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<a href="https://businessinsider.com/100-people-transforming-business-2021-11" target="_blank" rel="noopener"></a><div type="image" title="Jen Sargent" height="1875" width="2500" msid="88417209" hostid="261"></div><ul class="summary-list"><li>Gains in <keyword id="11918054" type="UNKNOWN" weightage="60" keywordseo="podcast" source="Orion">podcast</keyword> listenership in 2020 were a boon to audio studio <keyword id="12546961" type="UNKNOWN" weightage="60" keywordseo="wondery" source="Orion">Wondery</keyword>.</li><li>The company is looking to expand internationally since selling to <keyword id="11893181" type="UNKNOWN" weightage="60" keywordseo="amazon" source="Orion">Amazon</keyword> for around $300 million.</li><li>Wondery CEO Jen Sargent, who's featured on the 100 People Transforming Business list, said the company is looking to "expand to a global footprint."</li></ul>When the COVID-19 shutdown first took effect in March 2020 and many Americans became homebound, podcast listenership took a noticeable dip. "We didn't know what was going to happen to podcast listening," Jen Sargent <a href="https://www.businessinsider.com/100-people-transforming-business-2021?person=jen-sargent">told Insider</a> of the early days of the pandemic, when the Wondery CEO was still serving as the podcast producer's chief operating officer.But Wondery didn't waver in its focus on providing narrative-driven audio stories to customers and soon the industry-wide decline in podcast consumption righted itself. In fact, the number of Americans ages 12 and up who listen to podcasts monthly grew to 116 million people, according to the <a href="https://www.edisonresearch.com/the-infinite-dial-2021-2/">Infinite Dial 2021 report</a>. "When people stopped commuting back in March, they needed a few months to figure out their routine," said Sargent, acknowledging that a lot of podcast consumption occurs in the car. "But what happened is they found new use cases for podcasts. They started listening when they're walking the dog, when they're exercising, when they're around the house, when they're playing with the kids."Now that we're — I hope I can say — starting to get back to some normalcy, we're finding that consumers have kept that behavior and added back commuting and added back travel," Sargent added. The industry's resurgence drove significant opportunity for Wondery, which sold to Amazon for about $300 million at the end of 2020. As part of the deal, Sargent — who previously ran pop-culture site HitFix — was upped to CEO, replacing founder Hernan Lopez in the role. "Consumer adoption has accelerated way more than I even expected when I joined Wondery," said Sargent, who was interviewed for her inclusion on Insider's 2021 list of <a href="https://www.businessinsider.com/100-people-transforming-business-2021">100 people transforming business</a>. Approximately 162 million Americans — about 57% of the population — have listened to a podcast. But Sargent isn't just thinking about growing Wondery's domestic audience. She's also looking at ways to bring the company's stories to an international stage, where podcast consumption is on the rise thanks to efforts by major platforms like Spotify.Prior to its acquisition by Amazon, Wondery dabbled in international content, offering 2019 true crime series "Dr. Death" in seven local languages, for example. But with the tech giant's resources and global infrastructure, Wondery — which employs more than 100 people — plans to hire executives outside the US as it looks to increase its reach in new regions. "As I look into the future, Wondery will not be the only podcast publisher looking to expand to a global footprint," Sargent said. "These behaviors that we're seeing in the US market and the revenue streams, I mean, it's all still early but I think they absolutely apply to global markets. That will be an exciting opportunity for all of us." There is far more competition in podcasting than when Wondery started in 2016, particularly as tech giants like Spotify and Apple go head-to-head with legacy <keyword id="11894119" type="UNKNOWN" weightage="100" keywordseo="media" source="Orion">media</keyword> to nab top talent and buzzy shows. Aligning with Amazon — which via Amazon Music and Audible is investing more deeply in audio storytelling — has given Wondery the resources to stay ahead of the changing landscape."Wondery has always had a culture of taking risks," Sargent said. "If we can keep that culture of risk taking, pushing the envelope, then we'll be able to adapt as we see more changes in the podcast space."

Wondery CEO highlights the company's global ambitions and 'culture of taking risk' amid podcast consumption boom

<a href="https://www.businessinsider.com/100-people-transforming-business-2021"></a><div type="image" title="Farzad Mostashari" height="3360" width="4480" msid="88307864" hostid="261"></div><ul class="summary-list"><li><keyword id="12061183" type="UNKNOWN" weightage="60" keywordseo="employers" source="Orion">Employers</keyword> and insurers can reward preventive <keyword id="11897506" type="UNKNOWN" weightage="100" keywordseo="healthcare" source="Orion">healthcare</keyword> instead of expensive hospital visits. </li><li>Called value-based care, the model requires changes in incentives, Aledade's Farzad Mostashari said.</li><li>Mostashari also shared ways tech companies can work with governments.</li></ul>Today's healthcare system — employers and insurers and the way they pay doctors — largely rewards them for expensive hospital treatments and not enough for preventing them. That's the chief challenge Aledade CEO Farzad Mostashari, one of <a href="https://www.businessinsider.com/100-people-transforming-business-presents-healthcare-leaders-2021-11">Insider's healthcare transformers</a>, faces as he aims to change the way we pay for healthcare.But as he said during an <a href="https://www.youtube.com/watch?v=T188mJO-d0c">Insider panel</a>, there are steps <keyword id="6358610" type="UNKNOWN" weightage="60" keywordseo="businesses" source="Orion">businesses</keyword> and insurers can take to make that transition easier, including by paying healthcare benefits advisors more for promoting what's known as "value-based care": payment that rewards higher-quality and lower-cost treatment. The benefits advisors, consultants, and third party administrators who pitch businesses on health plans coverage "are not paid the right way," Mostashari said. "They have no incentive to prevent strokes," he said, adding, "we have to demand more. We have to say we actually want these kinds of value-based, accountable care payment models." <h2>Shifting what's profitable</h2>When insurers and employers simply reimburse providers for expensive procedures, it becomes more profitable for them to de-emphasize preventive care, Mostashari said. In that model, he said, "nobody makes a profit preventing strokes.""You're not going to have a lot of investment in things we know we can do to prevent strokes, like controlling people's blood pressure," he added.Under a value-based care arrangement, however, employers and insurers can encourage doctors to keep costs low and then split the savings with them, he said. Mostashari's software company Aledade works with clinics across the country to help them adopt those types of payment models."If the primary care practices and others caring for these patients deliver lower trend than everybody else, we should reward them because it's good for my employees, it's good for me, and it's good for the broader society," he said.<h2>Working with regulators for faster adoption</h2>Mostashari — who also led the federal government's top health IT office under President Barack Obama before leaving to found Aledade — said health companies with new approaches could do a better job working with regulators to ensure their products are adopted faster. "I think it is a really really compelling case to be made for businesses to be involved and engaged in federal and other regulatory processes," he said. "Government has a lot of rules and laws that require it to seek input, and I think all too often private sector participants don't engage."But regulators need companies' input to craft more effective policy, he said. "You should have people that read those proposed rules or engage in associations or other collective groups that can provide that feedback. But also don't be afraid to directly reach out."And it doesn't necessarily mean hiring a lobbyist — businesses don't often realize they can simply comment on proposed rules or speak to government officials directly, he added. But it's in their best interests to consider how their goals align with policymakers'. "If what you're saying just helps you, and actually doesn't help the country, then don't bother going in and making that case, because they've probably heard it all before."

Here's how companies can fundamentally change how we pay for healthcare

<a href="https://businessinsider.com/100-people-transforming-business-2021-11" target="_blank" rel="noopener"></a><div type="image" title="Surgeon General Dr. Vivek Murthy speaks at White House briefing." height="2667" width="4001" msid="88303902" hostid="261"></div><ul class="summary-list"><li>Last week, the <keyword id="11923164" type="UNKNOWN" weightage="60" keywordseo="surgeon-general" source="Orion">surgeon general</keyword> published a <a href="https://www.hhs.gov/sites/default/files/surgeon-general-youth-mental-health-advisory.pdf">report</a> on the "devastating" state of youth mental health.</li><li>The report is a reminder that many American workers are struggling too and that CEOs can help. </li></ul>In a 53-page <a href="https://www.hhs.gov/sites/default/files/surgeon-general-youth-mental-health-advisory.pdf">report</a> published last week, the US surgeon general general issued a notice on the "devastating" state of mental health, saying it would be a "tragedy" to ignore it. While the surgeon general's words focused on people under the age of 24, <a href="https://www.businessinsider.com/millennial-mental-health-coronavirus-pandemic-quarantine-2020-5">Americans</a> of <a href="https://www.mhanational.org/depression-older-adults-more-facts">all ages</a> are struggling with <a href="https://www.businessinsider.com/covid-19-pandemic-mental-health-crisis-recovery-years-care-2021-1">mental health issues.</a> According to <a href="https://www.businessinsider.com/equity-talk-jill-houghton-urging-ceos-take-disability-rights-seriously-2021-11">Jill Houghton</a>, the CEO of the nonprofit and diversity consultancy <keyword id="11908895" type="UNKNOWN" weightage="60" keywordseo="disability" source="Orion">Disability</keyword>:In, the surgeon general's report underscores the need for business leaders to address the precarious state of their workers' mental health. "We have a real opportunity and responsibility in business to acknowledge that we are all touched by mental health," Houghton told Insider. "Mental health is a disability issue, and we need to prioritize it." One out of five Americans struggle with their mental health, per <a href="https://www.cdc.gov/mentalhealth/learn/index.htm#:~:text=1%20in%205%20Americans%20will,illness%20in%20a%20given%20year.&amp;text=1%20in%205%20children%2C%20either,a%20seriously%20debilitating%20mental%20illness.&amp;text=1%20in%2025%20Americans%20lives,bipolar%20disorder%2C%20or%20major%20depression.">the CDC</a>. But despite the prevalence of mental health issues in America, many CEOs <a href="https://www.bizjournals.com/washington/news/2018/06/28/viewpoint-ceos-need-to-help-eliminate-the-stigma.html">refrained</a> from speaking up about it until the pandemic gave the issue <a href="https://www.businessinsider.com/companies-offering-more-mental-health-benefits-amid-coronavirus-2020-4">more prominence</a>. Top companies, from <a href="https://www.businessinsider.com/companies-offering-more-mental-health-benefits-amid-coronavirus-2020-4#pwc-is-offering-employees-access-to-well-being-coaches-3">Starbucks to PwC</a>, expanded their mental health benefits to include such services as free counseling sessions and more paid time off. But Houghton argues there's still work to be done. "Business has an opportunity to be more inclusive, and to really raise that conversation and create that culture where people can bring their whole authentic selves to the workplace," Houghton said during a recent <a href="https://youtu.be/T188mJO-d0c?t=8">Insider panel event</a>. <h2>Seizing the moment</h2>Houghton and her team at Disability:In are encouraging leaders to sign <a href="https://disabilityin.org/resource/disabilityins-ceo-sign-on-letter-challenges-industry-peer-to-advance-disability-inclusion/#:~:text=The%20Disability%3AIN%20CEO%20to,public%20display%20of%20this%20commitment.">public commitments</a> to focus on hiring, retaining, and promoting people with disabilities. They're also working with CEOs, chief diversity officers, and chief human-resource officers behind the scenes by analyzing their policies through the <a href="https://disabilityin.org/what-we-do/global-disability-equality-index/">Global Equality Index</a>, which gives leaders scores on how inclusive they are. <a href="https://disabilityin.org/bio/dorothy-garcia/">Dorothy Garcia</a>, senior manager of Disability:In's Global Equality Index, said there's been a positive trend over the last two years. She also said the pandemic, the 2020 reckoning around race and diversity, and 2021's <a href="https://hbr.org/2021/09/who-is-driving-the-great-resignation">Great Resignation</a> have driven several executives to seek out her work. "The Great Resignation is really driving employers to take a look at this new talent pool of disabled employees and say, 'What can we do to attract more of this pool? What can we do to make ourselves a more inclusive company?'" Garcia said. In addition to recognizing the importance of retaining talent, CEOs are beginning to understand the business case for advancing <keyword id="12586410" type="UNKNOWN" weightage="60" keywordseo="disability-rights" source="Orion">disability rights</keyword>, per <a href="https://disabilityin.org/bio/bridgette-anderson/">Bridgette Anderson</a>, a talent acquisition senior manager at Disability:In's consultancy. According to <a href="https://www.accenture.com/_acnmedia/PDF-89/Accenture-Disability-Inclusion-Research-Report.pdf">2018 research</a> by Accenture and Disability:In, companies with highly inclusive disability policies (like remote and flexible work options and recruiting plans to hire people with disabilities) achieved 28% higher revenue, double the net income, and 30% higher economic profit margins over a four-year period than their peers."CEOs and <keyword id="11893566" type="UNKNOWN" weightage="60" keywordseo="leadership" source="Orion">leadership</keyword> recognize diversity as a benefit, the benefit being diversity of thought, the diversity of experience, the diversity of knowledge," Anderson said. "The conversation has completely shifted." But the surgeon general's warning on youth mental health is a sign that more work needs to be done, especially for the workers of tomorrow, according to Houghton. She suggests CEOs add more mental health benefits, prioritize flexible and remote work, and speak on the topic to reduce stigma.

The surgeon general's recent mental health warning is something business leaders and managers shouldn't ignore, according to a leading diversity consultant

<a href="https://businessinsider.com/100-people-transforming-business-2021-11"></a><div type="image" title="Insider" height="706" width="1412" msid="88287429" hostid="261"></div><ul class="summary-list"><li>Experts say business leaders must embrace <keyword id="12491616" type="UNKNOWN" weightage="60" keywordseo="transformation" source="Orion">transformation</keyword> or risk getting left behind.</li><li>As organizations are gutted by <keyword id="12168699" type="UNKNOWN" weightage="60" keywordseo="the-great-resignation" source="Orion">the Great Resignation</keyword>, a people-centric approach is essential.</li><li>Experts advise rethinking your company approach to how <keyword id="12738188" type="UNKNOWN" weightage="60" keywordseo="business-transformation" source="Orion">business transformation</keyword> happens.</li></ul>From return-to-work protocols and vaccination mandates to hybrid workforces, business leaders have had to embrace a rapid transformation of the workplace. But some experts say taking a people-centric approach — prioritizing what inspires and motivates people — could set businesses up for sustainable change. <a href="https://www.youtube.com/watch?v=T188mJO-d0c&amp;t=2044s&amp;ab_channel=BusinessInsider">In the panel discussion</a>, presented by Alight Solutions, experts outlined specific ways in which business leaders can adopt change that avoids employee burnout, stimulates morale, and limits turnover."Businesses have to respond to change, whether it's technology change or innovation, or things going on in the environment," <a href="https://www.linkedin.com/in/colin-brennan-0771804/">Colin Brennan</a>, the chief customer officer at Alight Solutions, said during the panel discussion. "Throughout the course of time, we've seen the industrial revolution and the digital revolution, and now, arguably, we're in the people revolution."As organizations across the country are gutted by a mass exodus of employees in what's now been dubbed "<a href="https://www.businessinsider.com/how-to-be-happier-at-a-job-you-dont-like-2021-7">the Great Resignation</a>," business leaders would be wise to adapt how they approach a workplace transformation around the needs of their employees, said <a href="https://www.linkedin.com/in/jenleighmoss/">Jennifer Moss</a>, award-winning journalist, author, and workplace consultant.A <a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/successful-transformations">McKinsey survey</a> suggests that for transformations to succeed, organizations need employee buy-in at all levels. There are many ways businesses can approach transformation to ease employee fatigue in what Brennan called the "people revolution."Moss said that leaders don't have to overhaul their companies overnight. Instead, internal culture can be created — or modified — in increments. "I've been urging leaders to think about transformation as not having to be a linear move in a direction forward, but potentially laterally, thinking about things in a sideways definition around transformation instead of just in this linear movement toward a goal," she said. "You take parts of what you had originally that are working and then try to either augment that or change it. That could be paradigm shifting."Additionally, employee burnout has to be considered when strategizing business transformation, Moss said. "Attrition is now a bottom-line issue for organizations who once took a 'growth at all cost' approach to business transformation." Offering an <a href="https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingemployeeassistanceprograms.aspx">employee-assistance program </a>can help employees cope with change and a host of other interpersonal issues affecting their work performance. But making sure employees understand how to use their benefits is key."One of the biggest challenges we see is that employers offer a lot of benefits to their employees, and often, people don't know how to use them," Brennan said. "So it's all about change management that engages the employee holistically."

It's time for business leaders to rethink transformation with a human-centered approach. Experts explain how.

<a href="https://businessinsider.com/100-people-transforming-business-2021-11" target="_blank" rel="noopener"></a><div type="image" title="Raquel Urtasun" height="1500" width="2000" msid="88263279" hostid="261"></div><ul class="summary-list"><li>Raquel Urtasun used to work on self-driving tech at <keyword id="1042120" type="UNKNOWN" weightage="60" keywordseo="uber" source="Orion">Uber</keyword>'s Advanced Technologies Group.</li><li>But earlier this year, she founded her own self-driving business: Waabi.</li><li>Here's what Urtasun says the industry needs to do to move forward.</li></ul>Earlier this year, <a href="https://www.businessinsider.com/100-people-transforming-business-2021?person=raquel-urtasun">Raquel Urtasun</a> founded <a href="https://www.businessinsider.com/raquel-urtasun-launches-an-ai-powered-self-driving-startup-waabi-2021-6">Waabi, a self-driving startup</a> headquartered in Toronto. She was once known as chief scientist at Uber's now defunct self-driving program. But now, backed by $83.5 million in Series A funding, Urtasun is leading Waabi in developing self-driving technology for long haul trucking. She's taking an approach different from that she's experienced throughout her career, and is driving her company with <keyword id="11896615" type="UNKNOWN" weightage="60" keywordseo="artificial-intelligence" source="Orion">artificial intelligence</keyword>. Urtasun spoke with Insider about her approach to this elusive technology, the key lessons she's learned throughout her career, and how the industry can improve its approach to self-driving.This conversation has been edited for length and clarity.What have you learned from Waabi and your career? Pursuing a passion is something that is very hard but at the same time it's extremely rewarding. I think the thing that has been very useful as a lesson learned is to really persevere and to never give up. No matter how difficult something looks, everything is possible. That's something I have applied to the creation of Waabi, and has really enabled us to create and build this company super, super fast. One of the things that I learned is that, if you look at the industry in self-driving today, we've seen some meaningful progress, but we're very far from commercial deployments at scale.What we're doing at Waabi is utilizing all the lessons learned over the past two decades, to really look at self-driving 2.0, look at self-driving with a 2021 lens. Do you have advice for anyone looking to make a name for themselves in the industry?In general, every time that you start something from scratch, you need to build everything. So I think this is one of the challenges, but actually, if you have already a vision of the technology that you want to build and you know exactly what it is, you can actually execute on developing this technology fast. The choice of doing this in a different company, a new company versus doing it in a very large company is, it's an incredible accelerator and it's actually much simpler to do so by really starting everything from scratch. Be different, think different, and be creative. Don't lose your creativity, your diversity, just because everybody's thinking the same way. Where can the self-driving industry improve?Oftentimes people get confused. They think that "if I use AI somewhere, I have an AI-first approach." This is something that needs to be demystified. Meaning that, yes, we see the deployment of AI, but it has, really, a secondary role. It's used to perform a small task. In order to really solve this very difficult problem, we need a holistic approach. This is for me, one of the biggest accelerators that I've seen. Everything is just focused on: We all have the same goal and it's to really bring this technology to life, because it's really going to change the world as we know it today.What else is important for people in the industry to keep in mind?There's a need for accountability and transparency in this industry. We've seen a lot of promises. We should talk more about truly what the technology is, what is difficult for the system to handle, and then showcase from a scientific perspective also how the technology works. This is something that I intend Waabi to really be leading in the industry, and I think it's extremely important so that you earn the trust of both the regulators but also of the people that are going to leverage this technology.

A leader of Uber's doomed self-driving car project now runs her own startup. Here's what she says the industry should be doing today.

<a href="https://businessinsider.com/100-people-transforming-business-2021-11" target="_blank" rel="noopener"></a><div type="image" title="Andy Cohen" height="750" width="1000" msid="88152871" hostid="261"></div><ul class="summary-list"><li>Andy Cohen, <keyword id="12255284" type="UNKNOWN" weightage="100" keywordseo="gensler" source="Orion">Gensler</keyword> co-CEO, is one of Insider's <a href="https://www.businessinsider.com/100-people-transforming-business-2021?page=home">100 People Transforming Business</a> in 2021. </li><li>Cohen believes people should have the ability to choose their careers and how they work. </li><li>Gensler is designing offices that mirror work-from-home comfort and give employees more choice. </li></ul>Due to the COVID-19 pandemic, office buildings of the future are being designed with touchless elevator buttons, facial-recognition technology, and open-air sliding doors. But, most importantly, they're being designed to give employees a choice, says Andy Cohen, co-CEO of Gensler. Cohen was named one of Insider's <a href="https://www.businessinsider.com/100-people-transforming-business-2021?page=home">100 People Transforming Business</a> in 2021 in the 'Future of Work' category for his work at Gensler — the largest architecture firm in the world with 6,000 employees. Cohen has worked at the firm since 1981 and served as co-CEO with Diane Hoskins for 17 years.Cohen sat down with Insider to discuss his career, Gensler's work, and how the ability to choose will shape the offices and careers of the future. The following interview has been edited for length and clarity.Can you share a little bit about yourself and your career journey? My grandfather, and then father ran, believe it or not, a dairy store on the lower east side of New York. And I worked there most of my early life through college, and actually thought that I was going to be owning and running the dairy store for the rest of my life. Unfortunately, when I was in high school, my father found out he had cancer, and so we had a decision to make in life. Was I going to pursue design or was I going to run the store? And my dad said to me, and this is something profound that I tell to young people all the time, he said, "Go follow your passions, follow what you love to do, because if you love what you do, you'll never work a day in your life." And that's exactly the way I feel. How has work changed during your time with Gensler, and how has COVID-19 specifically changed work?We think that the office is vital to an organization's ethos, to their vision, to their future, to their purpose. And so we see the future of the office being incredibly vital. Is it going to be different? Absolutely. The idea that the office is just rows and rows of desks is going away. When you work from home, you have the ability to work at a desk, and work in the living room, you can work in the den. We're creating those environments in the office, that flexibility and sense of choice that when you go to the office, you're going to pick and choose where you'd like to sit for the day. And then the big change in offices that we're seeing is the idea of touchless environments. It's about creating great experiences for people.What we're lacking in these Zoom boxes that we're sitting in right now is that experience. The generic kind of a cool office that was being done three years ago is now going to be much more purposeful, much more about people, much more about their needs and desires, much more about sustainability. You've talked about how collaboration doesn't necessarily happen over Zoom. So how has your coworking structure worked while online?We have in our firm, co-leadership in most leadership roles, including the CEO role.So my partner is really important to mention, Diane Hoskins, and together we've been at this for close to 17 years as co-CEOs. Again, the glue that holds us together is our culture. We call it a one firm culture, and we believe that most companies are now moving to this more flatter organizational structure and that the office might be in two or three or five or 50 locations.It's the idea that work happens everywhere, and that you have that sense of choice of where work should take place based on what you're doing at that moment, what kind of work environment you need to support your work, whether you're working in a third place or you're working in the office, or from home, and that idea that you can innovate, collaborate together around the world. And that's the future of work. The future of work is about choice, the environment matters and design matters and that ability to allow people to work in different locations at the same time is the future.

Andy Cohen, co-CEO of architecture giant Gensler, says the ability to choose will shape offices and careers of the future

<a href="https://businessinsider.com/100-people-transforming-business-2021"></a><div type="image" title="Mask Fistbump Return to Work" height="2812" width="3750" msid="87764983" hostid="261"></div><ul class="summary-list"><li>The "Great American <keyword id="11937119" type="UNKNOWN" weightage="60" keywordseo="burnout" source="Orion">Burnout</keyword>," "<keyword id="12122646" type="UNKNOWN" weightage="60" keywordseo="great-resignation" source="Orion">Great Resignation</keyword>," and "<keyword id="12479529" type="UNKNOWN" weightage="60" keywordseo="great-reshuffle" source="Orion">Great Reshuffle</keyword>" will shape the labor force for decades. </li><li>2021 saw record-breaking job openings and resignation levels — with job openings peaking in July at 10.9 million.</li><li>The job market remains competitive as more and more people hunt for remote roles. </li></ul>When COVID-19 shut down offices around the world in March 2020, many employees anticipated a swift return. They left their favorite mugs and personal calendars, with the expectation that after a few weeks of lockdown, they would be back in their cubicles and conference rooms. That return never happened, of course. As 2020 bled into 2021, some companies and employees believed vaccinations would re-open office doors. While some did bring back workers despite risks like the <a href="https://www.businessinsider.com/people-still-working-home-delta-variant-covid-office-plans-2021-9">Delta variant</a>, many companies opted for <a href="https://www.businessinsider.com/companies-asking-employees-to-work-from-home-due-to-coronavirus-2020">remote</a> or <a href="https://www.businessinsider.com/facebook-spotify-linkedin-ibm-using-hybrid-work-return-to-office-2021-7">hybrid schedules</a>.As the physical workplace is changing, the ways in which people think about their job is evolving as well — the "<a href="https://www.businessinsider.com/the-us-workforce-is-feeling-more-burned-out-than-ever-2021-6">Great American Burnout</a>," morphed into the "<a href="https://www.businessinsider.com/great-resignation-what-to-know-who-is-quitting-2021-9">Great Resignation</a>," and later the "<a href="https://www.businessinsider.com/jobs-great-resignation-reshuffle-gen-z-millennials-quitting-switching-careers-2021-10">Great Reshuffle</a>" — as we collectively grapple with changing demographics, demands, and expectations. Throughout all of these changes one thing is certain: The world of work will never look the same, and the future of it depends on how people embrace this change. The vision of a "return to normal," has been all but erased — replaced by a new normal that is a labyrinth of <a href="https://www.businessinsider.com/vaccine-mandates-good-for-business-employers-2021-8">vaccine mandates</a>, <a href="https://www.businessinsider.com/atlassian-austin-texas-remote-work-office-plans-2021-9">re-designed office spaces</a>, and updated workplace protocols that are giving some workers more freedom to choose.Business Insider identified 10 people transforming the <keyword id="11896064" type="UNKNOWN" weightage="100" keywordseo="future-of-work" source="Orion">future of work</keyword> for the publication's annual list of 100 people transforming business. From burnout expert and psychologist Christina Maslach to Slack CEO Stewart Butterfield, these executives, union leaders, professors, and researchers are trailblazers — molding what work will look like at their own places of work and beyond.<h2>The workplace and the growing digital divide</h2>To the relief of some, and the <a href="https://www.businessinsider.com/jpmorgans-ceo-jamie-dimon-return-to-office-instagram-face-masks-2021-4">disdain of others</a>, work remained virtual through most of this year.After adapting to working from home, some employees embraced the flexibility of the new arrangement and resisted returning to an office. For the actual office, it meant buildings have to be refitted or future buildings need to be designed with new criteria in mind such as environmental sustainability and features like touchless elevator buttons and increased ventilation. Critically, they will also be built around the idea that most workers won't be using them full-time. As for employees, due to various academic studies on the effects of remote and hybrid work, companies are making decisions intended to give their employees a better experience, and a reason to stay in their jobs.However, as the digital revolution takes shape, the digital divide grows. The hybrid work model may be the best of both worlds for employees who want the freedom to choose their schedule. But for leaders, fostering a culture of fairness between online and in-person workers is <a href="https://www.businessinsider.com/mckinsey-hybrid-work-messier-than-anyone-realizes-2021-7">a difficult balancing act</a>. And leaders at large finance firms and technology businesses recognize that increasing automation is bound to push some employees out of the workplace. This is why some are prioritizing reskilling and re-educating employees to use these technologies.<h2>A workforce marred by burnout </h2>The "future of work" partially lies in the hands of industry leaders, but it is also being steered by the masses. This is evident in the growing number of resignations across the country, as people scramble out of their jobs — the<a href="https://www.bls.gov/news.release/jolts.nr0.htm"> hospitality, food service, and retail industries are facing the biggest losses</a>. This was a record-breaking year in the United States, with the number of job openings reaching the highest it has been in 20 years at <a href="https://markets.businessinsider.com/news/stocks/great-resignation-job-openings-temporary-persistent-inflation-economy-labor-2021-10">10.9 million openings</a> in July. But this "Great American Burnout" cannot be blamed solely on the pandemic. From the re-invigorated fight for equitable access to healthcare to the increasingly devastating effects of climate change, workers' priorities have changed for more than one reason. Previously, employees were taught to keep their personal lives away from the office, but that mindset doesn't fly in a work-from-home world. When employees show up to work they are entitled to bring their entire self. But the events of the last year haven't only changed the individual mindset, they've also shaped company policy.Labor strikes have spread across every industry, as people working in <a href="https://www.businessinsider.com/kelloggs-worker-describes-strike-fight-for-fair-pay-benefits-2021-10">food services</a>, <a href="https://www.businessinsider.com/thousands-healthcare-workers-quitting-striking-burnout-grows-staff-shortages2021-10">healthcare</a>, and <a href="https://www.businessinsider.com/iatse-hollywood-union-president-declares-strike-ultimatum-2021-10">television and film</a> defend their values and demand better pay, better conditions, and to be treated like human beings, and not just workers. Read the full list of transformers to learn more about the leaders who are listening to laborers and shaping the future of our workplace and workforce.

2021 wasn't a 'return to normal' but rather the birth of a 'new normal' — and the world of work will never look the same

<a href="https://businessinsider.com/100-people-transforming-business-2021" target="_blank" rel="noopener"></a><div type="image" title="Science research in laboratory" height="1285" width="1714" msid="87611447" hostid="261"></div><ul class="summary-list"><li>Insider identified 10 <keyword id="11897506" type="UNKNOWN" weightage="100" keywordseo="healthcare" source="Orion">healthcare</keyword> leaders changing the business of healthcare across the globe.</li><li>They're exploring high- and low-tech pathways toward a more resilient healthcare system.</li><li>Their contributions range from new ways to develop medicine to social interventions in the hospital.</li></ul>In 2021, the leaders transforming healthcare may have been inspired by the dizzying pace of medical research and development during the pandemic, but many are looking beyond COVID-19 to build a healthcare system that can withstand future health crises. They're funding and developing new diagnostics for chronic conditions like cancer and heart disease and reimagining health software so providers and insurers can get paid not for individual services but for the quality of the care. Others are taking a lower-tech approach, infusing healthcare with more attention to equity. The rapid development of the COVID-19 vaccine, potential drug therapies, and even virtual care during lockdown has paved the way for these leaders. <a href="https://www.mckinsey.com/industries/life-sciences/our-insights/fast-forward-will-the-speed-of-covid-19-vaccine-development-reset-industry-norms">As McKinsey analysts point out in a recent report</a>, the urgency of a health crisis meant that companies and governments took on unprecedented investment risk, unlocking public and private funding dollars for healthcare research and development."The nature of the global humanitarian crisis made it possible to break molds and challenge orthodoxies in a state of force majeure," that report says. <h2>Leapfrogging beyond COVID-19 </h2>Across healthcare, leaders are looking to transform the industry, building on the foundation built by the pandemic's accelerated health and science research. Even the duo responsible for turning the genetic material known as messenger RNA into life-saving medicine - the science behind Pfizer-BioNTech and Moderna vaccines - are exploring ways to apply the concept to other diseases.BioNTech's Katalin Karikó and the University of Pennsylvania's Dr. Drew Weissman have been chasing mRNA since the '90s; today <a href="https://www.cdc.gov/coronavirus/2019-ncov/vaccines/index.html">more than 95% of all coronavirus shots given in the US are mRNA vaccines</a>. BioNTech is developing mRNA vaccines for HIV, malaria, and tuberculosis, and Karikó is also researching using mRNA against cancer. Weissman is examining pan-coronavirus vaccines, among other projects. The pandemic's overnight transition to virtual care also laid the groundwork for OptumHealth's new telehealth service, Optum Virtual Care, connects to its urgent care centers and 1,600 clinics."The challenge that was given to me was not only to figure out what to do right now during a pandemic," Optum's Kristi Henderson told Insider. "But what do we want this to look like in the future?" Walmart, which bought telehealth company MeMD in June 2021, is also looking to change up when and how healthcare is delivered - including by selling Medicare insurance plans to seniors and by using technology to help people manage their medications. Dr. Cheryl Pegus, executive vice president of Walmart Health &amp; Wellness and a cardiologist, is leading that charge. Upending healthcare also means re-envisioning why and how providers and insurers get paid. That means rewarding good quality care instead of the volume of services doctors provide, Aledade's Dr. Farzad Mostashari told Insider. <h2>Transforming the human elements of healthcare</h2>Some of these leaders are focused on improving the human elements of healthcare, including acknowledging the patient's social and economic circumstances.Dr. Sophie Lanzkron, who heads up the Sickle Cell Center for Adults at the Johns Hopkins Hospital, has made it her mission to help hospitals across the country build their own sickle cell infusion centers, instead of forcing patients to rely on emergency room triage. Sickle cell patients, often Black, often also experience racism in medical settings, Lanzkron said. In Philadelphia, Temple University's surgeon-in-chief Dr. Amy Goldberg and trauma outreach coordinator Scott Charles are leading the charge to bring social services, including mental healthcare workers or employment advisors, directly into the hospital to work with victims of gun violence and other trauma. "It's really seeing the patient not for a single, isolated gunshot wound that you're going to care for in that single point in time, but how can you truly make an impact on that person longitudinally, and the community in which your hospital sits?" Goldberg told Insider.

Healthcare's transformative leaders are looking to upend the industry by building on the pandemic's scientific advancements

<a href="https://www.businessinsider.com/100-people-transforming-business-2021?page=home" target="_blank" rel="noopener"></a><div type="image" title="black lives matter amazon ring" height="683" width="1024" msid="87611459" hostid="261"></div><ul class="summary-list"><li>For millions of Americans, 2020 and 2021 marked a turning point in the journey for racial equity.</li><li>Industry leaders doubled down on the anti-racism work they'd been toiling over for years.</li><li>Insider highlights the top 10 people transforming <keyword id="11893568" type="UNKNOWN" weightage="60" keywordseo="diversity-and-inclusion" source="Orion">diversity and inclusion</keyword> in business. </li></ul>The echoes of protest chants, ear-splitting police sirens, and whirling helicopter rotors have subsided since the summer of 2020, but the country hasn't forgotten about the murder of George Floyd. For millions of Americans, 2020 was a turning point in the arduous journey for racial equality. The conversation shifted from if racial justice and diversity matter to why they matter and how to achieve a more equitable society for people of color. After Floyd's murder, phrases like "anti-racism" and "critical race theory" became more popular in the American lexicon and took on deeper meaning. Some <a href="https://www.nbcnews.com/politics/politics-news/poll-64-percent-americans-say-racism-remains-major-problem-n877536">64%</a> of Americans said racism was a significant problem in the country, an increase from 49% in a separate 2015 <a href="https://files.kff.org/attachment/report-survey-of-americans-on-race">poll</a>. Books on anti-racism flooded bookshelves and <a href="https://www.businessinsider.com/new-york-times-bestseller-list-books-about-race-in-america-2020-6">topped bestseller lists</a>. This year, business leaders set up in a major way. The fashion mogul Telfar Clemons championed inclusion with the emergence of what many have dubbed the "<a href="https://www.businessinsider.com/telfars-bag-security-program-is-the-new-white-glove-treatment-2021-4">Bushwick Birkin</a>." Heads of the world's most prominent financial institutions spearheaded multimillion-dollar investments in Black and brown communities.In reflection, Insider has featured 10 business leaders across a variety of fields who are driving diversity, equity, and inclusion in the US. They are pushing for their companies, industries, and the broader society to become places where people from all backgrounds can not just exist, but also thrive. Insider's list includes business magnates like JPMorgan CEO Jamie Dimon and former Merck CEO Kenneth Frazier, who have used their influence to try to push society toward improving the lives of marginalized communities. The list also includes names of people you might not know, like LinkedIn's Rosanna Durruthy or the anti-racist researcher Ibram X. Kendi, who have dedicated their lives to promoting inclusion. "The murder of George Floyd highlighted something we already knew: More must be done by all of us to address systemic racism," Dimon, who recently expanded the bank's <a href="https://www.businessinsider.com/jpmorgan-racial-equity-economy-within-own-walls-2021-3">$30 billion</a> investment on racial equity, told Insider. "This will take time. We might not always get it right, but we will keep testing, learning, building, and growing." In the months after Floyd's death, industry leaders doubled down on the anti-racism work they'd been toiling over for years. Shannon Schuyler, cochair of the CEO Action for Diversity and Inclusion, a pledge for CEOs to advance diversity in their workplaces, worked with dozens of companies like Best Buy and Boston Scientific to roll out <a href="https://www.ceoaction.com/actions/?Sort=Alphabet&amp;categories=8386%2c8389%2c1410&amp;page=3p;page=3">new DEI plans</a>. Jill Houghton, CEO of DisabilityIN, a nonprofit encouraging companies to increase the representation of people with disabilities, persuaded multiple top companies to sign the pledge. Cathrin Stickney, CEO and founder of Parity.org, expanded her mission to get CEOs to not only interview one woman for every <keyword id="11893566" type="UNKNOWN" weightage="60" keywordseo="leadership" source="Orion">leadership</keyword> role, but also one person of color. <a href="https://www.businessinsider.com/paypal-record-breaking-year-plans-transform-capitalism-2020-12">PayPal CEO Dan Schulman</a> and the artificial-intelligence ethicist and computer scientist <a href="https://www.businessinsider.com/google-privacy-engineer-quits-gaslighting-fired-ai-experts-timnit-gebru-2021-7">Timnit Gebru</a> drove powerful conversations about equality in their industries. They and others comprise Insider's 100 most powerful people transforming business. Their courage, time, action, and advocacy have pushed the boundaries of racial equity and social justice.

From fashion star Telfar Clemens to JPMorgan CEO Jamie Dimon, these 10 leaders are transforming how America addresses racial equity

<ul class="summary-list"><li>Aircraft carriers are usually the centerpiece of a fleet, but only a few navies have them.</li><li>Many more navies have amphibious assault ships or helicopter carriers, which carry aircraft, troops, and gear.</li></ul>Few warships get as much attention as aircraft carriers. Massive in size and marvels of engineering, they are essential tools of power projection and symbols of national status.Today, eight countries — the US, UK, France, Spain, Italy, India, Russia, and China — operate flattops capable of launching and landing fixed-wing aircraft, but the list grows when amphibious assault ships and helicopter carriers are included.Amphibious assault ships and helicopter carriers evolved from the island-hoping campaigns of World War II. They allow for the simultaneous deployment of naval infantry and air support.As multipurpose vessels, they can carry out other missions — notably <a href="https://www.businessinsider.com/allies-want-more-training-with-us-navy-top-admiral-says-2021-6" target="_blank" rel="noopener">anti-submarine warfare</a>.While not as imposing as full-fledged flattops, amphibious assault ships and helicopter carriers allow smaller navies to wield capabilities usually reserved to larger maritime powers.<h2>San Giorgio-class</h2><div type="image" title="Italy navy amphibious ship San Marco" height="1272" width="2000" msid="94037708" hostid="261" sizebytes="419634"></div>The ships of Italy's <a href="https://www.seaforces.org/marint/Italian-Navy/Amphibious-Ship/San-Giorgio-class.htm" target="_top">San Giorgio-class</a> have been extensively modified since the first one was commissioned in 1988.The first two ships, San Giorgio and San Marco, are 436 feet long and displace roughly 7,900 tons. The third, San Giusto, displaces over 8,000 tons.The ships were designed as amphibious transport docks and have a well deck that can be flooded so amphibious vehicles can exit and enter. They can carry up to 350 soldiers and as many as 36 armored vehicles. They were initially armed with a bow-mounted 76mm gun, but only San Giusto still has one.<div type="image" title="Algerian amphibious ship Kalaat Beni-Abbes" height="1331" width="2000" msid="94037709" hostid="261" sizebytes="171670"></div>San Giorgio and San Marco were modified to have full-length decks from which four helicopters — mainly <a href="https://www.airforce-technology.com/projects/aw101-helicopter/" target="_blank" rel="noopener">AW101s</a>, <a href="https://weaponsystems.net/system/502-Agusta-Bell+AB-212ASW" target="_blank" rel="noopener">AB-212s</a>, or <a href="https://www.marina.difesa.it/EN/thefleet/airfleet/Pagine/NH90.aspx" target="_blank" rel="noopener">SH-90s</a> — can operate. As a result, they can only carry two landing craft to transport troops and equipment. San Giusto can only operate one helicopter, but it can carry three landing craft.In 2011, Algeria ordered an <a href="https://www.fincantieri.com/en/products-and-services/naval-vessels/enhanced-san-giusto-class/" target="_blank" rel="noopener">improved variant</a> of the San Giorgio-class, which was commissioned as Kalaat Béni Abbès in 2014.At 465 feet long, it is larger than its predecessors, though its deck is only 416 feet. It can carry 450 troops and has two landing spots for AW101 or <a href="https://www.naval-technology.com/projects/lynx/" target="_blank" rel="noopener">Super Lynx</a> helicopters. It is also armed with missiles in two vertical launchers and still has the bow-mounted 76mm gun.<h2>Type 0891A/Type 075</h2><div type="image" title="Type 075 (rendering)" height="1520" width="2840" msid="94037710" hostid="261" sizebytes="136190"></div>In 1997, China commissioned its first aviation ship, <a href="http://eng.mod.gov.cn/news/2020-07/09/content_4867847_3.htm?yikikata=df6fa307-6a26dfd750d5be8a199ffa57991f3a48" target="_top">the Type 0891A</a>, also known as the Shichang 82. It is 410 feet long and displaces 9,500 tons. Its deck has landing spots for at least two Harbin Z-9 helicopters.With no armaments or internal hangar, the Shichang 82 is used almost exclusively for training and transport, but the experience of operating helicopters on it — and intense study of foreign navies — informed the design of China's first real amphibious assault ship, the <a href="https://www.19fortyfive.com/2022/08/chinas-amphibious-ships-what-taiwan-fears-most/" target="_top">Type 075-class.</a>Displacing about 36,000 tons and measuring 778 feet, the Type 075 can carry 30 <a href="https://www.businessinsider.com/how-growing-chinese-military-helicopter-fleet-used-against-taiwan-2022-3" target="_top">helicopters</a>, mainly the <a href="https://www.airforce-technology.com/projects/changhez8transport/" target="_top">Z-8</a>, <a href="https://www.militaryfactory.com/aircraft/detail.php?aircraft_id=991" target="_top">Z-9</a> and <a href="https://jalopnik.com/china-s-z-20-helicopter-looks-awfully-familiar-1839076626" target="_top">Z-20</a> models. Russian-made <a href="https://www.naval-technology.com/projects/ka-52k-katran-helicopter/" target="_top">Ka-52K</a> attack helicopters <a href="https://www.businessinsider.com/china-eyes-russian-attack-helicopters-to-arm-amphib-assault-ships-2021-9" target="_top">may also be part</a> of the air wing.Equipped with a floodable well deck, the Type 075s can carry dozens of <a href="https://www.19fortyfive.com/2022/08/china-has-the-worlds-fastest-swimming-tanks/" target="_top">armored vehicles</a>, about 900 troops, and multiple hovercraft known as Landing Craft Air Cushion (LCAC).Three Type 075s have been completed — two entered service in 2021 — China plans to have eight in total. There are also reports of interest in a follow-on subclass, the <a href="https://www.forbes.com/sites/hisutton/2020/07/23/stealth-uavs-could-arm-chinas-type-076-assault-carrier/?sh=63f149216f3d" target="_top">Type 076</a>, which could feature electromagnetic catapults capable of launching fixed-wing drones.<h2>Ocean/Atlântico</h2><div type="image" title="BNS Atlântico amphibious assault ship" height="1333" width="2000" msid="94037711" hostid="261" sizebytes="487130"></div>In 1998, the British Royal Navy commissioned HMS Ocean, which was designed to carry 800 marines and up to 40 vehicles.Ocean didn't have a floodable well deck, but it was equipped with a stern ramp and four sets of davits on its sides to launch landing craft.After 20 years in service with the Royal Navy, the ship was sold to Brazil in 2018. It was recommissioned the same year as <a href="https://www.naval-technology.com/projects/nam-atlantico-multi-purpose-aircraft-carrier-brazil/" target="_top">Atlântico</a> and was given upgrades. In 2020, Brazil <a href="https://twitter.com/marmilbr/status/1332016015157424129" target="_top">announced</a> that Atlântico could operate fixed-wing drones and tilt-rotor aircraft.Its 660-foot deck can handle at least six helicopters simultaneously, mainly a combination of the <a href="http://www.military-today.com/helicopters/ec725_caracal.htm" target="_top">EC725 Caracal</a>, <a href="https://www.naval-technology.com/projects/s70b-seahawk/" target="_top">S-70B Seahawk</a>, and <a href="https://www.militaryfactory.com/aircraft/detail.php?aircraft_id=380" target="_top">AS350 Ecureuil</a> models. Its hangar deck can store a total of 18 helicopters.<h2>Mistral-class</h2><div type="image" title="French amphibious assault ship LHD Tonnerre (L9014)" height="696" width="928" msid="94037713" hostid="261" sizebytes="55196"></div>In 2005, the French Navy commissioned the first of its three <a href="https://www.seaforces.org/marint/French-Navy/Amphibious-Ship/Mistral-class.htm" target="_top">Mistral-class</a> amphibious assault ships. Each has a 652-foot deck and a full displacement of over 21,000 tons.The Mistrals can flood their well decks to launch 450 troops, over a dozen vehicles, and four landing craft or two LCACs.They can also carry 16 helicopters, six of which can operate on the flight deck at a time. The helicopters most commonly used aboard Mistrals are NH-90s and <a href="https://www.militaryfactory.com/aircraft/detail.php?aircraft_id=335" target="_top">SA 330 Pumas</a>.Two Mistrals were built for Russia, but the contract was cancelled after Moscow annexed Crimea in 2014. The ships were instead sold to Egypt, which <a href="https://www.youtube.com/watch?v=SyCr40FSftQ" target="_top">purchased</a> dozens of Kamov Ka-52K, Kamov Ka-29TB, and Kamov Ka-27P helicopters from Russia — helicopters that Russia was planning to use on its Mistrals.<h2>Dokdo-class</h2><div type="image" title="South Korea Dokdo-class amphibious assault ship ROKS Marado" height="1184" width="2000" msid="94037714" hostid="261" sizebytes="445444"></div>In 2007, South Korea commissioned ROKS Dokdo, the first of two <a href="https://www.naval-technology.com/projects/dodko-class/" target="_top">Dokdo-class</a> amphibious assault ships.At 652 feet long and displacing over 18,000 tons, Dokdo-class ships have flat flight decks and floodable well decks. They can carry about 700 marines, roughly a dozen armored vehicles, and two LCACs.Each Dokdo can carry up to 15 helicopters, usually a combination of <a href="https://amcmuseum.org/at-the-museum/aircraft/uh-1h-iroquois-huey/" target="_top">UH-1Hs</a> and <a href="https://www.seaforces.org/marint/Republic-Korea-Navy/Aviation/Black-Hawk-ROK.htm" target="_top">UH-60P Black Haw</a><a href="https://www.seaforces.org/marint/Republic-Korea-Navy/Aviation/Black-Hawk-ROK.htm" target="_top">ks</a>. Future air wings will include the <a href="https://www.navalnews.com/naval-news/2021/05/south-korea-selects-armed-variant-of-kai-marineon-helicopter-for-marine-corps/" target="_blank" rel="noopener">KAI MUH-1 Marineons</a>.The second Dokdo-class vessel, <a href="https://www.navalnews.com/naval-news/2021/06/south-korea-commissions-second-dokdo-class-amphibious-ship-roks-marado-lph-6112/" target="_blank" rel="noopener">ROKS Marado</a>, was commissioned in 2021 and features a number of changes, including vertical launch cells for anti-aircraft, anti-ship, and land-attack missiles, among others.<h2>Hyūga, Izumo, and Ōsumi-class</h2><div type="image" title="hyuga japan navy aircraft carrier" height="600" width="840" msid="94037715" hostid="261" sizebytes="45548"></div>Not to be outdone, Japan in 2009 commissioned the first of two <a href="https://www.mod.go.jp/msdf/equipment/ships/ddh/hyuga/" target="_blank" rel="noopener">Hyūga-class</a> helicopter destroyers.Measuring 646 feet and displacing some 18,000 tons, their air wings usually consist of three SH‐60K Seahawks and one MCH‐101.They are also armed with 16 Mk 41 vertical launch missile cells, two Phalanx close-in weapon systems, and two triple-torpedo tubes.<div type="image" title="Navy aircraft carrier Ronald Reagan Japanese Izumo" height="876" width="1168" msid="94037716" hostid="261" sizebytes="63196"></div>In addition to the two Hyūgas, Japan is converting its two <a href="https://www.businessinsider.com/marine-corps-f35bs-landed-on-japans-converted-aircraft-carrier-izumo-2021-10" target="_blank" rel="noopener">Izumo-class helicopter carriers into full-fledged carriers</a> that can operate F-35B short-takeoff and vertical-landing jets.Japan also has three <a href="https://www.mod.go.jp/msdf/equipment/ships/lst/osumi/" target="_blank" rel="noopener">Ōsumi-class</a> tank landing ships that are primarily tasked with transporting troops, vehicles, and landing craft but can also operate helicopters on their flat decks.<h2>Juan Carlos I</h2><div type="image" title="Marine Corps MV-22B Osprey aboard Juan Carlos I" height="1333" width="2000" msid="94037717" hostid="261" sizebytes="187670"></div>In 2010, Spain commissioned the <a href="https://naval-technology.com/projects/juan-carlos/" target="_top">Juan Carlos I</a>. At 757 feet long, it has a floodable well deck and can carry up to 24 aircraft, about 900 troops, and over a dozen armored vehicles, in addition to hovercraft and landing craft.The Juan Carlos differs from most amphibious assault ships in that it can operate fixed-wing aircraft, making it more similar to the US Navy's <a href="https://www.naval-technology.com/projects/wasp/" target="_top">Wasp</a> and <a href="https://www.naval-technology.com/projects/americaclassamphibio/" target="_top">America</a> classes.The Juan Carlos I has a ski-jump ramp and a deck designed to handle the jet blast from short-takeoff and vertical-landing aircraft, like the AV-8B Harrier II jet and V-22 Osprey tilt-rotor aircraft. (The ship could support F-35Bs, but Spain has no plans to buy them.)Juan Carlos I's air wing is often mixed, with 12 AV-8B Harrier IIs and 12 helicopters, usually a combination of NH-90s, SH-3Ds, AB-212s and CH-47s.<h2>Canberra and Anadolu</h2><div type="image" title="Marine Corps amphibious assault vehicles HMAS Canberra" height="1369" width="2000" msid="94037718" hostid="261" sizebytes="196202"></div>The Juan Carlos I-class is named for a former Spanish king, but Spain isn't the only country that uses it.Juan Carlos I is the basis for Australia's two <a href="https://www.navy.gov.au/fleet/ships-boats-craft/lhd" target="_top">Canberra-class</a> vessels, which were partly built by the same Spanish shipyard, and for Turkey's <a href="https://www.naval-technology.com/projects/tcg-anadolu-multipurpose-amphibious-assault-ship/" target="_top">TCG Anadolu</a>.The Canberra-class kept the ski-jump ramp but can't operate fixed-wing aircraft, carrying 18 helicopters instead. Their air wings are usually made up of MRH-90s and SH-60 Seahawks but can include CH-47s and ARH Tigers.<div type="image" title="Recep Tayyip Erdogan amphibious assault ship TCG Anadolu" height="1276" width="1701" msid="94037719" hostid="261" sizebytes="75908"></div>Turkey's expulsion from the F-35 program meant Ankara couldn't buy F-35Bs, and it <a href="https://www.defensenews.com/global/2021/03/11/turkey-plans-to-deploy-attack-drones-from-its-amphibious-assault-ship/" target="_blank" rel="noopener">plans</a> to make TCG Anadolu a drone carrier instead. The new air wing will include a <a href="https://www.forbes.com/sites/pauliddon/2022/05/31/will-turkeys-upcoming-bayraktar-tb3-naval-drone-also-become-an-export-success/?sh=19d21caf4abd" target="_blank" rel="noopener">naval variant</a> of the Bayraktar TB2 with foldable wings and an <a href="https://www.navalnews.com/naval-news/2022/03/turkeys-future-unmanned-fighter-mius-on-final-assembly-line/" target="_blank" rel="noopener">unmanned fighter jet currently under development</a>.A Turkish official <a href="https://www.navalnews.com/naval-news/2022/05/here-is-how-uavs-will-be-recovered-aboard-tcg-anadolu/" target="_top">said</a> Anadolu would be able to house up to 80 drones, and Turkey plans to add a short-takeoff but arrested recovery system to the ship in order to launch and retrieve those drones. Anadolu's air wing may also include the Turkish-built T129 ATAK attack helicopter and the planned <a href="https://www.navalnews.com/naval-news/2021/04/turkey-plans-to-deploy-indigenous-aircraft-hurjet-on-lhd-anadolu/" target="_blank" rel="noopener">Hürjet</a> light attack aircraft.Anadolu is expected to enter service later this year, and there are plans for a second vessel, TCG Takya.<h2>Wasp and America classes</h2><div type="image" title="USS Wasp" height="797" width="1063" msid="94037720" hostid="261" sizebytes="81038"></div>The US Navy has two classes of amphibious assault ships: the Wasp- and America-class.USS Wasp entered service in 1989. The 844-foot ship can carry up to five M-1 tanks, about 35 light armored vehicles, and roughly 1,800 Marines. It displaces 40,500 tons fully loaded.Eight Wasp-class ships were built, but one, USS Bonhomme Richard, was lost to fire damage in 2020.America-class ships, the first of which entered service in 2014, are similar in length but can displace over 44,000 tons. USS America and second-in-class USS Tripoli can also carry roughly 1,800 Marines, but the ships are oriented toward air operations and do not have well decks.<div type="image" title="Marine Corps America F-35B lightning carrier" height="933" width="1400" msid="94037721" hostid="261" sizebytes="188286"></div>Wasp-class ships can carry about 25 aircraft. A typical air wing consists of six to eight F-35Bs — or up to 20 if they're in what the US military calls <a href="https://www.businessinsider.com/marine-commandant-corps-more-unpredictable-with-f35-lightning-carrier-2020-2" target="_top">the "lightning carrier" configuration</a> — and a mix of SH-60 anti-submarine helicopters, UH-1Y utility helicopters, CH-53E heavy-lift helicopters, AH-1Z attack helicopters, and MV-22 tilt-rotors.The makeup of an America-class ship's air wing depends on its mission, but its "typical air combat element" includes five F-35Bs, two UH-1Ys, four CH-53Es, 12 MV-22s, two MH-60s, and four AH-1Zs, <a href="https://ingalls.huntingtoningalls.com/our-products/lha/" target="_top">according</a> to Huntington Ingalls Shipbuilding.Two of the 11 planned America-class ships are in service. The third, the future USS Bougainville, has been under construction since March 2019. Unlike its predecessors, Bougainville will have a well deck to support amphibious operations, which comes in exchange for a smaller aircraft hangar.

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