Podcasts about what uber

If work is a product, and employees are customers of that product, then every company is a multi-sided business, one that must serve both consumers and workers. According to platform economist Andrei Hagiu, how companies design that experience, how they structure control, pricing, and participation, matters more than we realize. He has spent his career studying the world's most influential platforms, from Uber and Airbnb to Apple and Amazon. In this episode, Dart and Andrei explore what platform strategy can teach us about modern work design, why the “employee vs. contractor” debate is outdated, when it is efficient to give employees more control, and what “platform governance” means inside a company.Andrei Hagiu is a professor at Boston University's Questrom School of Business and a leading expert on multi-sided platforms. His research focuses on the strategic decisions that shape platform businesses, including pricing, control, and design.In this episode, Dart and Andrei discuss:- What Uber, Airbnb, and Upwork get right—and where they fail workers- The difference between a multi-sided business and a true platform- Why “employee vs. contractor” is a false dichotomy- How outdated laws are holding back the future of work- When giving workers more control is smart—and when it's not- What a Mexican cockfight reveals about platform pricing- How employers can learn from platforms to design better work- And other topics…Andrei Hagiu is a professor of Information Systems at Boston University's Questrom School of Business and one of the world's leading experts on multi-sided platforms. His research explores how platforms like Uber, Airbnb, and Apple make strategic decisions about pricing, control, and governance—and what those decisions mean for users, workers, and markets. Prior to BU, Andrei taught at MIT Sloan and Harvard Business School. He advises global companies on platform strategy and is the co-author of several foundational papers on platform economics. His work helps businesses, from tech startups to established firms, navigate the complex dynamics of serving multiple stakeholders at once.Resources Mentioned:Andrei Hagiu's website: https://andreihagiu.comConnect with Andrei:LinkedIn: https://www.linkedin.com/in/andrei-hagiu-0646751/ Work with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

There is a court case going on in Wellington over Uber drivers and their so-called rights.  It's on the back of a massive case last week in Australia, which Uber lost, over the impact on the market their arrival had.  That's on the back of any number of cases all over the world where unions have tried to muscle in and change the rules because they see them as unfair.  Along the way Uber has had trouble turning a profit and the ride share business in general has been fraught with difficulties.  The Uber experience for me is largely contained to our kids who have grown up knowing nothing else but apps and rides. What luddite would ring and book a cab?  But as their experiences have shown over and over again, ringing and booking a cab actually works as opposed to their experiences which involve, in no particular order, surge pricing they weren't expecting, Ubers that cancel on them for no reason and the ensuing charge issue around it, Ubers that accept rides then as you wait you watch the arrival time go from one minute, to three minutes, to five minutes, to who knows when.  And that's before you get to Uber Eats, where you are on the tail of four other deliveries and your meal is a combination of the wrong order, not their fault, and cold, which is definitely their fault.  What I don't get about the court cases is the Uber model is not, and has never been, compulsory.  What the unions want is overtime and mealtimes and holiday times. They want to make it a regulated job and it was never meant to be that.  They never said it was going to be that and the people who work for them never expected that or wanted that.  The whole gig economy idea was predicated on flexibility - work when you want, for as long as you want, for whoever you want.  Why does a union, and by extension a court, have a right to rearrange a series of deals that were entered into by all parties perfectly happily?  Why does a court get to fine a company hundreds of millions of dollars for bringing a new service to a marketplace?  If they do, which they have in Australia, why doesn't every business or industry have a case against any other business who rolls into town, or the country, and disrupts stuff by way of a competitive edge?  What Uber offers is choice and the thing about choice is you don't have to engage.  If you want to, fine. If you don't want to, also fine.  You reckon when they dreamed it up in 2009 they envisaged 15 years later they would only have just turned a profit but still be in court all over the world?   See omnystudio.com/listener for privacy information.

This week we're re-sharing a really fun interview from back in April, with the unstoppable Sarah-Marie Martin.It's pretty inspiring to hear from people who climb huge heights, and then go looking for even bigger challenges. And that's exactly what today's guest did. On this episode we're sitting down with Sarah-Marie Martin, who joined Uber in 2022 as Head of M&A Investor Relations and Capital Markets, after a successful 25-year career in investment banking. At Uber, Sarah-Marie helps optimize and finance Uber's portfolio of businesses. Before joining Uber, she was the first CFO of Yumi, a digitally native, organic children's food company. Previously, in her time as an investment banking Sarah-Marie was a partner at Goldman Sachs, and also worked at Credit Suisse for 20 years. In the early days of her career, Sarah-Marie worked in the high-yield and equity capital markets groups, as well as Latin American corporate finance. She earned a BA from Stanford in Quantitative Economics, graduating with distinction. And she got her MBA from Columbia Business School, where she was valedictorian of her class.Sarah-Marie serves on the Executive Committee of the Board of Directors of The Door, an organization that empowers disconnected youth in New York City. She's a board member of Easy Point, a pre-IPO shipping software company. And in her spare time, she's the mom of five kids. We had a great conversation about her fascinating career, and the exciting direction that Uber is headed.Highlights: Sarah-Marie's education, how she got into investment banking, and what led her to Goldman-Sachs (3:05) What it was like being a woman in such a male-dominated field (6:25) Why Sarah-Marie decided to pivot after 25 years in banking (8:21) What the transition was like going from banking to Yummi (10:50) How she ended up at Uber (12:46) Sarah-Marie's priorities (14:16) Sarah-Marie talks about Uber's situation when she joined (15:51) What Uber's focus is right now (17:00) Diversity and inclusion at Uber (19:26) Sarah-Marie's experience at the World Economic Forum in January 2023 (22:05) Corporate employees driving for Uber (24:25) Tips for getting your Uber rating up (25:54) Sarah-Maries top product recommendations for Uber (26:53) How Sarah-Marie balances her career with having 5 children (27:33) Links:ICR TwitterICR LinkedInICR WebsiteSarah Marine-Martin on LinkedInUber on LinkedInUber WebsiteFeedback:If you have questions about the show, or have a topic in mind you'd like discussed in future episodes, email our producer, marion@lowerstreet.co.

It's pretty inspiring to hear from people who climb huge heights, and then go looking for even bigger challenges. And that's exactly what today's guest did.On this episode we're sitting down with Sarah-Marie Martin, who joined Uber in 2022 as Head of M&A Investor Relations and Capital Markets, after a successful 25-year career in investment banking. At Uber, Sarah-Marie helps optimize and finance the company's portfolio of businesses. Before joining Uber, she was the first CFO of Yumi, a digitally native, organic children's food company. Previously, during her time in investment banking Sarah-Marie was a partner at Goldman Sachs, and also worked at Credit Suisse for 20 years. In the early days of her career, Sarah-Marie worked in the high-yield and equity capital markets groups, as well as Latin American corporate finance. She earned a BA from Stanford in Quantitative Economics, graduating with distinction. And she got her MBA from Columbia Business School, where she was valedictorian of her class.Sarah-Marie serves on the Executive Committee of the Board of Directors of The Door, an organization that empowers disconnected youth in New York City. She's a board member of Easy Point, a pre-IPO shipping software company. And in her spare time, she's the mom of five kids.Sarah-Marie and I had a great conversation about her fascinating career, and the exciting direction that Uber is headed.Highlights: Sarah-Marie's education, how she got into investment banking, and what led her to Goldman-Sachs (3:16) What it was like being a woman in such a male-dominated field (6:29) Why Sarah-Marie decided to pivot after 25 years in banking (8:19) What the transition was like going from banking to Yumi (10:45) How she ended up at Uber (12:43) Sarah-Marie's priorities (14:05) Sarah-Marie talks about Uber's situation when she joined (15:37) What Uber's focus is right now (16:41) Diversity and inclusion at Uber (18:59) Sarah-Marie's experience at the World Economic Forum in January 2023 (21:34) Corporate employees driving for Uber (23:58) Tips for getting your Uber rating up (25:14) Sarah-Marie's top product recommendations for Uber (26:11) How Sarah-Marie balances her career with having 5 children (26:44) Links:ICR TwitterICR LinkedInICR WebsiteSarah Marie-Martin on TwitterSarah Marine-Martin on LinkedInUber on LinkedInUber WebsiteFeedback:If you have questions about the show, or have a topic in mind you'd like discussed in future episodes, email our producer, marion@lowerstreet.co.

Viirtue Connect brings together Viirtue community of partners and vendors Viirtue gathered their channel partner and vendor partner community in their first ever event, Connect, held December 6-7, in St. Petersburg, Florida. “We spent a lot of time on content,” says Dan Rosenrauch of Viirtue, noting that the event aimed at delivering both informational and education value for attendees. In this podcast we learn how the event not only served to help participants understand trends, confront issues and challenges, but also cemented the Viirtue community, creating new personal connections across platforms, products, and services. Dan tells us how Viirtue's goal is to provide a frictionless buying experience for their partner's end customer. “What Uber did for transportation and Airbnb did for hospitality were looking to do for our service partners.” In keeping with the goal, the company announced a launch date for their new mobile end user portal which seeks to deliver that type of experience in this market. Attendees were also given a glimpse of a new partnership with Zoom, the details of which will be discussed on our next podcast with Viirtue. Visit www.viirtue.com

Watch the FULL video of Harry reacting to this article here: https://youtu.be/cK5M-cmHuck A new article came out and was posted on Wired talking about Uber drivers make $6.20 per hour with prop 22 but mixes numbers and doesn't take certain things into account. Join Harry as he shares his reaction to the article and why he thinks the article is skewed and wrong. Show notes/links mentioned in this episode: See Chris and Sergio discuss this on SMTMC Live RSG137 – Louis Hyman on What Uber and Lyft Drivers Really Make in Seattle How to Calculate Per Mile Earnings Instead of Per Hour  

October is home to our favorite holiday: Cybersecurity Awareness Month. In this episode, the security squad talks about Uber's costly MFA mistake, debates the dangers of SMS MFA, and finds out if 2FA is enough. Sammy puts the fact in Multi-Factor, Derek invents a new term, and we introduce a new member to the team! So, grab your pumpkin spice lattes and celebrate the start of October in this action-packed episode of the Security Squad. ---- Show Notes: (4:00) The 1 cybersecurity attack that's never going away (11:15) Why you shouldn't use SMS MFA (14:30) What Uber did wrong (18:00) Behavioral MFA and how you can use it to improve your controls ---- Extra Resources: FBI saw a 400% increase in sim swapping complaints in 2021 compared to 2018-2020 https://www.securityweek.com/fbi-received-1600-sim-swapping-complaints-2021

Today on the show: F-Bomb on the NFL Network. Rice Krispies shortage. What Uber drivers think of you. Tom Hanks' kid didn't get an allowance. Plus, Johnny Kielbasa with a Fast Food Review and #MillennialMatchGame! 4-6:30pm on 95.5 WSB. #preesh

Coming up today: What Uber’s loss in the Supreme Court means for the gig economy, why Facebook was right to ban news in Australia and we go inside the UK’s controversial Covid-19 challenge trial Learn more about your ad choices. Visit podcastchoices.com/adchoices

Coming up today: What Uber's loss in the Supreme Court means for the gig economy, why Facebook was right to ban news in Australia and we go inside the UK's controversial Covid-19 challenge trial

The 2000 election isn’t a particularly great analogue to the Trump campaign’s legal challenges here in 2020, but it can help us better understand presidential transitions — because George W. Bush had the shortest one ever. We discussed the transfer of power on yesterday’s show, and a listener asked about it, so today we’re going to get into some presidential history. Plus: your questions about campaign finance, conservative social media and California’s new rules for gig workers, all on this super-sized Whadda Ya Wanna Know Wednesday. Here’s a list of everything we talked about today (if these links don’t work, try our episode page at makemesmart.org): “Campaign spending could continue long after Election Day” from “Marketplace Morning Report” “2020 election to cost $14 billion, blowing away spending records” from Open Secrets, the Center for Responsive Politics website “A Twitter for conservatives? Parler surges amid election misinformation crackdown” from NBC News “Foreign election interference is finding plenty of places online to spread” from “Marketplace Tech” “Fact-Checked on Facebook and Twitter, Conservatives Switch Their Apps” from The New York Times “Why it’s ‘critical’ for presidential transition to move forward” from PBS NewsHour “What’s ascertainment? The green light to launch transition” from the Associated Press “What Uber, Lyft Prop 22 win could mean for the future of all freelance work” from NBC News

The 2000 election isn’t a particularly great analogue to the Trump campaign’s legal challenges here in 2020, but it can help us better understand presidential transitions — because George W. Bush had the shortest one ever. We discussed the transfer of power on yesterday’s show, and a listener asked about it, so today we’re going to get into some presidential history. Plus: your questions about campaign finance, conservative social media and California’s new rules for gig workers, all on this super-sized Whadda Ya Wanna Know Wednesday. Here’s a list of everything we talked about today (if these links don’t work, try our episode page at makemesmart.org): “Campaign spending could continue long after Election Day” from “Marketplace Morning Report” “2020 election to cost $14 billion, blowing away spending records” from Open Secrets, the Center for Responsive Politics website “A Twitter for conservatives? Parler surges amid election misinformation crackdown” from NBC News “Foreign election interference is finding plenty of places online to spread” from “Marketplace Tech” “Fact-Checked on Facebook and Twitter, Conservatives Switch Their Apps” from The New York Times “Why it’s ‘critical’ for presidential transition to move forward” from PBS NewsHour “What’s ascertainment? The green light to launch transition” from the Associated Press “What Uber, Lyft Prop 22 win could mean for the future of all freelance work” from NBC News

You don't get 7 million TED talk views for nothing. Rory Sutherland is the Vice Chairman of Ogilvy UK and the author of “Alchemy: The Dark Art and Curious Science of Creating Magic in Brands, Business, and Life.” And we had a wide-ranging, crazy, seminal, wonderful, and entertaining discussion! A short list of the topics we hit: Why marketing is not physics Why linear thinking doesn't make quantum breakthroughs Why brands should START with retention before anything else Alchemy and magic AB testing (yes, he uses data!) What Uber's killer feature really is How brands really only need to done one thing brilliantly to be successful Hotels and weatherproofing Why Tesla's dog mode made a non-dog-owner want to buy one DoubleTree's chocolate chip cookie Rory's friend Dave Why brands should ask their customers to do them a favor How brands can get COVID-19 era marketing horribly wrong Delivering drinking water in vans Consumer loyalty Brand loyalty to customers What Amazon gets right Why your price should probably be higher to sell more Clock radios Nespresso versus Maxwell House The beautiful insanity of Dyson vacuums and hair dryers Use data to exploit versus using data to explore Data versus common sense P values (in analytics and statistics) Mental lockjaw

New Year Eves recap // CNN anchors get drunk on air (AUDIO) Crime in L.A. dropped again in 2019. Police credit community outreach and gang intervention Trump is avoiding his own Benghazi Presidential fundraising numbers are in Warren underperforms and Pete surges Steve Gregory on LAPD DUI checkpoint last night (IN STUDIO) Joe Biden Says He Is Open to Republican Running Mate (AUDIO) Polling: Biden has edge over Trump in Florida $500 million from Newsom could keep L.A.'s most vulnerable from becoming homeless // Can Orange County cities find the political will to fix homelessness? California sued over gig economy law. What Uber and Postmates say about AB 5 KFI reporter Kris Ankarlo on Court order blocks CA’s brand new freelance law from applying to truckers (ACCESS 3) Key dates in the 2020 race What are the candidates doing to prepare for 2020? John Thomas political predictions for the year In California, New Year Brings New Regulations for Businesses Gym memberships / Cross with Mo Kelly

New Year Eves recap // CNN anchors get drunk on air (AUDIO)Crime in L.A. dropped again in 2019. Police credit community outreach and gang interventionTrump is avoiding his own BenghaziPresidential fundraising numbers are in Warren underperforms and Pete surgesSteve Gregory on LAPD DUI checkpoint last night (IN STUDIO)Joe Biden Says He Is Open to Republican Running Mate (AUDIO)Polling: Biden has edge over Trump in Florida$500 million from Newsom could keep L.A.'s most vulnerable from becoming homeless // Can Orange County cities find the political will to fix homelessness?California sued over gig economy law. What Uber and Postmates say about AB 5KFI reporter Kris Ankarlo on Court order blocks CA's brand new freelance law from applying to truckers (ACCESS 3)Key dates in the 2020 raceWhat are the candidates doing to prepare for 2020?John Thomas political predictions for the yearIn California, New Year Brings New Regulations for BusinessesGym memberships / Cross with Mo Kelly

Special Presentation on Agile Methodology Joshua: I am Joshua from Dorks Delivered. So, cool stuff I've done in the past are columns for an online entrepreneur magazine so that's something that's happened more recently. Published a book, a couple ago which I'm pretty excited about. Some of the different stuff and ways that we do business has been featured on news.com.au I've got a YouTube channel and a podcast as I already sort of pointed out there. Which you guys will all be podcast famous in a few weeks so, it's pretty exciting. Woo! In one way or another I've been a business owner for 19 years, with Dorks Delivered for 12 years. And I'm pretty keen on automating things. So my home, my lifestyle, and everything is automated wherever possible. Learn more about Agile Methodology at dorksdelivered.com.au A business owner needs to be able to automate everything. Not just when they're in their business and trying to get their processes and their staff all accounted and right, they need to make sure they're doing that in their home lifestyle as well, because if you're sitting at home and you're vacuuming, well you're not vacuuming if you're sitting are you? But if you're at home and you're vacuuming then you're wasting time a lot of the time. You need make sure that you're looking at every single process. That's the fish pond that I've automated, which goes through, uses the fertiliser coming from the, or the excrement from the fish is fertiliser across all the gardens, and does it all automatically. Looks at the amount of evaporation and goes nuts. Any questions? I can see a few confused faces. Speaker 5: It looks like a spa. Joshua: It does look like a spa! It's actually a dual tank fish, so you can have two different breeds of fish, sit out there in a little pond and have a look and they've got a little putt putt area up the top there. That I build around, so, just, fun stuff. You've got to automate your life. So with Dorks Delivered as I said, I'm an automation specialist through south-east Queensland. And what we do for business is remove poor time, time-poor, we bring time back to business owners by improving efficiencies and removing repetitious tasks. So I also help with sales and marketing to an extent through some of their social media aspects, but mostly all just as a holistic view, and point you in the right direction of how to get to the right person. So, what is agile development? As we sort of discussed, there's a waterfall methodology which is where you're producing something and then you're saying "okay now it's working, but it might have broken", and then you're going through a very, very, a process that's in series. There's a clear start and there's a clear end, but there's nothing in the, necessarily in the middle that isn't defined. It has a start, has an end and then the product is created. The problem with that is it's incredibly, tell me if I'm talking to quickly, because I say it and I just get excited. But the problem with it is, agile development, has a start, has an end, but costs a lot of money and doesn't make money most of the time throughout the process. And so the whole process of agile development costs a lot of money, needs a lot of capital and there's no money coming in from it. So, as I said, in a nutshell, it's creating the smallest most basic item that's scalable, that you can have sent off to your clients or sent out to market. So a good example would be Uber. Whoop I've gone too far. So Uber created their app on their phone so that you can rideshare and so on and so forth. Their intention is, and was, was and still is, to create autonomous vehicles but they needed to have acceleration, data and any other points of black spots and what-not... Of what's going around the area. So, Uber's intention is to create an autonomous vehicle, but they created an app that allowed for ridesharing, and used people, the meat in a seat, to achieve their objectives until they were able to have AI to a spot where they were able to then have it work. Because AI was going to be way too expensive, so they created a small product and then continued to develop the product, but had a known ending, but had a profitable product to start off with. So, any questions on how that all works? Any participation you get a prize. Speaker 4: Josh, it's just a, yes a question. So you said like, with agile development, there's like, you'd don't really get any sort of like, the potential return on investment until the end. So what you're saying now is with Uber, if you look at their agile development, you know, the intention was at the end was to have the AI intelligence that will make them, you know, self-automated. But what, so, they have got a return now, by implementing the first basic part of it. Joshua: So agile development gives you a return straight away. Or very, very close to straight away. Traditional models, or the waterfall model, means that you, they would have said, "we're going to make an autonomous vehicle" and they're going to say "okay, it's going to cost us billions of dollars but we have a clear defined outcome". Instead they've said "let's break this down into profitable steps, where we can then, use that". So although Uber appears as if they're in competition with DiDi and Ola and Lyft overseas, they're not really in competition with them and that's why Uber's balance sheets look like they're running at a loss. Joshua: Significantly. That's right. And then you look at others and you go "wow they're doing exactly the same thing, how are they running at such a loss?". So, and that's where their money is going, is- Speaker 4: But you generally find that people who are first, are the ones who end up losing all the money and then the others jump on it and like, like the DiDis and the Olas, et cetera, now they're using the same, but Uber paved it. Joshua: It depends, like McDonald's and Hungry Jack's could have the same argument. McDonald's and Hungry Jack's are pretty much exactly the same, but you've got McDonald's and it's definitely first, and it's still out there and I'd, it's definitely larger. It all depends. Uber's definitely got the name. No one says "I'm going to catch an Ola", they're going to go catch an Uber. They've changed the market. They've made it a level playing ground. From my house into Brisbane, it was a 20 dollar Uber, now it's a 46 dollar Uber, to get to the airport was 28 dollars and now it's something like 55 dollars. So all DiDi's done is they've just levelled the playing field. What Uber did is they said "let's crush", they did what Netflix did to Blockbuster, "let's crush the taxi drivers, once we've crushed taxi drivers, increase our profits". But you have the early adopters, and then you have the latecomers, and the early adopters and their... I'm not sure if I'm, that makes sense? The curve of where everyone sits in the adoption cycle. They would've known that someone was going to come along and copy the idea. But they would have had such a deep footing and grounding in what they've done, that it wouldn't have mattered, it doesn't matter a whole bunch because their end goal isn't to be competing with DiDi or Ola, it's just to be using their, the points of data. So for us, it looks like the same app, but what they're actually gaining, and the intelligence they're gaining from the app is far greater than what DiDi or Ola has does that make sense? For the questions, I'm going to give, you get a pair of fun, where is it? Green glasses! All right we can match. So has anyone heard of Beyond Meat? So Beyond Meat is this meat that has more protein than steak, more protein than most hamburgers, takes up 99 percent less landmass, has nearly all the health benefits of consuming meat, burns and cooks like meat, has haem in it the same as you have haemoglobin in meat, and to anyone that has not tried one of these, it tastes exactly like you've had meat. Has anyone tried any of these before? Grill'd, yeah they have them at Grill'd. They've only just recently come in there. And they're absolutely amazing. I tried when I went, you can't tell, if I gave that to a vegetarian, they would have sent it back to the kitchen they said "oh no this is terrible, this is meat". It, yeah, it flame grills a whole lot exactly the same. Anyway so, they created one product. Which is the Beyond Meat patty. And the Beyond Meat patty is absolutely revolutionary with the way that it works, and it means that it'll be a sustainable product that still gives you all the same benefits as meat into the future. Regardless of health and life choices and stuff, their intention was to have a huge range of products. But they obviously can't do that and be profitable if they're working on all these products at once. So they developed the easiest product that was able to sneak into the market as easy as possible. So, if you have a look at the predominant meat eaters, it'd definitely be America ever ever else, obviously India and Asia are significantly more vegetarian than they are anything else, even though they have a huge population. Jeff: So why does agile make a difference? Surely [crosstalk 00:11:24] the traditional project methodology, your goal was to produce the simplest product into the market as quickly as possible, why does agile make a difference? Joshua: It's about improving upon the original product, with a bigger end goal than just the initial project. Joshua: So the idea is testing the waters without getting your feet wet. You can use the agile methodology for anything, even marketing. So, as I said here, you can slowly develop your business without having huge cost outlay, is one of the big things. So from a marketing perspective, there are different ways that people use the agile methodology. So Dad and I, we've started a craft brewery. We've got ten different products that we've got on tap. We haven't got the licensing to sell it or anything like that, and the licensing to sell it and what not is quite expensive, when you don't know if it's going to work and people are actually going to enjoy the taste of your brew. So what we've done is we've created a survey, where when people fill out the survey, because we can give the beers away for free, when people fill out the survey and they try they beers and they go "yes this is fantastic", we pay a pre-order to buy a six pack for instance, when we have 6000 people on that list we then know that there's enough of a test there that we know that people would be interested in buying it, without having to then fork out the money for larger infrastructure and any of the licensing costs and so on and so forth. Speaker 4: So what will it cost you though, to give those 6000 beers for free? Joshua: Well the beers for free to start off with, the 6000 beers are quite cheap. Maybe 30 cents a beer or something like that. Speaker 4: Oh, okay. Joshua: Yeah, so it's very, very cheap. And in scale, cheaper than that. So that's why my wallet, it's better to be producing something that you can test the waters with. So if you need any help with the agile development process or anything in your business we can jump in and have a look at some of the projects that you're doing and make sure that you are doing them in the most efficient and effective way. So, what Steve Jobs did, is he has six different iPhones in front of his stand. On the six different iPhones one of them played videos, one of them received SMSs and calls, one of them played music and so on and so forth. So one of them had different apps that showed maps, and all these different things. Not a single iPhone could do all the things at once without crashing. Additionally, if you tried to, and you accidentally did it, it may start working and then crash mid presentation. So to save face, while he was showing everyone this revolutionary new technology, each different person with agile methodology was able to create the certain function working on each device, but not all of them together. He went up and said, "this is world-changing, this is revolutionary, everyone's going to have one of these in their pocket". And he's not half wrong. What he did there it was just fancy video editing, as he put the phone down and then picked it up, he already knew that it was going to be exactly the spot where it needed to be. Additionally to that, they had a tower that was put there by Verizon that, that was only paired to their phones that were on the stand, to make sure that they had absolutely lightning-fast speed, that had no congestion with everyone else that was in the audience. So, that is, that bit isn't really agile, that's just tricky. But having the different phones, knowing that you can do it somewhat, but you don't have the capital to continue producing a single device, and you don't know how well it's going to be received, this allowed for a world audience to see, pre-order the devices, continue to have the money to then build it out. Does that make sense? Does that kind of answer your question before on the, how it can be varied with the approach for agile development as opposed to just creating a full device from start to finish? Jeff: I'd be interested to know what your thoughts are on the difference between lean, agile and scrum, as delivering outcomes for small business owners like us. Joshua: With communication and branding you'd say that a lot of that would come to their marketing, and how well they're being shown on the web, making sure that everything's consistent. Yeah? Jeff: Oh, well I'm thinking about story-telling, so, if Steve Jobs you just gave is the best example of, any marketing story-telling, best businesses telling their stories. Joshua: That's correct. But if you went to a small business and you said "you need to make sure that your story resonates with your ideal client, and you need to make sure this you do that and this", and you said that the marketing budget is going to be $200,000 to make sure that we get your message our the appropriate people. Most business owners are going to be like "I can't afford that, I know that that's what I need to do, but I can't afford that". So let's test the water, use a long tail key word, sniper marketing, target a very test small audience, because you can't afford the $200,000 even thought you know that's going to work. You test a smaller audience, a subset niche of their target market, and then from that go "okay, that has worked, that is now bringing in an income", especially for startup business or something like, even if the income's not huge, it's bringing in then an income to then afford to then push the money towards the $200,000. So it's about, that would still be testing the waters, as opposed to knowing that you've got from start to finish the full solution. Speaker 4: Isn't that just the normal way that you would start a business? [crosstalk 00:29:17] don't startups just do that? Joshua: Do what, sorry? Speaker 4: Exactly what you're saying. You start with a smaller part of the market, make some money. Joshua: You should. That's exactly right. But even if you know that you need to have the larger portion of the market, or you're not necessarily a larger portion, but you need to market and brand in a certain way. Like I know that for instance, YouTube, cost the business a lot of money to produce a channel, it doesn't necessarily have a whole bunch of views, but the views that are does have, convert, and work towards our end goal in our business. So it's a functional platform, but most businesses when they start out they know, "if I have a YouTube channel I'll be able to get my message across more easily, be able to tell the story about what we do", but you won't necessarily be able to afford to be able to tell your story to the audience that needs to hear it. So, does that, am I explaining that right? I don't know, does that sound fair? So, sometimes you don't know how to go about finishing creating a product to service, and that's where we've sort of just said: "agile developmental design is your answer". That's what Steve Jobs did to make sure that they had a product, although they would have had the money and the market research that said "this product is going to work", they may not have wanted to spend the capital on something that might have flopped because there already was the Nokia phone that could do nearly everything, but it just didn't have the right story-telling and the right approach to it. So, security is another big objective towards agile development. If you don't have good security in your business, if you don't have good security practices, it will delay and push things out. One of the things that a lot of businesses, has everyone seen the HTTPS at the start of their website? So like, up until a couple of years ago, there was this thing, a vulnerability in it, that had been there for decades, for about a decade. Called heart bleed. Apple was aware of it. Apple had protected all their systems. Apple didn't let everyone else know about that. Apple was able to snoop and see any details that were deemed encrypted on everyone else's system. That's terrible. The OpenSSL protocol was able to be broken into. Certain people knew about it and other people didn't. The person that developed that was in their garage, just a home business that developed this and gave it away for free for everyone to use, and then everyone abused that, and that then opened up to mass hysteria when that came out of, the security problem came out about a year ago. So that's where you need to make sure you keep your eyes on the process and your security around all of the processes. Because if you don't, you, you'll have delays in the way that your product's going to be released.  

A few years ago, many would have considered ride-hailing and health care apples and oranges. But today, they’re more like peanut butter and jelly, with companies such as Uber and Lyft rolling out health care divisions of their own. In this episode of Disrupt, you’ll hear from the head of one of those divisions: Dan Trigub. He came to Uber Health in December following a 2-year stint at Lyft -- and with a background in home care. Trigub recently connected with HHCN to discuss where home-based care fits into the picture, as well as how that picture is evolving. Listen to this episode of Disrupt to learn: - What Uber is looking for in home-based care partners - Where Medicare Advantage comes into play - Which in-home care partnerships Trigub is most excited about - … and much more!

In today's podcast we consider warnings of a hacktivist intifada as the US prepares to recognize Jerusalem as Israel's capital. How Ethiopia's surveillance was discovered. Criminals flock to cryptocurrency sites with everything from DDoS to miners to theft. Keylogger found infesting WordPress sites. Android app development tools get quick fixes. Apple updates MacOS High Sierra again. What Uber may have thought it was doing when it paid off its hackers. Section 702 surveillance authority update. Jonathan Katz from UMD on NIST’s call for algorithms for post-quantum computing. Drew Cohen from MasterPeace Solutions on drawing government talent to the private sector. A jeopardy champ faces hacking charges, and Kromtech warns about Ashley Madison (on grounds of security, not propriety). 

In this episode you’ll learn: How Uber has taught lessons to businesses in every industry! Why the customer isn’t always right What Uber can tell us about the principle of supply and demand You don’t need to do it first - but you need to do it best Why client experience will always trump everything else Why your biggest competitors can be your biggest assets Just because you started the business doesn’t mean you should be running it  

David Fairhurst is the Chief People Officer at McDonald’s. Prior to joining McDonald's in 2005, Fairhurst held senior roles at H J Heinz, SmithKline Beecham and Tesco. For four consecutive years (2008-2011) he was voted the UK's 'Most Influential HR Practitioner' by readers of HR Magazine and in 2012 was awarded the magazine’s first ever Lifetime Achievement Award for an HR practitioner. McDonald's is the world's leading global food service retailer who, including franchisees, employs more than 1.9 million people, in 35,000 locations serving approximately 60 million customers in more than 100 countries each day. More than 80% of McDonald's restaurants worldwide are owned and operated by independent local business men and women. McDonald’s is known for its operational excellence. They see this as a ‘3-legged stool’ made up by the suppliers, the franchisees and the company. McDonald’s is often a first job of many workers. Their focus on training has provided an amazing legacy of alumni employees to the restaurant. Fairhurst talks about the ‘workforce cliff’. This is the point where the workforce supply and demand converges – the number of babies born versus deaths.   In the US it will occur in 2020. With that in mind, the idea of a multigenerational employee group is even more interesting and practical. He explains that research has shown that in restaurants where there are a large age range of workers, there is a positive culture. What do companies need from their employees? This may vary across sectors but it is a good question to ask. McDonald’s has determined three things that they need from their employees, calling these the ‘3 C’s’. Competence Confidence Commitment McDonald’s also has looked at what employees value in their workplace. They found it to be what they call the ‘3 F’s’. Family – work/life balance Flexibility – if family emergencies come up, can the company handle it? Future – ways can you make me more employable or valuable The real power in knowing these things is when you can get these to merge. Fusing the needs of the company with the needs of the employees can produce great results. McDonald’s drives change across its global company by looking at 4 things. First is transforming the culture of their system – the customer is the center and then, by definition, also the employee Secondly, strengthening the talent management process. They want a robust talent pipeline Thirdly, making sure they have the right leaders with the right capabilities in the right structures to ensure they can meet current and future trend. And lastly, they are constantly seeking to strengthen their access to people. These are continuous and do not stop in their goal to lead and not follow. The opportunities are endless but when you take a little insight, it can create a massive impact - when you have 1.9 million employees. Fairhurst’s advice for others is to, “Stop worrying about what you do not have control over. Get sleep and pour over what you can do. The differences you make today will get you noticed.” What you will learn in this episode: How David Fairhurst got to this point in his career What is McDonald’s Velocity Growth plan Why it is important for McDonald’s to make a transformation Challenges McDonald’s has had to overcome The impact of AI and automation on their restaurants Fairhursts advice to leaders, managers and employees The role of a multigenerational workforce What is the ‘workforce cliff’? What Uber and McDonald’s have in common Why is all-day breakfast a big deal for McDonald’s?

What Uber drivers think of us… directly from the drivers themselves / Selfies are causing dangerous pile-ups in running races / The proliferation of ‘baby naming regret' / Why couples’ TV preferences are causing so many breakups / Who are the people we hate on Facebook? / Why so many Millennials can’t ride a bike / Why longevity researchers say we need a ‘pride shrine’ in our home / And why super-cool-electric-cars have now given us ‘Range Anxiety.'

Nasir and Matt discuss working as a freelancer and what both employees and employers must know to make sure it is done correctly. Full Podcast Transcript NASIR: All right. Welcome to our podcast where we cover business in the news and add our legal twist for you, the listener. My name is Nasir Pasha. MATT: And I’m Matt Staub. NASIR: Welcome. Welcome to our podcast. MATT: Business in the news. Business news. NASIR: Yeah. MATT: News about businesses. NASIR: Legally Sound Smart Business. MATT: Well, you know, I know you hate… NASIR: I hate a lot of things. What do I hate? MATT: I could have stopped there and we could have filled the rest of the episode with things you hate. It’s weird. For sure a nice guy, you do hate so many things. I don’t really understand it. NASIR: Yeah, it really should just be, “I know you hate,” and that’s it, just period. MATT: Anything. We have to talk a little bit about Uber in this episode, but we’re not going to really focus on it. NASIR: I think that’s, like, six weeks in a row, but that’s fine. MATT: It’s not the focus of the episode, but it’s just the precursor to the main topic at hand. So, we saw this story this week – or I guess last week now when it comes out – about an Uber driver who makes $252,000 a year which seems pretty high for driving people around. NASIR: A little, yeah. MATT: What this guy does is he is a typical Uber driver – drives people around from Point A to Point B, gets paid for that – but he also has this side business where he sells his custom jewelry which – I don’t know if you took a look at it – some of it’s actually pretty expensive. NASIR: The question is how do I get this guy to ride with so I can take a look at his jewelry to buy? MATT: Well, he has a website. NASIR: Oh, no, no, no, I want to buy it like everyone else – get in his car and be pitched. MATT: An in-car purchase? NASIR: I guess he doesn’t pitch people though, right? MATT: Yeah. So, basically, just a little bit more on this guy, he respects the customer’s privacy if they’re on the phone or don’t want to talk, but a few times a day or however many rides he does, he will get people that are engaged to speak and then he kind of talks to them about this little side business that he has and makes them jewelry sales on the side. I have a lot of questions about this but one of them is I’m sure there are times when he just finishes a ride, has tried to close a sale, and he’s sitting there for ten minutes, hopefully the customer isn’t getting charged for that in terms of the Uber ride, but I guess he probably has the power to turn that off. NASIR: Yeah. MATT: So, the point here is this sort of freelancing or side project work. What Uber says is, “One of the greatest things about the Uber platform is that it offers economic opportunity for a variety of drivers – full-time, part-time, veterans, teachers, artists, and students. More than 260 cities around the world, supporting and fueling the local economy is important to Uber and our driver partners to help us achieve this goal.” So, my question is how much do you think they paid Forbes to produce this story to make this seem like they actually were these actual independent businesses and bypass this employee independent contractor issue? Because I think that’s the real thing. NASIR: Yeah, you’re right, I agree. I think that’s a very big point you’re making because, on one hand, we already know Uber’s techniques in marketing so I wouldn’t be surprised. To be fair, there is a disclaimer at the end, I don’t know if you read that. It said disclosure, this is the author, they thanked a couple of people for the actual article, but at the end it says, “I work for Google whose Google ventures as an investor in Uber. However, I’m not involved with Google ventures and I wrote this story completely independently.” So, okay, let’s give them that benefit of the doubt. But, of course, who pitched it to them and how did this come about?

What you'll learn in this episode... * While titles are easy, hear what this successful entrepreneur says is the key to growth * How to treat "version 1" of any launch * Whether or not to outsource your software development * The success rate of software companies, and how to succeed with your own * When to know the timing is right to start your own software company * What Uber's job really is * When to white label and when to be an affiliate * The role of traction and how to create it * What you can and should outsource, and when * When to know you can charge for your software * The role of salespeople in a software firm * When to raise money for your idea vs. bootstrapping it * How to avoid being "all work and no play" "Outsource the mundane so you can focus on your core offering" Links Mentioned * Follow Hamid Shojaee on Twitter ( https://twitter.com/hamids ) * Start your free trial of PureChat ( https://www.purechat.com?aid=51c08747-34ed-4ad0-81d9-396568686824&cid=09cd0c1c-4417-48c2-9e0a-87f20ac35956 ) Tools To Thrive * *Make Your Marketing Magnetic ( https://gkic.isrefer.com/go/rcmm/wschaeffer/ )* : This is where it all began for me. You can attract qualified, eager buyers like clockwork when you master the concepts in this valuable program ( https://gkic.isrefer.com/go/rcmm/wschaeffer/ ). Grow your sales with this book ( http://thesaleswhisperer.com/79-stories/ ). If you liked this episode, please let me ( https://twitter.com/saleswhisperer ) know on Twitter . Thank you for checking out this session of The Sales Whisperer® podcast. If you haven't done so already, I would love if you left a quick rating and review of the podcast on iTunes ( https://itunes.apple.com/us/podcast/sales-whisperer-sales-marketing/id655310847?mt=2 ) by clicking on the link below! It would be extremely helpful for the show! If you need more help growing your sales, check out the following resources scattered around this site and a few others I operate, such as: * Apply *Magnetic Marketing* ( https://gkic.isrefer.com/go/rcmm/wschaeffer/ ) to your business and watch your business grow * Learn to put *Personality In Copy* ( https://gkic.isrefer.com/go/Personality/wschaeffer/ ) and watch your influence grow * Go where the money is: *Marketing To The Affluent* ( https://gkic.isrefer.com/go/MTA/wschaeffer/ ) * Hire The Best Keynote Speaker ( ../../../keynote-speaker/ ) * Ontraport Demo ( http://officeautopilot.com?ref=477363 ) Good Selling, Support this podcast at — https://redcircle.com/the-sales-podcast/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy