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<ul class="summary-list"><li>Sharawn Tipton is LiveRamp's top people and culture exec and part of BI's Workforce Innovation board.</li><li>She highlights the value of AI and a diverse workforce for companies navigating rapid change.</li></ul>Business Insider's "Workforce Innovation" series features an advisory board of experts, convened from a wide variety of roles and industry verticals, to talk about driving positive outcomes across four key change drivers — artificial intelligence, diversity, equity, and inclusion, worker well-being, and C-suite transformation.Sharawn Tipton is the chief people and culture officer at LiveRamp, a data-collaboration software-as-a-service company, overseeing human resources and culture across 1,400 employees globally.Tipton's remit also includes real estate, which is not typical for a chief people officer — but it makes sense in a post-COVID world."A lot of what I've been doing is studying trends around when do people come into the office, how are they using the office," Tipton said. She said the purpose of the office now was primarily "<a target="_blank" class="" href="https://www.businessinsider.com/own-office-isolating-open-floor-plan-office-layout-best-2024-3">collaborative communication</a>, conversations that have to be face-to-face," like performance management, collaboration, or celebration."Before COVID, the office was used primarily as a workspace. We don't see our team members using it that way now," Tipton added.Tipton spoke with BI about how companies need to evolve to help people adapt to rapid transformation and to make sure nobody is left behind.The following has been edited for length and clarity.What fuels your focus on workforce transformation?I am passionate about bringing out the full potential within everyone. I want everyone to have the opportunity to do the best work of their lives. If you aren't prepared, you won't be able to do that.Growing up in Oakland, California, a lot of the people in my environment had big dreams and passions, but they weren't equipped to step into them.As we think about the <a target="_blank" class="" href="https://www.businessinsider.com/ai-will-change-most-jobs-employers-help-workers-keep-up-2024-8">future of work and AI</a> and how that's going to accelerate us, it's important to think about who it is going to help and who it's going to hurt based on how things work today. I see a real gap when you look at folks like myself, those that are underrepresented. I'm very passionate about all people, but I want to make sure that everyone understands what this shift means, what they can do to prepare themselves.One of the greatest accelerators of change is corporations, so as corporations, we have a real responsibility to make sure that all people are ready, that everyone has the opportunity to step into those big, beautiful goals, and they're able to use their passion. That is what fuels me.How do you help employees see the possibilities of AI and get past the fears of disruption?We need to move past the fear of "what if" and think about the upsides and possibilities, and how we can prepare to step into them.One example is one large company that said, "If you can find a way to automate your job, we will train you for a new job. That is our commitment to you."That's how we have to think about this. Instead of telling our team members not to use <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-chatgpt-work-increase-survey-2024-3">ChatGPT</a> and putting all this governance around it, we want to hear how they are thinking about using it. What are the opportunities that we aren't seeing so that we can exploit them and innovate faster, while also thinking about how to mitigate risk?I understand there's a risk component, but we can't be afraid of the change. We need to embrace it. We need to be open and honest with our team members about what this means for them. If their skills are <a target="_blank" class="" href="https://www.businessinsider.com/chatgpt-jobs-at-risk-replacement-artificial-intelligence-ai-labor-trends-2023-02">becoming obsolete</a>, we need to get on top of that now. We need to be future-focused and bring team members along on that journey.How can companies evolve the C-suite leadership to meet the needs of the workforce now?Nothing trumps great <a target="_blank" class="" href="https://www.businessinsider.com/satya-nadella-microsoft-management-leadership-advice-how-to-run-business-2024-6">leadership</a>. There are so many things a company can do, but your leadership is really what is going to allow you to hit your company objectives. I think there is an opportunity for us to build better leaders.There are some skills I think that are innate within you, but it's like any craft. It's something that you practice and evolve.At LiveRamp, we've been partnering very closely with the <a target="_blank" href="https://www.tablegroup.com/">Table Group</a> to really hone in on what authentic leadership leading through challenging times looks like. What are our values collectively as an organization but individually as leaders as well? What are the synergies there, and how do we utilize that to bring out the very best in our team members?Companies need to assess their leadership capabilities and where they have gaps. I know it's unpopular to focus on the <a target="_blank" class="" href="https://www.businessinsider.com/soft-skills-help-middle-managers-survive-the-great-unbossing-2024-6">soft skills</a>, but the soft skills are really the hard skills. That is what's going to make all the difference.What other initiatives are you undertaking to manage this rapid change?We remain committed to diversity and inclusion. I know the more diverse your workforce is, the better vantage point you'll have to see around corners and be prepared for these changes. If you have this monolithic culture, you're not going to be able to see the gaps.A lot of what we're doing is we're thinking about our products and how we infuse them into AI capabilities. Our products serve our customers, and our customer base is very diverse. We need that diversity within our workforce to understand what it is that those customers are seeking.We're continuing to partner with the National Society of Black Engineers and Women in Product. We're leveraging external organizations and expertise so we can continue to build those relationships and funnel in that talent because we know that that is a competitive advantage for us.Approximately 50% of our workforce is remote right now. So we have initiatives around connectivity and how you hold on to that collaboration. That's where you spark the best ideas, core to who we are. While we are embracing remote work, we're also saying we have to intentionally build in the space and time for team members to get together in person for that collaboration.

Corporations are accelerators of change and have to bring employees along the journey, says LiveRamp's people and culture executive   

<ul class="summary-list"><li>Boeing's new CEO plans to change the company culture by placing executives on factory floors.</li><li>This strategy aims to address safety, communication, and trust in Boeing.</li></ul><a target="_blank" class="" href="https://www.businessinsider.com/boeing-ceo-turnaround-plan-employee-memo-earnings-2024-10">Boeing's new CEO</a> on Wednesday laid out a four-part plan to fix the ailing company.He said one top priority is to "fundamentally" change the culture, in part by <a target="_blank" href="https://www.businessinsider.com/boeings-new-ceo-tours-factories-signaling-intent-for-change-2024-8">putting executives on factory floors.</a>"We need to be on the factory floors, in the back shops, and in our engineering labs," he said in a memo to employees. "We need to know what's going on, not only with our products but with our people."It's not uncommon for companies to send executives to work alongside rank-and-file workers.<a target="_blank" href="https://www.businessinsider.com/home-depot-requires-corporate-employees-work-shifts-at-stores-2024-10">Home Depot</a> recently announced it would require corporate employees to work a shift at company stores each quarter. Starbucks' former CEO, <a target="_blank" class="" href="https://www.businessinsider.com/ceos-working-in-stores-benefits-explained-starbucks-2023-4">Laxman Narasimhan</a>, last year directed senior leaders to work in stores to better understand employee pain points and customer experiences.For Boeing, this strategy could help bridge gaps in safety and communication as the planemaker tries to regain its foothold in the aerospace industry.<h2 id="a64ec0f3-087a-4d56-98a3-4c5476362a9c">Boeing plans to better connect with its workers</h2>Ortberg is tasked with stopping Boeing's freefall after a rough year of quality, safety, and production problems, plus a 40-day strike that <a target="_blank" href="https://www.businessinsider.com/boeing-strike-costing-50m-per-day-as-negotiations-restart-2024-10">has cost it an estimated $50 million per day</a>.<div type="image" title="A worker holding up two signs that say &quot;Machinists union on strike against Boeing.&quot;" height="5760" width="8640" msid="114519882" hostid="261" sizebytes="1157174"></div>During Boeing's third-quarter earnings call on Wednesday, Ortberg told investors that he is focused on holding the organization accountable and reevaluating the company's values to earn back trust. He said cultural change starts at the top and won't happen overnight."I'm still in the process of <a target="_blank" class="" href="https://www.bloomberg.com/news/articles/2024-08-08/boeing-s-new-ceo-touts-transparency-plans-to-walk-factory-floor">traveling around, meeting our people</a>, particularly two and three levels down," he said on the call. "We just have to get everybody in the right position, running the right play, focused on the right thing, and I think we've got some work to do there."Ortberg said he would consider supplementing the team with outside resources to help address Boeing's culture gaps. At the same time, he's promised to slim down the company's workforce by <a target="_blank" class="" href="https://www.businessinsider.com/boeing-layoffs-strike-777x-delay-freighter-2024-10">laying off some 17,000 workers.</a>"One of the things I've heard from a lot of employees is there is just too much overhead; it slows them down in being able to get their work done," he said. "So we're going to really focus on this workforce reduction in streaming those overhead activities [and] consolidating things that can be consolidated."<h2 id="d4c04079-4ed5-4f60-8c58-43552d958b9f">Putting execs in workers' shoes could improve safety</h2>Ortberg said his plan to change the company's culture would help <a target="_blank" href="https://www.businessinsider.com/faa-investigated-boeings-safety-culture-and-the-results-arent-great-2024-2">root out quality issues</a>, in addition to giving executives more insight into its people and products.Boeing's safety action <a target="_blank" href="https://www.faa.gov/newsroom/updates-boeing-737-9-max-aircraft">plan</a>, submitted to the FAA in May, focuses on strengthening employee safety reporting, simplifying and clarifying work expectations, and enhancing staff communication and training.A communication breakdown was later identified as <a target="_blank" class="" href="https://www.businessinsider.com/alaska-boeing-737-max-9-door-blowout-company-response-earnings-2024-1">one reason critical bolts weren't on the Max 9</a> jet that lost a door plug midflight in January. At least three whistleblowers have come forward since the event to report slipping quality problems on the assembly line, with one veteran engineer saying <a target="_blank" href="https://www.businessinsider.com/boeing-whistleblower-said-was-threatened-to-keep-quiet-about-safety-2024-4">they risked punishment from Boeing for bringing up safety issues</a>.<div type="image" title="Aircraft being assembled at the Boeing factory in June 2024." height="2792" width="4186" msid="114519881" hostid="261" sizebytes="1199120"></div>Putting executives in workers' shoes could help streamline communication and quality processes and ensure employees get the resources they need.<a target="_blank" rel="" href="https://www.businessinsider.com/uber-ceo-dara-khosrowshahi-shocked-price-cost-ride-icrease-2023-8">Uber CEO Dara Khosrowshahi</a>, for example, has been vocal about how his time driving for the company <a target="_blank" class="" href="https://www.businessinsider.com/uber-ceo-dara-khosrowshahi-company-should-have-paid-attention-drivers-2023-9">illuminated issues</a> facing its drivers.<h2 id="566d618e-f861-4b6b-ae57-f591d4e31a17">It could be the change Boeing needs</h2>Richard Aboulafia, managing director at AeroDynamic Advisory, told Business Insider that Boeing should have been putting executives on the factory floor well before Ortberg showed up."Boeing needs to root out the people who thought it was appropriate or even acceptable to not have that interaction in the first place," he said. "Who said it was OK to run a company where there were these lengths between people who are at the top and the people actually doing the company's business."Aboulafia said Ortberg could have a tough time forcing cultural change unless he cuts some of the managers who led the company through its latest crises. Peter McNally, an analyst at Third Bridge, told BI that Ortberg's operational background is critical to the company's cultural revival."Kelly Ortberg was hired for his operational expertise, not for his ability to sell more planes," he said. "He is an engineer with deep industry experience, and his previous experience at Rockwell Collins gives him a lot of credibility with the rank-and-file."

Boeing's new plan to fix its broken culture: Execs on the factory floor

<ul class="summary-list"><li><a target="_blank" href="https://www.businessinsider.com/home-depot-business-size-facts-sales-employees-store-locations-2019-5">Home Depot</a> now requires corporate employees to spend one day each quarter working in a retail store.</li><li>The move revives a long-standing practice that was suspended during the pandemic.</li></ul>The next orange-aproned employee who helps you <a target="_blank" href="https://www.businessinsider.com/walmart-target-kroger-in-labor-hoarding-war-for-workers-2023-3">match a paint swatch at Home Depot</a> might spend their typical work days programming hex code colors for the retailer's app.Beginning in the fourth quarter of this year, Home Depot will require corporate employees to spend a day each quarter working in a retail store to better understand what customer-facing roles entail."It's critical that we all spend time in the aisles engaging directly with customers and understanding the unique opportunities and challenges that our frontline associates face every day," a Home Depot spokesperson told Business Insider. "We've had many <a target="_blank" href="https://www.businessinsider.com/home-depot-ben-hill-arthur-blank-good-company-customer-service-2020-9">similar programs in the past</a>, and this newly launched effort is the latest such program."The policy applies to corporate employees, including senior management and remote workers. According to a memo from CEO Ted Decker, employees must complete an eight-hour shift four times a year, <a target="_blank" class="" href="https://www.bloomberg.com/news/articles/2024-10-08/home-depot-ceo-orders-corporate-staff-to-work-in-stores-four-times-a-year">Bloomberg</a> reported.The spokesperson said the move revives a long-standing practice suspended during the pandemic as <a target="_blank" href="https://www.businessinsider.com/home-depot-chartering-cargo-ships-started-as-a-joke-2021-10">safety concerns and operational challenges</a> took priority.Software developers on social media <a target="_blank" href="https://www.reddit.com/r/cscareerquestions/comments/1fycv29/home_depot_software_devs_to_start_having_to_spend/">reacted</a> favorably to the move, saying it would give programmers a better understanding of how actual users — rather than imaginary — interact with the apps and software they build."More firms ought to give their developers systematic exposure to the business end of things," programmer Eric S. Raymond <a target="_blank" class="" href="https://twitter.com/esrtweet/status/1843423420677030258">posted</a> on X in response to the news.Home Depot isn't the only company using the undercover boss strategy.Uber CEO Dara Khosrowshahi made headlines last year when he revealed his takeaways from <a target="_blank" href="https://www.businessinsider.com/uber-ceo-dara-khosrowshahi-company-should-have-paid-attention-drivers-2023-9">driving for the service</a> the year before."It showed me, literally, that we as a company culturally were very much focused on the rider and the eater product because we used them ourselves — we took a lot of pride in it all the time," he told a conference hosted by General Electric. "But we didn't take pride in the driver product because very few of us drove."If you are a Home Depot worker who wants to share your perspective, please <a target="_blank" href="mailto:dreuter@businessinsider.com">contact Dominick via email</a> or text/call/Signal at 646.768.4750. Responses will be kept confidential, and Business Insider strongly recommends using a personal email and a non-work device when reaching out

Home Depot is requiring its corporate employees to do shifts at the company's stores

In Greek mythology, Prometheus, a wise Titan whose name means "foresight," defied Zeus by gifting fire to humans, an act that revolutionised our civilization. Fire became a symbol of progress, providing the tools for growth and the spark for <keyword id="94495" type="General" weightage="20" keywordseo="innovation" source="Orion">innovation</keyword>. This ancient tale mirrors the modern concept of <keyword id="3946833" type="General" weightage="100" keywordseo="intrapreneurship" source="Orion">intrapreneurship</keyword>—the process of fostering innovation within established companies. Intrapreneurship encourages an entrepreneurial mindset by providing staff with resources, mentorship, and collaboration opportunities, enhancing innovation in ideas, products, and processes. While startups are often seen as the hub of groundbreaking ideas, some of the most transformative innovations come from within the walls of larger organisations. These corporations, however, often face bureaucratic hurdles that slow progress. Intrapreneurship breaks down these barriers by giving employees the freedom and resources to experiment. Under strong leadership, companies can foster a culture of trust, empowering teams to solve problems creatively and drive growth. <h2>Nurturing the intrapreneurial spirit</h2>One of the key components of successful intrapreneurship is providing employees with a sense of ownership and autonomy. This approach taps into the vast potential within the workforce, unlocking creativity that might otherwise remain dormant in a traditional corporate structure. It encourages risk-taking and creative problem-solving, boosting innovation and enhancing employee engagement and satisfaction. Take 3M for example, Spencer Silver’s discovery of a unique adhesive led to the creation of the iconic Post-it note, despite initial skepticism.Yet, the company’s intrapreneurial environment allowed for exploration, leading to the development of a product that revolutionised communication. Similarly, Lockheed Martin’s ‘Skunk Works’ is a division that operates with the agility of a startup within the larger organisation. Skunk Works’ autonomy has resulted in numerous aerospace innovations, including stealth technology and fighter jets. These examples underscore the transformative potential of intrapreneurial freedom, where exploration leads to groundbreaking products and industry-shifting advancements. By giving employees space to explore ideas beyond their day-to-day tasks, organisations tap into a wealth of innovation, allowing intrapreneurs to flourish. <h2>The essence of intrapreneurship</h2>Innovation requires trial and error, and not every idea will succeed. The best environments for intrapreneurship are those that embrace failure as part of the learning process. Companies like Intel and Tesla have thrived by viewing setbacks as growth opportunities. In the 1980s, Intel faced a major crossroads when internal innovators identified a larger market opportunity and advocated for a shift from memory chips to microprocessors. They embraced potential failure with this pivot, which though risky, propelled Intel to become a leader in the tech industry. Tesla, known for its continuous drive for innovation, encourages its teams to experiment and push boundaries. Elon Musk’s willingness to accept failures along the path to innovation has led to significant breakthroughs, like the development of electric vehicles and space exploration technology. <h2>Collaboration: The key to creative synergy</h2>Intrapreneurs don’t work in isolation. True innovation happens when employees collaborate across departments, combining different skills and perspectives to tackle complex challenges IBM’s Watson, a cognitive computing system, is a prime example of what can happen when cross-functional teams come together. Engineers, data scientists, and non-technical staff worked collaboratively to create a groundbreaking technology that has since been used in fields ranging from healthcare to finance. Facebook’s famous "hackathons" foster cross-departmental innovation. These 24-hour events allow employees to work on passion projects outside of their usual responsibilities, resulting in successful product features like the "Like" button. The melding of expertise has led to breakthroughs that might not have been possible within traditional silos. <h2>Intrapreneurship: Driving growth from within</h2>Innovation is more than generating ideas—it’s about bringing those ideas to life. Intrapreneurship provides a framework for turning creative concepts into reality. Just as Prometheus defied convention to give humanity the gift of fire, intrapreneurs challenge the status quo to drive progress within their organisations. By fostering a culture of risk-taking, collaboration, and continuous learning, companies can ignite the innovation that fuels long-term growth. Continuous support in the form of funding, mentorship, and resources is crucial for intrapreneurship to thrive. In today's <keyword id="6355515" type="General" weightage="20" keywordseo="business" source="Orion">business</keyword> landscape, nurturing the intrapreneurial spirit is essential for companies striving to remain competitive and relevant. Encouraging collaboration across departments and providing autonomy to explore new ideas can lead to breakthroughs that fuel an organisation's success. As Prometheus’s fire illuminated the path to human progress, so too can the spark of intrapreneurship light the way toward a brighter future for businesses. Disclaimer: This article is authored by Manoj Nair,AVP &amp; Global Head of Marketing, Corporate Strategy &amp; Risk, Infosys BPM. The opinions expressed are those of the author and do not necessarily reflect the views of Business Insider India. This article is published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>.

Ignite the fire of innovation: The intrapreneurship advantage

<ul class="summary-list"><li>This post originally appeared in the Insider Today newsletter.</li></ul>Good morning! Are you a fan of the "John Wick" franchise? If so, you owe a big thank you to Eva Longoria. <a target="_blank" href="https://www.businessinsider.com/eva-longoria-producer-john-wick-2024-10">She provided $6 million in gap financing</a> when the first movie ran out of money and was at risk of shutting down.Our sale on a Business Insider subscription also kicks off today. <a target="_blank" href="https://www.businessinsider.com/subscription/limited-offer">Check out the details here</a>.In today's big story, Boeing's new CEO has big plans for the company's turnaround, <a target="_blank" href="https://www.businessinsider.com/boeing-corporate-culture-fix-executives-factory-floor-2024-10">including executives rolling up their sleeves</a>.What's on deck:<ul><li>Markets: Breaking down some theories about <a target="_blank" href="https://www.businessinsider.com/trump-election-odds-polymarket-bets-polls-kamala-harris-2024-10">what's motivating the Trump "whale"</a> in the betting markets.</li><li>Tech: Tesla trounced Wall Street's <a target="_blank" href="https://www.businessinsider.com/tesla-stock-tsla-earnings-call-report-live-updates-2024-10">Q3 earnings expectations</a>.</li><li>Business: McDonald's E. coli outbreak has a key difference <a target="_blank" href="https://www.businessinsider.com/mcdonalds-ecoli-outbreak-investigation-update-compared-chipotle-2024-10">from the one that plagued Chipotle in 2015</a>.</li></ul>But first, let's get this flight back on track.If this was forwarded to you, <a target="_blank" href="https://www.businessinsider.com/subscription/newsletter/insider-today">sign up here.</a><h3 id="7fa5f018-5b05-4a37-a8dc-d3f89138bcb3">The big story</h3><h2 id="5fd547b9-ec52-41fc-8e08-4f4b27dd8097">Boeing's comeback pitch</h2><div type="image" title="Collage of Boeing's Ceo and Airplane factory imagery" height="1500" width="2000" msid="114551156" hostid="261" sizebytes="127052"></div>Boeing's new CEO is looking to navigate a turnaround that includes rethinking the aerospace giant's culture.Boeing <a target="_blank" href="https://www.businessinsider.com/boeing-q3-results-earnings-loss-ceo-vows-iconic-again-2024-10">reported a $6.1 billion loss in the third quarter</a>, the latest knock for a company that's faced constant setbacks this year, writes Business Insider's Pete Syme.But new CEO Kelly Ortberg has some ideas for how to fix Boeing's "festering of issues." In a memo to employees, he <a target="_blank" href="https://www.businessinsider.com/boeing-ceo-turnaround-plan-employee-memo-earnings-2024-10">detailed a four-part plan</a> for how Boeing can regain its place as an "iconic company and aerospace leader," BI's Benjamin Zhang reports.You might think a nearly $100 billion company that builds airplanes needs a specific solution. But at its core, Ortberg's plan is something any business can appreciate: focus on the culture and the work being done.For Boeing that means <a target="_blank" href="https://www.businessinsider.com/boeing-corporate-culture-fix-executives-factory-floor-2024-10">putting executives on factory floors</a> with the hope it will address safety, communication, and employee trust issues, writes BI's Taylor Rains.Whether you're making sandwiches or 737s, having a front-row seat to how the work is being done often provides a better view of a company's inefficiencies than any boardroom can.Of course, Boeing's problem's are slightly more complicated than perfecting a BLT.Just a few days into 2024, a Boeing 737 Max suffered a blowout incident that tanked the company's stock and drew the attention of Congress. Since then, it has also been dealing with a costly strike and a struggling space program.Plenty of business turnarounds include talking to those in the thick of it.Starbucks' new CEO Brian Niccol, who is trying to stop the coffee chain's sales slide, is looking to <a target="_blank" href="https://www.businessinsider.com/starbucks-new-ceo-looking-to-baristas-as-part-of-turnaround-2024-10">baristas</a> for help.He mentioned fixing some of the biggest problems Starbucks' "green-apron partners" have flagged to executives, like devising a <a target="_blank" href="https://www.businessinsider.com/starbucks-workers-requested-store-changes-new-ceo-2024-10">better way to manage mobile orders</a>.The effort to get direct feedback from the people doing the work is evident in Big Tech, too. The "year of efficiency" has become more of an era as tech giants like Meta and Amazon continue to flatten their organizations.Those efforts have downsides, though. Tech giants' focus on the work has meant a steady stream of layoffs as they keep removing layers. The end result could have an impact on morale.<h3 id="77f31a4c-8462-4e3d-a71f-838cb79493fb">News brief</h3><h2 id="1fcd294b-3f53-425f-9f20-4093e8623b59">Top headlines</h2><ul><li>Boeing workers <a target="_blank" rel="noopener" href="https://l.businessinsider.com/a/click?_t=c8e10479a20f45bba5aad6c5f6fbb009&amp;_m=a8298a7e576b433ea0f7196984a4f62c&amp;_e=qqkmy_Hf1u4jsRXi5OF3USks99Ou68JR3jOdssDRPlgguwdPNY2mS8X3mZIZw5GpyEphrA7hNkNpMdudvCZFnc_DtbV52OwvzBXeV10FXS-rxriu37KsrNumkYx7GpyEL1iG8t4vugjKZjOLrdXxM0CLgNk9LteWKrsthcJe1z7crzeVNAWdlut7kM1xMAFW5nhrkL8jtNAFWa5fh-iebr33_1psA8fQsEpdp7triLcB1FjnwsV78sZDwxxmmw1tdJmeVvncdG_G00EAqIrzFJRQkTXy1w4CEM8KJDPIIt1XJ0NmntpKWVIyCUUPrxhgqeT7UQrc4hvIwxnpN313tZo_nAofCQsG-52PFa0tX9de7r9-SdjyK_wXwt3kFcJF29p-vBs1U8wKNWIJEq-HVWpER8grZe3IsBD4n208Jx2yKS09TlaDyP-fZhUv9lBvwPBigN0PlUJ-VNy7tIq-Lg%3D%3D">reject the company's latest proposal</a>, which included a 35% wage hike.</li><li>WPP's former dealmaker is joining investment bank Canaccord Genuity — <a target="_blank" href="https://www.businessinsider.com/canaccord-genuity-hiring-former-wpp-dealmaker-lance-maerov-2024-10">a sign advertising M&amp;A could heat up</a>.</li><li>This staid software company is kicking butt in AI. <a target="_blank" href="https://www.businessinsider.com/servicenow-ceo-bill-mcdermott-ai-software-2024-10">The CEO explains how</a>.</li><li>The US is facing a drugstore graveyard as stores close. <a target="_blank" href="https://www.businessinsider.com/pharmacies-drugstores-closing-leaves-empty-locations-real-estate-challenge-2024-10">Filling the leftover spaces</a> is the next challenge.</li><li>The CEO of Perplexity said the AI-powered search engine <a target="_blank" href="https://www.businessinsider.com/perplexity-ceo-lawsuits-tensions-dow-jones-2024-10">isn't trying to replace the news</a>.</li><li>Americans are quitting their jobs at the lowest rate in years. <a target="_blank" href="https://www.businessinsider.com/raises-promotions-harder-get-low-quit-rates-interest-rates-2024-10">It's making it harder to get raises and promotions</a>.</li><li>Life after Intel: After rounds of layoffs and buyouts, some Intel insiders are <a target="_blank" href="https://www.businessinsider.com/intel-buyouts-new-ventures-philanthropy-wedding-planning-2024-10">abandoning the corporate grind altogether</a>.</li></ul><h2 id="8120060b-ae66-48dc-b149-f0489a30ffa2">3 things in markets</h2><div type="image" title="Donald Trump in front of a green upward-trending line" height="900" width="1200" msid="114551160" hostid="261" sizebytes="69384"></div><ol><li>What's going on with the "whale" betting on a Trump win? Here are some theories. Someone has bet roughly $46 million on former President Donald Trump reclaiming the White House on Polymarket. Political and betting-market commentators have speculated it's either an influence campaign, a pump-and-dump scheme, <a target="_blank" href="https://www.businessinsider.com/trump-election-odds-polymarket-bets-polls-kamala-harris-2024-10">or simply a bullish view on Trump's prospects next month</a>.2. Whether it's Trump or Harris, Steve Schwarzman isn't worried about a post-election recession. The billionaire Blackstone CEO has publicly backed the former president, but he doesn't see Vice President Kamala Harris winning as a recession risk. "The economy is pretty strong and both of the candidates <a target="_blank" href="https://www.businessinsider.com/us-economy-recession-outlook-schwarzman-blackstone-trump-harris-election-inflation-2024-10">keep mentioning a lot of stimulative policies</a>," Schwarzman said.3. Apple stock dips on reports of dimming demand for the new iPhone. <a target="_blank" href="https://markets.businessinsider.com/news/stocks/apple-stock-price-tumbles-analyst-says-iphone-16-orders-slashed-2024-10">Apple stock dropped as much as 3% on Wednesday</a> after analyst Ming-Chi Kuo of TF International Securities said Tim Cook's company cut orders by 10 million units. Kuo also saw "no evidence" AI features were boosting demand. Meanwhile, the production of the Vision Pro <a target="_blank" href="https://www.businessinsider.com/apple-vision-pro-production-weak-demand-2024-10">is reportedly in flux</a>.</li></ol><h2 id="f4b54806-7f81-450c-ba32-92560d4fae9b">3 things in tech</h2><div type="image" title="Gif of various floating shapes in blue, green and orange" height="540" width="1080" msid="114551164" hostid="261" sizebytes="39602"></div><ol><li>Introducing AI's power players. Now in its second year, Business Insider's 2024 AI Power list maps out who wields real power in artificial intelligence and machine learning. <a target="_blank" href="https://www.businessinsider.com/ai-power-list-2024">This year's list honors people</a> hoping to effect change and solve problems across the industry, from Groq CEO Jonathan Ross to Google DeepMind COO Lila Ibrahim.2. Tesla did better than expected in Q3. The electric carmaker reported earnings per share of $0.62 — <a target="_blank" href="https://www.businessinsider.com/tesla-stock-tsla-earnings-call-report-live-updates-2024-10">a big beat over analysts expectations</a> of $0.51. It also announced <a target="_blank" href="https://www.businessinsider.com/tesla-cybertruck-profit-2024-10">the Cybertruck turned a profit</a>, marking a major win for Elon Musk as he enters the electric pickup market. Analysts saw the latest numbers as a clear sign that <a target="_blank" rel="noopener" href="https://www.businessinsider.com/tesla-earnings-analyst-reactions-basics-selling-electric-vehicles-robotaxi-2024-10">Tesla shouldn't neglect its roots</a>.3. A ban on celebrity jet-tracking isn't a bad idea. But Meta still has some explaining to do. This week, the company suspended Threads accounts that shared flight data of figures like Taylor Swift and Donald Trump, citing safety concerns. That seems reasonable, but it doesn't explain why <a target="_blank" href="https://www.businessinsider.com/meta-ban-celebrity-flight-tracker-private-jet-elon-musk-threads-2024-10">Meta chose to wait until now</a> to apply the three-year-old recommendation.</li></ol><h2 id="9260fa45-d397-4b3c-b4f8-4bb193976216">3 things in business</h2><div type="image" title="Photo illustration of person having anxiety dreams about burning money" height="1000" width="2000" msid="114551161" hostid="261" sizebytes="197872"></div><ol><li>Millennials are making a massive financial mistake. If you came of age against a backdrop of two major crises, you might be left a little more risk-averse in your investments. But sitting on your cash <a target="_blank" href="https://www.businessinsider.com/millennials-big-money-mistake-holding-cash-not-buying-stocks-investing-2024-10">will come back to bite you</a> in the long run.</li><li>McDonald's doesn't think its E. coli outbreak will be like Chipotle's in 2015. Execs said Chipotle's cases involved the handling and preparation of food while <a target="_blank" href="https://www.businessinsider.com/mcdonalds-ecoli-outbreak-investigation-update-compared-chipotle-2024-10">McDonald's outbreak was related to potentially contaminated ingredients</a> from a supplier. But that hasn't stopped victims of the recent outbreak <a target="_blank" href="https://www.businessinsider.com/mcdonalds-e-coli-outbreak-lawyers-lawsuits-quarter-pounder-2024-10">from getting ready to sue the Golden Arches</a>.</li><li>Hollywood's star is fading. Los Angeles is losing ground as the center of the film industry, as the high cost of living and labor drives entertainment jobs to other locales. New York isn't doing too well either — the country's No. 2 entertainment job market also saw its share of jobs dip. The industry's center of gravity <a target="_blank" href="https://www.businessinsider.com/hollywood-losing-dominance-tv-movies-employment-chart-2024-10">appears to be shifting south</a>.</li></ol><h2 id="9f5d80ac-3466-429f-a50a-2ffbb70c65ff">What's happening today</h2><ul><li>Southwest Airlines, Barclays, Capital One, and other companies report earnings.</li><li>G20 finance ministers and central bank governors meet.</li></ul>The Insider Today team: Dan DeFrancesco, deputy editor and anchor, in New York. Jordan Parker Erb, editor, in New York. Hallam Bullock, senior editor, in London. Milan Sehmbi, fellow, in London. Amanda Yen, fellow, in New York.

Boeing's turnaround plan is something any business can relate to: focus on the culture and the work

<keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword> laid off thousands of employees in 2023 and many found their lives turned upside down with just an email notification. After all, when you have given your heart and soul to an organisation, it is never easy accepting the fact that you are being asked to leave at a moment’s notice. The situation becomes even more complicated when you have been with the company for more than a decade. Something similar happened with <keyword id="23300967" type="General" weightage="20" keywordseo="Nicholas-Whitaker" source="keywords">Nicholas Whitaker</keyword>, who had been working with the company since 2010 and found out about his <keyword id="20118388" type="General" weightage="20" keywordseo="layoff" source="keywords">layoff</keyword> abruptly. <h2>The 3 am email bringing bad news</h2>“My layoff experience was traumatic. I got an email at 3 am to my personal email, that I only found because a colleague pinged me on Linkedin in the DMs to ask if I was ‘Ok’ and if I was ‘safe’,” Whitaker told <keyword id="21390875" type="General" weightage="20" keywordseo="Business-Insider-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Business Insider India" meta.hostid="261" meta.entityid="Business Insider India">Business Insider India</keyword> in a conversation. He added that when his colleague enquired about his safety, he thought it was a “shooting or some natural disaster.” In other words, he didn’t even imagine that he was being laid off from Google. He then revealed that when he checked his work email, he discovered that he was locked out of his laptop and phone. He then checked his personal email and there it was, the “short and impersonal email” that told him that his role at Google was being eliminated. <h2>The layoff process was uncomfortable</h2>When Google announced large-scale layoffs last year, the company made a lot of headlines for handling them in an unprofessional manner. In March 2023, several Google employees had even written an open letter to Google CEO Sundar Pichai, asking him to deal with layoffs in a better manner. Whitaker, narrating his own experience, shared with Business Insider India that after receiving the dreadful layoff email at 3 am, he spent the next few months completing formalities to get his payments that were due. He said, “It took all of the next several months for me to mail back my laptop, badge and any gear that I had that was Google property. (I also had to) navigate unemployment, health insurance and get all of the documentation I had to submit to "self Offboard" and to receive payments that I was supposed to get.” “Along the way there were multiple errors and miscommunications from the team that made it all even more uncomfortable,” he said. Whitaker also noted a complete lack of communication and empathy from his old team at Google. “I got a single text message from my prior manager asking how I was doing a few days after I was laid off, but otherwise no one reached out to check on me or offer assistance from my old team. Overall I found the process to be brutally impersonal and inhumane,” he said. <h2>Experience at Google</h2>But was Google always “inhumane” in his experience? Not really. There were some amazing days too and Google, according to Whitaker, was a different company when he had joined. “My initial experience working at Google was like it was a completely different company. I started as a temp, contractor and then a vendor for Google back in 2010, and at the time I think it was something like 40,000 employees. It had a real startup feel to it. Teams were agile and collaborative, and there was a lot of room for growth. It may have been specific to my team and org, but it felt like you had a lot more room for experimentation and autonomy to make decisions, and failure wasn't seen as a bad thing, but a necessary part of innovation,” he said. Whitaker also said that a “class system” was there at Google, especially since he was a TVC (Temporary, Vendor and Contractor). “As a TVC you wouldn't be included in many of the activities and learning opportunities that full time employees had, and didn't get invited to extracurricular activities. There was a real bias towards culture at the time, and words like Don't be Evil, and be Googly were often used.” However, in general, he added that the atmosphere was positive and full of possibilities. “Colleagues generally were very supportive, collaborative and encouraging to work with. I was excited as this was my first time working in big tech, or Corporate America and I saw that period of time as a real coming of age for me. I learned how to be a professional at Google and appreciated all of the early guidance and support that I got from colleagues and leaders.” <h2>Helping others</h2>It has now been over a year since Whitaker was laid off. He now has his own venture and helps other people navigate their careers. Talking about what motivated him to kick-start his own venture, he said, “After 13 years in big tech, the last few years in particular being particularly difficult due to toxic teams and leaders, I didn't want to jump right back into that kind of experience again. A year before getting laid off, I had experienced a bad <keyword id="19956983" type="General" weightage="20" keywordseo="mental-health" source="keywords">mental health</keyword> crisis that was the result of workplace bullying, gaslighting and toxic leadership. "I wanted to help others avoid and recover from similar situations and create a community where people can find mutual support and coaching on how to best navigate their careers in a conscious way. My severance after working so long at Google allowed me to fund the launch of my coaching business, and eventually ‘changingwork.org’." <keyword id="23300968" type="General" weightage="20" keywordseo="Changing-Work" source="keywords">Changing Work</keyword>, Whitaker explained, is his way of addressing a deep need in corporate life — helping people rediscover their sense of purpose and alignment in their careers and finding ways to build more conscious leaders and businesses. He added, “What makes this so transformative for me personally is that it allowed me to step into a role where I could integrate all the lessons from my own career—especially the parts that were hardest for me. During my time at Google, I saw firsthand how high-pressure environments can lead to burnout, anxiety, and a disconnect from our true selves.” The recent tragic death of a young CA at Ernst &amp; Young (EY) employee in India has turned the spotlight on toxic work cultures prevalent in many high-pressure industries. Broader debates on burnout, mental health struggles, and unrealistic expectations in corporate environments in the workplace have occupied social media platforms. This incident serves as a painful reminder that companies must prioritize <keyword id="21050364" type="General" weightage="20" keywordseo="employee-well-being" source="keywords">employee well-being</keyword> and mental health to foster sustainable, humane workplaces. And makes the work that people like Whitaker are doing all the more important. “I’ve spoken publicly about how mindfulness practice, coaching and therapy literally saved my life during some of my darkest times at Google. Changing Work is the culmination of that journey. It’s not just about helping others find balance and fulfillment—it’s about creating a space where I can live those values every day,” he concludes.

Fired from Google after 13 years of service, he used his severance to build a business around helping others with their careers

<ul class="summary-list"><li>Tucker Carlson tore into modern corporate work culture in a recent interview.</li><li>"I just so hate that culture that treats people like they're not people," he said. "And for what?"</li></ul>Former Fox News host Tucker Carlson tore into modern work culture <a target="_blank" href="https://www.youtube.com/watch?v=2O2gg2guge4">in a recent interview</a>, saying that it "treats people like they're not people.""If your life is all about efficiency and every moment is being monitored and counts towards something, then you're not really human," Carlson said while appearing on This Past Weekend with Theo Von. "You're a machine, aren't you? I mean, you're a cog in a larger machine.""That's what I think a lot of people feel like these days," Von said.They sure do! A <a target="_blank" href="https://www.tiktok.com/@uncensoredtucker/video/7300195299392261408?_r=1&amp;%3B_t=8hLMbTfx6yp">clip of the interview</a> went viral on TikTok, and people were stunned they were on the same page as the right-wing commentator."Did I just find myself agreeing with Tucker Carlson?????" one user commented."Who is this and what has he done with Tucker Carlson?" wrote another user."Was tucker Carlson playing a character the entire time he was on fox?" someone else wondered.Appearing on Von's show last month, Carlson recalled watching a video in which a woman complained about working in the corporate world."She does this video like, 'This is terrible, I don't make any money, they treat me like shit … I'm not worth anything, I'm not human,'" he said."And everyone's like, 'Shut up and work, honey!' And I watch this and I'm like, no," he said. "I hope you win.""The seeds of revolution are spreading in my heart," Carlson added while laughing. "I just so hate that culture that treats people like they're not people. And for what?"Carlson was <a target="_blank" href="https://www.businessinsider.com/tucker-carlson-out-at-fox-news-2023-4">fired from Fox News</a> in April, shortly after the network reached a $787 million settlement with Dominion Voting Systems. The company filed a defamation lawsuit against Fox in 2021, accusing it of spreading unsubstantiated allegations against Dominion related to the 2020 election.Carlson now hosts the show "Tucker on X."

Fired employee trashes modern corporate work culture

<ul class="summary-list"><li>In a poll, 52% of CEOs said their workplace culture was toxic, a 10-percentage-point jump from 2023.</li><li>But only about one in three workers reported that their employers had a toxic culture.</li></ul>You might think your job has <a target="_blank" href="https://www.businessinsider.com/signs-of-toxic-workplace-how-identify-spot-interview-2024-3">toxic vibes</a>. It turns out the person running your company might feel the same way.In a recent <a target="_blank" href="https://www.businessolver.com/resources/2024-state-of-workplace-empathy-executive-report-part-1/">Businessolver survey</a>, 52% of CEOs said their workplace culture was toxic. That's a 10-percentage-point increase from 2023 and, notably, higher than the nearly one in three employees who said there was a noxious culture where they worked.The findings on toxicity at work are significant because Businessolver found that people who said their culture wasn't beneficial were 47% more likely to report suffering mental-health issues.But hold up. CEOs who believe they're sitting atop a bad-for-you culture would seem to be in a position to solve the problem. Right?Yet Rae Shanahan, the chief strategy officer at Businessolver, which develops tech for managing employee benefits, told Business Insider that in many instances, company heads underestimate the impact that managers have on their teams.She said that toxicity within an organization is about fear and that moves to reduce those feelings must start from the top."The CEO can't fix it, but the CEO can certainly set the stage," Shanahan said.Young workers, in particular, could be looking to leaders to act. In the survey, 65% of <a target="_blank" href="https://www.businessinsider.com/gen-z-work-talking-about-mental-health-anxiety-depression-hr-2024-6">Gen Zers</a> reported a mental-health issue, while only 38% of boomers did the same.<h2 id="043105cf-d8ad-4818-9ebe-32cf6d20d5ff">CEOs are having a hard time, too</h2>Businessolver also found that many corporate chiefs were struggling with their own mental-health challenges. Fifty-five percent reported having had mental-health issues in the past year, a jump of 24 percentage points from last year.Those challenges haven't necessarily translated to a change in how those with mental-health concerns might be perceived inside organizations.Among all survey respondents, CEOs were most likely to concur that companies regarded someone with a mental-health challenge as "weak" or a "burden." About eight in 10 CEOs said this was the company's view, while 72% of human-resources professionals and about two-thirds of workers said the same.It's possible, Shanahan said, that some CEOs think <a target="_blank" href="https://www.businessinsider.com/microsoft-ceo-satya-nadella-empathy-hard-not-soft-skill-2023-10">showing empathy</a> makes them look weak — and that they can't attend to the needs of shareholders and <a target="_blank" href="https://www.businessinsider.com/jeff-bezos-ceo-amazon-leadership-approach-lack-empathy-harvard-professor-2024-4">drive the business</a> while trying to foster a more positive environment in the company."Sometimes people feel like if you talk about empathy, that you're being soft and you can't hold people accountable," she said.The survey involved about 3,100 workers in the US — about 400 of them CEOs — and ran from mid-February to early March.<h2 id="8672ccf1-7016-4a8b-beb7-1c4475110d19">How to address the problem</h2>Shanahan said one approach that might help companies better understand their cultures would be to treat workers more like customers. The user-experience teams that design products and services, she said, could be deployed to learn more about how an organization acts toward its employees.That might involve digging into what happens, for example, when an employee joins the company. What types of communications do they receive? Do they get conflicting messages?Beyond that, the fix could involve looking at what workers say will help their mental health. About nine in 10 employees said that measures like flexible working hours, open-door policies, and encouraging time away from work were important to helping fortify their mental health."If we have people that are performing — let's deal with the outliers, but let's treat the vast majority as adults and let them integrate their work and their home life," Shanahan said.

CEOs admit their company culture sucks

<ul class="summary-list"><li>The death of a 26-year-old EY employee has triggered a conversation about India's work culture.</li><li>The employee's family says that she was overworked — and that it reflects a wider problem.</li></ul>Fourteen-hour work days, meetings during vacations, and no overtime.To some, this may sound like a job from hell. But for many employees in India, it's just another working day.India has one of the toughest work cultures in the world. In 2022, according to the most recently available data from the <a target="_blank" href="https://ilostat.ilo.org/topics/working-time/#">International Labour Organization</a>, the average employee in India worked 46.7 hours a week, compared to about 38 in the US.Not only are employees in India working long hours, but many are also doing it under intense pressure."The pressure is very, very high," Jennifer Hephzibah, a senior HR professional in India, told Business Insider. "If you don't deliver it at a particular time, you either lose your bonus, or you lose your job. It doesn't matter what you're going through otherwise."A Boston Consulting Group <a target="_blank" class="" href="https://www.google.com/url?q=https://www.bcg.com/publications/2024/india-hr-revolution-building-workplaces-for-the-future&amp;sa=D&amp;source=docs&amp;ust=1727195342438866&amp;usg=AOvVaw366N6_QMHZIy6fbfnMv__Y">survey</a> of 11,000 workers in eight countries in October 2023 found that 58% of Indian respondents reported feeling burned out — the highest share of any of the countries, including the US (50%), the UK (47%), and Japan (37%).<h2 id="56dd16d5-8f41-4ab5-aad1-efb517f1a780">'Glorifying overwork'</h2>This always-on culture has come under the spotlight recently following the death of an EY employee, Anna Sebastian Perayil, in July.Peryail's father, Sebastian Perayil, told<a target="_blank" href="https://www.thenewsminute.com/news/what-action-will-ey-take-anna-sebastians-father-speaks-to-tnm"> The News Minute</a> that he believed his daughter died of a combination of health issues, including work stress and acid reflux which triggered a lack of sleep. The official cause of Perayil's death, however, remains unclear."Anna was unable to sleep on most days and couldn't eat on time," he told the publication. "After a whole night of work, she would have to wake up at 7:30 the next morning and repeat the same cycle."According to<a target="_blank" href="https://www.thehindu.com/news/national/maharashtra/mother-pens-letter-following-death-of-26-year-old-daughter-due-to-work-stress-urges-ey-chairman-to-reflect-on-toxic-work-culture/article68656957.ece"> The Hindu</a>, Perayil's mother emailed Rajiv Memani, the chairman at EY India, in the wake of Perayil's death, saying her daughter had collapsed four months into the job after struggling with "the workload, new environment, and long hours."She also accused EY of "glorifying overwork."EY told BI it was "taking the family's correspondence with utmost seriousness and humility" and called Perayil's death an "irreparable loss."<h2 id="0e580f7b-a1b5-40de-bcd5-4c5e1cd9f1da">A 70-hour workweek</h2>Concerns about India's workplace culture are not new.Last year, the software billionaire and Infosys founder Narayana Murthy sparked controversy after saying that young people in India should be willing to work 70 hours a week to help the country progress."India's work productivity is one of the lowest in the world," he told<a target="_blank" href="https://www.youtube.com/watch?v=ES8ZNSTswrs"> The Record</a>, going on to say that unless India improved several factors including its work productivity, "we will not be able to compete with those countries that have made tremendous progress.""So, therefore," he continued, "my request is that our youngsters must say: "'This is my country. I'd like to work 70 hours a week.'"The comments appear to reflect wider expectations in India, even among employers with head offices elsewhere.Kavach Khanna, a former EY analyst in India, told BI that he believed he was expected to do more work than his US colleagues."We used to talk to colleagues in the US in the same roles, and their experience was completely different from ours," Khanna said. "They would get to go for client meetings, leave the office on time, no stretched workdays, and they weren't overburdened like we were."EY did not immediately respond to a request for comment.<h2 id="c34411b0-4cf7-4ac6-b8b5-d828d78369df">Cost centers and cheap labor</h2>Huge multinational companies, such as EY, Google, Microsoft, Salesforce, and Accenture, have set up cost centers in India.These centers, also called Global Capability Centers (GCCs), manage everything from cyber security to product development. They can also manage human resources and accounting.They are cheaper to run in India due to lower labor costs, and they help companies tap into a wide and hungry pool of tech-savvy, English-speaking talent.An <a target="_blank" class="" href="https://assets.ey.com/content/dam/ey-sites/ey-com/en_in/topics/consulting/gcc/2023/06/ey-future-of-gccs-in-india-a-vision-2030.pdf">EY report in 2023 </a>projected that India is set to host at least 2,400 such centers by 2030, with a market value of more than $100 billion.An associate at the Indian office of a multinational banking and advisory firm told BI that even at his Western company, he believed Indian employees were expected to work longer and harder.He said 16- to 18-hour workdays — including some weekends — were normal in his job."A lot of multinational corporations use India as a cost center because of the cheap labor," said the associate, who wanted to remain anonymous for fear of retaliation. "Offices in other countries have boundaries and then dump their extra work on us."Jeanie Chang, an executive coach who specializes in workplace mental health, said she had noticed such a trend, too. "It definitely exists that multinational companies tend to think, 'We love that the Indians work hard, so let's keep doing that.'"Chang also noted that some Asian communities place a cultural importance on work ethic that can lend itself to exploitation."There's a word in Japanese and Korean," Chang said, "that literally means 'overworking yourself to death.' That should say something."<h2 id="799c5726-4028-4993-85d3-1175f4f96f4d">Fear of replacement</h2>So what is stopping employees from demanding change?Part of it might come down to competition. In 2022, <a target="_blank" class="" href="http://www.indiaenvironmentportal.org.in/files/file/India%20Employment%20Report%202024.pdf">according to the India Employment Report 2024</a>, India's youth made up nearly 83% of the country's total unemployed population. With <a target="_blank" href="https://www.thehindu.com/business/budget/68432023-Economic-Survey-2023-24-Complete-document">India's workforce</a> thought to number well over 500 million, each job counts.Hephzibah, the senior HR professional, said that the sheer number of available workers has contributed to a feeling that employees are expendable, and has held them back from saying no to unreasonable demands for fear of losing their jobs.Perayil's mother's email, for instance, said her daughter "did not know how to say no.""She was trying to prove herself in a new environment, and in doing so, she pushed herself beyond her limits," the email said,Hephzibah said this was especially true for younger workers, who may not have enough experience to become critical within the company yet."In the bigger companies," she said, "if you don't deliver, that's it: You're replaced."<h2 id="76d9e66d-7e50-4929-bb3f-86da08d669dd">Cultural differences</h2>Chang told BI that she's had Indian employees point out their lack of resources compared to international peers in the same company."They tell me, 'Jeanie, we don't have effective mental-health resources, but we hear the US does,'" she said.In a<a target="_blank" href="https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx"> Gallup State of the Global Workplace report</a> published in 2024, only 14% of the roughly 2,262 Indian employees surveyed said they were thriving at their workplace, compared with 34% of the 128,278 employees surveyed globally.Hephzibah, who has worked in both Indian-owned and multinational companies, told BI that multiple colleagues had left or requested transfers outside India in recent years — mainly because of the work culture.She also found cultural differences when conducting training sessions for employees in India and the US.When implementing the Indian training schedule for one company's American employees, Hephzibah faced pushback on issues like late session timings."They said, 'We're not going to work after 6 and they could clearly call it out without feeling bad," Hephzibah said. "The problem in India is that people get scared to speak up because their jobs might be impacted."<h2 id="c1e23a63-b3a5-4dfe-9fda-a228d77f5f16">The way forward</h2>In Hephzibah's opinion, overtime and vacation policies need to be strictly enforceable in India."Outside, we're very careful to communicate that we care because they have legal backing to sue," she said. "Over here, that entire system is missing."She agreed with Chang that effecting systemic change would also be up to the leaders and middle management, and not just down to a country's laws."What is the leadership believing in? Is leadership overworking?" Chang said. "Because if they are, they're going to overwork their employees."

The death of a young EY employee is raising questions over India's 'always-on' work culture

<ul class="summary-list"><li>After graduating from college, Dalia Goldberg found a job working in marketing.</li><li>Curious about what else was out there, she decided to look into moving abroad.</li></ul>I remember one freezing cold morning in 2015 when I was working at a marketing agency in <a target="_blank" href="https://www.businessinsider.com/college-overseas-abroad-canada-mcgill-university-no-debt-2024-7">Canada</a>. That day, I had been tasked with editing a travel article about Málaga, Spain.I had never even heard of <a target="_blank" class="" href="https://www.businessinsider.com/five-countries-everyone-should-visit-from-frequent-international-traveler-2024-10">Málaga</a> before, but it sounded lovely. A freelancer had written the article using the knowledge they'd gained from living in Spain and running a travel blog. While I worked with freelance writers every day as part of my job, I had no idea what it was like to actually be one.I couldn't have imagined that nine years later, I would be living just a few hours' drive from Málaga and working as a freelance writer. But the path to getting here was far from easy and straightforward. There were many challenges to overcome along the way, from <a target="_blank" class="" href="https://www.businessinsider.com/wealthy-americans-foreign-residence-citizenship-investment-migration-henley-partners-2024-3">immigration </a>bureaucracy to financial struggles and personal hurdles.In 2016, at 24, I quit my job and started a new adventure. I wanted to travel and <a target="_blank" class="" href="https://www.businessinsider.com/left-big-tech-job-uber-entrepreneur-2024-10">be my own boss</a>, like the freelancers I'd worked with.Here are five lessons I've learned during my years abroad. <h2 id="52a1dec2-f044-458b-9af2-31a0514116fc">1. Plan ahead and expect the unexpected</h2>At first, I wasn't sure where I wanted to go. After researching immigration and practicalities, I <a target="_blank" class="" href="https://www.businessinsider.com/german-vs-american-parenting-relocation-berlin-kids-independent-helicopter-parenting-2024-10">decided on Berlin</a>. I was used to living in a big city and wanted to be in a similar environment, and assumed <a target="_blank" class="" href="https://www.businessinsider.com/berlin-travel-guide-germany-trip">Berlin</a> would be an easy place to get residency and find a job.Before <a target="_blank" class="" href="https://www.businessinsider.com/surprising-things-moving-to-germany-from-us-2024-9">heading to Germany</a>, I scoured the internet for information on how to apply for visas. It all seemed simple and straightforward, and with my immigration experience from leaving the US for Canada, I thought I was all set.But when I arrived, I realized things would be much harder than I thought. While in Canada I'd been able to apply for visas by mail, in Germany I had to visit the overcrowded immigration office — waiting hours in the early morning to try to get a walk-in slot, or weeks to secure an appointment online. The system was filled with Catch-22s: you needed a <a target="_blank" class="" href="https://www.businessinsider.com/work-visa-moved-usa-canada-immigrants-2024-7">job to get a visa</a>, a visa to get a job, and a job and a visa to secure any type of permanent housing.I learned that it's important to be well-prepared and do your research before moving abroad. There will always be things that research won't prepare you for, so I've learned to expect the unexpected. Looking back, I would have told myself to save up as much money as possible, as it takes time to get settled when arriving in a new place.<h2 id="258d8f26-ee72-48d6-a042-117f4d0d1d83">2. Don't be afraid to leave your comfort zone</h2>Eventually, I got tired of struggling with bureaucracy and decided to leave Berlin. At this point, I'd begun working remotely, so I opted to <a target="_blank" class="" href="https://www.businessinsider.com/best-places-to-go-in-europe-travel-planner-favorite-destinations-2024-10">travel around Europe</a> for a while. I visited dozens of countries over the course of about a year and a half.While this period was fun and rewarding, transitioning to a <a target="_blank" class="" href="https://www.businessinsider.com/spending-2023-digital-nomad-lonely-daunting-what-really-matters-2024-1">nomadic lifestyle was a challenge</a>. I had to sell everything, proceeding to live out of a backpack with just a laptop and a few essentials. Before the COVID-19 pandemic, remote work and the "digital nomad" movement weren't very well-known — so explaining the decision to confused, worried friends and family wasn't easy. Looking back, I'm happy that I got to see so many new places.It can be hard to stand by your decisions, especially when others don't seem to understand. But sometimes, life's unexpected twists and turns can lead you in exciting directions. During this trip, I learned that travel can be more than just fun: it can broaden your horizons and change the way you view the world.<h2 id="6a5e4e5c-c66f-4c7a-9ba0-128efcbe8105">3. Try to see the positives in everything you do</h2>As I <a target="_blank" class="" href="https://www.businessinsider.com/visited-went-to-every-country-in-the-world-favorites-2023-11">traveled through multiple countries</a>, I was exposed to different cultures. This taught me there are dozens of ways to complete the same task.Need a bus ticket in Greece? Obviously, you should visit a newsstand to buy one. Want to ride the subway? Well, it works differently in Istanbul, Budapest, and Bucharest. Every place I went, I needed to learn a new set of rules for daily life. While locals went about their day effortlessly, I often struggled with basic tasks.Every country I visited offered its own set of beautiful discoveries and painful headaches. Eventually, I realized that no place was perfect — they were all just different.You can adapt to a new country, learn the language, and discover the culture — but you can't expect everything to run smoothly all the time. A <a target="_blank" class="" href="https://www.businessinsider.com/solo-travel-tips-how-to-stay-positive-feel-less-lonely-2023-9">positive attitude is the key</a> to having a good experience.<h2 id="8a79fa62-a9ea-4792-8c81-047a39f90bfe">4. Find a community</h2>In late 2018, I stopped traveling and <a target="_blank" class="" href="https://www.businessinsider.com/surprising-things-about-moving-to-europe-from-us-barcelona-spain">moved to Spain</a> permanently. I found a <a target="_blank" class="" href="https://www.businessinsider.com/american-millennial-living-abroad-spain-overcome-loneliness-friends-improv-comedy-2024-10">fun new way to make friends</a> — performing in an improv comedy group.Finding a community of people I really connected with was game-changing for me. After all, integrating into a new country isn't just about filling out forms and learning a language. It's also about making friends, putting yourself out there, and finding your place in a new society.Putting yourself out there is especially important for freelancers who <a target="_blank" class="" href="https://www.businessinsider.com/millennial-working-from-home-office-misses-friends-loneliness-remote-2024-6">work remotely</a>. Even if you're not an extrovert, it can get boring being at home every day. Finding a good café or coworking space can make all the difference.<h2 id="30d1fb02-9084-4643-80b6-8ef25ff19277">5. Keep going, even when things feel impossible</h2>The most important lesson I learned? Stick it out.There were definitely many times when I considered going home. Being a freelancer has also been challenging at times. Although it's been nice to have the freedom to <a target="_blank" class="" href="https://www.businessinsider.com/working-2-full-time-remote-jobs-overemployed-millennial-started-business-2024-7">work remotely on my own schedule</a>, this has also meant I've had to figure out immigration, taxes, and other logistics without help from an employer.Ultimately, though, I'm happy to have persevered. The experience helped me become more resilient and empathetic to the challenges of many other people who have more difficult circumstances than me.If you're <a target="_blank" class="" href="https://www.businessinsider.com/americans-moving-abroad-cost-of-living-too-expensive-debt-retirement-2024-4">planning a move abroad</a> or a big life change, there are going to be moments when you want to quit. But by fighting through the difficulties and appreciating the good moments, you'll definitely get a lot out of the experience.Got a personal essay about moving abroad that you want to share? Get in touch with the editor: <a target="_blank" href="mailto:akarplus@businessinsider.com">akarplus@businessinsider.com</a>.

I quit my corporate job and moved to Europe to become a freelance copywriter. It's been challenging, but I'm glad I stuck it out.

<ul class="summary-list"><li>Google employees have just been hit by another <a target="_blank" href="https://www.businessinsider.com/google-axed-hundreds-of-staff-working-on-google-assistant-2024-1">round of layoffs</a>.</li><li>The poorly explained job cuts have left some employees feeling disgruntled.</li></ul>It's been just days since <a target="_blank" href="https://www.businessinsider.com/layoffs-pivots-race-for-ai-supremacy-inside-google-tumultuous-2023-2023-12">Google employees</a> were hit by another <a target="_blank" href="https://www.businessinsider.com/google-axed-hundreds-of-staff-working-on-google-assistant-2024-1">round of layoffs</a>.On Wednesday, the company laid off hundreds of staff working on Google Assistant, the<a target="_blank" href="https://www.businessinsider.com/fitbit-google-layoffs-pixel-watch-james-park-job-cuts-2024-1?r=US&amp;IR=T"> activity tracker Fitbit</a>, and its devices-and-services team.But The Verge's <a target="_blank" href="https://www.theverge.com/2024/1/14/24038397/google-layoffs-just-the-beginning">Command Line</a> reported that CEO Sundar Pichai hadn't yet addressed the new round of layoffs internally.The poorly explained job cuts have left some employees disgruntled and lashing out against management.The Verge reported that a post on <a target="_blank" href="https://www.businessinsider.com/category/google">Google</a>'s internal meme board, Memegen, referring to Google leaders as "corporate overlords," had thousands of upvotes.The popular post, which referenced Google's last round of job cuts, read: "Thank you, our corporate overlords, for our new annual tradition."In a statement shared with Business Insider, a Google spokesperson said, "As we've said, we're responsibly investing in our company's biggest priorities and the significant opportunities ahead."To best position us for these opportunities, throughout the second half of 2023, a number of our teams made changes to become more efficient and work better and to align their resources to their biggest product priorities."In a note to coworkers reviewed by The Verge, one engineering director affected by the cuts said the latest layoffs felt "extremely impersonal."The director added that the new round of cold job reductions didn't come as a surprise: "Google culture changed dramatically last year with its first major round of layoffs, and I saw the writing on the wall."The company <a target="_blank" href="https://www.businessinsider.com/google-layoffs-jobs-alphabet-work-employees-staff-sundar-pichai-2023-1?r=US&amp;IR=T">cut 12,000 employees last January</a>, or about 6% of its workforce.In an early-morning email on January 20, 2023, Google told affected US staff that "we no longer have a job for you." Some laid-off workers previously told BI they were dismayed by the <a target="_blank" href="https://www.businessinsider.com/google-layoffs-job-employment-blunt-emails-termination-sundar-pichai-2023-2">abrupt and impersonal</a> way the company let them go.The new year has ushered in a <a target="_blank" href="https://www.businessinsider.com/tech-firms-laying-off-employees-again-efficiency-amazon-google-2024-1">wave of tech layoffs</a>, with staffers at Amazon, Twitch, and Discord all affected by sweeping cuts.

Google staff sound off about 'corporate overlords,' impersonal layoffs, and a changing company culture, report says

<ul class="summary-list"><li>Jason Bennett, 46, moved from San Francisco to Medellín, Colombia in 2018.</li><li>Bennett quit his job at Banana Republic to move abroad and launch two startups.</li></ul>Jason Bennett had a successful career in San Francisco but didn't see a future for himself in <a target="_blank" href="https://www.businessinsider.com/quit-job-after-rto-mandate-never-work-office-again-2024-9">the corporate world</a>.Bennett, 46, worked as a senior marketing director for Banana Republic. He earned a good salary and received great bonuses but <a target="_blank" class="" href="https://www.businessinsider.com/american-employees-disengaged-work-meaningless-fake-email-jobs-2024-6">felt unfulfilled</a>."I started to feel a disconnect with both my job and my city," Bennett said. "I started to wonder if I really wanted to spend the rest of my life in an office working for other people."In 2015, Bennett <a target="_blank" class="" href="https://www.businessinsider.com/millenniall-quit-job-start-business-shares-advice-entrepreneurship-networking-mentor-2024-9">quit his job</a> at Banana Republic and founded True Star Consulting, a marketing firm that specializes in strategic planning and creative direction for brands. He said he had saved enough for the future and was ready to start a new adventure at the age of 37.At that time, Bennett moved to Lisbon and began running True Star Consulting as a <a target="_blank" href="https://www.businessinsider.com/millennial-retired-parents-digital-nomad-family-live-abroad-cheaply-2024-8">digital nomad</a>. In 2016, he visited Medellín, <a target="_blank" href="https://www.businessinsider.com/gen-xer-moves-from-california-to-columbia-for-cheaper-retirement-2024-9">Colombia</a>, and said he envisioned it as his future home. He relocated there two years later.While many Americans are <a target="_blank" class="" href="https://www.businessinsider.com/baby-boomer-financial-independence-retired-age-60-puerto-vallarta-mexico-2024-9">moving abroad for retirement</a>, Bennett is among the working professionals <a target="_blank" class="" href="https://www.businessinsider.com/millennial-four-day-workweek-netherlands-chiropractor-high-skilled-visa-2024-9">seeking a career</a> outside the US. According to <a target="_blank" class="" href="https://www.fvap.gov/uploads/FVAP/Reports/2022-OCPA-Report_Combined_Final_20230925.pdf">data</a> from the Federal Voting Assistance Program, which helps overseas citizens vote in US elections, 429,674 US citizens lived in South and Central America and the Caribbean in 2022, up from 374,241 in 2012."It was one of, if not the best, decisions I've ever made," Bennett said. "It always felt like home."<div type="image" title="Photo shows Jason Bennett, 46, looking over Medellín, Colombia, where he moved in 2018" height="853" width="1280" msid="114013025" hostid="261" sizebytes="301036"></div><h2 id="ecf25e36-8f0b-40e5-a4ac-8b941ed2b04d">Building financial independence started at a young age</h2>Bennett was born and raised in San Francisco. He earned his bachelor's degree in business administration from the University of Oregon in 2000.After college, Bennett worked in marketing at the department store Mervyn's before joining Banana Republic in 2004. Over the next decade, Bennett ascended through the corporate ranks, becoming a director of marketing in 2013 and a senior director shortly after.While Bennett enjoyed his job, he said he felt unsatisfied with his day-to-day work. He wanted to take ownership of his schedule and career growth."At the end of the day, I wanted to be my own boss," he said.Bennett said the prospect of quitting his job at Banana Republic seemed reasonable because he had been actively saving and was diligent about his finances."Very early on, my grandparents told me to max out my 401(k) and then go have fun, and that's what I did," Bennett said. "The lesson of compound interest should be topic No. 1 for anyone thinking about one day charting their own path."In 2012, while still living in San Francisco, he bought a one-bedroom, 700-square-foot condo for under $400,000. Bennett said he chose a 15-year mortgage to accelerate his home equity and lock in a lower interest rate.Bennett also grew his wealth through investing in stocks, index funds, and fixed-income securities like certificates of deposit. He's been keeping detailed track of his finances since 1995, when he was 17 years old.Bennett said he felt confident to quit his own job to earn a fraction of the salary at his own company — and he felt confident to move abroad. He declined to share what his company books in revenue."I didn't know I was going to do this when I was 25," Bennett said. "But I did know it was important to save."<h2 id="70ee5480-51eb-4164-ab61-205bbf2d0ddc">Life in Medellín compared to San Francisco</h2>Bennett said life in Medellín is incredible, from the weather to the culture and food.He said his cost of living is much lower than in San Francisco. For example, he said he can have "excellent meals" for less than $10, and a cup of "the world's best coffee" for less than $2. He also said public transportation and Uber are inexpensive<div type="image" title="Photo shows a cup of coffee in a café in Medellín, Colombia." height="1695" width="1440" msid="114013028" hostid="261" sizebytes="189744"></div>Bennett is single and child-free, which also keeps his daily costs down.He feels so passionate about Medellín that he founded a tourist company, The Paisa Plan, to help people plan their visits to Colombia and the city. However, Bennett declined to share what his company books in revenue.He also volunteers his marketing strategy services for the Medellín Philharmonic Orchestra."It reflects my love, respect, and appreciation for my adopted home, and aims to help visitors really discover the magic of Medellín," he said.<div type="image" title="Photo shows Jason Bennett, 46, in Medellín, Colombia, with his mother." height="3024" width="4032" msid="114013030" hostid="261" sizebytes="2150056"></div>He said he is still smart about savings, despite having a lower cost of living.Six years into his life in Medellín, Bennett said he has a better work-life balance than he ever experienced in San Francisco. Additionally, he said the city is full of energy."I also take every opportunity to explore the city and immerse myself in what it has to offer," he said. "There are so many excellent restaurants and cafés. More stunning parks than you can count. And there is always something happening culturally."Are you an American who moved abroad for work? This reporter wants to hear your story. Please reach out at <a target="_blank" class="" href="mailto:jtowfighi@businessinsider.com">jtowfighi@businessinsider.com</a>

You Searched For "corporate culture" and got 12 results

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A Gen Xer quit his corporate job in SF and moved to Colombia. He said Medellín is more affordable and he's been able to launch 2 startups.

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