
5. Canva
Founders: Melanie Perkins (CEO), Cliff Obrecht, Cameron AdamsLaunched: 2012Headquarters: Sydney, AustraliaFunding: $589 millionValuation: $32 billionKey Technologies: N/AIndustry: Enterprise technologyPrevious appearances on Disruptor 50 list: 3 (No. 6 in 2024)
Canva has become a go-to tool for anyone needing to create a sleek presentation deck, flyer, or social media post. But the Australian design platform, which aims to "democratize design," is now setting its sights far beyond individual creators.
"Our goal was to take the entire design ecosystem, integrate it into one page, and then make it accessible to the whole world," co-founder and CEO Melanie Perkins told CNBC.
The idea came from her own experience. As a teenager in Australia, Perkins would earn extra money by teaching other students how to use design programs offered by Microsoft and Adobe. Far from intuitive, students found the platforms "crazy hard." Perkins felt there had to be a better, more straightforward solution.
"People would have to spend an entire semester learning where the buttons were, and that seemed completely ridiculous," Perkins told CNBC.
Canva's bet on simplicity has paid off. The platform now serves more than 220 million monthly users across over 190 countries. In 2024, its annual recurring revenue reached $3 billion — roughly double that of 2023 — as visual content became essential in modern workplaces.
It's also made a major push into the enterprise space. More than 95% of the Fortune 500, including HP and Snowflake, now use Canva. Canva Enterprise, made for teams of 100 or more people, includes security, reporting and brand management. Canva's expansion into the enterprise pits it against heavyweight competitors like Adobe Express, CapCut, and fellow Disruptor 50 firms Figma and Notion.
To bolster its offerings, Canva made several high-profile acquisitions in 2024. It acquired Affinity, a suite of professional design tools, and Leonardo.AI, which built Australia's first foundational AI model. These additions deepen Canva's capabilities in advanced editing and generative AI. Canva's platform now goes beyond design, including coding, photo editing, spreadsheet and AI chatbot features.
On the corporate side, Canva opened new offices in San Francisco, Austin, and London, expanded its workforce by nearly 40%, and brought on Kelly Steckelberg, former finance head at Zoom, who helped the company go public in 2019, as CFO.
Investors have taken notice. The company has raised $589 million to date from investors such as Blackbird Ventures, Felicis Ventures, and Goldman Sachs and was recently valued at $32 billion.
Still, Canva faces broader questions about the use of AI in design. The company has embraced generative AI, prompting some critics to raise concerns about content safety, user safety and data use for AI training, but the company says it has earned users trust over the years.
Perkins is optimistic about the potential for AI to be a democratizing force for Canva's 220 million customers around the world. "I think it's critically important that as the world of humanity, we use AI to truly lift up every single person who lives here, to help everyone have their basic human needs being met," she told CNBC. "And I think there is a huge opportunity for us to be dreaming bigger about what we want with technology accelerating. I think there is a huge opportunity to rethink what we're doing with it and ensuring that it's serving our needs."
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Forbes
an hour ago
- Forbes
GenAI Won't Replace Doctors, But It Could Make Them Miserable
No matter how powerful generative AI becomes, physicians will still have jobs. But will those jobs ... More be fulfilling or soul-crushing? Will AI replace doctors? A year ago, most physicians would've confidently answered 'no.' Medicine, they'd argue, is too complex, too personal, too human to be handled by machines, no matter how advanced. Now, that confidence is starting to waver. Physicians, like other highly educated workers, are watching what's happening in another once-secure, intellectually demanding profession: computer programming. Not long ago, coding was considered one of the most prestigious and future-proof careers in the modern economy. The brightest students pursued software engineering, drawn by high salaries, strong demand and the appeal of solving complex problems. Programmers were irreplaceable. Until they weren't. From Amazon to Meta to Salesforce, tech companies are laying off engineers by the thousands. At Microsoft, generative AI already writes a third of the company's code, and some experts predict it could eliminate two-thirds of programming jobs by decade's end. Companies like Shopify and IBM have gone even further, requiring managers to justify hiring humans over AI or freezing new hires for roles they believe GenAI tools will soon replace. In medicine, large language models already outperform physicians at diagnosing complex cases and answering patient questions. But that doesn't mean clinicians are at risk of losing their jobs. Here are three reasons GenAI won't replace doctors — followed by one major caveat. 1. Too Few Doctors, Too Much Work Across hospitals and clinics, American healthcare is already stretched beyond capacity. The American Medical Association projects a shortfall of up to 124,000 physicians by 2036, including 48,000 in primary care alone. Three major forces are driving this shortage: Bottom line: The physician shortage is real and getting worse. GenAI can help fill the gaps, but it won't eliminate the demand for human clinicians. 2. Cutting Doctors Is A Poor Way To Cut Costs In most industries, replacing high-salaried workers with technology is the fastest path to profitability. But in healthcare, that approach misses the point entirely. Take primary care as an example. It's the backbone of the U.S. medical system, yet it accounts for less than 5% of the nation's $4.9 trillion in healthcare spending. Only half of that percentage goes to salaries. So, even if we eliminated half of all primary care physicians (an unthinkable move), total costs would drop by just 1.25%. In healthcare, the greatest opportunity for cost savings is in preventing and better managing chronic diseases like diabetes, hypertension and long-term heart failure. According to the CDC, improving prevention and chronic disease management could prevent 30–50% of their complications (heart attack, stroke, cancer and kidney failure). Avoiding these catastrophic medical events would save an estimated $1.5 trillion annually. Value-based care models have already demonstrated what's possible. Studies from leading health systems show that investing in proactive, team-based primary care reduces hospitalizations, improves outcomes and lowers annual per-patient costs by up to 23%. That's where the right combination of clinicians and generative AI offers the greatest value. Between visits, GenAI can track symptoms, alert patients to necessary medication changes and identify complications before they turn into crises. Paired with 24/7 telemedicine, GenAI can provide patients with real-time expertise and care for routine concerns, flagging serious problems when doctors aren't normally available. Bottom line: Controlling chronic disease offers 20 times the savings of cutting primary care jobs. 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Studies show that the doctor's touch reduces anxiety, boosts patient satisfaction, and even improves clinical outcomes. Bottom line: Even when data show that generative AI is more accurate, patients still want to talk with a human when facing complex or life-threatening decisions. A Caution Against Complacency No matter how powerful generative AI becomes, physicians will still have jobs. But will those jobs be fulfilling or soul-crushing? That depends on what doctors do next. If private equity firms or for-profit health insurers determine how GenAI is integrated into medicine, the technology will be used primarily to increase productivity: faster diagnoses, shorter visits, less support staff. Yes, technology can streamline tasks. But unless clinicians shape its deployment, GenAI will be used primarily to drive productivity, making today's problems worse for both clinicians and patients. By contrast, if physicians take the lead, they can harness generative AI to improve patient health, reduce burnout and lower costs by preventing complications like heart attacks, strokes, cancer and kidney failure. But that success will require more than technological tools. Doctors must organize into high-performing medical groups, integrate GenAI into all aspects of clinical care and negotiate payment models that reward improved outcomes — not just higher volume. Bottom line: Bottom line: GenAI can cut corners or improve care, but not both. It can boost profits or improve lives, but not both. The path we take will depend on who takes the lead.


Newsweek
an hour ago
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'Always On,' How Workers Are Suffering From 'Infinite' Work
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Newsweek AI is in beta. Translations may contain inaccuracies—please refer to the original content. Though "Infinite Workday," might sound like the title of a sci-fi film, it's a reality for many Americans, according to a recent report from Microsoft. The tech giant released their 2025 Work Trend Index Annual Report this week, which highlighted the relentless nature of the modern workday. Newsweek spoke to the experts to find out more about the "infinite workday," and how they are impacting Americans. The Context The phrase infinite workday refers to being constantly connected to work, from dawn until late at night. A spokesperson for Microsoft told Newsweek that "The infinite workday perfectly speaks to how we all feel. Work has reached peak inefficiency, and we can't look away." Composite image of a stressed worker, a clock, a laptop and a note reading, "Back to work." Composite image of a stressed worker, a clock, a laptop and a note reading, "Back to work." Photo-illustration by Newsweek/Getty/Canva What To Know Microsoft reported that the average employee receives 117 work emails each day, 153 Teams messages each day, has 2 minutes between interruptions (be it a meeting, call or message) and that 57 percent of meetings are called in the moment and do not have a calendar invite. In an email shared with Newsweek, a Microsoft spokesperson said that U.S. users average 155 chat messages per person each day, which is just above the global average. U.S. workers averaged 155 chat messages per person per day—just above the global average of 153. For email, U.S. workers send an average of 120 emails per person per day, which again is just above the global average. The intensity of the workday comes at a time when workplace satisfaction is increasingly low. In May of 2025, Glassdoor released their Employee Confidence Index and found that only 44 percent of U.S. workers feel optimistic about their company's prospects—the lowest reading ever recorded. Gallup meanwhile reported in a 2024 that employee engagement was at a 10-year low, with enthusiasm and involvement both dropping sharply. Meanwhile, The State of the Workforce Report from MeQuilibrium, which analyzed findings from 5,477 employees across various industries, found that 35 percent of employees feel worse about their work situation and 49 percent feel worse about their finance. Why Is Work Stress So Prevalent in America? Though Microsoft's study is not country specific, the problem of the infinite workday is a pervasive one for Americans. According to data from the Bureau of Labor Statistics, the average working week for all employees, including part time employees in private industries as of 2022 was 34.5 hours. Though the Fair Labor Standards Act sets a standard workweek of 40 hours, for most U.S. workers, there is no federal limit on how many hours you can work in a week. Newsweek spoke to Juliet Schor author of Four Days a Week: The Life-Changing Solution for Reducing Employee Stress, Improving Well-Being and Working Smarter. "U.S. workers have longer hours than people in other high-income countries," she told Newsweek via email. As for the factors driving this, Schor pointed to a "lack of legal protections to turn off devices, high numbers of companies with outsourced teams so there's a need to work across time zones, weak levels of unionization, long hours culture and high health care costs borne by employers." Newsweek also spoke to Ellen Ernst Kossek, distinguished professor emerita of management at Purdue University, who said that U.S. culture itself, "Really emphasizes work," and that "The U.S. identity is linked really heavily to work." She highlighted the right to request flexible working and right to disconnect laws in other countries like the U.K. and said that by comparison the U.S. is more "always on," and that there is an expectation to be online. Vili Lehdonvirta, professor of technology Policy in the Department of Computer Science, Aalto University, Finland, echoed this point. "In many sectors, like technology and finance, there is an expectation that workers should be available to their employers also outside formal working hours, and this norm is probably stronger in the U.S. than in many places in Europe." Lehdonvirta pointed to different technology adaptations and urban planning as playing a potential role in this. He said that mobile devices like Slack and Microsoft Teams makes "always-on culture easier to enact in practice." Speaking to Newsweek over email, Stewart Friedman, emeritus practice professor of management at the Wharton School at the University of Pennsylvania, said, "Norms about boundaries between work and the rest of life vary across countries and they are resistant to change." He said that though people in the U.S. work longer than those in Europe, they are "less burdened," by work than people in South Korea or Japan. "The values underlying national or regional cultures play a big role in determining expectations about the parts of life to which we allocate our attention." How 'Always On' Work Culture Negatively Impacts Employees We know that workers are indeed always on, but how is this impacting them? For Schor, the risks are clear. "Workers burn out, have health problems and as a result do lower quality work and are more likely to quit," she said Lehdonvirta told Newsweek, "Studies suggest that workers in an always-on work culture experience more work-home-interference, fatigue, and other negative consequences." A 2019 study from Myers-Briggs surveyed 1,000 people about always-on culture and found that people who were able to access calls and emails for work outside of hours were more engaged in their job, but more stressed. The study found that 28 percent of always on employees said they couldn't mentally switch off, while 20 percent reported mental exhaustion. According to Lehdonvirta, the consequences of this vary. "Worker-controlled flexibility over when to carry out duties can even be a positive thing for combining work with other commitments. Organizational culture and the behavior of supervisors as role models matters," he said. "People do have different styles of working," Kossek said, noting that people may work out of hours to enable taking breaks at other times in order to help balance work-life responsibilities. "There is a risk to working odd hours," Kossek said, noting that "We can make unhealthy choices," such aa checking emails on weekends or vacations when it's not an emergency. Kossek highlighted that workers are also bringing the job home with them. "Think about two hands going back and forth, representing emails and texts going into crossing borders into home, home into work," she said, There is a "high pattern of integration here," Kossek said, and likened the amalgamation of work and home life to trying to text while driving. The Entry of Artificial Intelligence Microsoft's report comes as the world of work is being rapidly changed by the increasing prevalence of Artificial Intelligence. AI is a polarizing topic—some liken it to a new industrial revolution, while others are sounding the alarm on ethical and environmental concerns. But how will it impact the workplace? Will this new technology rebalance the rhythm of the working day, or will it hit the gas pedal on an already unsustainable work pace? A spokesperson for Microsoft told Newsweek "At a time when nearly every leader is trying to do more with less, we have a real opportunity—not to speed up a broken system, but to refocus on the 20 percent of work that drives 80 percent of the impact, to reorganize into flatter, more agile teams, and to pause long enough to learn how to use AI—not just to support the work, but to transform it." Schor though, said that "AI can go either way." "It can lead to job stress, unemployment and higher productivity requirements. But it can also be a way to enhance productivity," she said. Lehdonvirta shared a similar sentiment. "It depends entirely on what they can do," he said, adding that if these tools "genuinely help people," to off-load tasks then they could help to achieve "sustainable working styles." However, "If they become yet another notification that interrupts you, or yet another inbox that needs to be dealt with, then the consequences may be different." Friedman told Newsweek, "To the extent that AI tools give greater freedom and flexibility in determining how we allocate our attention to the people and projects about which we care the most, then they can be useful in helping us produce greater harmony and impact as leaders in all the different parts of our lives." What's Next The workforce is rapidly changing, but more change may need to come to tackle always on culture. "We have to come up with new norms for managing, when we're on and when we're off work and new ways of communicating," Kossek said. Schor said, "When workloads increase, reducing hours can often make it easier to do all the work," this is because "people are most rested and less burned out." A good work life balance is key in this, but it takes commitment. "People are trying to be great employees, but also have a rich personal life," Kossek said. Friedman told Newsweek that "learning how to manage boundaries between different parts of life," like "work, home, community," is possible. But "it takes conscious effort and continual experimentation."


CNBC
an hour ago
- CNBC
Dollar surge could be short-lived after U.S. strike on Iran
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