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The culture of technological startups is not as innovative as the founders may think

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Eric Yuan was not satisfied with Cisco Systems, despite the incontrovertible fact that he made a salary in six numbers, working as a vp of engineering at the Cisco Webex video conference software.

“I didn’t even want to go to the office to work,” said Yuan CNBC Make It in 2019.

Yuan was dissatisfied with culture in Cisco, where latest ideas were often closed and the change was slow. When he suggested to construct a brand new, friendly mobile video platform from scratch, the idea was rejected by Cisco leadership. Frustrated with resistance to innovation, Yuan left the company in 2011 and founded a zoom, whose value increased astronomically in pandemic years in air-con, since it became an application for distant work.

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One might think that the founders, who, like Yuan, expressed the misfortune with the culture of previous employers, founded latest firms with very different values. However, we found that on average, whether or not they want or founders will probably recreate the culture of their previous employer of their latest undertaking.

The founders come from the place

Yuan’s story comprises an concept that many individuals have a couple of heavy technological giant in comparison with an agile startup. However, our studies have shown that this distinction is not so clear.

Over 50 percent of the founders of American technological startups have previous experience in other firms, often in giants such as Google or Meta. The work of the work of these huge organizations is not all the time really easy to walk when entrepreneurs arrange their very own firms.

IN Our researchWe identified 30 different cultural elements of firms. These include the culture of balance between skilled and personal life, teamwork, authority, innovation and culture -oriented culture in comparison with the customer -oriented culture.

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Previous studies have shown that the founders of startups transfer knowledge and technology from old jobs. We found empirical evidence that additionally they transfer work culture.

Comparison of the organizational cultures of “parents”, “Spawnów” and “twins”

In our research, we identified the founders of the startups and used their LinkedIn profiles to seek out firms wherein they worked earlier. Our team used natural language processing, namely Modeling the topic of the task of the latentTo send a SMS to Glassdoor, a site that permits current and former employees anonymously browse firms. We used processed reviews to characterize the culture of “home” firms and startup firms or “spawn”. We also identified the match or “twin” for a welding organization, which had an analogous size, product and number of years of activity.

Then we compared the culture of every startup with the culture of its parent organization and the culture of the “twin” of every spawn to the culture of the same parent in a given 12 months. If the spawn was more just like his parent than the twin to the parent, it confirmed our hypothesis that the founders often transfer their previous work cultures to latest projects.

We found that there are three conditions that favor such transfer.

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First of all, the longer the founders were in the organization, the more likely it is that they’ll take their culture to a brand new startup, because they got acquainted with this culture.

The second condition is the compatibility of culture, i.e. the degree to which culture consists of elements which might be consistent of their meanings, and due to this fact have internal compatibility.

For example, in our data there is a platform for location services in the cloud, which has high compliance in its culture. The company has three highly essential cultural elements: it is adaptive, customer -oriented and demanding. These elements consistently indicate the culture of customer response. Our data also includes an e-commerce clothing platform with two cultural elements-growth and balance between skilled and personal life-who are poorly even of their meanings, reducing the compliance of its culture.

We have found that the more conditionally the matching culture of the parent organization – and due to this fact it is easier to know and learn it – the more likely it is that the founders will transfer their elements to latest firms.

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Thirdly, the more odd the organization is – the more it stands out from others in its field – the more likely it is that its culture shall be moved to the startup.

In an unusual culture, it is easy to discover cultural elements and remember and switch on them after finding a startup. Because unusual culture attracts a stronger border that distinguishes the organization from others, employees grow to be more aware that the organization has chosen them and that they decided to work in it. This creates cognitive attachment in employees towards the organization, and likewise increases how well its culture learn.

In our study, the cultural unusuality of each startup was measured by calculating cultural distances between all organizations inside the same product category for a given 12 months.

Founders often describe their culture as a characteristic or one of a form. However, we found that this is not necessarily the case. The founders are likely to repeat the culture of their previous employers because they’re used to this manner of working.

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False perception?

Many students tell me that they attract more creative and innovative work environments – something that they often associate with startups, not traditional, recognized firms.

But our research suggests that this perception may not be completely accurate.

Job seekers searching for unique or pondering cultures may be surprised when it was found that startup environments resemble the environments of larger technology firms more often than expected.

And for the founders-especially those that left the previous roles because of frustrating cultures in the workplace-it will be awakening to understand how easy it is unintentional to revive the environments themselves that they may avoid.

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This article was originally published on : theconversation.com
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40,000 employees thank Marriott CEO for defending Dei among political pressure

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DEI, Marriott, CEo

During the right place for the highest of labor, the overall director of Marriott Anthony Capuano divided his sentiments about how the corporate that the captains reacted to attacks on diversity, own capital and integration released by the Trump administration. Although privately he wondered if he made the correct phone, he soon received confirmation from 1000’s of employees, which he actually selected the correct path.

According to Capuano told the stakeholders At the highest, which took place on April 8-10 in Las Vegas, that Marriott wouldn’t hesitate to create a chance for everyone who crossed the corporate’s door, whatever the political pressure of the White House.

“The winds blow, but there are some basic truths for these 98 years,” Capuano told the audience. “Welcome to everyone in our hotels and create opportunities for everyone – and they will never change in principle. The words can change, but that’s what we are as a company.”

https://twitter.com/arevamartin/status/191475286650743400?s=19

Within 24 hours of his comments, he received a litany of emails from the corporate’s most significant resources: its employees, and furthermore, over 40,000 messages thanked him for coping with diversity, equality and inclusion, because they were also the values ​​during which they believed.

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Marriott, which employs over 800,000 people around the globe, was consistently placed on the list of “best companies for work”, this 12 months the hotel network took eighth place on the list and as a consequence of its strong commitment to its employees, 90% of the worker retention index within the industry, which has a mean of 57% retention index.

According to comments, Capuano represent a position Diversity, justice and integration are usually not a social programFlooding that has been supporting the White House and other Republican countries for several years. Instead, it is an element of the corporate’s operational infrastructure, and the consistency between what the corporate says and creates a culture of consistency.

Indeed, in line with Great Place is Work, jobs with great trust on the a part of their employees They often outweigh the competition by almost 4 times. Companies for their 100 best firms also exchange their results on the stock exchange greater than thrice; This signifies that the trust of employees, as attributable to Marriott, translates directly into profitability.

According to Michael C. Bush, the General Director of the Great Place to Work: “The 100 best companies have built the foundation of employees’ trust, that it drives performance in all areas of their activities – not only in some areas, and not only for some people. They are more profitable and productive because they have consistently positive professional experience, lower firing indicators and higher levels of psychological and emotional health compared to typical jobs. “

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He continued: “These leaders be certain that that every one employees have the opportunity of special recognition and be certain that that they imagine that what they do, they’ve meaning as people in the primary place, and the employees second. They built organizations during which transparency, well -being and high level of cooperation are foundations. interested parties.

Related content: Justification for a thoughtful approach to Dei: Taking a mistaken belief and reality

(Tagstranslat) diversity

This article was originally published on : www.blackenterprise.com
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Business and Finance

Tourism to the USA is refueling. As a result, the center Flight is in the face of a $ 100 million hit

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Flight Center, one of the world’s largest travel agencies, warned that perhaps lose over $ 100 million earnings This 12 months, citing the weakening of the demand for a journey to the United States.

In a statement This week, the Company pointed to “unstable trade conditions” related to changes in the principles of entry in the USA to the Australian Security Stock Exchange (ASX).

This is the first essential indication of the Australian company that traveling to the USA is becoming a major problem. This is due to the growing fears of consumers related to American immigration controls, reports of arresting tourists and rising costs.

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Australian numbers of visitors to the USA fell by 7% in March Compared to the same time last 12 months – the sharpest fall from Covid Pandemic.

Australians should not the only ones who avoid afar. New data in the USA In March, they show sharp declines of visitors from key markets: Germany (decrease by 28%), Spain (25%), Great Britain (18%) and South Korea (15%) to mention only a few. In total, incoming tourism dropped by 11.6%.

Even Canadian travelers, traditionally the most reliable US market, fell by greater than 900,000 or 17% in March, because the growing number of Canadians select Vacation boycott.

What once was a reliable flow of high international travelers becomes a much calmer stream.

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America’s welcome mat is wearing thin

The United States, long sold as a land of possibilities and adventures, are increasingly perceived as unique. Closer control of borders, aggressive enforcement of immigration and a sharp change in the political tone They made travelers careful.

International arrival terminal at the airport in Atlanta: Tourists are considering travel plans in the USA.
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While the statement of the flight center used a cautious language, its general director Graham Turner was clear, saying:

People from Europe, Great Britain and Australia really are not looking for to go to the States, taking into consideration what is happening there. We hear increasingly people are not looking for to undergo passport control.

Reports about tourists arrestedIN Rugged AND deported At airports in the USA over small alleged visa problems or misunderstandings, they increased widely. In some cases, guests had Their phones and electronic devices searched for no clear reason. For many travelers it is Risk is not price taking.

The governments began to answer. Several countriesIncluding New Zealand, Germany, France, Denmark and Finland, updated the official advice on travel for the USA, calling residents Being caution during the visit. Filtering messages by international media is clear: the US is not as easy, protected or friendly because it once seemed.

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But while diplomatic warnings develop into louder, the economic costs of America’s attitudes are only starting to register.

Tourism: Forgotten America’s export

While President Donald Trump hit the tariffs to import goods from most countries, he ignored the contribution of services to the economy. The US actually conducts a surplus of services corresponding to education and tourism. Trump rejected the inheritance of guests as “This is not a big deal“.

Trade wars focused on goods – Cars, steel, agricultural products – but the service sector, which is a greater share in the economy, bears hidden costs.

Tourism is The largest service exports of the USAbringing over $ 2.3 trillion to the economy and one in ten jobs. This is a greater contribution than production tasks that they include about 8% total employment in the USA.

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As a driver economic prosperityTourism is not only free time; He maintains local firms, rural economies and thousands and thousands of maintenance.

Double blow for tourism

While the decline in arrivals has been widely reported, experience for many who still determine to visit, might also change.

Tourism is based on global supply chains, from food to hotel facilities to rented automotive fleets. Commercial war tariffs have increased expenditure costs common. Hotels, restaurants, airlines and attractions are handing over these higher costs to customers.

Miami Beach, Florida, USA
Miami Beach, Florida: Tourism is one in ten American jobs.
MDV Edwards/Shutterstock

Working deficiencies intensify the problem. Almost (*100*)20% of the American hotel strength He was born abroad. Cuts for seasonal work visas AND Increased concerns about deportation I left many firms fighting for locating staff, combining existing labor shortages.

. The weight is the heaviest on small and medium -sized enterprises, which Form the US economy background And play a key role in accommodation, restaurants and native tourist experiences.

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Quiet but expensive erosion

Tourism is not only a large part of the economy; It’s also Soft powerBy shaping the way the world perceives the nation through its culture, values ​​and hospitality.

Every visitor who feels undesirable, controlled or dissatisfied is not only lost sales, but Lost connection.

The research group forecasts the economy economics lose to $ 10 billion In the case of international travel in 2025, if current trends are continued.

And although advertisements about production work are approaching headers, the slow erosion of the American tourist brand can leave a longer, deeper scar on its culture, communities and place in the world.

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Lowering the flight center is not an isolated warning. This is a symptom of a wider change, which is a good risk by reversing visitors.

And for hundreds of American firms, employees and communities – and now also Australian – losses might not be so easily rejected.

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This article was originally published on : theconversation.com
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Business and Finance

Tariffs can grow, but also a black strategy

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With the rise in inflation and tariffs, black entrepreneurs don’t shrink with fear – they seem, strategies and support them forward. I saw it first hand on Tuesday evening in Russell Innovation Center for Entrepreneurs (Rice) in Atlanta, where dozens of black founders gathered on a powerful night of dialogue, combination and brightness based on solutions.

The event, a part of the continuing programming of Rice’s “retail readiness”, was greater than just a panel. It was a forum of survival – and a reminder that owners of black firms at all times had creativity and courage to adapt under pressure. At a time when economic winds are essentially the most difficult to hit products based on products, this community is predicated on strategy, not a shortage.

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Tariffs have increased, but wisdom too

One of the essential challenges was the growing load of tariffs for imported goods that increase costs around the globe – from materials and packaging to international shipping. While the specter of economic uncertainty increased, the climate within the room was not panicked.

Asked in the event that they are afraid of growing tariffs, only a few participants raised their hands. But asked in the event that they feel influence, almost everyone did that. Instead of alarm bells, the conversation focused on solutions: improvement of logistics, taking control of the warehouse, limiting unnecessary expenses and re -assessing third party suppliers.

The prevailing message: be agile, not afraid. Panelists called us to regulate surgery before making drastic changes. The goal is just not to shrink in response to pressure – it moves smarter.

Thinking about a larger, no less

Another powerful? You have to redefine what “little business” really means. Many black entrepreneurs limit their scale from habit or perceived restrictions. But, because the panel noted, in response to federal definitions, a small company can employ as much as 500 people. This implies that we’ve got a place to dream – and constructing – constructing.

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Terri-Nichelle Bradley, the founder, entered the home along with her own journey. Known for putting educational toys within the principal retailers, akin to Target, Bradley now opens her own brick store in Atlanta on May 14. It is a brave turning point that restores ownership in her hand-her story was a unique example of what it means to regain narrative and strategy.

“Black business owners do not need every answer right away,” she said within the room. “We just have to want to figure it out.”

Recovering the narrative of Dei

The conversation also concerned a hard truth: the rise in funds and guarantees of the corporate after 2020 is assumed. But the energy within the room was not bitter – it was focused. If external support dries, the reply is just not waiting – it’s best to focus again.

Daughter of Carol sold an independent entrepreneur after a decade under the property of L'Oreal USA

Panelists encouraged us to dual authenticity and a deeper reference to the communities that may already take us. This means consistently appearance, without floating and nurturing relationships with those that deliberately buy black, women and veterans.

It is just not nearly representation-it will devote property, self-determination and economic independence.

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The evening ended with a high note with practical network activities. We were asked to avoid wasting two things: what we wanted and what we can offer. Then we exchanged this information with someone in the entire room. It was greater than a icebreaker – it was a plan.

The message was crystal clear: relationships are resources. And in such rooms, cooperation is a currency.

At a time when the headlines speak about recession and withdrawal, the entrepreneurs with whom I sat do the other. They should not waiting for saving or wonderful financing. They construct their future, one deliberate movement directly.

No panic. Just a goal. And a lot of power within the room.

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(Tagstranslat) entrepreneurship

This article was originally published on : thegrio.com
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