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Nature, Published online: 10 December 2025; doi:10.1038/s41586-025-09792-4
High-depth sequencing of non-cancerous tissue from patients with metastatic cancer reveals single-base mutational signatures of alcohol, smoking and cancer treatments, and reveals how exogenous factors, including cancer therapies, affect somatic cell evolution.Huge genetic study reveals hidden links between psychiatric conditions
Nature, Published online: 10 December 2025; doi:10.1038/d41586-025-04037-w
Analysis of more than one million people shows that mental-health disorders fall into five clusters, each of them linked to a specific set of genetic variants.Inside the playbook of companies winning with AI
Many companies are still working out how to use AI in a steady and practical way, but a small group is already pulling ahead. New research from NTT DATA outlines a playbook that shows how these “AI leaders” set themselves apart through strong plans, firm decisions, and a disciplined approach to building and using AI across their organisations.
The findings come from a survey of 2,567 senior executives in 35 countries and 15 industries. Only 15% of the organisations met the bar to be considered AI leaders. These companies share a few traits: clear direction on where AI fits into their business, a solid operating model, and consistent follow-through. They also reported higher revenue growth and stronger profit margins than everyone else in the study.
Yutaka Sasaki, President and CEO of NTT DATA Group, put it simply: “AI accountability now belongs in the boardroom and demands an enterprise-wide agenda. Our research shows that a small group of AI leaders already are using AI to differentiate, grow and reinvent how humans and machines create value together.”
The playbook behind strong AI plans
One of the clearest differences between leaders and the rest is how they approach strategy. For these companies, AI is not a side project or a tool bolted onto existing work. They treat it as a core driver of growth and adjust their plans to match that view.
A major advantage for these leaders is how closely they connect AI with their business goals. This alignment helps them move faster and stay focused, which in turn delivers stronger financial outcomes. They also zero in on a few high-value areas of the business rather than spreading resources too thin. By redesigning entire workflows around AI, they unlock more value than if they had only made small improvements in scattered parts of the organisation.
The report describes this as a kind of flywheel: early investments bring early wins, which then encourage more investment. Over time, this cycle becomes self-reinforcing. Leaders also rebuild important applications with AI embedded inside them, instead of adding basic AI features on top of old systems. This approach helps them see deeper impact and prepares the organisation for long-term gains.
How leaders put their plans to work
A good plan only works when backed by strong execution. AI leaders stand out through the foundations they build, the way they support their people, and how they drive adoption across the entire organisation.
These companies invest in secure and scalable systems that can support large AI workloads. In some cases, they shift or localise their infrastructure to support private or sovereign AI needs. They also work to remove system bottlenecks so teams can move without roadblocks.
Rather than using AI as a replacement for workers, leaders use it to help experienced employees do higher-value work. This “expert-first” approach allows teams to use their judgment while letting AI handle complex or time-consuming tasks.
AI leaders also focus on adoption as a long-term change effort. They treat it as a company-wide shift, supported by clear communication and structured change management. This helps reduce pushback and encourages steady use of AI at all levels.
Governance is another major difference. Leading organisations centralise their AI oversight, give clear responsibility to senior roles such as Chief AI Officers, and build processes that help balance innovation with risk. These systems allow them to scale AI more confidently.
Partnerships also play a major role. Top companies often bring in outside experts and are open to arrangements that tie outcomes to shared success. This helps them move faster while keeping their goals in view.
Abhijit Dubey, CEO and CAIO of NTT DATA, Inc., summarised the path forward: “Once AI and business strategies are aligned, the single most effective move is to pick one or two domains that deliver disproportionate value and redesign them end-to-end with AI. Supporting this focused, end-to-end approach with strong governance, modern infrastructure and trusted partners is how today’s AI leaders are turning pilots into profit and pulling ahead of the market.”
(Photo by Igor Omilaev)
See also: OpenAI: Enterprise users swap AI pilots for deep integrations

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STAT+: Pharmalittle: We’re reading about FDA plans for CAR-T therapies, skinny drug labels, and much more
Rise and shine, everyone. The middle of the week is upon us. Have heart, though. You made it this far, so why not hang on for another couple of days, yes? And what better way to make the time fly than to keep busy. So grab that cup of stimulation — our flavor today boasts the aroma of blueberries — and get started. Meanwhile, do keep us in mind if you hear anything interesting. Have a smashing day…
In a closely watched case, the U.S. solicitor general urged the Supreme Court to review a controversy over so-called skinny labels for medicines, arguing that an appeals court finding threatens the availability of lower-cost generic drugs, STAT tells us. Skinny labeling refers to a process in which a generic drug company seeks regulatory approval to market its medicine for a specific use, but not other patented uses for which a brand-name drug is prescribed. For instance, a generic drug could be marketed to treat one type of heart problem, but not another. In doing so, the generic company seeks to avoid lawsuits claiming patent infringement. Doubts were raised about the maneuver, however, when the Supreme Court two years ago declined to hear an appeal of a lower court ruling, which questioned the practice. Now, this second case is being seen as a test for whether skinny labeling can survive as a way for generic companies to market medicines.
The U.S. Food and Drug Administration is on track to make it harder for CAR-T therapy developers to bring their products to market by making full randomized, controlled trials the new standard it will accept for regulatory filings, Pharmaphorum writes. At the moment, it has been possible to develop CAR-Ts based on single-arm trials, although some have used an active comparator. Now, with the number of CAR-Ts on the market now in double figures, the FDA is eyeing RCTs with a control group as well as “a survival or acceptable time-to-event endpoint.” The move towards a higher threshold for showing efficacy for new CAR-Ts comes after the FDA loosened requirements for safety monitoring by eliminating the risk evaluation and mitigation strategies previously required for already-marketed therapies targeting CD19 and BCMA, which the agency said would make them more accessible.
Continue to STAT+ to read the full story…


© Alex Hogan/STAT