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Cornell’s report on the future of college says AI can make students look like they’re learning when they aren’t. It wants class technology used only when the instructor allows it.
The report says admissions should reward students who are “well above the bar” instead of the most credentialed. It also calls for more openness about legacy and other special-case admits.
Cornell’s sticker price hit $92,844, and the report calls the high-price, high-aid model “opaque by design.” It wants families to know what they’ll pay when they apply, not after they’re accepted.
Cornell University’s Committee on the Future of the American University released its final report (PDF File) last week to highlight their ideas on what the future of education should look like.
The 238-page document was written by 18 faculty members who spent a year meeting with more than 6,000 students, staff, alumni, trustees, officials, and outside critics across 250-plus meetings and events. It arrives as Americans’ confidence in higher education has fallen to 38%, down from 57% when Gallup first asked in 2015.
Provost Kavita Bala convened the group to study three forces: AI, the strained relationship with the federal government, and falling public trust. In the Cornell Chronicle announcement, Bala framed the central question directly: “Is a university education still worth it? The committee’s answer is a resounding yes – if we clarify and renew the university’s purpose.”
Families running their own college ROI math will notice the conditional in that sentence.
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Why It Matters
Most of the recommendations are written for Cornell, but they apply to ever college. The report concedes that questions about “the cost of a college degree, the economic return for families carrying significant debt, and the role of wealthy institutions in a democratic society” are fair, and that universities “have too often deflected rather than engaged” them.
That admission lands at a time when college costs have risen three times faster than inflation by federal measures.
The Four Big Ideas
1. AI Threatens How Students Learn, Not Only How They Cheat
The committee places a big focus on AI because it “can produce the appearance of learning without the intellectual formation that makes learning meaningful and durable.” Its bluntest line: “A student who uses AI to produce an essay has not learned to write.” Bill Gates raised a similar concern about heavy AI use.
The fix is not a ban on using AI. The report wants the university to “lean in” and “lean out” of AI, build AI judgment into every major, and adopt a campus-wide rule that laptops, phones, and other tech are used in class only when the instructor explicitly invites them.
It floats optional tech-free dorms and a “tech detox” summer program before enrollment, and calls for faculty and student-life staff to act as “co-educators” rather than two separate operations. That matters as AI reshapes which majors students pick in the first place.
2. Admissions Should Reward “Enough,” Not “Most”
The committee blames the Common Application’s easy multi-school filing for a feedback loop: more applications drive lower admit rates, which push students to apply to even more schools. The result, it argues, turns high school into an exercise in personal branding.
Only 4% of four-year college students attend schools that admit fewer than 20% of applicants, yet those schools set the rules everyone chases.
Cornell’s proposed shift is a process that “rewards sufficiency (being well above the bar required to succeed) over being demonstrably ‘the best.’” The report also asks schools to publish evidence that their criteria predict student success, cap how many extracurriculars count, and explain how they handle legacy and other special-case admits.
It cites research finding legacy preferences explain almost half of the admissions edge top-1% families hold at Ivy-Plus schools, and mentions a medical-school-style matching system as a more radical option.
3. The High-Sticker, High-Aid Model Is Eroding Trust
Cornell’s total cost of attendance hit $92,844 for 2025-26, while median household income sits near $84,000. The average net cost after grants was $65,370, which illustrates what the report calls “opaque by design.”
Nationally, private nonprofit sticker prices reached $60,920, but the average amount paid was about $32,830, roughly flat after inflation for 20 years. We’ve covered that sticker-versus-net price gap repeatedly.
The committee recommends a task force to design a new tuition model and says, “Ideally, families will know their cost before or at the time of application, not at the time of acceptance.”
It rejects copying the free-tuition-under-an-income-cap offers spreading among elite schools, noting 83% of Cornell’s institutional grant aid comes from its operating budget, not the endowment. It also admits Cornell can’t currently answer whether it makes or loses money by enrolling more students.
4. Universities Have To Earn Back Public Support
The report calls the post-World War II research partnership with Washington “under severe strain” and warns that “A university that can only ask the questions its funders approve is no longer a university in any meaningful sense.” Schools like MIT are already shrinking graduate admissions as federal research funding drops.
Its answer is to earn back trust by showing up locally. The committee points to 2025 survey data showing 76% to 79% of respondents view universities’ community and healthcare impact positively, well above confidence in higher ed as an institution.
It proposes rewarding public-impact work in tenure decisions and creating professorships of public impact in every college. Graduates show a similar split: 90% report a good college experience, but only 70% say it was worth it.
What Cornell Says Shouldn’t Change
The committee explicitly rejected three popular ideas:
Shifting to online-only degrees
Imposing a single university-wide core curriculum
Turning the undergraduate degree into vocational training.
On graduate education, it backs calibrating tuition by program and lowering prices where that expands enrollment, requiring a break-even budget case before launching new master’s programs, bringing back the M.Phil. as an exit credential for students who stop before finishing a Ph.D., and exploring a subscription model for lifelong learning.
Those ideas carry more weight now that new federal graduate loan limits are squeezing master’s programs.
How This Connects
Cornell follows a Yale committee report on trust from April 2026, and both land as more families question whether expensive colleges are worth it.
For reference, 31% of Cornell students graduated with debt in 2024, averaging about $30,000.
What’s Next
Provost Bala endorsed the report and said Cornell will “take action to address each of the report’s proposed commitments.” The report proposes a standing Future of the American University Forum to turn recommendations into pilots.
The tuition task force is the item to watch, because any change to Cornell’s net price would pressure its Ivy peers.
Editor: Colin Graves
The post Cornell Wants Admissions To Reward ‘Enough’ Instead Of ‘The Best’ — And Blames The Common App appeared first on The College Investor.
Michelle Bisnoff was convicted of fraud after using a big-name sales pitch to raise money for a patented ring she didn’t own. Esos Rings sold just 6 on Walmart.com; 3 were returned.
He said the buyers succeeding in retail today are pricing in a cushion to cover any future disruptions to the market.
“There’s enough juice in there,” Muller said. “You never know what to expect next year. We’ve seen what happened with the pharmaceutical industry and Amazon, and online shopping can continue to put stress on the overall market.
“Experienced owners of retail are continuing to buy at these caps because they have built in enough juice that if my tenant is going to give me notice in a year or two, or my tenant’s business plan changes, there’s enough built in. The successful people now in retail know that it’s an ever-evolving market.”
Muller said that same willingness to rethink a property has shown up before in retail assets that could no longer compete as originally built.
“We had old indoor shopping centers turn inside out, where the exterior became retail, and the rear became industrial,” he said. “The perimeter became retail, the inside became industrial or flex space. Guys, depending on location and size, are trying to be creative instead of just knocking down the building.”
The Venmo Credit Card has changed its rewards structure for new applicants, replacing its old dynamic 3% and 2% spending categories with a new setup focused on dining, entertainment, streaming and Venmo purchases. The good thing is that existing cardholders are keeping the old structure for now.
With the refresh, the card earns:
3% back on dining, entertainment, streaming and purchases made with Pay With Venmo
4% back on dining and entertainment when you split the bill with a friend on Venmo and they pay you back for part of it
1% back on everything else
Previously, the Venmo Credit Card automatically earned 3% back on your top spending category and 2% back on your second-highest spending category. Those features are being removed for new cardholders.
The card still has no annual fee and currently does not have a signup bonus. You can find more details here.
Guru’s Wrap-Up
This makes the Venmo Credit Card less flexible than before, since you can no longer earn 3% back automatically on whichever eligible category you spend the most in.
The new 4% option can be useful for dining and entertainment, but the requirement of splitting purchase through Venmo adds a cumbersome step. Existing cardholders are grandfathered into the old earning setup for now and we don’t know how long that will last.
President Donald Trump signaled he’s in no hurry to make a deal with Iran and rejected Tehran’s latest proposal, as the U.S. military facilitates the transit of more oil through the Strait of Hormuz.
The Islamic Republic had reportedly offered a seven-day ceasefire, during which it would fully reopen the strait and resume nuclear talks. In return, the U.S. would lift its naval blockade, unfreeze Iranian assets, and end sanctions on its oil exports.
“They want to make a deal and I think that’s fine,” Trump told reporters outside the White House on Saturday, saying Iran is “losing so badly.” “I’d like to make a deal, too. But that deal would not be acceptable.”
In addition, he has privately told aides that he expects to resume bombing Iran after the midterm elections when high gas prices will be less of a political consideration, according to the Wall Street Journal.
Such bravado comes as U.S. officials believe time is now on their side and no longer on Iran’s side. The U.S. naval blockade is crushing Iran’s economy, and new financial sanctions are tightening the screws even more. At the same time, oil markets have been much more resilient than expected.
While crude prices remain high, with refined fuels facing a bigger shock, markets have yet to see catastrophic extremes, even as the Iran war and the strait’s closure approach their eighth month.
That’s because the strait is only partially closed with more oil getting out in recent weeks under the protection of the U.S. military.
On Wednesday, Tanker Trackers estimated that the total amount of crude oil exiting the U.S. blockade line is now 13 million barrels per day.
“The numbers have doubled in less than a month,” it said in a post on X.
That’s partly due to Saudi Arabia shifting its oil shipments back through the Persian Gulf, Tanker Trackers added, after previously diverting them via the East-West Pipeline for export from Red Sea ports.
But attacks by Iran-backed Houthi and Iraqi fighters on Saudi oil infrastructure prompted Riyadh to hold off on using that bypass.
Tanker Trackers also attributed the recent surge in oil coming out of the Persian Gulf to daytime transits via the Strait of Hormuz with U.S. Central Command’s help.
U.S. Air Force F-16 Fighting Falcon aircraft fly in the U.S. Central Command area of responsibility Sept. 16, 2026.
U.S. Air Force photo by Tech. Sgt. Tiffany A. Emery
Similarly, oil expert Rory Johnston estimated that about 13.5 million barrels a day are now clearing the strait, based on the latest seven-day average.
That’s still well below prewar levels, forcing global reserves to drop further toward critical lows, but it’s about the same as the brief peak in July, when a U.S.-Iran ceasefire allowed traffic to rebound.
The respite quickly fell apart, and attacks on shipping resumed. The U.S. military continued guiding ships through the contested waterway, but those operations took place at night to lessen the odds of being targeted by Iranian missiles and drones.
The nighttime restriction limited how many ships could get through each day. Then the U.S. military conducted a series of airstrikes that degraded Iran’s ability to detect commercial vessels attempting sneak out. The Navy also cleared mines from the strait’s main corridor.
With the Iranian threat against ships now waning, a U.S. official told Axios earlier this month that the military and Gulf countries began conducting daytime transits of tankers through the strait.
To be sure, it’s expensive to move oil through the strait amid the ongoing threat of Iranian attacks. Shipping companies must pay crews more to take on the added risk, while insurance coverage also is costlier.
“I continue to stress that while a lot of oil is getting out of Hormuz the cost of getting those barrels out is very high ($30-40+/bbl, excluding the cost of the US military),” Johnston pointed out. “That doesn’t work if global prices fall (or Gulf exporters try to press their prices higher)”
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Defined contribution (DC) plans have shifted investment and longevity risk from employers to individual retirement savers. As policymakers and plan providers consider expanding access to private markets, fiduciaries must determine whether these assets can improve retirement outcomes without introducing costs and risks that participants may not fully understand or be able to bear.
“Private Markets in Retirement Plans: Returns, Risks, and the Importance of Plan Design”examines how five private market asset classes (private equity, private debt, infrastructure, real estate, and venture capital) could affect end accumulations through a target-date fund (TDF). The research compares a baseline TDF invested in public equities and bonds with TDFs that maintain private market allocations over the saving period.
The report considers how different private assets affect average end accumulation values, the volatility of end accumulation values, downside and upside results, and risk-adjusted performance. It also tests whether combining growth-oriented assets with more defensive private assets changes the balance between return and risk.
The report’s central message is that private market access is not a standalone investment decision. Outcomes depend on the role of each asset class, the size of the allocation, the structure of the glide path, the length of the accumulation period, regular contributions, fees, liquidity, valuation, and governance.
Most businesses already have a group of customers who love what they do. The opportunity is turning that affection into advocacy, the kind where a happy customer brings someone else along. In this episode of the Duct Tape Marketing Podcast, John Jantsch talks with Zac Froud about how brands of any size can build customer relationships at scale and grow more advocates along the way.
Froud explains why he believes broadcasting is dead, how a platform differs from the community that lives inside it, and why the moment someone opts in is where a relationship starts. The conversation also covers what separates online communities that thrive from the ones that fizzle after launch, and why meeting people on the messaging apps they already use beats asking them to download something new.
Small business owners, marketers, and consultants looking for a practical path to stronger customer loyalty will find plenty to put to work.
Guest Bio
Froud is the founder of ADVCY, a company that helps brands, events, artists, and creators turn passive audiences into active relationships. He spent nearly 20 years leading marketing and audience growth at Warner Music Group, Universal Music Group, Disney, and Coinbase, including time as an entrepreneur in residence building apps inside large organizations. Billboard named him a Global Power Player in 2025.
Key Takeaways
Advocates are your most valuable customers. They tend to buy first and bring new customers with them, and many will tell you exactly what to build next.
Map your customers on a spectrum from “just heard of you” to superfan, then find the levers that move each group a step closer. One-way messaging makes that movement hard.
An opt-in is a signal of intent. Treat it as the first step in getting to know someone, before you drop them into a list and start sending emails.
Small businesses can start with the niche that already loves them. Celebrate and reward those customers the way a loyalty program would.
Build community where people already talk, like SMS, iMessage, and WhatsApp. Asking customers to download and return to a new app adds friction most won’t accept.
Great Moments
[00:40] – Froud shares why he encourages people he mentors to try a few different industries and see where they fit.
[01:53] – Froud clarifies that “broadcast” has nothing to do with TV. He means any marketing that only talks 1 way.
[06:30] – Froud describes the rise of influencer and creator marketing as brands artificially creating advocates.
[13:40] – Froud points to government behavior change campaigns as an underused source of marketing insight.
[19:22] – Froud walks through community rooms that group people by shared challenges and location, then spin down when the conversation ends.
Memorable Quotes
“We solved reach with social media, but we haven’t solved relationships with our customers.” – Froud
“Placing a thousand people in a WhatsApp group isn’t a community. The platform is the container. The community is what happens between people.” – Froud
“Advocacy is what happens when belonging becomes behavior. The traditional marketing funnel ends at purchase. Advocacy starts there.” – Froud
“Impressions and reach are vanity metrics compared to an advocate who is going to market for you on your behalf.” – Froud
“Sometimes the ultimate success of your community is helping someone no longer need your community. Don’t just measure how long somebody stays in the room. Measure what happens because they entered it.” – Froud
Resources
ADVCY, brand advocates, community building, Conversational Marketing, customer advocacy, customer loyalty, customer relationships, Duct Tape Marketing, John Jantsch, online community, Small Business Marketing, turn customers into advocates, word of mouth, Zac Froud
Update 9/23/26: Deal is back through 9/24 (that’s tomorrow). Some have 20%/$10, others have 10%/$7. There are other versions as well. (Hat tip to AdsBlockedException and to reader Harold)
The Offer
Check your Wells Fargo offers for the following deal:
Get 20% back on your My Wells Fargo Deals Dining purchase. Up to $10 cashback. Valid 3/1/26 through 3/22/26.
Enroll and then use any eligible Wells Fargo credit or debit card to get the cashback.
Our Verdict
Nice offer. We’ve seen some really good ones coming out from Wells Fargo periodically.
