Remember when having an ordinary job felt safe? Those days are over. The arrival of artificial intelligence isn’t just automating tasks—it’s blowing up the very idea of job security and ushering in an era where adaptability and entrepreneurship aren’t optional, they’re survival skills. Welcome to the new game. Average is automated, and now, everyone needs to think—and act—like an entrepreneur.

AI Isn’t Coming—It’s Already Here (And It’s Taking Jobs)

It’s not sci-fi anymore. By 2025, AI and automation are expected to displace as many as 85 million jobs worldwide, from customer service roles to entry-level tech positions, with 13.7% of U.S. workers already reporting being replaced by robots or AI-driven systems. Young people are especially hard-hit: tech unemployment among 20- to 30-year-olds has jumped 3% this year alone in AI-exposed roles. And the impact isn’t slowing down. Analysts say up to 60% of jobs in advanced economies could see tasks automated in the near future, with 30% of workers fearing outright replacement.

Why Average Isn’t Enough Anymore

The old industrial world ran on “the bell curve”—reliably rewarding the middle. If you were competent, you were comfortable. But in the digital age, AI is programmed to do average things perfectly and instantly. Now, the top 10%—the specialists, the creators, the difference-makers—snap up 90% of the rewards, while the rest get left behind.

Enter: The Entrepreneur Game

Here’s the twist: being entrepreneurial isn’t just about starting a business. It’s about building a personal brand, mastering a specialty, and continually learning or creating something valuable that AI can’t easily duplicate. Tech isn’t killing opportunity—it’s changing what it looks like.

• 20 million Americans now expect to retrain for new, more creative or tech-forward careers in the next three years.
• The fastest-growing “jobs” are digital and entrepreneurial: creators, consultants, coaches, prompt engineers, content strategists, AI-human collaboration experts, and niche community builders.
• Nearly half of companies that adopted AI are now automating roles, but they’re also creating demand for new skills and products almost overnight—a perfect playground for entrepreneurial thinking.

Survival Guide: How to Play (and Win) the New Game

• Pick Your Niche: Get laser-specific. Being “good at business” is out. Being the best at “helping consultants automate YouTube marketing with AI tools” is in—and global.
• Build Digital Assets: Write, film, code, design, research—create things that can scale, sell, and build your brand, wherever you are.
• Stay Adaptable: Reskill, upskill, and don’t be afraid to jump into new industries. Today’s winners are the ones who can pivot quickly and ride the next wave, not cling to what worked last year.
• Own Your Audience: Whether it’s a newsletter following, a YouTube channel, or a private Slack group, your future depends on connecting with people who value what you do—AI can’t compete with real, human influence.

Bottom Line

AI didn’t just move the goalposts—it changed the field. Being “average” is now a risk, not a guarantee. The winners in this new economy aren’t waiting for work to come to them—they’re proactively creating, collaborating, and cashing in on the skills, products, and experiences AI can’t touch. The entrepreneur game isn’t just for founders anymore. Ready or not, it’s for everyone.

Market Response to ABC’s Programming Decision

Walt Disney Co. has lost an estimated $3.87 billion in market value since ABC preemptively suspended Jimmy Kimmel Live!, a move widely interpreted as a response to political pressure from both affiliated broadcasters and government regulators. The resulting controversy is multifaceted, with both supporters and critics examining the ripple effects in the context of broader media and political dynamics.

Repercussions Across Entertainment Channels

Within days of the suspension, reports of subscription cancellations on Disney+, Hulu, and ESPN surfaced, with social media sentiment amplifying consumer calls for boycotts. Some prominent actors and personalities, such as Tatiana Maslany and Damon Lindelof, publicly announced their own cancellations and urged others to follow suit. Google Trends data shows a marked increase in searches for how to cancel various Disney-affiliated services, indicating elevated subscriber churn rates. Though Disney has not released verified internal figures on subscription losses, independent estimates suggest millions of dollars in monthly revenue could be at risk if the momentum continues.

The Stock Market’s Reaction

Disney’s stock fell roughly 2.5% to 3.5% in the wake of the announcement, representing nearly $4 billion in lost market capitalization. While some analysts caution that this drop reflects general volatility and may be mitigated as investor sentiment shifts, others point out that this is one of Disney’s most substantial short-term hits in recent memory tied directly to a content-related controversy.

Stakeholder Perspectives

Reactions from within the entertainment industry have ranged from concern to open dissent. Several guilds and talent representatives have criticized Disney for ceding to perceived political intimidation. Affiliate groups such as Nexstar and Sinclair initiated the preemption not only due to regulatory threats but also as they undergo major business transactions, including mergers and acquisitions that require FCC approval.

On the other hand, some Disney stakeholders assert that the company is acting in accordance with broadcast partners’ expectations and regulatory compliance, citing the need to balance business interests, political realities, and community standards.

A Complex Financial Picture

While the immediate market value loss is significant, financial impacts from subscription cancellations and advertising revenue declines may be more gradual and difficult to quantify. Disney remains fundamentally robust due to its diversified portfolio—theme parks, sports, and legacy franchises continue to provide financial insulation even as the streaming and TV sectors experience volatility.

Conclusion

The suspension of Jimmy Kimmel Live! and its fallout reflects the complex interplay between political influence, corporate governance, and consumer activism in today’s media landscape. Disney’s market value decline is indicative of heightened sensitivity around free speech, regulatory power, and the economic consequences of content decisions—issues that are increasingly central to both business strategy and public discourse.

The story of movie theaters has long been framed around survival. Every new technology—whether radio, television, VHS, cable, or streaming—was once declared the death knell for cinema. The COVID-19 pandemic reignited that narrative, with analysts pointing to falling box office revenue and the dominance of streaming. But in Brooklyn and beyond, independent theater owners are showing a different story: small theaters aren’t just surviving; many are thriving.

The Human Factor: Community First

For Emelyn Stuart, the first Afro-Latina to own a movie theater in the United States, cinema is more than business—it’s a responsibility. Her Stuart Cinema & Café in Greenpoint was built on the belief that movies bring people together, and accessibility is key.

Stuart offers senior and children discounts, $5 tickets for SNAP recipients, and even buy-one-get-one promotions to ensure everyone has access. “What am I doing with a movie theater if my own people can’t watch movies?” she explained. That philosophy carried through the pandemic, when her theater gave out meals and laptops to struggling neighbors. The result? A loyal community that has continued to support her business through turbulence.

Reinventing the Experience

Big chains depend on volume—lots of screens, blockbuster titles, and expensive concessions. Small theaters, with fewer screens and leaner operations, must adapt differently. For Matthew Viragh, founder of Nitehawk Cinema, that meant breaking the mold.

Blocked by an outdated prohibition law that banned alcohol in New York theaters, Viragh fought for change and became the first exhibitor allowed to serve drinks. Today, Nitehawk is known for its dine-in service, movie-themed menus, and curated programming tailored to neighborhoods like Williamsburg and Park Slope. Pairing indie films, family-friendly hits, and unique events like 35mm screenings or filmmaker Q&As, Viragh turned Nitehawk into an experience no living room can match.

“The more you offer, the more people spend,” he said, noting that food and beverage service has become just as critical as ticket sales. Unlike a multiplex with identical auditoriums, Nitehawk leans into distinctiveness, creating an atmosphere that makes going to the movies an event.

Business Strategies That Work

Despite the creativity, the financial reality is tough. Small theaters pay the same studio licensing fees as AMC or Regal—often 50 to 60 percent of ticket sales. That means survival depends on what happens outside the box office.

• Concessions and food: Both Stuart and Viragh emphasize high-quality, appealing menus. From empanadas to specialty cocktails, small theaters make eating part of the experience.
• Events and rentals: Birthday parties, private screenings, and community gatherings act as insurance policies when a film underperforms.
• Creative promotions: Discounted second-visit coupons and community-based marketing keep audiences returning.
• Social media engagement: Independents thrive at building hyper-local followings online, a strength chains often fail to replicate.

Programming remains the biggest gamble. With one to three screens instead of 15, every decision carries weight. A single flop could mean a serious loss. But the flip side is agility: small operators can pivot faster, experiment more, and take risks on films tailored to their audiences.

Why They’re Winning

While large cinema chains wrestle with debt, corporate shareholders, and an overreliance on tentpole blockbusters, independent theaters are succeeding because they embrace flexibility and humanity. They are in tune with their communities, offering pricing that is sensitive to local realities and experiences that feel special, not transactional.

As Stuart put it: “I am a servant first. I care about the community. And I think that’s important. Because we are here for them, they are here for us.”

A Future Built on Value

Theaters will continue to face challenges—shifts in studio distribution, streaming competition, and changes in viewing habits. Yet, the outlook from independent owners is far from doom and gloom. They believe the shared moviegoing experience is more valuable than ever, precisely because it can’t be replicated at home.

“There’s nothing like the moviegoing experience,” Stuart said, “We’re not going anywhere.”

For small theaters, thriving isn’t about beating Hollywood blockbusters—it’s about reminding people that movies aren’t just watched, they’re experienced. And in that space between community, culture, and creativity, independent cinemas have found their way forward.