Happy Friday from Beem!
Here is our Weekly roundup to ensure you guys know what’s been shaking the Tech, Comms and HR world this week. But before we dive in, don’t forget to send us an email to firstname.lastname@example.org if you have a story you want to share! Whether it’s about leadership, HR, innovation, company culture or communications or even your own story, we’re keen to learn so share it with us and we may feature your post in our upcoming issue.
Right, what’s been making waves this week? Check this out and join the discussion below!
Companies often fail to address the tough questions about strategy and execution: Are we really clear, as a leadership team, about how we choose to create value in the marketplace? Can we articulate the few things the organization needs to do better than anyone else in order to deliver on that value proposition? Are we investing in those areas, and do they fit with most of the products and services we sell?
If your answer is yes to these, you’re among the select few. In our experience, one of the biggest challenges in business today is that way too few companies are asking or answering these fundamental questions. Why is that? Why is it so difficult for leaders to talk about these topics?
Often, executives avoid questions they are not sure how to answer. Or leaders and employees may feel that it’s just not the right time to be asking them, perhaps rationalizing that the CEO has been at the helm of the company for a year or more and a strategy is already in place. They might feel that the time for asking these questions has already passed, and they don’t want to come across as launching criticism. How can we change this dynamic?
Lyft appears to have benefited from Uber’s tough year.
The U.S. rival has seen its revenue growth more than triple, according to a report from The Information. The media outlet viewed financial reports, which showed Lyft brought in $483 million in revenue in the first half of 2017, compared to about $150 million in the same time frame last year.
The company also greatly improved its margins, showing that losses narrowed from $283 million to $206 million. Lyft was losing about $4 per ride last year and now it’s losing $1.20. Uber, on the other hand, has seen losses accelerating. Company documents show that itlost almost $1.5 billion in its most recent quarter, up from $1.06 billion in the previous period.
In the first half of the year, it lost about $2 billion on $3 billion in revenue. Uber’s food delivery service, UberEATS, was included. There’s a lot at stake here, Uber is loosing part of its market share because of its internal issues: shouldn’t it put its focus on fixing this and invert the trend?
With so much excitement about progress in artificial intelligence, you may wonder why intelligent machines aren’t already running our lives. Key advances have the capacity to dazzle the public, policymakers, and investors into believing that human-level machine intelligence may be just around the corner. But a new report, which tries to gauge actual progress being made, attests that this is far from true. The findings may help inform the discussion over how AI will affect the economy and jobs in the coming years.
The report is part of an ongoing effort, called the AI Index, to quantify progress in artificial intelligence and identify areas where more is still needed. Through interviews with leading AI experts, the report tries to identify key areas where progress is still needed. Several point to the need for huge amounts of data to train current AI systems, and to their inability to generalize about solving a variety of problems.
So, how’s AI progressing? Check this out!
Better managers recognize that the art of management is something they need to learn. No one becomes a fully competent manager overnight. There are, of course, many ways of learning how to be an effective manager. There is no doubt that experience is the best teacher – the time you have spent as a manager or team leader and your analysis of how good managers you come across operate. You can learn from your own boss and from other bosses.
This means accepting what you recognize as effective behaviour and rejecting what is inappropriate – that is, behaviour that fails to provide the leadership and motivation required from good managers and that does not deliver results.
Coordinating – ‘achieving unity of effort’ – covers all actions taken by managers leading to the achievement of a result by a number of different parties. It is not a separate function of a manager and the concept of coordination does not describe a particular set of operations.
Did we miss something? Let us know in the comments section below and we’ll feature your article in next week’s Roundup!
Also, let us know what type of content you guys want more or less of, we’re all ears!