OpenAI is shutting down ChatGPT Atlas: What it means for AI browsing

OpenAI is shutting down ChatGPT Atlas: What it means for AI browsing


It was not long ago when artificial intelligence (AI) companies bet that the browser itself needed to be rebuilt from scratch to bring AI to the web. Products like Perplexity’s Comet and OpenAI’s ChatGPT Atlas were framed as browsers with AI at their core rather than an assistant bolted on top, able to understand pages, act on them, and remember context the way a human collaborator would. That bet is now being quietly unwound, not because the underlying capability failed, but because it turned out not to need a browser to work.

 


OpenAI’s James Sun confirmed the shutdown as part of the company’s broader ChatGPT Work rollout, targeting August 9 as the deprecation date for Atlas. Sun said on X that Atlas’s capabilities are now being folded into ChatGPT’s desktop app, along with a Chrome browser extension that gives ChatGPT visibility into open tabs, highlighted text, and even the local file system.

 
 


The move raises a bigger question: are standalone AI browsers a dead end, with the real battle now shifting to AI assistants themselves?


What are AI browsers and how are they different from native browsers


AI browsers integrate artificial intelligence directly into their core architecture, instead of relying on extensions layered on top, as with Chrome’s Gemini integration or Edge’s Copilot. The distinction isn’t cosmetic. A native browser with an AI assistant bolted on can summarise a page or answer a question, but it lacks deep access to how the browser operates internally. An AI-native browser like Atlas or Comet, by contrast, is built around AI at every layer, from understanding the page being viewed to acting on it directly, filling forms, scheduling meetings, or carrying context from one session to the next.


That was meant to be the pitch that set AI browsers apart. But three years in, that architectural advantage hasn’t translated into mainstream adoption. According to a Pandaily report, the first wave of AI browsers in 2023-24 was essentially traditional browsers with sidebar assistants, and users cared more about answer quality than novelty. By 2025, products like Arc Max pushed AI deeper into browsing itself, Comet added Gmail and Calendar integrations, and Atlas began remembering previously viewed pages. Yet despite the sophistication, the report notes that few of these products remain in active use today, even those backed by major technology companies.


Why is OpenAI discontinuing its AI browser


OpenAI’s own framing offers a clue. Sun described the shutdown as a lesson learned rather than a failure. “All these capabilities were built on what we learned from Atlas users who took a leap of faith on a new browser,” he said, adding that those lessons are now being applied to ChatGPT Work and the new desktop app.

 


In effect, OpenAI appears to have concluded that the browser was never the product. The AI’s ability to see, understand, and act on web content was the product, and that doesn’t need a standalone browser to exist. It can live inside a desktop app, a Chrome extension, or eventually, any interface a user already has open.

 


This lines up with a pattern in OpenAI’s recent history. The company has also shut down its Sora video app and paused plans for a ChatGPT “adult mode” in recent months, according to The Verge, suggesting an effort to consolidate around fewer, higher-conviction products.


AI browser relevance


Even setting aside OpenAI’s reasoning, market data shows how steep a climb standalone AI browsers face. Statcounter figures for January to June 2026 show Chrome commanding 69.65 per cent of the worldwide browser market share, Safari 15.31 per cent, and Edge 5.21 per cent, with Firefox, Samsung Internet, and Opera together accounting for less than 7 per cent. Against that backdrop, even well-funded AI browsers from OpenAI and Perplexity barely register as a distinct category.

 


Sensor Tower’s State of Web 2026 report adds another complication: the web is increasingly mobile-first. Mobile accounted for 47.6 per cent of visits in 2025 and crossed the halfway mark globally for the first time in Q1 2026, driven by markets like India and Indonesia. Most AI browsers, including Atlas and Comet, have so far been desktop-first, putting them at odds with where browsing activity is heading. The same report found AI assistants were 2025’s fastest-growing web category, with traffic up 86 per cent year on year, but that growth came largely through standalone apps and websites, not browsers built to house them.


There’s also a security dimension weighing against standalone AI browsers. A University of Washington study, covered by Techxplore, found four of seven popular agentic browsers tested created ways for attackers to bypass the “same-origin policy,” a foundational safeguard that keeps websites from accessing each other’s data. Researchers ran a proof-of-concept attack on ChatGPT Atlas, extracting information from one site embedded within another, and found similar conditions in Chrome with Gemini, Claude for Chrome, and Perplexity Comet. Co-senior author David Kohlbrenner said browser agents “aren’t ready for the public,” noting users shouldn’t assume these systems can protect credentials, email, or banking access. Notably, the browsers with the fewest permissions, like Firefox AI Mode, were also the safest, suggesting the more autonomous these browsers become, the harder they are to secure.


Where do AI assistants fit in this picture?


If a dedicated browser turned out to be the wrong place to integrate AI for the web, the AI assistant could be the right one. Traditional browsers are already absorbing AI features rather than ceding ground to standalone competitors, Chrome through Gemini and Edge through Copilot, narrowing the gap that AI-native browsers are meant to exploit. Meanwhile, assistants like ChatGPT, Gemini, and Claude are extending their reach the other way, gaining the ability to browse, click, and act across the web without a dedicated browser shell. OpenAI’s new Chrome extension, giving ChatGPT visibility into open tabs and highlighted content, is a clear example: instead of asking users to switch browsers, the assistant rides along inside the one they already use.

 


Google’s moves at I/O 2026 point the same way. Gemini Intelligence for Android 17 can access the web through Chrome and take actions like booking a hotel or flight, even without a dedicated app, using a Chrome auto-browse feature. Google also introduced the Universal Commerce Protocol and Agentic Payments Protocol, along with a cross-service Universal Cart spanning Search, Gemini, YouTube, and Gmail, letting Gemini discover, compare, and complete purchases across platforms without a specific browser. With Amazon, Meta, Microsoft, Salesforce, and Flipkart on board, the industry’s centre of gravity is clearly shifting toward assistant-level and protocol-level integration, not standalone browser products.


Can AI assistants become the next surface for web interactions?


What OpenAI and Google are both signalling, in different ways, is that the assistant can do the job the browser was built for without being a browser at all. Instead of a new browser unseating Chrome, the more likely outcome is that AI assistants become an additional layer sitting across whatever browser, app, or service a person already uses, similar to how Sensor Tower describes AI’s role as “a new discovery layer alongside search and social” rather than a replacement for either. For AI companies, this also solves a distribution problem: instead of persuading users to abandon their default browser, they can meet them inside Chrome, Edge, or Safari and let the assistant work invisibly.

 


Adoption of open commerce and browsing standards will still take time, and cybersecurity concerns around agentic permissions remain unresolved. But for now, the evidence points to AI companies betting that the assistant, not the browser, is where the next phase of the web will be won.



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Beyond AI models: Why data infrastructure is now a priority for enterprises

Beyond AI models: Why data infrastructure is now a priority for enterprises



Over the past two years, enterprises have rapidly adopted artificial intelligence (AI), deploying generative AI tools across customer service, software development and business operations. But as organisations move beyond pilots to large-scale deployment, many discover that success depends on more than choosing the right AI model. Reliable AI requires accurate and real-time data, yet many enterprises continue to struggle with fragmented databases, legacy systems and poor data quality. As a result, the focus is shifting from AI models to the data infrastructure that powers them.

 


This shift is reflected in Confluent’s 2026 Data Streaming Report, in which 79 per cent of Indian respondents consider inadequate real-time data infrastructure the major obstacle to scaling AI, while 72 per cent say poor data quality and fragmented systems are slowing the adoption of agentic AI. The findings suggest that enterprises increasingly view data readiness, not AI investment, as the defining factor in the next phase of AI adoption.

 
 


Rubal Sahni, AVP – India and Emerging Markets, at Confluent, said, “AI can only make reliable decisions when it has continuous access to fresh, trusted and contextual data. When that data arrives late, lacks context or sits across disconnected systems, the AI cannot be relied on, regardless of how advanced the underlying model is.”

 


Why data infrastructure matters

 


Generative AI has dramatically lowered the barrier to accessing advanced AI capabilities. Today, organisations can choose from numerous proprietary and open-source models without building one from scratch. As a result, the competitive advantage is gradually shifting away from the AI model itself towards the quality of enterprise data.

 


AI models depend entirely on the information they receive. If customer records are outdated, inventory databases are incomplete, or financial information is spread across multiple disconnected systems, AI-generated responses become inaccurate regardless of how powerful the underlying model is.

 


This challenge becomes even more significant as enterprises move beyond chatbots and content generation towards business-critical AI systems. Customer support assistants need live account information, fraud detection systems require continuous transaction updates, and supply chain AI depends on real-time inventory and logistics data. Delayed or inaccurate information directly affects AI performance.

 


Confluent’s findings indicate that Indian enterprises recognise this gap. While AI investments continue, organisations increasingly view modern data infrastructure as a prerequisite for scaling those investments rather than an optional technology upgrade.

 


What’s slowing AI adoption?

 


One key challenge highlighted in the report is fragmented enterprise data. In many organisations, customer, finance and operational data are spread across separate systems such as CRM and ERP platforms. Without proper integration, these systems create data silos, preventing AI applications from accessing a unified, real-time view of business information.

 


Data quality presents another major obstacle. Duplicate records, inconsistent formats, missing information and outdated databases reduce the reliability of AI outputs. Large language models may generate convincing responses, but they cannot determine whether enterprise data itself is accurate.

 


Governance also remains a challenge. Organisations need clear policies defining who can access data, how sensitive information should be protected and whether data complies with industry regulations. Without proper governance, enterprises risk exposing confidential information or producing AI outputs based on unreliable datasets.

 


According to the Confluent report, 72 per cent of Indian IT leaders say poor data infrastructure and data quality are slowing the deployment of agentic AI systems, highlighting that these issues become even more important as AI applications begin making autonomous decisions.

 


On legacy systems and infrastructure investment vs. AI investment, Sahni said, “Indian enterprises have spent decades building IT environments designed for periodic, batch-style reporting rather than continuous, real-time intelligence. Making these systems AI-ready requires substantial work, because it is not simply a matter of layering AI on top of existing infrastructure, but of fundamentally changing how data moves through the business.”


Why agentic AI raises the importance of real-time data

 


The report comes at a time when enterprises are increasingly exploring agentic AI, systems capable of carrying out multi-step tasks with limited human intervention. Unlike traditional generative AI tools that answer questions or generate content, agentic AI can interact with enterprise systems, retrieve information, execute workflows and make operational decisions.

 


For these systems to function effectively, they require continuous access to accurate and up-to-date information. For example, an AI agent managing supply chains needs current inventory levels, supplier updates, shipping information and demand forecasts simultaneously. If any of this information is delayed or incomplete, the AI may recommend incorrect purchasing decisions or disrupt operations.

 


The Confluent report shows that only 37 per cent of Indian organisations have agentic AI in production. While interest in autonomous AI systems is growing, many enterprises are still addressing data challenges before deploying them at scale.

 


Speaking on India’s AI readiness and data maturity, Sahni said, “Across nearly every measure, Indian enterprises are investing in real-time data infrastructure at a high intensity. Sectors that already operate at digital scale—banking and financial services, retail, e-commerce, quick commerce and telecommunications—are leading this shift, as they already process millions of real-time events daily, from payments to transactions to network activity. That positions Indian enterprises well to extend this advantage rather than simply close the gap with more mature markets.”

 


The growing role of cloud and governance

 


Cloud infrastructure has become another important component of enterprise AI strategies because it enables organisations to consolidate data from multiple business systems while supporting large-scale analytics and AI workloads.

 


However, cloud migration alone does not solve data problems. Organisations must also establish governance frameworks that ensure data remains accurate, secure and compliant throughout its lifecycle.

 


Effective governance includes standardising data formats, monitoring data quality, defining access controls and maintaining audit trails for AI systems. These measures become increasingly important as regulations around AI transparency and responsible AI continue to evolve globally.

 

Industry analysts have consistently argued that successful AI deployments require improvements across data management, governance and operational processes rather than simply deploying more advanced AI models. The Confluent findings reinforce this view by suggesting that enterprise AI success depends as much on data readiness as model capability. 

 


The road ahead for enterprise AI

 


Enterprise AI is entering a new phase where success will be measured not by the sophistication of the AI model but by the strength of the data ecosystem supporting it. As organisations move from experimentation to large-scale deployments, reliable data pipelines, governance frameworks and real-time information are becoming essential for delivering accurate AI outputs. For Indian enterprises, improving data quality and breaking down silos may prove to be as important as investing in AI models themselves.

 


The shift also signals a change in enterprise technology priorities. Instead of focusing solely on adopting the latest AI models, businesses are increasingly investing in modern data architectures, cloud platforms and real-time data streaming to build AI-ready organisations. As AI applications become more autonomous and integrated into business operations, data infrastructure is likely to emerge as the defining factor that determines which enterprises can successfully scale AI and which will remain confined to pilot projects.



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BSNL satellite phone launched at ₹1.34 lakh: Who can buy it in India?

BSNL satellite phone launched at ₹1.34 lakh: Who can buy it in India?


State-owned telecom operator BSNL has launched a satellite phone, offering voice and messaging connectivity in areas where conventional mobile networks cannot reach.

 


The handset, priced at ₹1,34,166 inclusive of taxes, is designed for use in remote and difficult terrain where mobile towers are unavailable or terrestrial networks may fail. Unlike an ordinary mobile phone, it communicates directly with satellites rather than relying on nearby cellular towers.

 

Announcing the launch on X, BSNL said the device is aimed primarily at defence and maritime users, disaster-response teams, mining operations, people working in remote areas and adventure travellers.

 


How does the BSNL satellite phone work?

 


Unlike a regular mobile phone, which connects to a nearby telecom tower, routing the calls and data through a terrestrial network, a satellite phone works differently.

 
 


It establishes a connection through a communications satellite, allowing users to make calls from locations with no mobile tower availability.

 


Such capabilities make a satellite phone indispensable at sea, in mountains, deserts, border areas, mines and other isolated locations. They can also serve as an emergency communication tool when floods, earthquakes, cyclones or other disasters damage terrestrial telecom networks.

 


BSNL said the handset was developed in partnership with global satellite network providers, including Inmarsat, to enable communication in remote areas through satellite connectivity.

 


Can anyone buy a satellite phone in India?

 

This is where the BSNL device differs significantly from an ordinary smartphone. A user in India requires explicit authorisation from the Department of Telecommunications (DoT) before buying or using a satellite phone.

 


Users cannot simply buy an unauthorised satellite phone abroad, bring it into India and start using it. Satellite communication services must operate through networks and devices permitted by the Indian authorities.

 


BSNL says the device is aimed at people working in specialised sectors such as defence, maritime operations, disaster response, remote industrial operations, and adventure travel.

 


What other companies operate satellite phones in India?

 


BSNL is the country’s established provider of Global Satellite Phone Service (GSPS), offering voice calls and SMS to the general public and private enterprises.

 


Devices of international companies such as Iridium and Thuraya can be used in India with prior government approval.

 


Inmarsat, meanwhile, provides the satellite network for BSNL’s service rather than operating as a separate consumer-facing company.



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Who decides a call is 'spam'? Inside the systems behind caller IDs

Who decides a call is 'spam'? Inside the systems behind caller IDs


The Telecom Regulatory Authority of India (Trai) on Thursday asked the Ministry of Electronics and Information Technology (MeitY) to authorise it to take action against caller identification and call management applications such as Truecaller.

 


The development has brought attention to how these platforms identify spam calls and whether they should come under a formal regulatory framework.

 


MeitY Secretary S Krishnan said the ministry was examining Trai’s request and was in discussions with the Department of Telecommunications (DoT). “They have reached out to us to seek powers to regulate call-management apps like Truecaller. We are consulting the DoT on granting powers, and we will have to see legally what to do about it,” Krishnan said on the sidelines of the CII GCC Summit.

 


Why is this a matter of concern


The proposal comes after banks raised concerns that calls originating from 140- and 1600-series numbers were being marked as spam or blocked on caller ID platforms, which has affected communication with customers.

 


Officials said lenders also flagged instances where customers missed loan recovery calls or alerts related to suspicious transactions because these numbers had been classified as spam.

 


According to a report by Business Standard, Trai has not sought direct regulatory powers over these applications. Instead, it wants to be designated as an “authorised agency” under the Information Technology Act so that it can act against violations by such platforms.

 


Caller identification apps function as intermediaries under the IT Act and are not directly regulated under the Trai Act.

 


The proposal has also drawn criticism from sections of the telecom industry. Mahesh Uppal, director at Com First India, told Business Standard that extending Trai’s powers beyond telecom services could set a wider precedent.”

 


It’s a bad idea for the simple reason that any extension of Trai powers to online applications is a thin end of the wedge, and therefore a problem. This may set a precedent for regulating other apps,” he said.


How Truecaller, Airtel and Google identify spam calls


Truecaller, on its website, says it combines user feedback, automated detection systems and internal analysis to identify spam numbers. Users can manually report calls or SMSes as spam, and repeated reports contribute to a number’s spam score.

 


The company says spam labels are not assigned only based on user reports. Its systems also examine calling patterns, the frequency of reports, abnormal calling behaviour and other signals before deciding whether a number should be classified as spam.

 


The platform, as per its website, claims to continuously reviews these signals, which allows spam labels to change if activity around a number changes.

 


For businesses using verified calling services, Truecaller says legitimate companies can request a review if they believe their numbers have been incorrectly marked. The platform also allows businesses to register official numbers so that customers can identify verified callers.


Airtel relies on network intelligence


Airtel’s spam detection system works differently because it operates at the telecom network level.

 


The company, on its website, says its AI-powered solution analyses multiple parameters, including calling behaviour and network traffic patterns, to identify suspected spam calls and SMSes before they reach customers.

 


According to Airtel, the system processes billions of records every day and classifies suspicious communication in real time. Spam alerts are displayed to subscribers without requiring them to install a separate application.

 


The service also covers calls originating from over-the-top (OTT) communication platforms, where technically feasible.

 


The company has said its system does not access the content of calls or messages and uses metadata and network-level indicators to identify suspected spam.


Google’s caller ID combines business data and user reports


Google’s Phone app also offers caller identification and spam protection on supported Android devices.

 


According to Google, caller ID works by matching incoming numbers with publicly available business listings and other verified sources to display the identity of businesses when information is available.

 


Its spam protection feature combines information from Google’s databases with reports submitted by users. Numbers reported by multiple users may be displayed with a spam warning during incoming calls. Users can also report or block numbers directly from the Phone app, helping improve spam detection over time.

 


Google has also introduced AI-powered scam detection for supported Android devices.

 


The feature, according to Google, analyses conversation patterns during calls processed on the device and alerts users if it detects characteristics commonly associated with financial scams.

 


Google says the processing happens on-device and audio is not stored or sent to its servers.


Jio focuses on customer awareness


Reliance Jio has primarily focused on consumer awareness and cybersecurity guidance to help users identify fraudulent calls and messages.

 


The company, according to its website, advises subscribers to avoid sharing banking credentials, verify unknown callers independently and report suspected fraud through official channels.

 


Unlike Airtel, Jio has not announced a network-wide AI spam detection system that automatically labels incoming calls for all subscribers.

 


The government’s review of Trai’s proposal could determine whether caller identification platforms remain governed only as intermediaries under the IT Act or come under an additional oversight mechanism. At the same time, the discussion has also brought attention to the different methods used by caller ID platforms, telecom operators and smartphone providers to identify suspected spam calls before they reach users.



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India's data privacy deadline nears: Are Indian companies ready?

India's data privacy deadline nears: Are Indian companies ready?



  India’s Digital Personal Data Protection (DPDP) Act is set to usher in a new era of data governance, and with roughly a year left before the compliance deadline, businesses are being urged to shift from planning to execution. Full compliance with the law, including obligations related to consent, privacy notices, and data security, will be required by May 13, 2027.

 


While many organisations have started preparing, experts say the biggest challenge is fundamentally changing how companies collect, manage, and protect personal data.

 

The countdown comes at a time when businesses are increasingly relying on customer data to drive digital services, artificial intelligence (AI), and personalised experiences.

 
 


The biggest hurdle: Knowing where your data is

 


“A major challenge will be gaining complete visibility into where personal data resides across the organisation,” said Raghu Pareddy, CEO & Founder of Wissen Technology, an IT consulting and digital engineering services firm.

 


Over the years, organisations have accumulated data across legacy systems, cloud platforms, third-party vendors, and multiple business functions, often without a unified governance framework. As a result, experts believe many businesses still lack a clear picture of their data landscape.

 


Nikhil Narendran, Partner at Trilegal, echoed the concern, saying most companies will struggle with identifying the personal data they process before they can even begin working towards compliance.

 


Sachhin Gajjaer, Founder and CEO of Sattrix, a cybersecurity services provider, added that translating regulatory requirements into day-to-day operations will be particularly challenging for large organisations that manage personal data across multiple systems, vendors, and digital platforms.

 


The awareness gap also remains significant. According to EY’s India’s Data Privacy Shift: Steering the DPDP Compliance and Readiness report released earlier this year, nearly 70 per cent of surveyed professionals said they were not very familiar with the DPDP Act and Rules. This highlights that awareness itself remains a major hurdle before organisations can operationalise compliance.

 


Privacy can no longer be just an IT project

 


Experts agree that one of the biggest shifts over the next year needs to happen in the boardroom, rather than the server room.

 


Instead of leaving compliance to legal or IT teams, business leaders need to ask fundamental questions about why they are collecting customer data, whether they still need it, who owns it, and how long it should be retained.

 


Narendran told Business Standard, “Business leaders need to recognise that data protection will become a fundamental part of how business is conducted in India.”

 


Similarly, Gajjaer said privacy should become part of everyday business decisions, with leadership ensuring that vendors and partners also follow the same standards.

 


The era of collecting ‘just in case’ data nears end

 


For years, many organisations adopted a “collect now, use later” approach to data. Experts say that the model is unlikely to survive.

 


“The starting point should no longer be, ‘Can we collect this data?’ It should be, ‘Do we really need this data?'”, Narendran said.

 


Companies are expected to become more disciplined about seeking informed consent, collecting only the data required for a clearly defined purpose, maintaining transparent privacy notices, and deleting information once it is no longer needed.

 


While these changes may initially require businesses to overhaul existing processes, Pareddy believes they will ultimately improve the quality of enterprise data and strengthen customer confidence.

 


What will a DPDP-ready organisation look like?

 


Experts say companies that are genuinely ready by the time the rules take effect will have privacy embedded across the organisation rather than bolted on at the last minute.

 


That means having:

 


  • Complete visibility into what personal data is collected and where it resides

  • Clear ownership and governance of personal data

  • Robust consent management and grievance redressal mechanisms

  • Well-defined retention and deletion policies

  • Regular audits, employee training, and tested incident response plans

  • Privacy integrated into product design and business decision-making  

 


Privacy could become a competitive advantage

 


While avoiding regulatory penalties is a key objective, experts argue that businesses should see DPDP as an opportunity rather than a burden.

 


“In today’s world, trust has become a key differentiator,” Pareddy said, noting that customers, investors, and business partners increasingly favour organisations that demonstrate transparency and accountability in handling personal data.

 


Gajjaer said strong privacy practices also improve data governance, operational efficiency, and decision-making, while reducing business risks.

 


Narendran added that organisations which treat privacy as a trust-building exercise rather than simply a regulatory obligation will be better placed to strengthen customer relationships and differentiate themselves in an increasingly digital economy.

 


With the compliance deadline now in sight, experts agree that the coming months will be less about adopting new tools and more about transforming how organisations think about personal data.   

 



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A .2 trillion global dealmaking frenzy is spurred by AI economy

A $3.2 trillion global dealmaking frenzy is spurred by AI economy



By Lauren Hirsch

 


An ebullient stock market, huge bets on artificial intelligence and an open regulatory environment have fueled one of the biggest six-month booms in deal-making in years.

 


Through the end of June, there were about $3.2 trillion in global deals, a 45 percent jump from a year earlier, according to Dealogic, a data provider. That was the most spent on deal-making over a half-year period in at least a decade.

 


The frenzy heavily favored large companies, with 44 deals announced that were larger than $10 billion, including takeovers and large-scale fund-raising in the private markets. Those blockbusters pushed the overall value of deals higher even though the total number of transactions fell about 1 percent from last year, as companies with less financial firepower or those more vulnerable to geopolitical uncertainties stayed on sidelines.

 
 


Executives of many large companies, however, have brushed aside the uncertainties posed by tariffs and the war in the Middle East to pursue takeovers that are more likely to be approved by regulators under the Trump administration than they were during previous administrations.

 


Many companies “perceive they have a window in which to attempt to affect something transformational, and now is really the time to try to do it,” Matt McClure, a global co-head of investment banking at Goldman Sachs, said in an interview.

 


Bankers insist this time is different from previous booms, like the record-low-interest era of the Covid-19 pandemic, the leveraged buyouts of 2007 and the dot-com bubble in the 1990s.

 


The companies driving this year’s deal-making surge are among the world’s largest and best funded, and many of them are aiming to transform their business by doing big mergers, rather than making smaller acquisitions.

 


Some of this activity is propelled by a need to simply keep pace in an economy dominated by only a handful of giant corporations. Consider that companies need to be about twice as large to enter the S&P 500 as they did five years ago. Exxon Mobil, once the most valuable company in the United States, is about one-eighth the size of the largest of the so-called Magnificent Seven technology companies.

 


“The definition of scale keeps moving, so companies need to be bigger and bigger, and big companies need to do bigger and bigger deals to have an impact,” said Ben Wilson, a co-head of North America mergers and acquisitions at J.P. Morgan. 

 


NextEra’s $118 billion deal for Dominion Energy, which was announced in May, would create a utility giant aimed at supplying the increasing amounts of electricity needed to power artificial intelligence. SpaceX’s $60 billion acquisition last month of Cursor, a start-up that makes code-writing software, is aimed at helping Elon Musk’s rocket company build its AI models.

 


Typically, companies are reluctant to take on big deals in times of turmoil. Disruptions to oil supplies because of the war with Iran and the White House’s open hostility toward America’s biggest trading partners in Europe show no signs of abating. Questions also persist around the AI build-out, such as the costs for computer chips, supply constraints and potential delays on when these AI companies might reap profits.

 


“What makes the current boom a little counterintuitive is it appears to be associated with maybe not unprecedented, but top-quartile-level uncertainty and volatility,’’ said Jonathan Knee, a Columbia Business School professor and senior adviser at the investment bank Evercore.

 


The deal activity has been a boon for banks, too, with details likely to emerge when they announce earnings next week. Bank of America expects its investment banking revenue in the latest quarter to be up 28 percent from a year earlier, while JPMorgan Chase expects a 10 percent increase, according to a research note from Jefferies.

 


Not every company has joined the party. In all, 21,727 deals were announced this year, down slightly from 21,997 at the same point last year. Some of that decline can be attributed to the challenges facing private equity. Companies owned by private equity firms made up 24 percent of the overall deal value, according to Dealogic, down from about 34 percent in 2024 through 2025. Many of these firms are grappling with the uncertain values of the software companies they acquired before AI posed a threat to them, making them difficult to sell. 

 


“So far this year, it’s just not been quite at the pace the market originally anticipated,” Mr. McClure said.

 


Initial public offerings during the first half of the year were dominated by larger companies bent on powering the race for AI and those in defense technology.

 


Madison Air Solutions, a cooling company that serves data centers, raised $2.23 billion in an I.P.O., and Cerebras, a Silicon Valley maker of AI chips, raised $5.55 billion. And, of course, SpaceX raised more than $75 billion, in the largest-ever initial public offering.

 


These offerings helped boost the value of I.P.O.s in the United States to $155 billion, the most since 2021, when a flurry of so-called blank check vehicles stampeded into public markets.

 


Bankers say the door for other offerings related to AI remain open. SK Hynix, a South Korean memory chip maker, is set to raise $28 billion in a US listing this week.

 


But the first weeks of trading for SpaceX shares have been volatile. While still above its I.P.O. price of $135 a share, SpaceX’s stock on Wednesday dipped below $150, where it opened in the frenzied first minutes of trading when it hit the market last month. It closed at $148 a share on Wednesday.

 


Other recent debutantes have seen their shares fall below their I.P.O. prices. They include Cerebras, as well as Fervo Energy and X-Energy, both of which aim to power data centers. About a third of companies that went public in the second quarter are below their I.P.O. price, according to data from Renaissance Capital, a research and advisory firm. Matt Kennedy, a senior strategist at Renaissance Capital, said those results were largely in line with how I.P.O.s had performed historically in their early months of trading.

 


“There are a number of examples of I.P.O.s generating a lot of initial hype, then fizzling out,” Mr. Kennedy said. “At the same time, other speculative bets are holding up.”

 


Questions about whether demand will ultimately justify enormous spending on AI continue to swirl over the markets, along with other uncertainties like the war in the Middle East and inflation. Shares of the Magnificent Seven helped lead the S&P 500 through its best second quarter in six years, even as shares of those companies fell roughly 9 percent in June.

 


Still, Mr. Kennedy said, “I do think the AI theme will continue to drive activity through the end of the year.”  



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