American Airlines is expanding its international network in 2027 with seven new routes, three new destinations and more service between New York and London.

The Texas-based carrier said Thursday that all its newly announced summer routes will operate daily. Tickets go on sale Aug. 31 through American’s website and mobile app.

“Our international network has expanded to offer destinations to satisfy every travel palate,” American’s Senior Vice President of Network and Schedule Planning Brian Znotins said in a statement. 

“Combined with our investments enhancing our onboard product and inflight experience, travelers have more reasons to choose American when they fly around the world.”

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The Texas-based carrier said Thursday that all its newly announced summer routes will operate daily, with tickets going on sale Aug. 31 through its website and mobile app. (DANIEL SLIM/AFP via Getty Images)

Philadelphia will gain international destinations: Porto, Portugal; Vienna, Austria; and Reykjavik, Iceland. Porto and Vienna will be entirely new additions to American’s network, while service to Reykjavik will return for the first time since 2019.

Philadelphia-to-Porto flights will begin March 28, followed by service to Vienna on May 6 and Reykjavik on May 27.

American said it will be the only U.S. airline serving Vienna. The seasonal route will continue through early January 2028, extending service through the winter holiday travel period.

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The airline is also expanding its international offerings from New York’s John F. Kennedy International Airport. (iStock)

The airline is also expanding from New York’s John F. Kennedy International Airport, adding nonstop service to Amsterdam beginning March 28 and Nice, France, starting May 6.

American will restore a fourth daily flight between JFK and London Heathrow on March 28. Together with partner British Airways, the airlines will offer as many as 14 daily flights between New York and London, according to American.

Elsewhere, the airline will launch service between Chicago O’Hare and Tokyo Narita on March 19 to help meet growing demand around Japan’s cherry blossom season. 

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American will also restore a fourth daily flight between JFK and London Heathrow on March 28.  (Kevin Carter/Getty Images)

A new Charlotte-to-Barcelona route will begin May 27, making Charlotte the sixth U.S. gateway from which American serves the Spanish city.

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American is also moving up the seasonal launches of its returning Charlotte-to-Paris and Miami-to-Milan routes to March 4 as demand for spring travel to Europe grows.

The international expansion follows American’s announcement earlier this month of a major overhaul of its onboard experience.

The airline said more than 800 narrowbody aircraft will ultimately receive upgraded entertainment systems featuring 4K displays, Bluetooth connectivity and USB-C charging.

FOX Business’ Stepheny Price contributed to this report.

McDonald’s is giving its fall beverage lineup a shake-up with a new seasonal flavor that moves beyond pumpkin spice.

The fast-food giant announced Aug. 17 the launch of Caramel Apple Pie coffee drinks for a limited time at participating restaurants nationwide, combining apple and caramel flavors with McDonald’s coffee.

“Step aside pumpkin spice, there’s a new flavor in town!” McDonald’s said on its website.

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McDonald’s is giving its fall beverage lineup a shake-up with a new seasonal flavor that moves beyond pumpkin spice. (McDonald’s)

The seasonal lineup includes a Caramel Apple Pie Frappe, hot and iced lattes and iced coffee. 

Each beverage is topped with salted caramel-flavored whipped cream and crumbled apple pie pieces, according to the company.

“Whether you’re grabbing one on your morning coffee run, with lunch or as an afternoon boost, consider this your sign to swap those beach day sips for something a little cozier,” McDonald’s said.

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The fast-food giant announced Aug. 17 the launch of Caramel Apple Pie coffee drinks for a limited time at participating restaurants nationwide. (Paul Weaver/SOPA Images/LightRocket)

While McDonald’s is leaning into caramel apple this season, pumpkin spice remains a fixture on competitors’ fall menus.

Dunkin’ brought back its seasonal lineup Aug. 19, including the return of Pumpkin Spice Signature Latte. Starbucks followed on Aug. 25 with the return of its Pumpkin Spice Latte alongside other fall drinks, food and seasonal merchandise, according to the two companies.

McDonald’s first introduced a pumpkin spice latte in 2013, according to The Associated Press, before launching the beverage nationwide for the first time in 2016.

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McDonald’s first introduced a pumpkin spice latte in 2013. (Jeffrey Greenberg/Universal Images Group via Getty Images)

The new drinks are not McDonald’s only apple-themed offering this year.

Earlier this year, the company announced it was bringing back its fried apple pie to celebrate America’s 250th birthday.

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McDonald’s could not immediately be reached by FOX Business for comment.

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Most organisations have no shortage of goal-setting activity. Objectives are discussed in appraisals, noted in HR systems and revisited – if at all – twelve months later.

What’s missing isn’t the intention to manage performance. It’s the infrastructure to do it consistently, visibly and in a way that connects individual goals to organisational outcomes. The employee performance management service from Staff Skills academy+ is built around exactly that infrastructure – giving managers and employees a shared space to set goals, track progress and identify the development needed to close the gap between where someone is and where they need to be.

Why goal-setting without tracking doesn’t work

Setting a goal is the easy part. The harder part is maintaining visibility of progress toward it over weeks and months – especially when day-to-day pressures consistently crowd out the longer-term development agenda.

The pattern most organisations fall into is familiar. Goals are set at the start of the year with genuine intent. They sit in a document, a spreadsheet or an HR system that nobody opens between formal review points. By the time the next review arrives, the goals are either forgotten, no longer relevant or so loosely defined that assessing progress against them is largely subjective.

This isn’t a motivation problem. It’s a visibility problem. When goals aren’t actively tracked – when neither the manager nor the employee has a clear, up-to-date picture of where things stand – progress stalls not because people don’t care but because there’s no structure keeping the goals alive between conversations.

An employee performance management service that provides continuous visibility of goal progress changes this dynamic. Goals become living documents rather than annual artefacts. Progress is visible to both manager and employee at any point. And the regular check-in conversation has a concrete foundation – actual progress data – rather than relying on memory and subjective impression.

Employee performance management system: connecting goals to development

One of the most significant limitations of traditional performance management approaches is the separation between performance conversations and learning and development activity. A manager identifies a capability gap in a review conversation. The employee agrees to work on it. And then nothing links that identified gap to any specific development activity or tracks whether the development has actually happened.

An employee performance management system that integrates with a learning platform closes this loop. When a capability gap is identified – whether through a formal review, a check-in conversation or a manager’s observation – a learning pathway can be assigned directly from within the performance management tool. The employee can see what development has been recommended and why. The manager can see whether the recommended learning has been completed and whether it’s having the intended effect on performance.

This integration between performance management and learning is where Staff Skills academy+ provides something genuinely distinctive. The Performance Hub connects directly with the Staff Skills academy+ LMS, meaning that the conversation about what someone needs to develop can immediately translate into assigned courses, tracked completion and visible progress – all within a single system.

Setting goals that are worth tracking

Not all goals are equally trackable and the quality of goal-setting has a direct effect on how useful performance management infrastructure can be. A goal that is vague, unmeasurable or disconnected from any observable outcome is difficult to track regardless of how good the system is.

The most useful goals share a set of characteristics. They are specific enough that both manager and employee have the same understanding of what success looks like. They have a timeframe that creates appropriate urgency without being arbitrary. They connect to something that matters – either to the individual’s development or to a business outcome the team is working toward. And they are achievable within the constraints of the employee’s current role and workload.

The Performance Hub supports structured goal-setting that builds these characteristics in from the start. Rather than free-text objectives that can mean different things to different people, goals are defined within a framework that prompts for the specifics that make tracking meaningful. This consistency also makes it possible to look across a team or a department and understand the pattern of goals being set – identifying where priorities are aligned and where gaps exist.

Employee performance management tool: making check-ins worth having

The check-in conversation – a regular, structured dialogue between manager and employee about performance, progress and development – is widely recognised as the most effective replacement for the once-yearly appraisal. But the quality of check-in conversations varies enormously depending on how well they’re supported.

An employee performance management tool that gives both manager and employee visibility of current goals, recent progress and outstanding development activity before the conversation starts changes the quality of the conversation itself. Rather than beginning from scratch each time – reconstructing context, recalling what was discussed previously and trying to remember what was agreed – both parties arrive with a shared picture of where things stand.

The Performance Hub supports this by maintaining a continuous record of goals, progress updates and development activity that both manager and employee can access and contribute to between formal conversations. Notes from previous check-ins are visible. Agreed actions are tracked. Development recommendations are linked to the goals they’re designed to support. The check-in becomes a focused, productive conversation rather than an administrative exercise.

Visibility across teams and departments

Individual goal-tracking is valuable. Visibility across a team, department or organisation is where performance management infrastructure delivers its most significant return for leaders and HR teams.

When performance data exists only in individual conversations and disconnected documents, it’s impossible for a line manager to see at a glance how their team is progressing against its goals. It’s impossible for an HR director to understand whether development activity is being driven by identified performance gaps or by ad hoc requests. And it’s impossible for senior leaders to connect the pattern of individual goals to the organisational priorities they’re meant to support.

The Performance Hub provides this visibility through reporting that aggregates individual goal and development data at team, department and organisational level. Managers can see who in their team has goals on track, who is falling behind and who hasn’t had a meaningful check-in recently. HR teams can see whether learning activity is being linked to performance goals or happening in isolation. And the data provides a foundation for conversations about resource allocation, development investment and organisational capability that previously had to rely on anecdote and impression.

Embedding performance management into how the business operates

The organisations that get the most from performance management infrastructure are those that treat it as an operational tool rather than an HR compliance mechanism. When goal-tracking and development planning are embedded into how managers and teams work day to day – rather than surfaced only at formal review points – they produce continuous improvement rather than periodic snapshots.

This requires performance management to be genuinely easy to use. If updating a goal or logging a check-in note requires navigating a complex system or completing extensive documentation, it won’t happen consistently. The Performance Hub is designed for the frequency of use that effective performance management actually requires – quick to update, easy to navigate and accessible from any device so that managers and employees can engage with it in the flow of their working day rather than only when they’re sitting at a desk.

It also requires performance management to be visibly connected to outcomes that people care about. Employees who can see how their goals connect to team priorities and how their development is being invested in are more likely to engage seriously with the process. Managers who can see the effect of good performance conversations on their team’s progress are more likely to prioritise them. The infrastructure supports the behaviour; the behaviour produces the outcomes.

Getting started with a performance management service

Implementing a performance management service doesn’t require a lengthy procurement process or a complex change management programme. The Performance Hub from Staff Skills academy+ is designed to be set up quickly and to deliver visible value from the first check-in conversations that use it.

The starting point is clarity about what you want the system to do. Which roles will use it? What types of goals will be tracked? How frequently will check-ins happen? How will performance management connect to the learning activity already happening through the LMS? These questions don’t require lengthy consultation to answer – they require the kind of practical decision-making that most HR teams and line managers are well-equipped to do.

Find out how the employee performance management service from Staff Skills academy+ can be set up for your organisation and what a structured approach to performance management could mean for your teams.

NEW YORK — International Business Machines shares rose sharply in Thursday morning trading, advancing about 3.9 percent to around $238.89 after the company completed a quantum-related acquisition and highlighted new mainframe processor plans.

The stock gained roughly $9 from Wednesday’s close of $229.87. Intraday quotes clustered in the mid-to-high $230s, with the session range running from the low $230s to just under $239. Volume was lighter than IBM’s longer-term average, suggesting a focused move rather than a broad market surge.

The immediate catalyst was IBM’s announcement on Aug. 26 that it had completed the acquisition of HRL Laboratories LLC. The company said the deal brings together complementary expertise in quantum computing, quantum sensing, advanced communications, electronics, manufacturing and materials science, with the aim of accelerating future innovation. HRL is a long-established research organization known for work spanning those fields.

The purchase follows other recent technical milestones. IBM said earlier in August that it had connected and cooled two modular cryogenic systems in a single environment, a step it described as progress toward larger, more reliable quantum machines. Management has separately outlined a multiyear quantum investment plan and longer-term targets for fault-tolerant systems.

Investors also continued to parse IBM’s unveiling of a next-generation dual-architecture processor for future IBM Z and LinuxONE systems. The chip is designed to support both IBM and Arm-based operating systems and applications. Commercial impact is expected to arrive over time rather than in the current quarter, but the announcement reinforced the company’s effort to keep its mainframe franchise relevant as enterprise software stacks evolve.

The rebound comes after a difficult stretch. IBM shares peaked near $332 in early June before sliding following second-quarter results. In that quarter, IBM reported revenue of $17.16 billion, up about 1 percent year over year, missing consensus estimates. Adjusted earnings were $2.93 per share, up 5 percent and in line with forecasts. Management pointed to delayed large, capital-expenditure-sensitive software transactions and weaker IBM Z revenue. Software annual recurring revenue reached $24.6 billion, up 8 percent, with Red Hat, data and hybrid-cloud lines remaining the brighter spots.

After the miss, IBM guided to constant-currency revenue growth of 4 percent to 5 percent for the full year, a reset from a more ambitious earlier outlook. The stock fell more than 25 percent in a single July session after those results, prompting at least one law firm to announce an investigation into potential securities-law issues tied to the decline and comments about faltering large deals. No findings from that process have been announced.

Since the July low, IBM has recovered a substantial portion of the drop. The shares remain well below the June high and are still down on the year, but they have outperformed in the weeks since earnings as investors focused on recurring software growth, free-cash-flow resilience and the pipeline of delayed deals that management said had begun to close in the third quarter.

Valuation metrics place IBM at a trailing price-to-earnings ratio near 20 and a forward multiple in the high teens, with a dividend of about $6.76 a share, or a yield near 2.8 percent at recent prices. The 52-week range runs from $199.19 to $332.46. Analyst consensus remains generally constructive, with average price targets clustered from the mid-$240s to the mid-$260s depending on the survey, and ratings typically in the buy or moderate-buy category.

The company’s strategy continues to rest on hybrid cloud and enterprise artificial intelligence rather than consumer-facing AI chips. IBM has promoted watsonx, Red Hat OpenShift and consulting services as a way for large organizations to run models across on-premises, private and public cloud environments. It has also signed infrastructure and inference partnerships intended to scale open-source AI workloads on IBM Cloud.

Mainframes remain both a strength and a source of volatility. Z systems generate high-margin software and services once installed, but hardware cycles can produce lumpy revenue. The weaker Z showing in the second quarter was a central reason for the earnings-day selloff. The new processor and dual-architecture roadmap are meant to extend that franchise, including compatibility with Arm-based software, but they will not change near-term results.

Quantum computing is a longer-dated option. Completing the HRL transaction and demonstrating multi-module cryogenic operation are incremental steps rather than immediate profit drivers. Investors have treated such news as supportive of IBM’s research credentials while still judging the stock primarily on software growth, consulting demand and cash generation.

Thursday’s advance put IBM closer to some Wall Street targets after weeks of chopping in the $228–$238 band. Whether the move holds will depend on third-quarter evidence that delayed software deals are closing, that Z demand is stabilizing and that hybrid-cloud bookings remain solid. Broader technology sentiment, including demand for AI infrastructure, will also influence the shares, even though IBM’s mix differs from pure-play chipmakers.

For now, the combination of a completed research acquisition, a new mainframe chip design and a bounce from recent lows has given IBM its strongest single-session gain in days. The stock still trades far below its early-summer peak, leaving room for debate over how much of the enterprise AI and quantum story is already reflected in the price.