Informed i’s Weekly Business Insights

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Market analysts may disagree about specific trends and forecasts, but they typically share the same optimistic attitude about the semiconductor market. According to most assessments, the semiconductor industry was valued in the range of $630 billion to $680 billion in 2024 and is expected to reach $1 trillion to $1.1 trillion by 2030, largely fueled by the growth of AI and data centers.

This view—although positive—could be a significant underestimation of the semiconductor industry’s true worth. That’s because traditional estimates, which are largely based on sales volumes, may partially or completely overlook the value of chips created by OEMs with in-house design capabilities, captive chip designers, and fabless operators (for some advanced packaging technologies). This oversight could have meaningful consequences, as these categories are now demonstrating the highest growth rates. What’s more, current analyses often undervalue Chinese semiconductor companies because information on their sales is incomplete or opaque.

Accurate value assessments are more important than ever, as AI is expected to push the semiconductor industry’s average CAGR well above the 9 percent recorded from 2014 to 2024. To assess semiconductor value more accurately, the authors analyzed all company types, including those in China. Rather than relying on sales volumes, which do not accurately reveal value when companies are not directly selling chips on the market, they conducted customized analyses for each type of semiconductor company. For example, for OEM players with in-house chip design, such as smartphone manufacturers, we estimated their contribution to the market based on the cost of goods sold (COGS), combined with a typical gross margin for the product.

The main takeaway: The value of the semiconductor market totaled $775 billion in 2024 and could reach $1.6 trillion (ranging from $1.5 trillion to $1.8 trillion) by 2030—figures that far surpass other estimates. But not all semiconductor companies will benefit equally, because most growth will relate to leading-edge chips and high-bandwidth memory (HBM). A few highly innovative companies will likely account for the most value in these segments, given the semiconductor industry’s winner-take-all dynamic. In other market segments—such as advanced and mature nodes, or DDR1 DRAM and NAND memory—the top companies aggressively reduce costs, either by increasing scale or undertaking traditional cost excellence programs. They also strive to expand their presence in higher-growth segments and attempt to differentiate their offerings.

Future growth trajectories for leading verticals.  The leading segments in 2030 will be the three that now dominate the market, but their growth trajectories and demand drivers will differ:  Computing and data storage, wireless and automative.

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Demand for electric vehicles and the batteries that power them has never been hotter.  In 2025, EVs made up over a quarter of new vehicle sales globally, up from less than 5% in 2020. Some regions are seeing even higher uptake: In China, more than 50% of new vehicle sales last year were battery electric or plug-in hybrids. In Europe, more purely electric vehicles hit the roads in December than gas-powered ones. (The US is the notable exception here, dragging down the global average with a small sales decline from 2024.)

As EVs become increasingly common on the roads, the battery world is growing too. Looking ahead, we could soon see wider adoption of new chemistries, including some that deliver lower costs or higher performance. Meanwhile, the geopolitics of batteries are shifting, and so is the policy landscape. Here’s what’s coming next for EV batteries in 2026 and beyond.

Lithium-ion batteries are the default chemistry used in EVs, personal devices, and even stationary storage systems on the grid today. But in a tough environment in some markets like the US, there’s a growing interest in cheaper alternatives.  

Sodium-ion cells have long been held up as a potentially less expensive alternative to lithium. The batteries are limited in their energy density, so they deliver a shorter range than lithium-ion. But sodium is also more abundant, so they could be cheaper.

Today, both production and demand for sodium-ion batteries are heavily centered in China. That’s likely to continue, especially after a cutback in tax credits and other financial support for the battery and EV industries in the US. One of the biggest sodium-battery companies in the US, Natron, ceased operations last year after running into funding issues.  We could also see progress in sodium-ion research: Companies and researchers are developing new materials for components including the electrolyte and electrodes, so the cells could get more comparable to lower-end lithium-ion cells in terms of energy density.

As we enter the second half of this decade, many eyes in the battery world are on big promises and claims about solid-state batteries.  These batteries could pack more energy into a smaller package by removing the liquid electrolyte, the material that ions move through when a battery is charging and discharging. With a higher energy density, they could unlock longer-range EVs.  Historically, battery makers have struggled to produce solid-state batteries at the scale needed to deliver a commercially relevant supply for EVs. 

The picture for the near future of the EV industry looks drastically different depending on where you’re standing.  Last year, China overtook Japan as the country with the most global auto sales. And more than one in three EVs made in 2025 had a CATL battery in it. Simply put, China is dominating the global battery industry, and that doesn’t seem likely to change anytime soon.  China’s influence outside its domestic market is growing especially quickly.

Even as the US lags behind, the world is electrifying transportation. By 2030, 40% of new vehicles sold around the world are projected to be electric. As we approach that milestone, expect to see more global players, a wider selection of EVs, and an even wider menu of batteries to power them.

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The ability to create and release marketing at the speed of culture, often referred to as fastvertising, real-time marketing, or newsjacking, has become a full-blown strategic capability.  The fastvertising model—producing rapid-fire, culturally relevant, platform-native content that engages people at just the right time—is no longer optional. Social media accelerates the pace of public discourse so much that being fast isn’t just a marketing edge; it’s a survival skill. In a world that prizes virality, there’s a zero-sum aspect to branding. If you don’t seize the moment, your competitors will—and they will be the brands that are seen as being in touch with the culture and customers. The conversation won’t involve you if you miss the opportunity.

When done well, fastvertising appears easy and inevitable. This may lull marketing teams into thinking that if they just act fast and say something, they will always be successful, but that’s not the case. It’s just as easy to get things wrong.

Fastvertising doesn’t just reward brands for being speedy; it rewards them disproportionately. The value comes not from the media impressions a brand pays for but from the earned media that a campaign generates: reposts, press coverage, commentary, and word of mouth. A tweet written in a few minutes can end up on morning news shows, triggering days of headlines and millions of dollars’ worth of attention—achieving results that with paid ads would take a lot longer and cost much more.

With fastvertising the audience itself becomes the distribution channel. It helps brands tap into what people are already talking about and, in doing so, turn cultural participation into free publicity. In a world where attention is expensive, fastvertising can deliver it at a small fraction of the cost of more-traditional marketing—if you’re willing to strike while the iron is hot.

There’s a deeper reason fastvertising works: because it speaks to human connection. When a brand shows up in a cultural moment, it creates a feeling of shared experience. The brand isn’t just selling a product; it’s participating in a conversation with its audience.  That creates a sense of presence and, with it, intimacy. It mirrors the dynamic that happens when a friend sends us a meme about a recent event just as we’re thinking about it, making us feel we’re in on a joke. The timing itself is a crucial part of the message—and if you miss the timing, the joke is no longer relevant.

A real-time response signals that a brand is alive, human, and paying attention to the cultural context surrounding its customers. When done well, fastvertisements do more than entertain; they create a subtle emotional bond. People begin to feel that the brand understands them—or at least understands what’s happening around them. In a world full of meticulously planned, static campaigns, that sense of spontaneity can feel surprisingly personal.

Companies that want to produce effective fastvertisements need to keep five key principles in mind:  speed is crucial, relevance beats production values; trust and organizational fluidity enable agility; humor, humility, and humanity fuel connection; and failure is cheap—and necessary.

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AI platforms have already upended online search in the first few years they’ve been available, and businesses were woefully unprepared for them. Depending on your company’s strategy, AI-driven search can bring significant opportunity or grave risk to its online visibility. Big brands can gain even more market share if they act shrewdly and with haste, while small brands now have a new marketing channel that can help level the playing field.

How many dollars that your company invested to cement market leadership in the past will translate into success in next-generation search? The answer is not yet clear. The ways consumers look for information are changing at breakneck speed, with many shifting from traditional search engines to generative AI tools like ChatGPT, Perplexity, and Gemini.

The fundamental issue: Customers must be able to find your brand in order to consider, desire, or buy your offerings. For top-of-funnel consumers to find your company, AI’s opaque and evolving algorithms must be able to find your brand first and then prioritize it in a preferred position in search results. Invisibility on AI platforms risks dire consequences, even for brands that lead in market share. 

Strategic companies can adapt and prepare for the future by understanding the Information Search Marketing (ISM) framework.  ISM encompasses all marketing activities aimed at having content appear more visibly — ideally, at the top of result lists — on digital search platforms. ISM includes traditional search as well as new, AI-based mechanisms. Generative engine optimization (GEO) is the process of optimizing content so that a brand appears in responses generated by AI-based platforms, while generative engine marketing (GEM) is the effort to appear as a promotional ad next to relevant AI responses. GEO is to GEM as SEO is to SEM. ISM is an umbrella term that includes all of the current mechanisms and those yet to be developed. 

The Five A’s to Compete Successfully.  To adapt, companies must adopt a new ISM strategy immediately, attending to each of the four consumer search methods (SEM, GEM, SEO, and GEO). If your brand is not engaging in at least one of them, it’s likely that your leads are dropping. According to one search-focused agency CEO, Google is still the primary tool used for traditional searches, but GEO is growing faster than any other new marketing channel has in years. 

The five A’s of search success can help businesses better understand and adapt to next-generation search, by highlighting the fundamental areas that companies must focus on to capitalize on the potential of traditional and AI search platforms.  

1. Authority. This refers to a brand’s credibility and trustworthiness on a platform and is defined differently by each ISM method. Brands must now focus on building authority in multiple ways to maintain and grow trust, especially among younger consumers.
2. Answers. Answering user questions is at the core of all ISM activities. Marketers must adjust to platforms where a query results in a single answer as opposed to multiple pages of responses. 
3. Arrangement. Preferred data arrangements/structures differ by platform. Coding — the schema, markup, and structured data — must be presented in the language most easily decoded by the ISM method to ensure that the information is found and valued by the platform. 
4. Attribution. Companies must develop appropriate measurement mechanisms based on the marketing objectives of the ISM tactic used. 
5. Agnostic alignment. Marketers should not become attached to a “favorite” search tool. Stay zoomed out and observe as behaviors shift; if a tool proves to have scale, address it. Learn about as many tools as possible, test them, and then incorporate those that work best into your strategy.

Three Ways to Capture the Opportunity.  Never before have society, technology, and marketing changed this fast. It’s bringing real business risk for brands that don’t navigate the shift properly. A great Google Search ranking will not be as impressive when consumers have shifted to AI platforms, just as having a great position in the Yellow Pages doesn’t mean what it once did.  Companies can immediately implement these three steps to take advantage of AI’s potential and avoid being left behind.  Reallocate resources to ISM.  Choose the right people to execute your strategy.  And be ambitious in improving the measurement and attribution of ISM performance.

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On Dec. 3, 2025, Nvidia CEO Jensen Huang walked into the Oval Office for a one-on-one meeting. The only other person privy to the conversation was the current occupant, Donald Trump. Huang later said only that they “talked in general about export controls,” and Trump said almost nothing about the meeting. But five days later, Trump and Nvidia announced an extraordinary policy shift: Rather than continue to be classified as a serious crime, sending Nvidia’s H200 chips to China was suddenly not just allowed—it was a welcome new source of revenue, with the U.S. government extracting a 25% share of every chip sold.

The deal was vintage Trump and a telling anecdote for business leaders about how the business world now works under Trump 2.0. In the first year of his second term, Trump has rewritten the government’s relationship with business more radically than any predecessor. He started by imposing new tariffs on scores of countries, scrambling business models at millions of companies big and small. He has intervened in other ways. 

Some CEOs, especially in tech, praise him fulsomely. But when CEOs speak anonymously in surveys, they don’t seem any happier, collectively, after a year of Trump’s pro-business policies. In the fall 2024 Fortune/Deloitte CEO Survey, conducted just after that year’s presidential election, 61% of CEOs said they were “optimistic or very optimistic for my industry.” A year later, under Trump, only 47% felt that way, while those who felt pessimistic or very pessimistic more than doubled, from 10% to 22%. 

Why the disconnect? It has a lot to do with the president’s leadership style. Though we’re only one year in, three clear themes have come to define that style. Above all, his love of one-on-one deals. Second, his practiced element of unpredictability. Finally, his penchant for grabbing the deal without sweating the details. Deals have always been inherent in politics, but Trump’s devotion to them is different. In every relationship, problem, and wish, he can find a deal, and he revels in it. 

That propensity is deeply seated. It rises from his career as the third generation in his family’s real estate business, immersed in it from childhood. The Trump Organization is not like a Fortune 500 corporation. Privately held, it doesn’t report to thousands of shareholders. While it has thousands of employees, decision-making is concentrated in just a few: The head office at Trump Tower in New York is small, maybe 40 people, estimates someone who has worked with Trump for years. The company’s operations consist mostly of building, buying, selling, and leasing properties, and licensing the Trump brand—and all those activities require mostly negotiating deals. 

So why does Trump’s love of the deal feel so disruptive—thrillingly so to supporters, alarmingly so to others—in his role as president? 

For one thing, trust in the federal government has hovered at abysmal lows for more than a decade—due in no small part to its perceived inability to accomplish anything positive. Thanks to partisan gridlock, passing meaningful reforms takes months if it happens at all—implementing them through regulations takes years. In this stale atmosphere, Trump-style deals can feel liberatingly fresh; they can be done with an hour-long one-on-one and a handshake. 

Just as important, unlike with many laws and regulations, deals usually give at least one party a quantifiable financial win. (Trump, needless to say, wants to always be that party.) On the economic and trade fronts, the Trump administration repeatedly leaves the table with a tweetable return on investment—$30 billion a month in tariff income, $100 billion in new Apple factories, a 10% stake in Intel.

Without question, Trump’s policies are taking the government—and business—in directions they have never gone before. He’s doing so, as he’s done for years, with a steamroller-like disdain for legal and cultural norms— showing no hesitation about threatening or punishing critics, and dismissing complaints about policies that reward his donors and industries in which his own family has business interests. And what makes the current moment even more fascinating, and fraught, is that, roughly one year in, it’s still too early to tell whether all of this glass-shattering is working—or whether it’s sustainable. 

To understand Trump’s unprecedented style of carrying out presidential duties, it’s necessary to know his revelations about himself. In a 2019 interview with Bob Woodward, he said, “My whole life has been deals…I’ve made unbelievable deals—from very little, made great deals. That’s what I do.” And in his 2015 book Crippled America: How to Make America Great Again, he explained a key element of his dealing style: “I don’t want people to know exactly what I’m doing—or thinking. I like being unpredictable. It keeps them off balance.” Those intertwined tenets illuminate much of how Trump operates as president.

Whether the tools Trump is using are the right ones to fix the country’s largest problems remains to be seen. 

Beyond dealmaking, how has Trump fared on the managerial front? The broadest example is his high-profile and often chaotic rush to downsize the executive branch. By the numbers, he succeeded: The federal workforce is some 270,000 fewer than when Trump was sworn in. But research by the Brookings Institution finds that many agencies that fired hundreds or thousands of employees are rehiring them.  One thing is clear overall: The dealmaker presidency is unpopular with many voters.

Trump’s lifelong three-part operating system—skillful one-on-one deals plus unpredictability and pushing ahead while others work on the details—has served him well. He’s rich and he’s president. But his system may not be ideal for solving the largest problems at the apex of power in the world’s wealthiest nation, says Peter Feaver, a political scientist at Duke University who held positions in the Clinton and George W. Bush administrations.

No number of one-on-one negotiations, for example, will stop the national debt from growing faster than the economy. The government’s largest expenditure, Social Security, is on track to drain the last dollars from its trust funds in 2033. In the 1980s, a 15-member bipartisan commission rescued Social Security by agreeing on several technical changes. That process was slow, undramatic, and involved a lot of hairsplitting compromises. It was more like governing than dealmaking. 

The past year also suggests Trump’s legacy of governing may be surprisingly ephemeral. He finds legislation slow and tiring, preferring to govern through hundreds of executive orders, but they can be revoked by any president to follow. The substance of his many one-on-one deals—such as with Nvidia’s Huang—may evaporate when he is no longer president. His agreements with leaders of nations could likewise disappear because those deals aren’t treaties, signed by Trump and ratified by the Senate.

In 2017, Trump became the first U.S. president with no experience in paid government work, including in the military. Business is his world. But ultimately, “running a country is not about making money,” says Heidi Crebo-Rediker, the U.S. State Department’s chief economist in the Obama administration and a senior fellow at the Council on Foreign Relations. “And even if Trump wants to run the country like a business, it’s not a CEO job.”

Donald Trump, the world’s most famous CEO, clearly disagrees. And to tackle the thorny financial and economic crises the nation faces, more business acumen and strategic thinking in government could be a valuable asset. But President Trump’s job, unlike a CEO’s, is subject to the Constitution, elections, and a 535-member board of directors, and it demands that the president deliver benefits to an even bigger group of stakeholders: all Americans. Those diverging missions, which put business and government in eternal contention, have over time served the country extraordinarily well. 

Bottom line: Great CEOs can be American heroes, but it’s not yet clear if history will bestow that distinction on presidents who think they’re CEOs.

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Networking involves a give and take. Too often, people focus on taking too quickly, likely putting people off. On the other hand, if you can focus on genuinely giving without expecting anything in return, you might be surprised how this pays off in the long run.

Seven simple ways you can offer value to someone that don’t require deep industry knowledge, role seniority, tremendous resources, or huge amounts of time.

1. Share a resource.  These days, when we meet with people personally or professionally, especially during this period of rapid societal and technological change, we try to remind ourselves that most people, including ourself, are struggling with something. That struggle could be small or large, but when you give people an opening to discuss what’s on their mind, even those who seem to “have it all,” will reveal a challenge they’re trying to overcome.  If you walk away from a conversation with a clear sense of one or two issues someone’s facing, share a relevant industry report, article, video, podcast episode, or book with them afterwards. Even if the resource isn’t life-changing, the gesture of making someone feel heard and helped will not go unnoticed.
2. Make targeted introductions.  The next time you meet with someone, try and think of someone in your network you could introduce them to. If you’re not sure where to start, consider those people who have overlapping interests, background, or ambitions. Or introduce someone to any contacts you may know at the company they’re moving into.
3. Relay an opportunity.  On the surface, many professionals, especially highly accomplished ones, may seem like they’re all set in their careers. However, even though it may not seem like it on the surface, if you probe a bit, I bet you’ll find most people wouldn’t mind a little extra professional help.  Some examples of opportunities you can relay include unadvertised roles at your organization, freelance gigs, speaking slot at an industry event, or a podcast you’ve been listening to that’s looking for fresh guests who can speak about certain topics. Putting aside the actual opportunity itself, even the act itself of saying, “I thought of you when I saw this,” can mean a lot to someone.
4. Mention an event.  If you come across an event, talk, or industry conference that’s aligned with someone career interests, desired professional transition, or knowledge gaps, mention it to someone you feel would enjoy attending. And if they do attend, set a reminder to check in with them in the future on how it went.
5. Refer a new customer.  If you’ve had a positive experience with an individual, think about someone in your network who could also benefit from what they’re offering. Even if that referral doesn’t ultimately convert, people always appreciate the gesture of a good word being put in for the product or service they’re offering.
6. Acknowledge publicly.  If you can think of something nice to say about someone, say it. Share your positive sentiments openly with others both within and outside of their network. Even if that person never hears about it, you’ve done your part in bolstering that person’s reputation. And if you’re feeling a bit braver, share it directly with that individual too. You never know what kind of a positive impact your words may have on their career and life.
7. Share a useful tool.  Sharing a useful tool with someone is one of the easiest ways you yourself can be useful.

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Regrets blossom in darkness. When we lack information, and we keep regrets to ourselves, they feel big and embarrassing, as if we should have known better. But the more we share them with others, the more we recognize how common they are — and how small they are by comparison.

So the author had an idea: What if we all shared our regrets with each other? What if we compared notes, saw patterns, and appreciated our shared experience?  That’s why he asked his 75,000 newsletter subscribers: What missed opportunity do you still regret? 

The authro got a flood of responses, which he has divided into six common themes. Now he is sharing them with you, along with his thoughts. It’s time to feel less alone together — and move into 2026, unburdened from whatever came before.

Theme 1: Giving up on a winning idea.  We probably heard many versions of this story: I had an idea, but someone else succeeded with it.  If you have a similar regret, then here’s what to know: This is insanely common. There’s even a term for it: multiple discovery. Across time, multiple independent people tend to develop world-changing ideas at roughly the same time.  Alexander Graham Bell and Elisha Gray filed patents for the telephone on the same day in 1876.  Examples could go on forever. Ideas are great, but they’re not unique. Even the law recognizes this: It’s why you can’t patent an idea; you can only protect your unique execution of that idea. So do not beat yourself up. Even if you pursued your idea, that doesn’t mean you’d have been the winner. Many others likely had it too. All this means is that you’re a smart thinker, and that will continue to serve you well.

Theme 2: The grass is always greener.  If you regret something you did or didn’t do, it’s safe to assume there are many people out there who regret having made the exact opposite decision.   The lesson: Whatever you regret doing, someone else regrets not doing it.  No decision is obvious. No path is predictively correct. You simply couldn’t have known what was right — and in the future, the “wrong” decision might turn out to be the right one.

Theme 3: The missing money.  There were so many regrets about money.  According to the author when he regrets something, he tries holding himy to this standard: “Did I make a rational decision based on the information I had at the time?”  If the answer is yes, then I can’t fault myself.  There is no way to predict success.  Should you sometimes take risks? Should you sometimes do the irrational thing? Yes, and yes. But you can’t do it all the time, or you’ll invest in nonsense and run out of money.  All life is a form of gambling. We can’t regret having played and lost.

Theme 4: The ‘What if…’ stories.  I heard so many Sliding Doors moments, when life could have taken a different turn.  Psychologists have a fancier term for it: counterfactual thinking. It’s what happens when you imagine different outcomes for past events.   But here’s the thing to remember: You genuinely are imagining those outcomes. You don’t really know how things would have turned out, and they might have turned out much worse. That’s why, to combat the trap of counterfactual thinking, we must add more counterfactual thinking. Consider all the other ways that things could have turned out.

Theme 5: Wasted time.  Your time hasn’t passed. Your time is now.  According to the author, this is how he has chosen to live today, crafting the life he wants without exceptions. He travels a ton. He optimizes for experience. He is on a constant quest to meet new people. In his wife, I found someone equally down for great adventures.  The past has served its purpose perfectly,” someone said.  “But most people are cherry-pickers: Well, I wish that would’ve changed, or I wish this were [different]. No. The purpose of the past…there’s only one purpose: to bring you and me right here and now.”

Theme 6: ‘I never followed up’.  Here was a common scenario: Someone received a great offer, but they didn’t follow up.  It’s so relatable. We’ve all been burned before. Someone said, “We should do this again,” but never called. Colleagues said “I’m happy to help,” then ignored you when you asked. Politeness can masquerade as genuine interest, and this has taught us not to trust offers of help.  But still: Even if they’re lying, what’s the worst that can happen by following up?

Consider the math. If 10 people make you an offer, let’s say nine of them are “just being nice.” One of them could change your life.  If you don’t follow up with them, then you avoid nine embarrassing interactions and you miss something huge. And if you do follow up, you get ignored nine times and then make the connection that changes everything. 

We need to stop believing that we’re not worth other people’s time. Let’s start with a different assumption instead: People are genuinely interested in us. And that’s because we are genuinely interesting. We are worth their time, and their attention, and their partnership.

Big moments can mean nothing. Small moments can change our lives. The good can become bad, and the bad can become good, and it’s simply impossible to predict what will actually matter in life.  So here’s the best we can do: We can carry forward with gusto, making the most of our time, building the things that matter, pursuing what matters most to us, and living as if there’s nothing to regret.

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Having an advanced AI assistant at your disposal provides another way to interact with computers and mobile devices to streamline everyday activities, gain access to information, compose and summarize text and audio content, and much more. 

There are a lot of similarities between Gemini, Copilot+, ChatGPT, Claude and others, but Gemini does an excellent job making its AI tools and features available—only when you want or need them.  Here are five ways you can start using Gemini to streamline your workday and more efficiently manage content, documents, recordings, and data. 

1. Quickly summarize long documents, notes, and reports.  Using any web browser (not just Chrome), an easy way to start working with Gemini is by visiting the free Gemini website. Then, either by copying and pasting text-based content into Gemini’s Where should we start? field, or by clicking on the “+” icon within this field, you can upload long documents in a wide range of file formats into Gemini. This might include meeting notes, email threads, Word/Docs files, or PDF files. Once one or more files are uploaded, simply ask Gemini to create a detailed summary or action list, for example. Instead of carefully reviewing a lot of content (which is time consuming), use Gemini to extract the key points and format them in a style you choose. 
2. Compose and proofread content.  Need to write an email, report, proposal, talking points for a meeting, slide outlines, or any other type of text-based document? Launch the Gemini app or visit the Gemini website. Or, from any of the Google Workplace apps, for example, click on the star-shaped Gemini icon displayed next to the top-right corner of the screen when a document or file is open and type your request.  From the Gemini or Gemini Live prompt, you can start a command with, “Help me write…” and then describe what you need written.  You can also get help composing a response to an email or letter. Yet another way Gemini can be extremely useful is for proofreading content you’ve composed yourself.  Gemini is also good at altering the tone of a document. You can ask for text to be rewritten in a more casual, concise, upbeat, or business-like style, based on your audience. If numbers are involved, Gemini can also create tables, charts, or graphs as needed.
3. Transcribe and summarize digital recordings of meetings and calls.  Most smartphones have the ability to record calls or serve as a digital voice recorder for in-person conversations, dictation, or to record meetings. Instead of spending the time having to listen to these recordings later, use Gemini to quickly (and rather accurately) transcribe audio recordings into word-for-word, text-based transcripts. From these transcripts, Gemini can then create a detailed summary. And as a bonus, it can translate text into almost any language, too. 
4. Manage your schedule more efficiently.  Thanks to integration with the Google Gmail and Calendar apps (as well as other scheduling tools and Google Workplace apps), if you have a paid Workplace subscription (starting at $7 per month), you can use Gemini to help better organize your day, schedule meetings, prioritize tasks, establish goals, and generate to-do checklists. It can also help avoid scheduling conflicts. 
5. Perform research to help with decision making.  Use Gemini to compare and contrast concepts, analyze data, perform research, and provide up-to-date information about virtually any topic. With the necessary information at your disposal, it can then help you make important personal, business, purchasing, or financial decisions.