​Microsoft has removed the Samsung Galaxy Connect app from the Microsoft Store because it was causing issues on specific Samsung Galaxy Book 4 and desktop models running Windows 11.

This comes after the company said on Friday that it was investigating reports of app failures and users losing access to their C:\ drive on some Windows 11 systems.

“Users might encounter the error, ‘C:\ is not accessible – Access denied,’ which prevents access to files and blocks the launch of some applications including Outlook, Office apps, web browsers, system utilities and Quick Assist,” Microsoft explained.

The known issue impacts a wide range of Samsung Galaxy Book 4 and Samsung Desktop models running Windows 11, including NP750XGJ, NP750XGL, NP754XGJ, NP754XFG, NP754XGK, DM500SGA, DM500TDA, DM500TGA, and DM501SGA.

On affected devices, users have been experiencing problems launching apps, accessing files, or performing administrative tasks, and, in some cases, issues elevating privileges, uninstalling updates, or collecting logs due to permission failures.

​Following a joint investigation with Samsung, Microsoft has attributed these issues to the Samsung Galaxy Connect app (used for screen mirroring, file sharing, and data transfer between Galaxy devices and Windows PCs) and temporarily removed it from the Microsoft Store.

“The affected Samsung Galaxy Connect application was temporarily removed from the Microsoft Store to prevent further installations,” Microsoft said.

“Samsung has republished a stable previous version of the application to stop recurrence on additional devices. Recovery options for devices already impacted remain limited, and Samsung continues to evaluate remediation approaches with Microsoft’s support.”

Microsoft and Samsung have not yet provided a workaround and are still working on a fix for affected Windows 11 devices. Impacted users are advised to contact Samsung for device-specific assistance.

On Friday, Microsoft also released an out-of-band (OOB) update to fix a security issue in the Routing and Remote Access Service (RRAS) management tool affecting Windows 11 Enterprise devices that receive hotpatch updates instead of regular Patch Tuesday cumulative updates.

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Presented by AudioEye

While most organizations recognize the importance of accessibility from a theoretical angle, a stark gap exists between that awareness and actual execution. Companies can’t just give a nod to accessibility — and it can’t just be a nice-to-have. The chasm between knowing and doing is not only exposing businesses to significant legal risk, it’s also costing them actual business and growth opportunities.

According to AudioEye’s newly released 2026 Accessibility Advantage Report, 59% of business leaders say their organization would face legal risk due to accessibility failure if audited today, and more than half have already encountered accessibility-related lawsuits or threats. That’s unsurprising, because today the average web page still contains 297 accessibility issues, based on an analysis of over 15,000 websites in AudioEye’s 2025 Digital Accessibility Index.

The report, which surveyed more than 400 business leaders across the C-suite, VPs, and directors, reveals that organizations understand accessibility matters, but most lack the systems, expertise, and operational infrastructure to deliver it consistently, says Chad Sollis, CMO at AudioEye.

“What the data makes clear is that accessibility hasn’t stalled because people don’t care,” Sollis says. “It’s stalled because fragmented ownership and reactive workflows make it hard to sustain as digital experiences evolve. Leaders know accessibility matters, but their organizations aren’t set up to deliver it consistently.”

Why digital accessibility delivers a measurable business advantage

With regulations like the European Accessibility Act now in effect and enforcement intensifying globally, the benefits extend far beyond avoiding lawsuits. Over half of leaders now cite accessibility as a business growth opportunity, recognizing that accessible digital experiences drive better user outcomes across the board.

“Organizations that treat accessibility purely as a compliance exercise miss the opportunity to improve performance, reach new audiences, and build stronger digital experiences for everyone,” Sollis says. “Accessibility is a growth lever hiding in plain sight.”

In fact, accessible design doesn’t just serve users with disabilities; it creates faster, more intuitive experiences for everyone. Organizations leading in accessibility are seeing it as a performance multiplier that:

• improves site discoverability through better structure and cleaner code

• reduces friction in the customer journey

• strengthens brand loyalty by demonstrating inclusion in action

“The leaders making the smartest decisions aren’t asking, ‘What’s the fastest fix?’” Sollis adds. “They’re asking, ‘What gives us durable protection while improving experience?’”

Where digital accessibility breaks down in execution

Despite widespread recognition of accessibility’s importance, implementation remains inconsistent. The report identifies what AudioEye calls “The Yet Problem,” or the gap between good intentions and actual execution.

While many business leaders say they actively champion accessibility, the same percentage cite low budgets and limited expertise as barriers. Developers, designers, and content creators want to build accessible experiences. But when accessibility isn’t integrated into their everyday tools and processes, it creates additional complexity — with extra steps, extra time, and extra cost added to already heavy workloads and tight deadlines.

The result is what the report calls “patchwork accessibility,” or programs that appear compliant on paper but fail users in practice. Many organizations treat accessibility as a project to complete rather than a practice to maintain, pursuing compliance milestones or quick fixes without building sustainable systems.

“Accessibility doesn’t fail because companies aren’t trying; it fails because it’s treated as a single-layer problem,” Sollis says. “Real accessibility spans code, content, design, and ongoing change.”

This pattern reveals a fundamental truth: accessibility is failing because the systems supporting it weren’t built for the people doing the work. Until accessibility is easier to design, build, and track alongside other priorities, it will continue to be deprioritized.

The limits of fully in-house digital accessibility programs

Even when leaders secure better tools and a larger budget, progress often stalls because of the misconception that accessibility must be tackled entirely in-house. AudioEye calls this “the in-house illusion,” or the assumption that internal responsibility automatically translates to organizational ability.

“There’s a growing gap between ownership and capability,” Sollis explains. “Managing accessibility within the company can create the illusion of control, but without the right expertise and support, progress often stalls.”

In fact, while nearly half of organizations manage accessibility with their own teams, 50% admit those teams lack internal accessibility expertise, and 43% cite competing priorities as major barriers. Only 47% describe their programs as proactive, while the rest operate reactively or meet only bare minimums.

The illusion persists because many organizations equate ownership with control, and control with efficiency. In reality, accessibility is a specialized, evolving discipline.

Without cross-functional expertise and external guidance, well-intentioned teams end up doing more work for less impact and more cost. True ownership doesn’t mean doing everything yourself, but knowing where to partner, automate, and delegate.

The organizations advancing fastest are rethinking ownership altogether, treating accessibility as a system to orchestrate rather than a silo to control.

Building a sustainable digital accessibility program

The report’s findings point toward a clear path forward: organizations must move accessibility from aspiration to operational habit. This requires giving teams what they need to implement, maintain, and measure accessibility efficiently.

Leading companies are building scalable systems that make accessibility part of everyday work. Plus, they’re elevating it from a compliance cost to a growth opportunity, in order to secure adequate budget and internal resources. And they’re quantifying the impact of the work, to demonstrate that accessibility improvements drive traffic, reduce abandonment, and expand total addressable market.

Most importantly, they’re recognizing that sustainability often requires partnership.

“The organizations making the most progress are the ones treating accessibility as an always-on system rather than a one-time project,” Sollis says. “That means using automation to handle scale, pairing it with expert review for complex, high-risk issues, and backing it all with protection that actually holds up when legal claims arise.”

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“I never started out wanting to win 23 Grand Slams. I wanted to win the US Open, and then I made that scalable,” joked Serena Williams, managing partner of investment firm Serena Ventures, at SXSW.

Typically, panels made up of venture capitalists focus on profits and returns on investment. But with tennis legend Serena Williams as Reckitt Catalyst’s entrepreneur-in-residence, the conversation centered on how funding tech startups could drive tangible community impact. 

Another panelist included Mika Eddy, the co-founder of Malama Health, a community-based telehealth company that connects pregnant people with local doulas and remote-monitoring tech to support them during their pregnancy and postpartum. Malama, which means “care” in Hawaiian, aims to improve maternal health outcomes. 

Eddy said she was inspired to build the company after watching her OB-GYN grandmother care for patients in rural Japan while growing up.

“The US was truly not built for healthy outcomes for women, and particularly if you do not have privilege or a platform, oftentimes these outcomes are left to chance,” said Eddy. “We built Malama in order to help fill the gaps.”

Also on the panel was Kwamane Liddell, an emergency department nurse who founded Thrivelink to help patients across the country find the housing, medication and other vital social service resources. The company is focused on accessibility — you don’t need the internet, smartphones or reading skills to use it. For example, Thrivelink uses AI voice tech rather than relying on text, which may be harder for some patients to use. Liddell’s uncle, who had a stroke and was part of the inspiration for Thrivelink.

“People might not be able to text or type within the app, but they can say their address,” said Liddell. “So we built a telephonic AI agent that allows people to talk. Since then, we’ve helped thousands of families access healthy food.”

Health tech, venture capitalism and policy have a long, complicated history in the US. Health technology is often designed to fill gaps or address major issues left by the health care and insurance industries. Big companies in the AI revolution, such as OpenAI, Amazon and Microsoft, are also building health AI tools along with startups like Malama and Thrivelink.  

Tomasz Patan took off from his own driveway in a Jetson ONE eVTOL, heading straight out to sea. Soon, he was flying low over the cliffs of Pismo Beach, following the coastline and headed directly over the pier, and the view most certainly stole his breath away as he made his way down the shoreline, passing a beach restaurant he’d flown over many times before.

Surfers were in the sea below, and the entire coastline was laid out in all its grandeur before him. Patan later described the view as one he would never forget, as the marathon brought him from Pismo Beach to Grover Beach, where hundreds had gathered to watch him pass by. Local groups had secured for all of the essential permissions from a variety of different organizations, which required some effort but ultimately paid off.

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Without a runway or airport to worry about, he could plot the most direct route possible and just go. The flight itself was straightforward, a short hop from his house to a familiar stretch of coastline where the Pacific was doing its usual thing, waves rolling in against the rocks and sand with the hills and houses of the shoreline sitting quietly in the background. The Jetson ONE just did its thing without a hitch, unbothered by the wind or weather throughout.

The Jetson ONE runs on eight electric motors driving eight individual blades, all wrapped in an aluminum and carbon fiber frame that keeps the total weight down to around 254 pounds with the batteries fitted. The open cockpit can accommodate a pilot of up to 209 pounds, and from there you get roughly 20 minutes of flight time before needing to touch down again. Top speed is around 63 mph, though most flights never push anywhere near that. Control comes down to a single four axis joystick, which keeps things refreshingly simple, and the high discharge lithium ion batteries deliver plenty of power throughout. Recharging from a standard wall socket takes just a few hours, and when you’re done the whole thing folds down neatly for storage.

Patan began working on the Jetson ONE in 2017, and now oversees production from a separate factory. So far, they’ve received more than 650 orders totaling nearly $100 million. They are planning their first 100 deliveries for next year and are already accepting bookings for 2028. A full airframe parachute system is included as standard, which is a true lifesaver in the event of an emergency, and it also complies with all ultralight vehicle regulations, which is a good thing.

At Mahjong Together, generations meet over tiles, conversation, and friendly rivalry

On Sunday afternoons at Toa Payoh West Community Club, mahjong tiles clack steadily across the room as players shuffle stacks into walls and call out their moves.

At each table, four players lean forward in concentration—scanning their tiles, calculating their next move, and occasionally pausing to trade friendly jabs across the table.

But the tables here bring together a unique mix of players.

Across from a retired uncle might sit a junior college student. An auntie in her seventies might be teaching a teenager the finer points of reading discarded tiles.

They have gathered here for Mahjong Together, a youth-led initiative that brings seniors and young volunteers together over one of Singapore’s most recognisable games—and it’s grown so popular that seniors have to ballot every week just to get a seat.

Mahjong Together was started by a group of four students

Mahjong Together first began in 2021, started by four students from Dunman High School who wanted to do more for their community. Inspired by stories of senior isolation during the COVID-19 pandemic, they set out to create meaningful, intergenerational interaction.

Today, the programme is run by a committee of 15 youths, mostly students, who rotate annually and manage its operations, outreach, and volunteer recruitment.

Each session pairs 24 youth volunteers with 24 elderly participants for three hours of mahjong, with no money involved.

Youth volunteers (Mahjong Together currently accepts those aged 15 to 30) are recruited monthly via online sign-ups, with about 70 to 90 participants joining each month. Sessions are held most regularly on Sunday afternoons at Toa Payoh West Community Club, though they occasionally take place at other community clubs, active ageing centres, and care homes across Singapore.

What makes Mahjong Together distinctive is its simplicity.

There are no structured lessons, formal service activities, or strict agendas. Instead, the game itself becomes the bridge between generations. Four players at a table, a wall of tiles to build, and three hours of conversation and strategy create a natural space for intergenerational bonding.

Its popularity highlights the programme’s success: by 2025, sessions were frequently oversubscribed, prompting the introduction of a ballot system to give more people a fair chance to attend.

More than just a game

Seniors who have attended the sessions speak highly of the experience.

“I’m very happy when I get the chance to play,” said 73-year-old retiree Kong Yoke Kew in an interview with the Straits Times. He had been attending Mahjong Together at Toa Payoh West Community Club for two years. “I look forward to it every week.”

The sessions are as beneficial as they are enjoyable.

For seniors, they provide a reason to leave the house and engage with the community, helping to combat social isolation. Mahjong also doubles as a mental workout, exercising memory, pattern recognition, and strategic thinking.

Meanwhile, youth volunteers gain insight into older generations, hearing stories from decades past and perspectives rarely encountered in school. For many, that sense of connection and community keeps them coming back week after week, long after their first session.

Unlike structured intergenerational programmes, Mahjong Together fosters interaction naturally. Seniors and youth sit as equals at the same table, playing, exchanging tips, and sharing stories over the course of the game.

As Singapore’s population ages, the country doesn’t just need more hospitals—it needs more spaces like this, where people of different generations can meet, connect, and spend time together.

• Find out more about Mahjong Together here.
• Read other articles we’ve written about Singapore’s current affairs here.

Featured Image Credit: Mahjong Together