One feature of the Pixel 3 that I really like is the return of wireless charging, something earlier Google phones had but went away.
I bought a Pixel Stand and set it up where I charge my phone when I come home.
I just place my phone on the stand and it charges. No cords involved.
You can set up all sorts of cool things like a screensaver of your recent photos and photo albums, Google Assistant so you can ask your phone questions when it is charging, and a display of your upcoming appointments.
I am still playing around with the right choices for me but I think there is a lot of interesting things one can do with this charging stand
I quite like it and just got one for my office too.
In a recent article, The Guardian newspaper called for the National Health Service to turn to universities as a key resource, arguing that the research ecosystem in the UK is fragmented and more partnerships that align expertise with the goal of improving public health are needed.
The recommendation was echoed in a recent U.S. research study, which observed that 30–40 percent of patients in the United States “do not receive care complying with current research evidence.” It suggested that collaboration in research, education, and clinical practice too often remain unexplored in many developed countries across the world.
A case study for what such collaboration can look like is the healthcare sector in Qatar. In a decade, it has advanced from being ranked 27th in the world to 13th, and now stands as the highest in the Middle East and North Africa region.
A recent Navigant survey found that U.S. hospitals and health systems experienced an average 39% reduction in their operating margins from 2015 to 2017. This was because their expenses grew faster than their revenues, despite cost-cutting initiatives. As I speak with industry executives, a common refrain is “I’ve done all the easy stuff.” Clearly, more is needed. Cost reduction requires an honest and thorough reassessment of everything the health system does and ultimately, a change in the organization’s operating culture.
When people talk about having done “the easy stuff,” they mean they haven’t filled vacant positions and have eliminated some corporate staff, frozen or cut travel and board education, frozen capital spending and consulting, postponed upgrades of their IT infrastructure, and, in some cases, launched buyouts for the older members of their workforces, hoping to reduce their benefits costs.
Employees around the world yearn for freedom and flexibility. The most common form of flexibility that companies offer is the ability to work remote. In a new study by my firm and Virgin Pulse, we found that a third of employees globally work remote always or very often. Compared to a decade ago, the number of remote workers has increased by 115%. I’ve personally worked from home for almost eight years and have benefitted from the independence, autonomy, and five-second commute time.
Despite these benefits, I often feel lonely, isolated, and less engaged with my team, since I rarely see them face-to-face and am confined to a 500-square-foot apartment. After interviewing over 2,000 employees and managers globally, our study discovered two-thirds of remote workers aren’t engaged and over a third never get any face-time with their team — yet over 40% said it would help build deeper
A lot of people long for the days when people spoke eloquently. When you hear a truly great public speaker it is something. It’s rarer than you think. We tend to attribute great public speaking skills to people who are famous or on television a lot but there aren’t a lot of great public speakers today. We are just used to seeing them so much that we are comfortable with them.
Presidents Kennedy and Reagan were great at it. Other Presidents in my lifetime not so much.
Speaking well is an art form. It’s a skill that takes a lot of practice and it is one that can be acquired. You aren’t born with it. This is true of the written word as well. A lot of books are not well written today. They are far too long to get to the point of where they are going.
Maybe you fell head over heels. Maybe your feelings grew over time. All you know is that you have what everyone is looking for, but few seem to get: A job you love. And you are about to leave it. How do you even start explaining?
The work is great. So is the organization. It’s not them. It’s you. And it was not just a moment of temptation. You have been thinking about it for a while. Even if you might regret it, you must part now. It’s the right time.
After all, you keep telling yourself, you’d better leave while it is your choice. When you still have options. You are too young to get cozy and too good to be taken for granted. You have seen what happens to those who do. One day, they get dumped unceremoniously, and what for, new talent? Or
The Crypto Explorers community was seeded right here on AVC. It is a community of over 200 people who are working in the crypto sector, interested in the crypto sector, and/or are invested in the crypto sector.
They have taken five group trips to Zug Switzerland (Crypto Valley) and built friendships, learned a ton, and had some fun too.
I found out yesterday that they are going global now, with planned trips to other crypto hot spots around the world.
The next trip is in a couple weeks to Singapore on November 26-27. And spots like Korea, Hong Kong, Malta and eventually the Americas are also on the roadmap.
If you want to join this community of crypto travelers and join the trip to Singapore, you can do that here.
On this special segment of The Full Ratchet, the following investors are featured: Paul Martino Evangelos Simoudis Ben Narasin Each investor discusses a portfolio company that did not survive and why it failed.
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“When are you thinking of retiring?” I am used to this question by now. It usually comes up an hour into a meeting with a client prospect for our investment company, often after a shuffling of papers and downward glances. “And what is your plan for succession at the company?”
At first, I used to be surprised. Did I look that old? I’d reply that I had no near-term plans to retire and that we had a very strong team of younger executives, including the current president, whom I had designated as my eventual CEO replacement. Then I cycled through a range of reactions: annoyance with the inquiry; concern that women are still not considered as “committed” as men, even when we’re CEO; and wanting to better understand why people felt compelled to ask me about retirement.
Youngme Moon, Mihir Desai, and Felix Oberholzer-Gee discuss how much Uber is worth as it prepares to go public, before debating China’s controversial Social Credit system. They also share their After Hours picks for the week.
HBR Presents is a network of podcasts curated by HBR editors, bringing you the best business ideas from the leading minds in management. The views and opinions expressed are solely those of the authors and do not necessarily reflect the official policy or position of Harvard Business Review or its affiliates.
It has been a year since the #MeToo movement went viral. Since then, the Equal Employment Opportunity Commission (EEOC) has experienced a 13.6% increase in the number of sexual harassment charges it has received. The EEOC’s counterpart state agencies have seen even greater increases. While some business leaders have seized this moment to make important changes in how they address harassment in their workplaces, others do not yet see the urgency in addressing the problem. In fact, in a meeting we had last month with a group of senior HR directors, some of the most urgent questions were: “How do I make my CEO pay attention to this issue?” and “How do I convince my CEO that we need to invest sufficient resources in preventing harassment?”
Amazon chose Washington DC and NYC. Does it make sense?
It all depends on the goals of Amazon. Clearly, they weren’t looking at business decisions like logistics or to make sure their cost of doing business was low. DC and NYC have very high costs of living and very high taxes.
One thing that it’s important to recognize is that they chose DC. I think the reasons behind that are not only because it’s close to government operations where Amazon might be able to make a lot of B2B inroads. I think it’s also a recognition of the power of a central government. That’s too bad.
What working parent hasn’t felt guilty about missing soccer games and piano recitals? When there are last-minute schedule changes at work or required travel to a client site, it’s normal to worry that you’re somehow permanently scarring your little one.
But how does our work affect our children’s lives? About two decades ago, in a study that surveyed approximately 900 business professionals ranging from 25 to 63 years old, across an array of industries, Drexel University’s Jeff Greenhaus and I explored the relationship between work and family life and described how these two aspects of life are both allies and enemies. In light of the deservedly increased attention we’re now paying to mental health problems in our society, it’s worth taking a fresh look at some of our findings on how the emotional lives of children — the unseen stakeholders at work — are affected by their
Some of the worst corporate disasters of the past two decades were heralded by whistleblowers: Sherron Watkins raised the red flag internally at Enron, Cynthia Cooper let management know of major accounting problems at WorldCom, and Matthew Lee brought problems to his management team at Lehman Brothers. The whistleblowers weren’t able to halt their companies’ declines and—in some cases—faced punishment for calling attention to internal misdeeds. Looking at these examples, it would be easy to say that whistleblowers have little impact on how companies both conduct themselves and weather corporate storms. But that’s not the case.
In 2018, NAVEX Global, the leading provider of whistleblower hotline and incident management systems, provided us secure, anonymized access to more than 1.2 million records of internal reports made by employees of public U.S. companies. Our analysis revealed that whistleblowers—and large numbers of them—are crucial to keeping firms healthy
The Highline cost something like $400mm to renovate. Some of the funds came from the city and state, but most came from private donations, like the one the Gotham Gal and I made after taking that walk.
And then we got to watch what happened. The neighborhood exploded and is still exploding. There has to have been tens of billions of dollars of investment in real estate along The Highline over the last ten years and it
Oh boy, conference season in the venture world and one enduring question this year has been “What to do about the Vision Fund?” It’s been a topic of lobby conversations, off-the-record chats and sometimes even an honest public panel!
What’s my answer to The Softbank Effect? First you need to separate the investments into two categories:
Mature Growth Investments a la Uber: Multi-billion dollar commitments to companies that are already at scale. So far at least these investments seem to contain some secondary sales. Which means as a seed investor, I’m thrilled to see Softbank invest. Yippee, go Masayoshi Son!!! It’s essentially a private IPO where early investors, founders and employees get some liquidity and Softbank gets minority ownership, maybe a Board seat. Cool, cool.