea: a record that preserves reasoning, not just data. Discover how a paper from the 1960s and a mentor’s words still define the standard today.