At the start of the year, Anthropic debuted Claude Cowork, an offshoot of its coding agent that gives people a way to ask Claude for help with tasks on their computer. After expanding the capabilities of the software in March, Anthropic is giving users a way to manage Cowork from their phones. Once you update to the latest version of the Claude app on Android and iOS, look for the new Cowork tab in the sidebar.
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To be clear, today's update doesn't mean you can use Anthropic's agent to automate tasks on your phone. Instead, it's a way to keep tabs on what Claude is doing on your computer back home. Anthropic has also updated Cowork to make it capable of running tasks in the background, where previously your device needed a stable internet connection for Claude to do its thing. If Claude needs permission to complete a task, you'll get a notification on your phone, from which you can tell it to move forward. "Nothing ships until you've reviewed and approved it," says Anthropic.
Looking forward, Anthropic plans to unify Cowork with its chatbot, so that you can converse with Claude and give it computer-related tasks from a single interface. Users will see this change occur first on Claude's web client and desktop app. The company also plans to bring projects and artifacts together as well. Projects allows you to group your chats and files around a single topic so that you can make the most of Claude's context window. As for artifacts, they're small apps and games Claude can program for you. I suspect Anthropic might be doing this to give more visibility to artifacts since they're an interesting offering from the company, but I don't see many people engaging with them online, despite the fact Anthropic recently made it easier to do just that .
If you're a Max subscriber, you'll get access to today's update first. Anthropic plans to bring the mobile integration to other plans in the coming weeks. %!s()
New and archival episodes from both franchises will be available to watch on the streaming platform starting in August
Two Rolling Stone video franchises will be available to watch on Netflix in the United States and several other countries starting in August.
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Episodes of both “The Breakdown” and “My Life in 10 Songs” will arrive on the streaming platform Aug. 3. Both series center around in-depth interviews with artists as they dig into how they made their biggest hits and the songs that shaped their lives. Both archival episodes, and future new episodes, will be available to watch on Netflix.
Installments of “The Breakdown” have included Dua Lipa talking about “Houdini,” Teddy Swims on “Lose Control,” Tyla on “Water,” Shaboozey on “A Bar Song (Tipsy),” and Doechii on “Denial Is a River.” Meanwhile, “My Life in 10 Songs” has featured Lady Gaga, Travis Scott, Zara Larsson, Zayn, and Jack Harlow.
Rolling Stone is one of several publications that has partnered with Netflix to make its video content available on the platform. Other outlets under the PMX/Penske Media umbrella participating include Billboard, Eater, Indiewire, The Hollywood Reporter, and Variety.
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Outlets at other media companies — like Condé Nast, Buzzfeed Studios, Hearst Magazines, People Inc., and Tastemade — have also partnered with Netflix. Videos from all outlets will be available in the U.S., as well as Canada, the United Kingdom, Ireland, Australia, and New Zealand.
“Members don’t just want to watch a show or film and move on — they want to keep exploring the stories and personalities they love long after the final credits roll,” Netflix’s Vice President, Animation Series + Kids & Family TV John Derderian, who is overseeing the initiative, said in a statement. “These partnerships help us deepen fandom and create more ways for members to carry those stories with them throughout their day.” %!s()
Though romance stories have long powered the microdrama industry, a host of creatives is trying to popularize bite-sized stories in other genres — from true crime to anime to thrillers to, now, faith and family.
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Lighthouse Verticals, a new microdramas platform with a focus on faith-based entertainment, will launch in November with original projects from Studio316 and Snow Story Productions, The Hollywood Reporter has learned. Studio316 was founded by former NFL pro Tim Tebow’s company The Tebow Group to produce faith-based entertainment. Snow Story Productions has produced several verticals for the DramaShorts app and commercials for the likes of Sonic, HP and Bud Light.
Lighthouse Verticals, which will focus on “uplifting, values-driven entertainment” per a press release, is co-founded by filmmaker Brent Ryan Green (an executive producer of The Chosen and co-producer of The Unbreakable Boy), Jesse Liddell (former evp of LD Entertainment), Justin Levy (executive producer of Black Rabbit and Treadstone) and Scott Holroyd (producer of Money Electric: The Bitcoin Mystery).
Liddell, who will serve as CEO of Lighthouse Verticals, described the company’s audience as one that “wants to engage with the culture without compromise.” He added of viewers looking for faith and family content, “They want entertainment with real emotion, real momentum and values they can trust, but they have largely been overlooked by the fastest-growing platforms in the space. Lighthouse Verticals was built for them.”
Heisman Trophy winner Tebow, who has long been vocal about his evangelical Christian faith, will executive produce projects for Lighthouse Verticals after recently serving in that role on the animated musical David, which was distributed in the U.S. by Angel in 2025. His Studio316 is set to work on 30-plus projects with Snow Story Productions for the platform.
“I believe stories have the power to change how people see themselves, see others, and ultimately see Jesus,” Tebow said in a statement. “We’re committed to telling stories with excellence and our hope is that, ultimately, we can glorify God in the process.”
Like other companies in the microdrama space, Lighthouse Verticals will debut its own app, which is currently in beta, to monetize its shortform storytelling. In a more original twist, the app will feature “community hubs” and the ability for viewers to discuss stories live. In other words, the app is being designed to allow community groups to watch and talk about series together, though the company wouldn’t share many specific details on those features at present.
Lighthouse Verticals is developing stories that span romance, comedy, drama and family themes, with titles set to be announced at a later date. It’s also targeting multiple age groups with its fare.
“Studio 316 was created from a shared belief that faith-based entertainment has long been underserved by emerging digital formats, despite the enormous size and passion of the audience,” said Snow Story Productions executive producer and Studio 316 co-founder Edward Tommasi in a statement. “By combining Tim’s passion for faith-centered storytelling, The Tebow Group’s mission-driven vision, Snow Story’s production expertise and Lighthouse’s innovative distribution platform, we’re building something that can meaningfully expand the reach of faith-and-family entertainment.” %!s()
Members of the Mexican Red Cross provide humanitarian aid to people affected by floods in Poza Rica, Veracruz, on October 17, 2025. (Photo by Gerardo Vieyra/NurPhoto via Getty Images)
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NurPhoto via Getty Images
Disaster relief is often measured by what arrives: meals, water, blankets, medical supplies and equipment. But another test begins after the trucks unload and eventually leave.
Did responders deliver what the community actually needed? Did the operation strengthen local businesses or compete with them? Was useful equipment left behind, or did donated goods become part of an already overwhelming waste stream?
The International Federation of Red Cross and Red Crescent Societies describes “green response” as integrating environmental considerations throughout preparedness, assessment, program design, delivery and evaluation. Its recommendations include reducing packaging, eliminating single-use plastics, buying lower-carbon materials and promoting local procurement.
Those practices matter because relief operations can generate their own environmental costs. A New Humanitarian investigation found that transportation, procurement, energy use, packaging and waste all contribute to the aid sector’s carbon footprint. Yet the full environmental impact remains difficult to calculate because humanitarian organizations have not historically used a single, sector-wide accounting method. For Amazon and World Central Kitchen, some of the most instructive lessons have come from smaller operational decisions: adding can openers to food donations, replacing bottled water with filters, hiring local restaurants, leaving water systems behind and knowing when free meals may begin to displace recovering businesses.
Together, those examples suggest a broader definition of sustainable relief. It means solving the immediate problem without creating another burden for the community that remains.
The “Second Disaster” Of Unwanted Aid
Emergency managers sometimes describe unsolicited donations as a “second disaster.” After a major event, clothing, food and other goods can arrive faster than local organizations can sort, store or distribute them.
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Research published by the Natural Hazards Center found that donors may be motivated by generosity, a desire to feel directly connected to survivors or an opportunity to clear unwanted items from their homes. Whatever the intent, relief organizations must still transport, warehouse, inspect and dispose of goods that may not match local needs.
Abe Diaz, Amazon’s head of disaster relief, described the same operational problem in an interview about the company’s response model. “We deliver what is actually needed, not what we assume is needed,” Diaz said. “Our partners understand those needs best, so tell us the real problem you’re trying to solve, ideally before a disaster strikes, and we’ll work backwards from there to the best solution.” That discipline can reduce waste before it starts. The most sustainable shipment may be the one that is never sent.
It can also reduce pressure on communities already facing debris and damaged waste systems. As we learned from the wildfires in Hawaii, disaster debris can contain hazardous materials that complicate public health protection and delay long-term recovery. The United Nations Environment Programme warns that disaster waste can impede reconstruction, threaten public health, and cause additional environmental harm when disposal decisions are rushed. Planning for waste is therefore not only a cleanup function. It is part of disaster preparedness.
A Relief Catalog Written By Its Users
Kara Hurst, Amazon’s chief sustainability officer, said field feedback has changed what the company procures and how products are designed. “Every response to a disaster teaches us something,” Hurst said. “Our disaster relief catalog is a living document written by the people who use it.” Amazon began adding can openers to food donations after learning that displaced families often did not have them. The company added toolboxes for shelter managers because mobility devices and shower chairs arrived in flat boxes that required assembly.
It also changed products in response to waste. Food operations were generating plastic and foam, so Amazon shifted to compostable cutlery and clamshell meal containers. On islands where plastic bottles could not easily be recycled, it replaced some bottled-water donations with filtration systems.
The company also created Responder Ready Kits and Mission Support Kits after learning that first responders sometimes lacked soap, toothbrushes, toothpaste and other basic personal supplies during the first 24 hours of an operation. These adjustments are not dramatic technological breakthroughs. They are examples of design improving because someone observed how a product was used under difficult conditions.
Sustainability, in that context, includes usability. A low-carbon or recyclable product that cannot be assembled, opened, maintained or culturally accepted may still become waste.
TOPSHOT - Volunteers of the US-based food charity World Central Kitchen distribute hot meal to local residents in a residential area of Kyiv that has been left without electricity and water due to recent Russian strikes battering the energy sector on January 22, 2026, amid the Russian invasion of Ukraine. (Photo by Sergei GAPON / AFP via Getty Images)
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Relief Should Not Crowd Out Recovery
World Central Kitchen also considers local economic recovery when deciding when and how to reduce operations.
Roth said the organization looks for signs that roads are clear, grocery stores and schools have reopened, children can again receive school meals and residents can reach local businesses. “If the restaurants are open, we don’t want to take away business from the local restaurant,” she said.
Instead of building a separate food operation, WCK may pay a restaurant to prepare meals, retain its workers, use local catering companies or equip community kitchens. In some places, it leaves equipment or water systems behind when they will help local businesses continue operating. “We don’t just cook one day and then disappear,” Roth said. This approach recognizes that an indefinite flow of free outside services can weaken the same local economy that recovery is supposed to restore. It also aligns with a broader principle that sustainable recovery works best when communities help define the solution and retain access to the economic and institutional resources created through the process.
Children Experience The Effects Long After The Emergency
Save the Children adds another dimension to sustainable disaster response: whether relief protects children’s long-term development as well as their immediate survival. The organization argues that children are often excluded from disaster planning, even though damaged schools, interrupted water and health services, displacement, and the loss of safe spaces can affect their education, protection, emotional well-being, and future resilience. It calls for anticipatory action, stronger local capacity, and disaster-risk planning that places children’s needs at the center rather than treating them as an extension of adult response systems.
That perspective is visible in Save the Children’s response with local partners following the recent earthquakes in Venezuela. The organization says its assistance includes safe water, food, health care, shelter, child protection, psychosocial support, family reunification, and safe spaces for children whose homes and schools have been damaged or disrupted.
The example reinforces a central point: sustainable relief must account for what people need to resume ordinary life. For children, that means more than receiving an emergency kit. It means restoring safety, education, family connections, health services, and places where recovery can begin.
What Remains After Response
A sustainable disaster operation does not always mean removing every asset. Nor does it always mean leaving equipment behind. World Central Kitchen may leave a water system, kitchen equipment or local operating capacity when those resources will continue serving the community. Amazon retrieves and refurbishes many of its portable technology systems so they can be updated and deployed again.
Both approaches can be forms of circularity. The relevant question is what creates the greatest continuing value with the least additional burden.
The same principle applies to data. Hurst said Amazon uses feedback from disaster partners to change future products and procurement decisions. “It’s not just: deploy a bunch of stuff,” she said during an interview at their Nashville hub. “We want to know what worked and what didn’t. Then we’ll rapidly change and adapt those kits and change how we deploy.”
The humanitarian sector still needs better ways to measure those results. Meals served, supplies delivered and systems deployed are useful outputs. They do not fully show whether local businesses survived, waste declined, community organizations gained capacity or residents had more control over recovery.
A more complete measure of sustainable relief would ask what remains after the visible response ends.
Are local kitchens functioning? Are restaurants employing workers? Can shelters use and maintain the equipment they received? Did the response reduce plastic and packaging waste? Did community leaders help determine what was needed? Did outside aid restore local capacity, or temporarily replace it?
Disaster response is not sustainable simply because a container is compostable or a generator runs on renewable energy. It is sustainable when it solves the actual problem, strengthens the systems already present and does not leave the community with another disaster after the trucks leave. %!s()
