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Computer science is not a new major at top schools, but with AI jobs in high-demand, there’s a growing list of colleges and universities offering a four-year “AI” degree specifically.

These programs generally move beyond the foundations of computer science to home in on topics such as machine learning, computing algorithms, data analytics and advanced robotics. The University of Pennsylvania recently announced that its B.S.E. in Artificial Intelligence program will begin in fall 2024. Carnegie Mellon introduced a program well before gen AI was a buzzword, in fall 2018, and MIT’s program began in fall 2022. Purdue University offers an AI undergraduate major, while many colleges and universities offer AI classes within their computer science department, even if there’s not a dedicated major.

The rise of AI-specific degree programs comes as companies are short on talent for this fast-developing field. Half of the highest-paid skills in technology are AI-specific, according to the employment website Indeed.com. Even so, there’s some degree of skepticism about the applicability of an AI-specific four-year degree given how quickly the technology is changing. But proponents say that as long as a program is steeped in computer science and other fundamentals, a focus on AI could provide a resume-building boon.

Here’s what students and their parents, as well as anyone thinking about going back to school for a new career, needs to know about a four-year AI degree:

STEM fundamentals remain critical

Students that want to pursue a degree in AI should look for a program that teaches fundamental information such as computer science concepts, statistics, mathematics and engineering, which lay the foundation for a career in an AI-related field, said Kerem Koca, chief executive of BlueCloud, a cloud service provider. The technology itself is changing, but these core underpinnings do not, and they can prepare students to be successful, even as underlying technology changes, he said.

“It’s important that AI degrees and other education training programs not only focus on specific skill development, but that the focus is on helping students learn how to learn, which includes developing an intellectual curiosity, and skills like leadership, communication and critical thinking,” said Maria Flynn, president and chief executive of Jobs for the Future, an organization that focuses on worker opportunity and education, in an email.

AI degree spike since 2011

There are a number of different programs that focus on AI at the undergraduate and graduate level, and there has been an increase in offerings and degrees being awarded for over a decade now.

According to the Georgetown University Center for Security and Emerging Technology, AI degrees have bucked the general trend in education since 2011, with positive degree conferral growth versus negative growth across all degree areas. AI-related degree awards, in particular, grew even faster than STEM degrees as a general category at bachelor’s master’s and PhD levels. Its review of government data and other sources on the higher education market described the growth of AI degree conferrals as “dramatic,” increasing 120% since 2011 at both bachelor’s and master’s levels.

Some students might also be interested in pursuing AI as an associate’s degree, which several schools, including Miami Dade College, offer.

Education relevance in fast-changing tech market

Some students may wonder if they even need a degree at all, given how fast the market is changing and the fact that more employers have expressed a willingness to hire workers without degrees if they have the appropriate, job-required skills.

It’s important to note that recent research suggests the practice of hiring people without degrees has fallen short, however, and research from the Ladders career site shows that a degree is still required for the highest paying jobs, a list that includes software engineers.

A four-year degree is still a big step up for most entering the job market for the first time, said Celeste Grupman, chief executive of Dataquest, which supplies AI-related educational materials and labs to universities. “It’s still one of the first things an employer is going to look at. It’s not going to get you disqualified, whereas not having one might.” 

Even so, several providers including Dataquest and Coursera, offer certificate programs for learners to build skills quickly. These programs may be appropriate for students who lack the time and resources to complete a four-year program, or already have a degree and are looking to upskill, Grupman said. An online platform allows students to quickly start building projects and understanding how to implement these tools successfully for employment purposes.

AI vs. computer science

It’s important for students to think critically about the curriculum for the program they are considering, how it’s different from a standard computer science curriculum, the likely career trajectory for graduates of the program and economic outcomes for graduates. “As we see in product marketing, anyone can slap ‘AI’ onto an existing product. Students should ask what aspects of AI they will be learning,” Flynn said.

It’s also important for students to carefully consider what they want. Are they looking for a program that provides exposure to AI or practice using AI, or do they want a technical program that provides foundational content and courses on AI technology? They should also consider whether they ultimately want relevant skills and knowledge that will get them into the labor market right now or whether they want a broader degree that will be a foundation for longer-term advancement, Flynn said.

“If you’re an architect, you don’t want a degree in hammers. You want to understand hammers, you want to understand zoning and you want to understand how to build a house that helps a family come alive. The same is true in AI,” said Nichol Bradford, artificial intelligence and human intelligence executive-in-residence with SHRM, an organization for human resources professionals.

How to gain an edge with employers

Some employers may look more favorably upon an AI-specific degree versus a plain-vanilla computer science degree, said David Leighton, chief executive at WITI, an organization for technology-minded professionals. “I think it sets them apart.” 

On the other hand, no one really knows right now what the value of such a degree will be in a few years. “In the year 2000, if you had an internet degree, if there was such a thing, it would have looked great,” Koca said. “Now, it wouldn’t be as applicable. But if you had it in 2002, you could have gotten a job anywhere. The same could be true for a degree in AI.” 

Given the uncertainty, some professionals said students can’t go wrong with a traditional computer science degree or an AI-specific one, provided the fundamentals are covered. Those who take the former route, however, should consider taking classes related to AI and data science, which can be important for future employment. Otherwise, students might need to “close the practical application gap themselves post-graduation,” said Bryan Ackermann, head of AI strategy and transformation at the management consultancy Korn Ferry, in an email.

McGraw-Hill CEO: A.I. in the classroom is here

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Shares of DocuSign surge 14% on strong earnings, AI boost

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Shares of DocuSign surge 14% on strong earnings, AI boost

DocuSign CEO Allan Thygesen on Q4 results, launch of DocuSign IAM and growth outlook

Docusign rose more than 14% after reporting stronger-than-expected earnings after the bell Thursday.

“We’ve really stabilized and I think started to turn the corner on the core business,” CEO Allan Thygesen said Friday on CNBC’s “Squawk Box.” “We’ve become much more efficient.”

Here’s how the company performed in the fourth quarter FY2025 compared to LSEG estimates:

  • Earnings per share: 86 cents vs. 85 cents expected
  • Revenue: $776 million vs. $761 million

The earnings beat was boosted in part by the electronic signature service’s new artificial intelligence-enabled content called Docusign IAM, a platform for optimizing processes involving agreements.

“It’s tremendously valuable,” Thygesen said. “It’s opening a treasure trove of data. … We’re seeing excellent pickup.”

Looking to fiscal year 2026, Thygesen said Docusign expects IAM to account for low double digits of the total growth of the business by Q4.

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Thygesen said the company is also partnering with Microsoft and Google, which the company does not view as competitors because they’re “not looking to become agreement management specialists.”

Despite consumer sentiment and demand dipping across the board due to tariff uncertainty, Thygesen said the company has not seen anything yet in its transactional activity to indicate a slowdown in demand or growth.

“More and more people are going to want to sign things electronically,” Thygesen said.

The company reported subscription revenue at $757 million, marking a 9% year-over-year increase. Docusign said it expects first-quarter revenue between $745 million and $749 million and projects full-year revenue between $3.129 billion and $3.141 billion.

Docusign reported net income of $83.50 million, or 39 cents per share, compared to net income of $27.24 million, or 13 cents per share, a year ago. Fourth-quarter revenue of $776 million was up 9% from the year-ago quarter.

DocuSign went public in 2018 at a $6 billion valuation. The company’s share price soared during the pandemic as demand for remote services boomed during lockdowns and social restrictions, hitting record highs in 2021 before plummeting. Thygesen, who previously worked at Google, joined the company in September 2022 after DocuSign’s massive slide.

The stock is down more than 16% year-to-date.

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Tech’s 3-week sell-off, led by Tesla, wipes out $2.7 trillion in value from megacaps

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Tech's 3-week sell-off, led by Tesla, wipes out .7 trillion in value from megacaps

Less than two months ago, the tech industry’s top leaders flocked to Washington, D.C., for the presidential inauguration, part of an effort to strike a friendly tone with President Donald Trump after a contentious first go-round in the White House.

Thus far, they’ve avoided any nasty social media posts from the president. But their treatment by investors has been anything but warm.

Over the last three weeks, since the Nasdaq touched its high for the year, the seven most valuable U.S. tech companies — often called “the Magnificent Seven” — have lost a combined $2.7 trillion in market value. The sell-off has pushed the Nasdaq to its lowest level since September.

As of Thursday, the tech-heavy index was down 4.9% for the week, heading for its worst weekly performance in six months. If it ends up down more than 5.8%, it would be the steepest weekly drop since January 2022.

Sparking the downdraft was President Trump’s promise to slap high tariffs on top trading partners, including China, Mexico and Canada, along with mass firings of government workers. The combination of a potential trade war and rising unemployment is particularly troubling news for consumer and business spending and has raised fears of a recession.

Additionally, many technology companies import key parts from abroad, and rely on trade partners for manufacturing.

This isn’t what Wall Street was expecting.

Following Trump’s election victory in November, the market jumped on prospects of diminished regulation and favorable tax policies. The Nasdaq climbed to a record close on Dec. 16, capping a more than 9% rally over about six weeks after the election.

Since then, electric car maker Tesla has lost close to half its value, despite — or perhaps because of — the central role that CEO Elon Musk is playing in the Trump administration.

The Nasdaq’s high point for the year came on Feb. 19, about a month into Trump’s second term. But it finished that week lower and has continued its precipitous decline.

Here’s how the seven megacaps have fared over that stretch:

Apple, the world’s most valuable company and the only remaining member of the $3 trillion club, has lost $529 billion in market cap since the close on Feb. 19. The iPhone maker is down 17%.

Microsoft, which was previously worth over $3 trillion, has fallen by $267 billion in the past three weeks, a drop of close to 9% for the software giant.

Nvidia, the chipmaker that’s been the biggest beneficiary of the artificial intelligence boom, also slid below $3 trillion over the course of losing $577 billion in value, the biggest dollar decline in the group. Like Apple, the stock is down 17% since the Nasdaq peaked.

Amazon is down by $347 billion, falling by 14%, while Alphabet is off by $275 billion after a 12% decline. Meta has shed $286 billion in market cap, a 16% drop.

Tesla has seen by far the biggest percentage decline at 33%, equaling $386 billion in value.

Goldman Sachs on Wednesday referred to the group as the “Maleficent 7.” Chief U.S. equity strategist David Kostin noted that the basket now trades at its lowest valuation premium relative to the S&P 500 since 2017. Goldman cut its price target on the benchmark index to 6,200 from 6,500. The S&P 500 closed on Thursday at 5,521.52.

“We believe investors will require either a catalyst that improves the economic growth outlook or clear asymmetry to the upside before they try to ‘catch the falling knife’ and reverse the recent market momentum,” Kostin wrote.

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‘Please unleash us,’ Europe’s telcos urge regulators as industry bangs drum for more mega-deals

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'Please unleash us,' Europe's telcos urge regulators as industry bangs drum for more mega-deals

The Deutsche Telekom pavilion at Mobile World Congress in Barcelona, Spain.

Angel Garcia | Bloomberg | Getty Images

BARCELONA — Europe’s telecommunication firms are ramping up calls for more industry consolidation to help the region compete more effectively with superpowers like the U.S. and China on key technologies like 5G and artificial intelligence.

Last week at the Mobile World Congress (MWC) trade show in Barcelona, CEOs of several telecoms firms called on regulators to make it easier for them to combine their operations with other businesses and reduce the overall number of carriers operating across the continent.

Currently, there are numerous telco players operating in multiple EU countries and non-EU members such as the U.K. However, telco chiefs told CNBC this situation is untenable, as they’re unable to compete effectively when it comes to price and network quality.

“If we’re going to invest in technology, in deep know-how, and bring drastic change, positive drastic change in Europe — like other large technological companies have done in the U.S. or we’re seeing today in China — we need scale,” Marc Murtra, CEO of Spanish telecoms giant Telefonica, told CNBC’s Karen Tso in an interview.

“To be able to get scale, we need to consolidate a fragmented market like the telecoms market in Europe,” Murtra added. “And for that, we need a regulation that allows us to consolidate. So what we do ask is: please unleash us. Let us gain scale. Let us invest in technology and bring upon productive change.”

Watch CNBC's full interview with Orange CEO Christel Heydemann

Christel Heydemann, CEO of French carrier Orange, said that while some mega-deal activity is starting to gather pace in Europe, more needs to be done to guarantee the continent’s competitiveness on the world stage.

Last year, Orange closed a deal to merge its Spanish operations with local mobile network provider Masmovil. Meanwhile, more recently, the U.K.’s Competition and Markets Authority approved a £15 billion ($19 billion) merger between telecoms firms Vodafone and Three in the U.K., subject to certain conditions.

“We’ve been actively driving consolidation in Europe,” Orange’s Heydemann told CNBC. “We see things changing now. There’s still a lot of hope.”

However, she added: “I think there’s a lot of pressure in Europe from the business environment on our political leaders to get things to change. But really, things have not yet changed.”

During a fiery keynote address on Monday, the CEO of German telco Deutsche Telekom, Tim Höttges, said that other telco markets such as the U.S. and India have condensed in size to only a handful of players.

The American telco industry is dominated by its three largest mobile network operators, Verizon, AT&T and T-Mobile. T-Mobile is majority-owned by Deutsche Telekom.

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A chart comparing the share price performance of T-Mobile, America’s largest telco by market cap, with that of Germany’s Deutsche Telekom and France’s Orange.

“We need a reform of the of the competition policy,” Höttges said onstage at MWC. “We have to be allowed to consolidate our activities.”

“There is no reason that every market has to operate with three or four operators,” he added. “We should build a European single market … because, if we cannot increase our consumer prices, if we cannot charge the over-the-top players, we have to get efficiencies out of the scale which we created.”

“Over-the-top” refers to media platforms such as Netflix that deliver content over the internet, bypassing traditional cable networks.

Europe’s competitiveness in focus

From AI to advances to next-generation 5G networks, Europe’s telecoms firms have been investing heavily into new technologies in a bid to move beyond the legacy model of laying down cables that enable internet connectivity — a business model that’s earned them the pejorative term “dumb pipes.”

However, this costly endeavor of modernization has happened in tandem with sluggish revenue growth and an inability for the sector to effectively monetize its networks to the same degree that technology giants have done with the emergence of mobile applications and, more recently, generative AI tools.

At MWC, many mobile network operators talked up their usage of AI to improve network quality, better serve their customers and gain market share from competitors.

Still, Europe’s telco bosses say they could be accelerating their digital transformation journeys if they were allowed to combine with other large multinational players.

“There’s this real focus now around European competitiveness,” Luke Kehoe, industry analyst for Europe at network intelligence firm Ookla, told CNBC on the sidelines of MWC last week. “There’s a goal to mobilize policy to improve telecoms networks.”

Watch CNBC's full interview with Deutsche Telekom CEO: 'Europe has to wake up'

In January, the European Commission, the executive body of the European Union, issued its so-called “Competitiveness Compass” to EU lawmakers.

The document calls for, among other things, “revised guidelines for assessing mergers so that innovation, resilience and the investment intensity of competition in certain strategic sectors are given adequate weight in light of the European economy’s acute needs.”

Meanwhile, last year former European Central Bank President Mario Draghi released a long-awaited report that urged radical reforms to the EU through a new industrial strategy to ensure its competitiveness.

It also calls for a new Digital Networks Act that would look to improve incentives for telcos to build next-generation mobile networks, reduce compliance costs, improve connectivity for end-users, and harmonize EU policy across the network spectrum, or the range of radio frequencies used for wireless communication.

“The common theme and the mood music is certainly reducing ex-ante regulation and to foster what they would call a more competitive environment which is an environment more conducive of consolidation,” Ookla’s Kehoe told CNBC. “Moving forward, I think that there will be more consolidation.”

However, the telco industry has some way to go toward seeing transformational cross-border mergers and acquisitions, Kehoe added.

For many telco industry analysts, the demands for increased consolidation is nothing new.

“European telco CEOs have never been shy about calling for consolidation and growth-friendly regulation,” Nik Willetts, CEO of the telco industry association TM Forum, told CNBC. “But regulation is only one piece of the puzzle.”

“In the last 12 months we’ve seen a new energy from our members in Europe to get on with the huge task to transform themselves: simplifying, modernizing and automating their operations and legacy tech.”

“This will make it possible to rapidly adapt to new customer needs and market realities, whether building new partnerships, undergoing M&A or delayering integrated businesses – all trends we expect to reach new heights over the next 24 months,” he added.

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