In the year since allegations of sexual misconduct against Hollywood mogul Harvey Weinstein shocked the public, the #MeToo movement has exposed widespread workplace sexual harassment—not just in the entertainment world, but across industries.
Last week, we at New America’s Better Life Lab published what we believe is a novel, forward-thinking report on the reality that harassment is “severe, pervasive, and widespread” across low and high income jobs and male- and female-dominated occupations. We also published an accompanying toolkit, called #NowWhat?, aimed at stakeholders invested in changing this reality. Among the recommendations we offer, one in particular is salient to businesses: supply-chain reform.
In a nutshell, this means leveraging consumer, worker, and corporate power to drive change at the companies you do business with.
Consider the Fair Food Program, which leverages farmworker and consumer pressure to demand that food buyers, like fast-food companies, demand that their food
Data and analytics professionals seem to be at the center of the next big race for talent. In 2015, there was a surplus of people with data science skills. Now there’s a significant shortage. By 2020, IBM expects broader demand for data and analytics talent to reach 2.7 million positions in the U.S. alone.
The competition for talent will be especially intense for companies for whom advanced analytics forms a core part of their proposition — think e-commerce giants, hedge funds and complex system engineers. For them, a dedicated, in-house team of data specialists can be a necessity.
But the rest of us? Not so much. Consider the findings of a Rexer Analytics survey in which more than a third of data analytics professionals say their company never, or only sometimes, puts their analyses to use. This calls into question the practicality of funnelling analyses through
With over 1.3 billion people, the Chinese consumer market is a tempting target for Western technology companies. Of course, it’s also a risky place to do business. The recent news that Google is considering a re-entry into China further highlights a troubling balancing act faced by technology companies looking to do business there. The company last entered China in 2006 with a censored search engine, but pulled the plug on the operation four years later after it discovered that human-rights activists’ Gmail accounts had been hacked. While the economic opportunity in re-entering China could be massive for the firm, there are very real dangers for Google or any internet firm in underestimating the threat posed by Chinese meddling.
Any internet platform company doing business in China has to negotiate a major business and ethical dilemma: The Chinese government enforces overbearing regulations that censor speech in the name
Many times, especially in business settings, people use words that they think they know — but don’t. Although they do this in an effort to sound intelligent and sophisticated, it backfires badly, because even one small slip-up can cause an audience to focus on only that, not the speaker’s ideas. Sure, saying the wrong word (usually) isn’t a game-changer. But if you make that kind of mistake, it sets you up for a question that no one wants clients, coworkers, or employers to begin asking: “Are you really that smart?”
Think it can’t happen to you? We’ve heard horror stories: people laughing behind a prominent CEO’s back for his not understanding the correct use of a business term; a corporate lawyer saying “tenant” (a renter) instead of “tenet” (a belief); an employee toasting her supervisor as the “penultimate” leader (which doesn’t mean “ultimate” but
Today’s employees are digital consumers who expect to connect at work with the same ease with which they connect at home. Deloitte’s ConnectMe enables a digital workplace by using insights to connect the workforce to what they need, where and when they need it. ConnectMe leverages the world’s leading CRM cloud solution, Salesforce, to help organizations navigate the changing workplace and deliver an exceptional employee experience. To find out more, please visit www.Deloitte.com/connectme.
Welcome to the Harvard Business Review Analytic Services Quick Take. I’m Angelia Herrin, Editor for Special Projects and Research at HBR. And today I’m talking with Michael Gretczko, Principal, National Offering Leader, Human Capital as a Service at Deloitte Consulting, LLP, and with Jody Kohner, Senior Vice President of Employee Marketing and Engagement at Salesforce. We’re focusing today on how new challenges and new technologies are changing human capital
How vital are your vital few? In any team or organization, a small number of individuals will account for a substantial amount of collective output. These “stars” are able to systematically outperform the majority of their peers and confirm the well-established Pareto effect whereby 80% of collective output can be attributed to 20% of the people in a group, or even fewer.
Contrary to popular belief, there are universal traits that predict whether individuals will be part of an organization’s vital few, such as their higher levels of intelligence, work ethic, and social skills. In other words, people who are smart, nice, and hard-working tend to outperform their peers. They also learn faster and are more likely to adapt to new demands, which means they have higher levels of potential even for jobs they have not done in the past.
One of the thing that really bugs me about exchanges is that there is no real standardization. Unless you hear from a friend or actually open an account, it’s hard to know how it really works.
Coming from the CFTC side of the business, there was a certain amount of standardization. No payment for order flow. No wash trading. When you saw volume and open interest in a contract you could be relatively sure what the liquidity pool would look like. When you are trading, you have to be able to get in, and get out of a position. Less liquidity and the price to play goes up. The SEC side of the business is a lot murkier.
The last time we were in Japan, six years ago, using Google Maps was pretty frustrating. We didn’t understand the Japanese language and addresses made no sense to us. We got lost multiple times a day and often had to find a person on the street who spoke english to help us out.
It is a pretty stark difference this trip. Google Maps seems to understand much of what it did not the last time around. The directions are great and we have yet to get lost.
Last night, I directed a cab driver in Kyoto who did not speak english using Google Maps on my phone and pointing right or left or straight each time we got to an intersection. We got to dinner on time and everyone, including our cab driver, was relieved.
I think this is a great example of the power of machine learning and other
Trello's Nikita Miller has made a specialty of being the fourth product manager, leading teams through that unique transition from scrappy early-stage startup to a company that can scale. Here, she shares three strategies product leaders must implement to bridge that gap and get the most out of rapidly maturing teams.
If you’ve worked your way up in a competitive field — or are anxious by nature — you may have perfectionist tendencies. Maybe you’re a hard-driving, obsessive worker who thinks a task is never quite done. Or maybe you’re avoidant, struggling to start a project because you want it to be done just right.
We all know society holds women to a higher standard than men and rewards us for not making mistakes. But internalizing other people’s expectations — or what we think they expect — will only burn us out. To keep rising in our careers, we need to get in tune with our own standards for what’s a good, or good enough, job.
I got to hang out with Harry Stebbings on his podcast, The 20 Minute VC, It was fun to do and I figured I would share it here. We covered a bunch of stuff including what I learned following Josh around early in my VC career to the way I think about building partnerships with founders and how I think about success in my work First Round.
Thanks to Harry for the great questions and conversation.
The SEC Chairman recently announced a policy initiative to enable the ordinary investors to invest in private companies. Currently, only wealthy accredited investors are allowed to invest in private companies. His stated goal is enabling small investors to get access to alternative high-quality investments, such as in private tech companies like Uber and AirBnB. But in our view this policy, even if implemented, will not work as intended because the ordinary investors may not want to invest in private startups and private companies, especially digital ones, may not want ordinary investors.
It’s worth noting that the average investor does have alternative options to indirectly invest in digital startups. While most of the private equity companies are private, a few like Blackstone Group, KKR, Carlyle Group, and Apollo Global Management are traded on stock exchanges. Many public traded companies, such as Alphabet, Intel, and Apple are, in part,
A key determinant of everything that matters when it comes to health interventions — the experience, cost, and results — has been hiding in plain sight. It is the buildings and spaces in which patients are treated. The size and layout of a room, whether a bed sits in the middle or against a wall (even which wall), how much space is maintained for patients to walk versus how many beds or operating equipment can be accommodated, have not been considered predictors of health outcomes in the past. That’s changing, as architects and health care organizations come together to incorporate principles of social design into the built health care environment.
“Social design,” a term whose roots go back several decades, fully entered the lexicon around 2006. It refers to the design of relationships, including those that are invisible and intangible. Unlike design thinking, an iterative process for developing alternative
As we begin our coaching session, Nick is fired up. He radiates energy, his eyes are beaming with determination, and he never really comes to a full rest. He speaks passionately of a new initiative he is spearheading, taking on the looming threats from Silicon Valley, and rethinking his company’s business model completely.
I recognize this behavior in Nick, having seen it many times over the years since he was first singled out as a high-potential talent. “Restless and relentless” have been his trademarks as he has risen through the ranks and aced one challenge after another.
But this time, I notice something new. Beneath the usual can-do attitude there is an inkling of something else: Mild disorientation and even signs of exhaustion. “It’s like sprinting all you can, and then you turn a corner and find that you are actually setting out on a marathon,” he
America is remarkably dynamic. Humans constantly create narratives about things and how they work. Suddenly, popular books are appearing, such as Sapiens: A Brief History of Humankind, that challenge the relevance of our narratives.
There is so much to reflect on when reading a book like Fantasyland or Sapiens. Pondering the meaning of life is an endless human pastime.
It’s particularly interesting in the context of the growth and development of a country, which in and of itself is a temporary construct, just like everything else.
I’ve always loved reading fantasy. And, after reading Fantasyland, I realize I’ve been living in it also.
I don’t think I need a bank anymore. I only need a virtual wallet with a little money deposited in it. I didn’t need a bank for a mortgage. I have a stock brokerage account. I only use my bank to pay bills and to get cash out of an ATM when I need cash. I try never to carry a lot of cash or use it.
No one really uses a bank to get wealth advice anymore. That’s done via the big brokers or in the RIA market. I still bank at the same bank I have always banked at, but I don’t feel any particular loyalty to it. The reason I banked there was they gave me my seat loan.
Across our society and in all industries, leaders and their organizations are racing to unlock the value of data, tech-enable business processes, and create better, more digitally-enhanced experiences for customers, clients, and employees. They are working to disrupt their own businesses before somebody else does. This cannot be done without substantial investment in talent. With about 500,000 unfilled tech jobs in the U.S., a number that’s widely anticipated to double by 2020, executives know they can’t hire their way out of the need for upskilled employees. And workers are keenly focused on organizations that will invest in their development and help secure their future in a digital, data-driven economy.
Executives find themselves confronted with decisions about whether to acquire expertise from outside the company, through recruiting, partnerships, or acquisitions. But they can often overlook the idea of upskilling their current workforce. Upskilling can be
A recent management column in the Wall Street Journal appeared under the appealing headline, “The Best Bosses Are Humble Bosses.” The article reported that humble leaders “inspire close teamwork, rapid learning and high performance in their teams.” It even reported that one HR consulting firm is planning to introduce an assessment to identify personality traits that include “sincerity, modesty, fairness, truthfulness, and unpretentiousness,” inspired in part by what two psychology professors call the H Factor (“a combination of honesty and humility.”)
This celebration of humility sounds great, and it is, but it flies in the face of daily headlines in the Journal and the realities of our business and political cultures. Exactly no one would use the word “humble” to describe the current occupant of 1600 Pennsylvania Avenue. Tesla CEO Elon Musk may be the most visible, influential, high-impact leader in Silicon Valley, yet
After last year’s inaugural success, we’re excited for 2019’s Science2Startup conference in April 2019, an invitation-only university-focused biotech entrepreneurship event aimed at building connectivity across the academic, tech transfer, and venture communities.
Working with a steering committee comprised of Atlas, F-Prime Capital, RA Capital, Osage University Partners, and MassConnect, we’ve got a great Science2Startup (S2S) planned for April 23, 2019, once again hosted at the Broad Institute in Cambridge, MA.
As described last year, the mission of S2S is to connect world-class academic science with the venture ecosystem to stimulate the creation of innovative therapeutic discovery startups. We again hope that S2S can help “catalyze the convergence of ideas, people, and capital that will foster new venture formation”.
The event brings together investors, entrepreneurs, and academic colleagues to talk about innovative therapeutics coming out of universities worldwide and how we can work together to translate these ideas into