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Water is the other US-Mexico border crisis, and the supply crunch is getting worse
The U.S.-Mexico border is facing a severe water crisis exacerbated by climate change, increased demand, and pollution. Collaborative governance is essential to address these growing challenges effectively.
Gabriel Eckstein, Texas A&M University and Rosario Sanchez, Texas A&M University
Immigration and border security will be the likely focus of U.S.-Mexico relations under the new Trump administration. But there also is a growing water crisis along the U.S.–Mexico border that affects tens of millions of people on both sides, and it can only be managed if the two governments work together.
Climate change is shrinking surface and groundwater supplies in the southwestern U.S. Higher air temperatures are increasing evaporation rates from rivers and streams and intensifying drought. Mexico is also experiencing multiyear droughts and heat waves.
Growing water use is already overtaxing limited supplies from nearly all of the region’s cross-border rivers, streams and aquifers. Many of these sources are contaminated with agricultural pollutants, untreated waste and other substances, further reducing the usability of available water.
As Texas-based scholars who study the legal and scientific aspects of water policy, we know that communities, farms and businesses in both countries rely on these scarce water supplies. In our view, water conditions on the border have changed so much that the current legal framework for managing them is inadequate.
Unless both nations recognize this fact, we believe that water problems in the region are likely to worsen, and supplies may never recover to levels seen as recently as the 1950s. Although the U.S. and Mexico have moved to address these concerns by updating the 1944 water treaty, these steps are not long-term solutions.
Growing demand, shrinking supply
The U.S.-Mexico border region is mostly arid, with water coming from a few rivers and an unknown amount of groundwater. The main rivers that cross the border are the Colorado and the Rio Grande – two of the most water-stressed systems in the world.
The Colorado River provides water to more than 44 million people, including seven U.S. and two Mexican states, 29 Indian tribes and 5.5 million acres of farmland. Only about 10% of its total flow reaches Mexico. The river once emptied into the Gulf of California, but now so much water is withdrawn along its course that since the 1960s it typically peters out in the desert.
The Rio Grande supplies water to roughly 15 million people, including 22 Indian tribes, three U.S. and four Mexican states and 2.8 million irrigated acres. It forms the 1,250-mile (2,000-kilometer) Texas-Mexico border, winding from El Paso in the west to the Gulf of Mexico in the east.
Other rivers that cross the border include the Tijuana, San Pedro, Santa Cruz, New and Gila. These are all significantly smaller and have less economic impact than the Colorado and the Rio Grande.
At least 28 aquifers – underground rock formations that contain water – also traverse the border. With a few exceptions, very little information on these shared resources exists. One thing that is known is that many of them are severely overtapped and contaminated.
Nonetheless, reliance on aquifers is growing as surface water supplies dwindle. Some 80% of groundwater used in the border region goes to agriculture. The rest is used by farmers and industries, such as automotive and appliance manufacturers.
Over 10 million people in 30 cities and communities throughout the border region rely on groundwater for domestic use. Many communities, including Ciudad Juarez; the sister cities of Nogales in both Arizona and Sonora; and the sister cities of Columbus in New Mexico and Puerto Palomas in Chihuahua, get all or most of their fresh water from these aquifers.
A booming region
About 30 million people live within 100 miles (160 kilometers) of the border on both sides. Over the next 30 years, that figure is expected to double.
Municipal and industrial water use throughout the region is also expected to increase. In Texas’ lower Rio Grande Valley, municipal use alone could more than double by 2040.
At the same time, as climate change continues to worsen, scientists project that snowmelt will decrease and evaporation rates will increase. The Colorado River’s baseflow – the portion of its volume that comes from groundwater, rather than from rain and snow – may decline by nearly 30% in the next 30 years.
Precipitation patterns across the region are projected to be uncertain and erratic for the foreseeable future. This trend will fuel more extreme weather events, such as droughts and floods, which could cause widespread harm to crops, industrial activity, human health and the environment.
Further stress comes from growth and development. Both the Colorado River and Rio Grande are tainted by pollutants from agricultural, municipal and industrial sources. Cities on both sides of the border, especially on the Mexican side, have a long history of dumping untreated sewage into the Rio Grande. Of the 55 water treatment plants located along the border, 80% reported ongoing maintenance, capacity and operating problems as of 2019.
Drought across the border region is already stoking domestic and bilateral tensions. Competing water users are struggling to meet their needs, and the U.S. and Mexico are straining to comply with treaty obligations for sharing water.
Cross-border water politics
Mexico and the United States manage water allocations in the border region mainly under two treaties: a 1906 agreement focused on the Upper Rio Grande Basin and a 1944 treaty covering the Colorado River and Lower Rio Grande.
Under the 1906 treaty, the U.S. is obligated to deliver 60,000 acre-feet of water to Mexico where the Rio Grande reaches the border. This target may be reduced during droughts, which have occurred frequently in recent decades. An acre-foot is enough water to flood an acre of land 1 foot deep – about 325,000 gallons (1.2 million liters).
Allocations under the 1944 treaty are more complicated. The U.S. is required to deliver 1.5 million acre-feet of Colorado River water to Mexico at the border – but as with the 1906 treaty, reductions are allowed in cases of extraordinary drought.
Until the mid-2010s, the U.S. met its full obligation each year. Since then, however, regional drought and climate change have severely reduced the Colorado River’s flow, requiring substantial allocation reductions for both the U.S. and Mexico.
In 2025, states in the U.S. section of the lower Colorado River basin will see a reduction of over 1 million acre-feet from prior years. Mexico’s allocation will decline by approximately 280,500 acre-feet under the 1944 treaty.
This agreement provides each nation with designated fractions of flows from the Lower Rio Grande and specific tributaries. Regardless of water availability or climatic conditions, Mexico also is required to deliver to the U.S. a minimum of 1,750,000 acre-feet of water from six named tributaries, averaged over five-year cycles. If Mexico falls short in one cycle, it can make up the deficit in the next five-year cycle, but cannot delay repayment further. https://www.youtube.com/embed/IgWSMgg9TmE?wmode=transparent&start=0 The U.S. and Mexico are struggling to share a shrinking water supply in the border region.
Since the 1990s, extraordinary droughts have caused Mexico to miss its delivery obligations three times. Although Mexico repaid its water debts in subsequent cycles, these shortfalls raised diplomatic tensions that led to last-minute negotiations and large-scale water transfers from Mexico to the U.S.
Mexican farmers in Lower Rio Grande irrigation districts who had to shoulder these cuts felt betrayed. In 2020, they protested, confronting federal soldiers and temporarily seizing control of a dam.
U.S. President Donald Trump and Mexican President Claudia Scheinbaum clearly appreciate the political and economic importance of the border region. But if water scarcity worsens, it could supplant other border priorities.
In our view, the best way to prevent this would be for the two countries to recognize that conditions are deteriorating and update the existing cross-border governance regime so that it reflects today’s new water realities.
Gabriel Eckstein, Professor of Law, Texas A&M University and Rosario Sanchez, Senior Research Scientist, Texas Water Resources Institute, Texas A&M University
This article is republished from The Conversation under a Creative Commons license. Read the original article.
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News
CES 2026: The Exhibitors and Moments That Stood Out for Entertainment + Tech Fans
CES 2026 delivered big entertainment-tech moments—from Sony Honda’s AFEELA to streaming, smart glasses, AI PCs, and robots that stole the show.
Last Updated on February 2, 2026 by Daily News Staff
CES 2026 (Jan. 6–9 in Las Vegas) didn’t feel like a “future tech” show as much as a “right now” show. The big shift: AI wasn’t treated like a standalone product category anymore. It was the invisible layer powering everything from streaming discovery to robots that can actually do work.
For STM Daily News readers who live in the overlap of Entertainment and Tech, here are the exhibitors and trends that stood out most—plus why they matter beyond the show floor.
1) Sony Honda Mobility (AFEELA): The car as a rolling entertainment platform
Sony Honda Mobility’s AFEELA presence reinforced a direction CES keeps leaning into: the next generation of vehicles is competing as much on software and in-cabin experience as it is on horsepower.
What made it stand out:
- AFEELA represents the “car as a connected device” idea taken seriously—where the cabin becomes a screen-first, service-driven environment.
- It’s a clean example of how mobility and entertainment are merging: navigation, safety, personalization, and media all living in one interface.
2) Netflix + Amazon Prime Video + Roku + Xumo: Streaming is evolving into ecosystems
CES 2026’s Content & Entertainment story wasn’t about “who has the most subscribers.” It was about streaming as an ecosystem: bundling, ad-supported growth, and smarter discovery.
What made it stand out:
- CES highlighted how streaming platforms are pushing beyond simple libraries into bundles, premium originals, and integrated experiences.
- FAST (free ad-supported streaming TV) continues to gain traction, and device/platform players are positioning themselves as the front door.
3) Dolby: The quiet power behind the best-looking, best-sounding experiences
Dolby isn’t always the flashiest booth, but it consistently shows up as the tech that makes everything else feel “premium.”
What made it stand out:
- In a year where screens, XR, and immersive venues are everywhere, audio and imaging standards are the difference between “cool demo” and “wow.”
- Dolby’s relevance keeps growing as entertainment moves across phones, living rooms, cars, and wearables.
4) Meta + XREAL: Smart glasses keep inching toward mainstream
Wearables at CES 2026 weren’t just about steps and sleep. The momentum was in smart glasses and AR—especially as generative AI voice interfaces make hands-free use feel more natural.
What made it stand out:
- CES noted smart/AR glasses evolving with features like real-time translation, recording, and AI voice interfaces.
- For entertainment fans, this is where “watching” and “doing” start to blend—live overlays, creator tools, and new ways to capture experiences.
5) Samsung + LG + TCL: Screens are still the show’s main stage
Even in an AI-everywhere year, CES still belongs to display tech. Big brands kept proving that TVs aren’t just TVs—they’re hubs for gaming, streaming, smart home control, and ambient experiences.
What made it stand out:
- Display leaders continue to set the tone for how entertainment is consumed at home.
- The conversation is shifting from specs to experience: personalization, AI-powered recommendations, and multi-device continuity.
6) NVIDIA + AMD + Lenovo: The “AI PC” era is no longer theoretical
CES 2026 made it clear that the next wave of consumer computing is built around on-device AI. That matters for creators, editors, and anyone who lives in content.
What made it stand out:
- CES highlighted AI’s move from “digital transformation” to “intelligent transformation,” including edge/enterprise and physical AI in robotics.
- AMD’s CES keynote emphasized AI across devices from PCs to data centers, underscoring how quickly this is becoming standard.
7) Unitree + Richtech Robotics + Hyundai: Robots were the surprise crowd-pleaser
If CES 2026 had a “you had to see it” category, it was robotics. Not just novelty bots—machines built for real environments.
What made it stand out:
- CES framed robotics as “physical AI,” where generative AI and simulation training help robots learn faster than traditional programming.
- Humanoid robots, in particular, are moving from single-task demos toward more collaborative assistant roles.
The big takeaway for STM Daily News readers
CES 2026 wasn’t about one killer gadget. It was about convergence:
- Entertainment is becoming more interactive, more personalized, and more portable.
- Cars are becoming screens.
- Wearables are becoming interfaces.
- Robots are becoming the next “device category” people actually want to watch.
And underneath it all: AI is becoming less of a headline and more of the operating system for modern life.
Here’s a list of what stood out to us at CES 2026:
- Sony Honda Mobility (AFEELA): The car as a rolling entertainment platform
- Netflix + Amazon Prime Video + Roku + Xumo: Streaming is evolving into ecosystems
- Dolby: The quiet power behind the best-looking, best-sounding experiences
- Meta + XREAL: Smart glasses keep inching toward mainstream
- Samsung + LG + TCL: Screens are still the show’s main stage
- NVIDIA + AMD + Lenovo: The “AI PC” era is no longer theoretical
- Unitree + Richtech Robotics + Hyundai: Robots were the surprise crowd-pleaser
Sources
- CES press release recap and exhibitor/topic highlights (Jan. 9, 2026): https://www.ces.tech/press-releases/ces-2026-the-future-is-here
Dive into “The Knowledge,” where curiosity meets clarity. This playlist, in collaboration with STMDailyNews.com, is designed for viewers who value historical accuracy and insightful learning. Our short videos, ranging from 30 seconds to a minute and a half, make complex subjects easy to grasp in no time. Covering everything from historical events to contemporary processes and entertainment, “The Knowledge” bridges the past with the present. In a world where information is abundant yet often misused, our series aims to guide you through the noise, preserving vital knowledge and truths that shape our lives today. Perfect for curious minds eager to discover the ‘why’ and ‘how’ of everything around us. Subscribe and join in as we explore the facts that matter. https://stmdailynews.com/the-knowledge/
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Economy
Allegiant and Sun Country Airlines to Combine: A Bigger, More Competitive Leisure Airline Takes Shape
Allegiant and Sun Country announced a merger that would create a larger leisure-focused airline serving 22 million customers, nearly 175 cities, and 650+ routes—plus expanded international access and loyalty benefits.
Allegiant and Sun Country Airlines are planning to merge in a deal that would create one of the most significant leisure-focused airline platforms in the United States—one built around flexible capacity, underserved markets, and price-sensitive travelers.
Announced January 11, 2026, the definitive merger agreement calls for Allegiant (NASDAQ: ALGT) to acquire Sun Country (NASDAQ: SNCY) in a cash-and-stock transaction valued at an implied $18.89 per Sun Country share. If approved by regulators and shareholders, the combined company would serve roughly 22 million annual customers, fly to nearly 175 cities, operate 650+ routes, and manage a fleet of about 195 aircraft.
For travelers, the headline is simple: more leisure routes, more destination options, and a larger loyalty ecosystem. For the economy—especially in regions that rely on affordable air access—the bigger story is how consolidation among niche carriers could reshape competition, connectivity, and regional tourism.
Deal snapshot: how the merger is structured
Under the agreement, Sun Country shareholders would receive 0.1557 shares of Allegiant common stock plus $4.10 in cash for each Sun Country share. The offer represents a 19.8% premium over Sun Country’s closing price on January 9, 2026, according to the companies.
The transaction values Sun Country at approximately $1.5 billion, including $0.4 billion of net debt. After closing, Allegiant shareholders would own about 67% of the combined company, with Sun Country shareholders owning about 33% on a fully diluted basis.
The companies expect the deal to close in the second half of 2026, pending federal antitrust clearance, other regulatory approvals, and shareholder votes.
Why this combination matters in the leisure travel market
Allegiant and Sun Country are both known for leisure-first strategies, but they’ve historically approached the market from different angles:
- Allegiant has built its brand around connecting small and mid-sized cities to vacation destinations—often with nonstop, limited-frequency routes designed to match demand.
- Sun Country has operated more like a hybrid low-cost carrier, balancing scheduled passenger service with charter flying and a major cargo business.
In the press release, Allegiant CEO Gregory C. Anderson framed the merger as a natural fit between two “flexible” models designed to adjust quickly to demand. Sun Country CEO Jude Bricker emphasized the airline’s Minnesota roots and its diversified approach across passenger, charter, and cargo.
In a travel economy where consumer demand can swing quickly—fuel prices, inflation, seasonal travel surges, and shifting vacation trends all matter—flexibility is a competitive advantage. This merger is essentially a bet that scale plus adaptability can outperform traditional network strategies in the leisure segment.
What travelers could see: routes, destinations, and loyalty upgrades
The companies are pitching the merger as a way to expand choice without changing how customers book in the short term.
More routes and more nonstop options
The combined network would include 650+ routes, including 551 Allegiant routes and 105 Sun Country routes. The idea is that the two networks complement each other: Allegiant’s smaller-market footprint plus Sun Country’s strength in larger cities.
One specific promise: the merger would connect Minneapolis–St. Paul (MSP) more directly to Allegiant’s mid-sized markets, while also expanding service to popular vacation destinations.
Expanded international reach
Sun Country’s existing international network would give Allegiant customers access to 18 international destinationsacross Mexico, Central America, Canada, and the Caribbean.
For leisure travelers, that’s a meaningful shift—especially for customers in smaller cities who may currently need multiple connections (or higher fares) to reach international vacation spots.
A bigger loyalty program
The companies say the combined loyalty program would be larger and more flexible, adding Sun Country’s 2+ million members to Allegiant’s 21 million member base.
In practical terms, travelers should expect more ways to earn and redeem rewards—though the real value will depend on how the programs are integrated and what benefits survive the merger.
The economic angle: competition, regional access, and tourism dollars
This announcement lands in a broader conversation about airline consolidation and what it means for consumers and communities.
On one hand, a larger leisure-focused airline could:
- Increase air service options in underserved markets
- Improve seasonal connectivity to tourism hubs
- Support local economies that depend on visitor spending
On the other hand, consolidation can also raise concerns about:
- Reduced competition on certain routes
- Pricing power in smaller markets
- Fewer independent carriers fighting for leisure travelers
The companies argue the merger will create a “more competitive” leisure airline, not less. That claim will likely be tested during antitrust review—especially on routes where Allegiant and Sun Country overlap or where one carrier’s presence is a key source of low fares.
Cargo and charter: the less flashy, more stabilizing part of the deal
One of the most important (and most overlooked) parts of this merger is the emphasis on diversified operations.
Sun Country brings a major cargo business, including a multi-year agreement with Amazon Prime Air, plus charter contracts with casinos, Major League Soccer, collegiate sports teams, and the Department of Defense. Allegiant also has an existing charter business.
From an economic standpoint, these contract-driven revenue streams matter because they can:
- Smooth out seasonal swings in leisure demand
- Improve aircraft and crew utilization year-round
- Reduce exposure to consumer travel slowdowns
If the combined company can balance leisure flying with cargo and charter commitments, it may be better positioned to maintain service levels—even when discretionary travel dips.
Financial expectations: synergies, EPS, and fleet scale
Allegiant expects the merger to generate $140 million in annual synergies by year three after closing. The deal is also expected to be accretive to earnings per share (EPS) in year one post-closing.
The combined airline would operate about 195 aircraft, with 30 on order and 80 additional options. The companies also highlight the benefit of operating both Airbus and Boeing aircraft, and the ability to better utilize Allegiant’s 737 MAX fleet and order book.
For investors, the message is scale plus efficiency. For travelers and local economies, the question is whether those efficiencies translate into more routes, better reliability, and sustained low fares.
What happens next: timeline and what won’t change immediately
Even if the deal closes, Allegiant says both airlines will operate separately until they receive a single operating certificate from the FAA.
That means:
- No immediate changes to ticketing or schedules
- No immediate changes to the Sun Country brand
- Customers can continue booking and flying as they do today
The combined company would remain headquartered in Las Vegas, while maintaining a “significant presence” in Minneapolis–St. Paul.
Bottom line
If approved, the Allegiant–Sun Country merger would create a scaled leisure airline with a broader route map, expanded international access, and a loyalty program that reaches tens of millions of travelers.
For the U.S. travel economy, the deal is also a signal: the leisure segment—once treated like a niche—is becoming a battleground where scale, flexibility, and diversified revenue (cargo and charter) could define the next era of competition.
As regulators review the merger and the companies move toward a second-half 2026 closing, travelers and communities will be watching for the real-world impact: more service, more destinations, and whether “affordable leisure travel” stays affordable.
Quick facts (from the announcement)
- Deal announced: January 11, 2026
- Structure: cash + stock
- Implied value per Sun Country share: $18.89
- Premium: 19.8% over Jan. 9, 2026 close
- Combined scale: 22M annual customers, ~175 cities, 650+ routes, ~195 aircraft
- Expected synergies: $140M annually by year 3 post-close
- Expected close: second half of 2026 (subject to approvals)
For readers tracking the business side: Allegiant and Sun Country scheduled an investor conference call for Monday, January 12, 2026, at 8:30 a.m. Eastern Time, with a webcast posted via Allegiant’s investor relations site.
Related Links
- Allegiant Investor Relations (conference call/webcast info)
- SoaringForLeisure.com (transaction website)
- Allegiant SEC Filings
- Sun Country SEC Filings
SOURCE Allegiant Travel Company
Stay with STM Daily News: We’ll keep tracking this story as it develops—regulatory approvals, route updates, loyalty program changes, and what it could mean for travelers and the broader U.S. travel economy. For the latest coverage, visit https://stmdailynews.com.
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STM Blog
Why Gen Z and millennial consumers feel disillusioned — and how they can drive real change
Many Gen Z shoppers express frustration that their values around climate action, racial justice, and corporate ethics are often overlooked, leading to skepticism about the efficacy of individual actions like ethical consumption. Instead, a focus on collective action and civic engagement, alongside strategic purchasing, may foster more meaningful change.
Eugene Y. Chan, Toronto Metropolitan University
Walk into any classroom, scroll through TikTok or sit in on a Gen Z focus group, and you’ll hear a familiar refrain: “We care, but nothing changes.”
Across climate action, racial justice and corporate ethics, many young people feel their values are out of sync with the systems around them and are skeptical that their voices, votes and dollars alone can address deep systemic problems.
If you feel this way, you’re not alone. But are young consumers truly powerless? Or are they simply navigating a new kind of influence that’s more diffuse, digital and demanding in ways previous generations did not experience?
No one’s 20s and 30s look the same. You might be saving for a mortgage or just struggling to pay rent. You could be swiping dating apps, or trying to understand childcare. No matter your current challenges, our Quarter Life series has articles to share in the group chat, or just to remind you that you’re not alone.
Read more from Quarter Life:
- Feel like you can’t get a job? You’re not alone — but here’s how to work around it
- Moving abroad in your 20s can leave you with two identities – here’s how to cope
- ‘I have multiple side-hustles … It’s exhausting’: the challenges facing young freelance creatives
The rise of political consumerism
Political consumerism — the act of buying or boycotting products for political or ethical reasons — is on the rise among younger generations.
A 2023 study found that 81 per cent of Gen Z consumers report changing purchasing decisions based on a brand’s reputation or actions, with 53 per cent having participated in economic boycotts.
A 2022 meta-analysis of 66 studies found that political consumerism is strongly associated with liberal ideology, political interest and media use. In other words, young people who are politically engaged are increasingly using their wallets to express their values.
For many young people, consumption is increasingly an expression of identity and belief. The rise of “lifestyle politics” involves a shift from traditional forms of participation like voting or protesting to everyday acts. For many Gen Z and millennial consumers, what you buy is who you are.
The limits of ethical consumption
Yet enthusiasm for ethical consumption often meets frustration. Consumers frequently encounter greenwashing, performative allyship and corporate backpedalling.
And if everyone’s “voting with their dollar,” why does so little seem to change? The answer lies in understanding the limits and leverage of consumer power.
Individual action alone isn’t enough. Buying ethically can feel good, but it rarely moves the needle on its own. Research suggests political polarization has made brand preferences more ideologically charged, but also more fragmented. A progressive boycott might spark headlines, but unless it’s sustained and widespread, it often fizzles out.
At the same time, enthusiasm for ethical consumption often runs into practical limits. Buying ethically usually requires extra money and the ability to research brands, so it tends to be most accessible to people with disposable income and good access to information. This means that while many young people strongly support ethical consumption, only those with sufficient financial resources are able to practice it consistently.
Where individual choices fall short, collective action can be more impactful. Co-ordinated campaigns like #GrabYourWallet, which targets companies linked to Donald Trump, or the youth-led push to divest university endowments from fossil fuels demonstrate the power of organized consumer advocacy.
Voting still matters
Consumer activism complements, but does not substitute, traditional civic engagement. Policy shapes markets, regulation sets boundaries for what companies can get away with and elected officials determine what corporations can and cannot do.
Yet voter turnout among young Canadians remains stubbornly low. In the 2021 federal election, only 46.7 per cent of eligible voters aged 18 to 24 cast a ballot, compared to 74.4 per cent of those aged 65 to 74.
In the United States 2020 presidential election, turnout among 18- to 34-year-olds was 57 per cent compared to 74 per cent for those 65 and older.
Simiarly, in the United Kingdom’s 2019 general election, only 53.6 per cent of 18- to 34-year-olds voted versus 77 per cent of those 65 and older, showing the same generational gap seen in Canada where older voters consistently out-participate younger ones.
If young people want to influence climate policy, housing or student debt, the ballot box remains one of their most potent tools.
What actually makes a difference?
So how can young consumers move from performative gestures to meaningful change? Evidence suggests several ways young consumers can translate values into tangible change:
1. Support worker-led movements.
Rather than just boycotting a brand, consider supporting the workers organizing within it. Whether it’s Starbucks baristas unionizing for better labour conditions or garment workers demanding fair wages, consumer solidarity can amplify their efforts. Share their stories and respect their asks so you don’t cross picket lines, including when to boycott and when to buy.
2. Push for policy, not just products.
Advocate for systemic change such as supply chain transparency laws, supporting living wage campaigns or demanding climate disclosures from corporations. When consumer sentiment aligns with regulatory pressure, companies are far more likely to act.
3. Invest in local and co-operative alternatives.
Not all change comes from pressuring big brands. Sometimes, it’s about supporting local businesses, worker co-ops and social enterprises that embed ethics into their structure. These alternatives demonstrate what’s possible and keep money circulating in communities.
4. Educate, organize, repeat.
Change is slow. It requires patience, persistence and people power. It involves educating peers, organizing campaigns and staying engaged even after media cycles fade. Montréal teenager Fatih Amin exemplifies this approach, having built a climate movement through poster campaigns, recycling competitions and Gen Z-focused conferences.
From cynicism to agency
It’s easy to feel cynical. The problems are big, the systems are entrenched and the stakes are high. But young people aren’t powerless. They’re navigating a landscape in which influence is less about individualism and more about strategic, collective action.
Political consumerism is most effective when paired with civic engagement and organizational membership. That means joining movements, building coalitions and recognizing that real change rarely comes from the checkout line alone.
So while individual choices matter, they are most effective when combined with collective action and civic engagement. If you’re seeking meaningful change, you must combine purchasing choices with organized campaigns, policy advocacy and voting.
Eugene Y. Chan, Marketing Professor, Toronto Metropolitan University
This article is republished from The Conversation under a Creative Commons license. Read the original article.
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