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If you are craving a holiday lazing by the pool you may not consider Swindon, but a hot outdoor pool in a “stunning” location is closer than you think. Set near Calne in an “idyllic position... with stunning views over neighbouring countryside” this sounds more like a resort than a house in the West Country. The four-bedroom house has been put up for sale by Strakers for £700,000. (Image: Strakers) Not only would it be great for a holiday, but imagine how this house with its garden office could change your work-from-home life - walking from your desk in your lunch break, across “large gardens” to take a dip. The house itself is described as a “spacious, beautifully presented, semi-detached house with large, well-maintained gardens”. The house is open-plan with “large” French doors opening onto the swimming pool and deck area with an outdoor dining table. (Image: Strakers) This outdoor table is protected from the elements by a wood-panelled canopy with skylights to avoid it being gloomy. This would be perfect for summer storms, sitting watching the rain fall while enjoying a drink in the dry. The agent is particularly keen on the gardens. They write: “One of the outstanding features of this impressive property is large, mature garden which is incredibly private and sides onto a field. (Image: Strakers) “The garden is divided into a number of sections including a superb, raised paved patio seating area with glass balustrade, extensive lawned area, well-stocked beds and ornamental bushes.” According to estate agent Strutt and Parker, a third of Brits want an indoor swimming pool - topping the list of features that people want in their own homes. Research from Ocean Finance reveals that 36 per cent of homeowners, or over 18 million people, crave an indoor swimming pool which they can call their own. (Image: Strakers) Meanwhile, 23 per cent of people want a jacuzzi or hot tub in their dream house. The house is located in the hamlet of Studley between Chippenham and Calne. The neighbouring village of Derry Hill offers a primary school, post office shop, church and the Lansdowne Arms pub. The pub is “a gabled, rural stone inn with 2 gardens and valley views”, according to its website, with strong reviews. The house was last listed for sale in 2012 for £395,000 when it looked radically different inside, but much the same outside with its pool. Help support trusted local news Sign up for a digital subscription now: https://www.swindonadvertiser.co.uk/subscribe/ As a digital subscriber, you will get:
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Head to Head Survey: ProAssurance (NYSE:PRA) versus Majestic Capital (OTCMKTS:MAJCQ)As the baton of wealth is inherited by younger generations, the heirs of wealthy families are taking a more active role in the impact they seek to create in the world by using the traditionally monolithic family office for more innovative, value-based investments. The great wealth transfer is in full swing as over $100 trillion is projected to be passed down from the older generations to their heirs through 2048 in the United States, according to a December report by research and consulting firm Cerulli Associates. > Philadelphia news 24/7: Watch NBC10 free wherever you are "There's a big intergenerational wealth transfer, but the preferences of the baby boomers are starkly different from the preferences of ... millennials," Nirbhay Handa, CEO of global migration platform Multipolitan, told CNBC Make It . "Now you have this younger generation which really believes that profit and progress should go hand in hand," Handa said. A sea change Millennials (ages 27 to 42) and Generation X (ages 43 to 58) stand to be the biggest beneficiaries of the wealth transfer, and are expected to inherit about $85 trillion between 2024 to 2048, according to the report. Generation Z and younger generations (ages 27 and younger) are expected to inherit over $15 trillion. Notably, the majority of wealth transfer will come from high-net-worth (HNW) and ultra-high-net-worth (UNHW) families, who together make up around 2% of all households, according to the report. These families are expected to contribute to over 50% of the transfers, or about $62 trillion. Compared to the baby boomers and older generations, "[younger generations] are less motivated by money, if I generalize, and much more [motivated by] contributing to society," said Martin Roll, an INSEAD Distinguished Fellow and family business and family office expert for McKinsey and Company. "They look out the front window [and ask]: 'What's ahead here? What are the big questions of our time?'" Gen X and millennials are concerned with societal impact — topics like climate change, diversity, health and wellness and hedging against geopolitical conflict are top of mind, said Handa. "I think sustainability and the whole ESG narrative is extremely robust [among younger generations]," the Multipolitan CEO added. "So they may not be interested in investing in fossil fuels or oil and gas, but they're very interested in investing in a company like Oatly ... or Beyond Meat," said Handa. This shift in investing attitudes by younger generations came out of necessity, said Handa. "People are seeing wars, [they're] seeing the impact of climate change... there's a lack of drinking water in many parts of the world," he explained. "As a result of that, this generation has become more resolute on focusing on things which are aligned with their personal values." "The challenges are real ... yes, we talked about cliamate in the 60s and 70s, you'll find them in the American newspapers then, but it was just a little more abstract. Now, it's real. Storms are coming, flooding is happening, hurricanes are more often... it's proof [and] they see it," said Roll. 'Centers of innovation' Another major shift can be seen in how some family offices are run. "The whole idea of family offices is less rigid than it used to be... Family Offices have become centers of innovation," said Handa. Having grown up in the age of digitization, the younger generations of wealthy families are investing more into technology and startups. They seek to discover and invest in technologies that can be a "lever for impact," said Roll. "For example, investing in climate tech, edtech, food treatment, water treatment, natural resources, renewable energy." In addition, younger generations are more active in how they invest through their family offices. "30 years ago, family offices were primarily the equity stakes from the company that the family owns through the family office, and would be tied up in real estate, some broader public equities and [overall, it would be a] passive portfolio," said Roll. Today, however, family offices are increasingly making direct investments into private companies, which is not traditional, Roll added. "The parents used to be what I call monolithic — they ran one business, but the younger people coming in may not be interested in chemicals, which is the main business, therefore they start to diversify [through] the family office," said Roll. Why is the great wealth transfer happening now? Although it is true that wealth has always changed hands, the significance of the Great Wealth Transfer of our generation can be explained by looking back at the third wave of the industrial revolution. "It was really that industrialization of particularly, the Western world, that took place in the 50s and 60s, ultimately, with the rise of America after World War Two, and Europe — a lot of wealth was created," said Roll. Out of this post-war "boom," there were about 40 years of "outstanding economic activity," which led to the creation of new industries, big businesses and ultimately, the rise of the middle class in the U.S. and Europe, said Roll. "Therefore, jobs were created ... Everyone got a car, people got a house ... so you got a lot of major shifts that enabled that kind of wealth creation," Roll told CNBC Make It. It was this senior generation that really built "the world and the wealth after World War Two," and "that wealth, including business stakes, is now getting passed on to Gen X, but also to, of course, younger people," said Roll. Bridging the old with the new Overall, as trillions of dollars change hands, what does this mean for the world? "This massive shift in money means the way things were done in the past is not necessarily how things will be done in the future," said Handa. "This era is about vitality and vibrancy and engagement. It's about democratization, it's about aspiration, it's about accessibility," Handa said. "Investment preferences are changing and legacy institutions need to adapt to the new world." Ultimately, as the younger generations inherit the wealth, Roll said: "I think you will see the money [doing] good work. It will be reinvested in the economy ... in technology, and I think in some of the big challenges of our time: climate, gender issues, minorities, villages, poor people and basic [education]." Want to make extra money outside of your day job? Sign up for CNBC's online course How to Earn Passive Income Online to learn about common passive income streams, tips to get started and real-life success stories. Plus, sign up for CNBC Make It's newsletter to get tips and tricks for success at work, with money and in life.
Miami Heat president Pat Riley has issued a defiant update on Jimmy Butler’s future at the franchise amid trade talk rumors. In response to reports that Butler was interested in a trade, Riley said in a statement that the team will be holding on to the six-time NBA All-Star. “We usually don’t comment on rumors, but all this speculation has become a distraction to the team and is not fair to the players and coaches,” Riley said in Thursday’s statement. “Therefore, we will make it clear – We are not trading Jimmy Butler.” ESPN’s Shams Charania said Wednesday that Butler “prefers” a trade away from the Heat – something the Miami star’s camp had previously denied. When reached by CNN, Butler’s agent declined to comment on details from the ESPN report. Heat head coach Erik Spoelstra also said he wants to see Butler stay in Miami. “You have to compartmentalize in this business,” Spoelstra said Thursday, per AP . “We want Jimmy here. There’s no ifs, ands or buts about it. And it’s just unfortunate that you have to control or deal with a lot of the noise on the outside.” Butler joined the Heat from the Philadelphia 76ers in 2019. The forward had also previously played for the Chicago Bulls and the Minnesota Timberwolves. Since joining the Heat, Butler has helped lead Miami to two NBA Finals. The Heat lost to the Los Angeles Lakers in the 2020 NBA Finals before losing to the Denver Nuggets in 2023. This season Butler averages 18.5 points-per-game alongside 5.8 rebounds and 4.9 assists. The Miami Heat are next in action against the Orlando Magic on Thursday but Butler has been ruled out with the Heat citing “return to competition reconditioning”.
The future of leadership in Africa hinges on a critical skill: AI literacy. As artificial intelligence reshapes industries and societies globally, African boards must embrace this knowledge to remain competitive, ethical, and innovative. AI literacy is no longer optional but essential for board members across the continent, as it equips leaders to harness these advancements responsibly and effectively oversee their organisations in an AI-driven world. Artificial intelligence is revolutionising decision-making processes, offering tools to analyse data, predict trends, and optimise operations. Globally, AI is projected to contribute $15.7 trillion to the economy by 2030, with Africa poised to benefit significantly if its leaders adapt. Yet, many African boards lag in understanding AI’s transformative potential due to gaps in digital literacy and infrastructure. This gap must be urgently addressed to ensure African businesses remain competitive in the global market. The oversight role of boards in AI governance is becoming increasingly critical. According to a recent Deloitte Global survey, only 14% of boards discuss AI at every meeting, while 45% haven’t yet put AI on their agenda at all. This lack of engagement is concerning, especially given the rapid pace of AI development and its potential impact on businesses. African boards must recognise that AI oversight is not just a technical issue but a strategic imperative that demands their attention and understanding. To effectively govern in the age of AI, board members need to develop a comprehensive understanding of AI’s capabilities, limitations, and ethical implications. This knowledge enables them to ask the right questions, challenge assumptions, and provide meaningful guidance to management teams. Without this literacy, boards risk approving AI initiatives without fully grasping their implications or missing out on transformative opportunities that could propel their organisations forward. The stakes are high for African businesses. AI has the potential to address some of the continent’s most pressing challenges, from improving healthcare access to optimising agricultural productivity. However, it also brings risks such as data privacy concerns, algorithmic bias, and potential job displacement. AI-literate boards are better equipped to navigate these complex issues, ensuring that AI adoption aligns with organisational values and societal needs. Moreover, AI literacy empowers boards to foster a culture of innovation within their organisations. By understanding AI’s potential, board members can encourage management to explore cutting-edge solutions and allocate resources to promising AI initiatives. This forward-thinking approach is crucial for African businesses to stay ahead in an increasingly competitive global market. The path to AI literacy for African boards requires a multifaceted approach. Board members should prioritise ongoing education about AI technologies and their applications in business. This can involve attending workshops, engaging with AI experts, and even experiencing AI tools firsthand. Some organisations are already taking steps in this direction, with 8% of respondents in the Deloitte survey indicating that they are starting to include AI specialists among their new board directors. However, education alone is not sufficient. Boards must establish robust oversight mechanisms to ensure that AI adoption aligns with the organisation’s strategic priorities. This includes setting clear governance frameworks for AI-related initiatives, evaluating their alignment with goals such as enhancing productivity and efficiency, improving customer experience, and fostering innovation. By focusing on strategy and accountability, boards can ensure that AI delivers measurable value while safeguarding the organisation’s long-term vision and ethical standards.. Risk management is another critical aspect of AI governance that demands board attention. African boards must establish robust frameworks for assessing and mitigating AI-related risks. This includes addressing data privacy concerns, ensuring algorithmic fairness, and preparing for potential cybersecurity threats. Boards should also consider the broader societal implications of AI adoption, such as its impact on employment and social equity. To effectively oversee AI initiatives, boards need to define clear governance structures. This may involve creating dedicated AI committees or integrating AI oversight into existing committee responsibilities. Many boards that have delegated AI matters typically assign them to the risk and regulatory committee or the audit committee. African boards should carefully consider which structure best suits their organisation’s needs to ensure comprehensive AI governance. As AI becomes more pervasive, boards must also broaden their stakeholder considerations. While customers and employees are currently seen as the top stakeholders in AI governance, African boards should anticipate increased scrutiny from regulators, investors, and society at large. Proactively engaging with these stakeholders and addressing their concerns will be crucial for maintaining trust and social license to operate in an AI-driven future. The journey towards AI literacy and effective governance is not without challenges. Many African organisations face resource constraints and may struggle to attract AI talent. However, these obstacles make it even more imperative for boards to lead the charge in AI adoption and governance. By prioritising AI literacy and oversight, boards can help their organisations overcome these hurdles and unlock the transformative potential of AI. In conclusion, AI literacy is non-negotiable for African boards aspiring to lead their organisations into the future. It is the key to unlocking innovation, managing risks, and ensuring responsible AI adoption. As AI continues to reshape the business landscape, African boards must rise to the challenge, embracing AI literacy as a fundamental leadership competency. By doing so, they will position their organisations – and the continent as a whole – to thrive in the AI-driven economy of the future.S Jaishankar, US National Security Advisor Discuss Strategic Ties