Best printers for Home

Best Mixer Grinder

Best wired Earphones

Best 43 Inch TV in India

Best Wi Fi Routers

Best Home Theatre in India

Smart Watch under 5000

Best Laptops for Education

Best Laptop for Students

How do you choose the right people to be in charge? It's a question that businesses have wrestled with for as long as <a target="_blank" href="https://www.businessinsider.com/job-title-inflation-gen-z-great-resignation-overtime-pay-resume-2023-2">corporate hierarchies</a> have existed. Back in the early days of the Industrial Revolution, factory owners had a pretty crude system: They just chose male family members to supervise things, even if their sons or nephews knew absolutely nothing about the trade. That was obviously a bad idea, and since then, we've spent a century and a half honing the art and science of <a target="_blank" href="https://www.businessinsider.com/promotions-salaries-cut-career-advancement-stagnation-2024-7">promotions</a>. The days of blatant nepotism have been replaced, for the most part, by a system that strives for meritocracy: a deliberative process involving search committees, job descriptions, performance ratings, and reference checks that gets more complicated by the year.But what if we're still going about it all wrong? That's the conclusion of a <a target="_blank" href="https://www.nber.org/papers/w32699">new study</a> published by the National Bureau of Economic Research. In some cases, researchers found, the dominant practices that businesses use to promote <a target="_blank" href="https://www.businessinsider.com/remote-jobs-middle-managers-return-to-office-burnout-pressure-2024-9">managers</a> are so bad that they'd actually be better off picking names out of a hat. The way we pick supervisors, it turns out, is worse than the whims of chance.To study promotions, the researchers conducted a series of clever experiments. They divided people into groups of three — one manager and two workers — and gave them various problems to solve collaboratively. The manager's job was to assign tasks, <a target="_blank" href="https://www.businessinsider.com/gen-z-millennials-boomers-low-employee-engagement-jobs-productivity-wfh-2023-3">motivate workers</a>, and monitor the group's progress; the workers' job was to complete the tasks they got from their manager.Then came the variable. In some groups, the managers were chosen at random, by lottery. But in other groups, managers were selected based on their own preferences. The researchers call this self-promotion: The people who most wanted to become managers became the managers.Self-promotion, as it happens, is one of the primary ways companies select managers in real life. Employees who want a bigger title and more responsibility express their interest in moving up the corporate ladder and do the requisite lobbying to clinch the role. The louder you are about your ambitions, the more likely you are to realize them.But the study found that the groups in which managers were selected by self-preference actually performed worse than the groups in which managers were chosen by lottery. And therein lies an irony at the very heart of corporate life: The people who most want to become managers end up being bad managers.To understand why, the researchers looked at the traits of the people who were eager to be in charge. These self-promoters, as the study called them, turned out to be pretty full of themselves. They tended to overestimate their ability to perceive other people's emotions — a key component of good management. And the more extroverted they said they were and the more highly they rated their own political skills, the worse the teams they led performed."It boils down to some people being overconfident about their own managerial abilities," says David Deming, one of the authors of the study and an economist at the Harvard Kennedy School. "You might think you're really good with people when actually you're not." And in what will come as a surprise to absolutely no one, self-promoters in the study tended to be male. It's the Dunning-Kruger effect for management: In corporate America, few things are as dangerous as the overconfidence of mediocre men.So that's how we wind up with the wrong people running the show. And it matters a lot for how companies perform. Because despite all of the nonsense that the likes of Mark Zuckerberg and Elon Musk are spouting these days, <a target="_blank" href="https://www.businessinsider.com/middle-managers-great-flattening-organization-meta-tech-layoffs-firing-2023-3">middle managers</a> actually play a huge role in things like productivity, collaboration, and morale. Good supervisors, the study found, have nearly twice as much impact on team performance than good rank-and-file workers — which means companies are losing out on quite a bit of productivity by choosing the wrong managers.But that doesn't mean Deming and his coauthors think companies should choose managers via lottery. There were some measures in the study that successfully predicted whether someone would make a good manager. One was the person's performance as a rank-and-file worker, as measured by their individual score on the kinds of problem-solving tasks each group was given. The better they did as workers, the better they did as managers.That's precisely how a lot of businesses select managers — by elevating their most talented line workers into positions of leadership. But in the study, teams overseen by supervisors who did well as workers performed only slightly better than those overseen by lottery-selected managers. That still leaves a lot of potential productivity on the table.What did much better at predicting good managers was intelligence, as measured by a common IQ test. And what did best of all was measuring a manager's competence at decision-making. Researchers administered a quick test, which the Harvard Skills Lab has <a target="_blank" href="https://game.skillslab.dev/tasks/assignment">made available online</a>, to measure how a potential manager would allocate resources. (I scored at the 85th percentile, which Deming says is good, even though I don't think I was a particularly good manager back when I was one.) The best managers, it turns out, are those who are actually good at one of the primary responsibilities of a manager — assigning the right projects to the right people.That might sound like a no-brainer — selecting managers based on their ability to manage — but unfortunately, it isn't. Deming, who has spent more than a decade studying performance, notes that companies seldom assess potential supervisors based on the actual tasks they'll be expected to perform. "It sounds really obvious," he says. "But we don't do it."Deming points to the decade or so after Congress passed No Child Left Behind in 2001, when foundations sank huge sums into studying how to screen for effective teachers. Only one measurement worked: actual classroom performance. Teachers who did well in their first year, researchers found, also performed well in their subsequent years. The best tests for selecting teachers involved having them give short lessons and then grading them based on their performance. The best way to choose teachers, in other words, was to watch them teach.Testing candidates for their core competence is something businesses routinely do in hiring for many jobs. Tech companies ask software engineers to take <a target="_blank" href="https://www.businessinsider.com/google-software-engineer-leetcode-coding-interview-prep-advice-2024-8">coding tests</a>; media outlets require reporters to write a memo pitching story ideas. Some companies even pay job candidates to work as part-time contractors for a few weeks to evaluate how they perform the actual tasks they'll be expected to do.But here's the thing: Companies rarely deploy any kind of formal test, let alone a trial period, to decide who to promote internally as managers. That process, by and large, still remains largely informal and subjective. Employers tend to pick managers based on their track record as workers — things like how hard they hustle and how well they collaborate with their colleagues. But that process evinces a profound misunderstanding of what makes for a good manager. Ambition, as Deming's study demonstrates, is a lousy indicator of effective leadership. And "plays well with others" is a completely different skill set than "gets others to play well with others."It's long past time for companies to recognize that managing is a distinct skill of its own — one that, given the right approach, can be effectively measured and evaluated. That might be as simple as giving managerial candidates a resource-allocation test, like the one Deming used in his research. Or companies can design assessments that are more specific to the supervisor roles they're looking to fill. Either way, we need to recognize that it's not enough to hand out promotions to extroverted men who mistakenly assume they'll be great leaders."The very simple — almost too simple — lesson is: If you want to predict who's going to be a good manager, have them manage a few people and measure their performance in some kind of systematic way," Deming says. "Don't think, well, they like to talk, and therefore they're going to be a good manager."<a target="_blank" class="" href="https://www.businessinsider.com/author/aki-ito">Aki Ito</a> is a chief correspondent at Business Insider.

The truth about promotions 

<ul class="summary-list"><li>Eric Schmidt partly credits his time in the office for his promotions.</li><li>Schmidt said in-person work offers experiences crucial for career advancement.</li></ul>Want a promotion? Get into the office and soak up the knowledge within its walls, Google's former CEO says.While some companies have <a target="_blank" class="" href="https://www.businessinsider.com/amazon-employees-open-letter-aws-ceo-office-return-rto-2024-10">faced resistance</a> after requiring staff to <a target="_blank" class="" href="https://www.businessinsider.com/companies-requiring-return-to-office-rto-mandate">return to the office</a>, Eric Schmidt said asking workers to come back is partly for "their own benefit."Schmidt, who ran Google from 2001 to 2011 as CEO, said in <a target="_blank" class="" href="https://www.youtube.com/watch?v=2Zg--ouGl7c">a recent episode</a> of "The Diary of A CEO" podcast that he has a "strong view" that staff should work in person to gain the types of experiences that remote work can't offer."When I was a young executive, I knew nothing of what I was doing," Schmidt said. "I literally was just lucky to be there, and I learned by hanging out at the water cooler, going to meetings, hanging out, being in the hallway."The knowledge acquired from being in office was "central" to his later promotions, Schmidt said."If you're in your 20s, you want to be in an office because that's how you're going to get promoted," he said.Live Data Technologies conducted an analysis of 2 million white-collar workers and found that, over the previous year, the fully remote workers were promoted 31% less often than their hybrid or fully in-office peers, The Wall Street Journal <a target="_blank" class="" href="https://www.wsj.com/lifestyle/careers/remote-workers-are-losing-out-on-promotions-8219ec63">reported</a> in January.Schmidt said he wanted to "acknowledge" that, in some industries that have been studied, the flexibility of working from home can increase productivity. Many people who want to be remote have legitimate commuting or family concerns, and there is data indicating that productivity is "slightly higher" when remote work is allowed, he added."At least for the industries that have been studied, there's evidence that allowing that flexibility from work from home increases productivity," he said. "I don't happen to like it, but I want to acknowledge the science is there."Researchers have studied the hot-button topic with conflicting results. A 2023 Goldman Sachs report that examined multiple studies suggested the varying conclusions could be due to <a target="_blank" class="" href="https://www.businessinsider.com/remote-work-wfh-productivity-impact-no-consensus-goldman-sachs-2023-8">differences in study design and how researchers measure productivity</a>.Studies have also suggested that being fully remote decreases workers' productivity. A 2023 <a target="_blank" class="" href="https://siepr.stanford.edu/publications/working-paper/evolution-working-home">study</a> published by Stanford's Institute for Economic Policy Research (SIEPR) indicated that fully remote work led to a 10% decrease in productivity compared to fully in-person work, though hybrid work appeared to have "no impact on productivity."Although many execs praised the flexibility of hybrid schedules during the pandemic, several have <a target="_blank" class="" href="https://www.businessinsider.com/remote-work-rto-billionaire-ceo-threaten-fire-workers-wfh-2023-8">backpedaled</a> in the years since. Companies, including Amazon, JPMorgan, and Goldman Sachs, have ditched their remote work policies for full return-to-office mandates, with some even threatening to track performance or terminate those who don't comply.Others have moved to a hybrid model. Mark Zuckerberg said in 2023 that <a target="_blank" href="https://www.businessinsider.com/mark-zuckerberg-update-meta-staff-remote-work-policy-lay-offs-2023-3">performance data</a> from Meta showed that "people who work from home are not efficient, and engineers who come to the office get more work done." Meta now requires employees to work at least three days a week from the office.Last year, <a target="_blank" rel="" class="" href="https://www.businessinsider.com/sam-altman-chatgpt-openai-ceo-career-net-worth-ycombinator-prepper-2023-1">OpenAI CEO Sam Altman</a> told Fortune Magazine one of the tech industry's "worst mistakes" was to allow employees to go "full remote forever."Schmidt expressed <a target="_blank" href="https://www.businessinsider.com/ex-google-ceo-losing-ai-race-staff-work-from-home-2024-8">similar sentiments</a> in an April lecture at Stanford University, saying that Google is losing out to AI rivals like OpenAI and Anthropic because of its remote work policies."Google decided that work-life balance and going home early and working from home was more important than winning," Schmidt said at the time. "And the reason the startups work is because the people work like hell." He said that if a tech giant wants to remain competitive against other startups, "you're not going to let people work from home and only come in one day a week."After video of the lecture was published online in August, Schmidt walked back the remarks, with his spokesperson telling Business Insider that "Eric misspoke about Google and their work hours and regrets his error."Google told staff in 2022 that they were to <a target="_blank" class="" href="https://www.businessinsider.com/google-to-bring-workers-back-to-office-three-days-week-2022-3">return to the office</a> for at least three days a week, later doubling down on RTO expectations the following year in an <a target="_blank" class="" href="https://www.businessinsider.com/google-monitors-attendance-to-get-workers-back-to-office-2023-6">email to employees</a> that said attendance would factor into their performance reviews. However, Google <a target="_blank" class="" href="https://www.businessinsider.com/google-hybrid-work-policy-amazon-rto-employees-workplace-remote-2024-10">assured workers</a> in October that it would not follow Amazon's expectations for staff to come into the office five days a week.

Get to the office if you want a promotion, ex-Google CEO says

<ul class="summary-list"><li>In August, US workers quit their jobs at the lowest rate since 2015, excluding a dip in April 2020.</li><li>A hiring slowdown across the US has left job switchers with fewer opportunities.</li></ul>In 2021 and 2022, Americans <a target="_blank" href="https://www.businessinsider.com/workers-quit-near-record-months-employers-wont-fire-labor-shortages-2022-2">quit their jobs</a> at the <a target="_blank" class="" href="https://fred.stlouisfed.org/series/JTSQUR">highest</a> rates since data collection began in 2000. Many were well rewarded with raises, promotions, and perks like <a target="_blank" class="" href="https://www.businessinsider.com/americans-quit-at-near-record-rate-great-resignation-forever-resignation-2022-6">college tuition assistance</a>.But times have changed — and workers who quit now must grapple with the impacts on their salaries and <a target="_blank" href="https://www.businessinsider.com/college-graduates-cant-find-jobs-earn-less-strong-labor-market-2024-6">career paths</a>. In August, US workers quit their jobs at the lowest rate since 2015, excluding a pandemic-related dip in April 2020.The plummeting <a target="_blank" href="https://www.businessinsider.com/quit-job-great-resignation-big-stay-changing-jobs-market-2023-5">quits rate</a> isn't because everyone's recently become satisfied with their jobs and pay."The quit rate continues to decline because hiring continues to decline," Kory Kantenga, head of economics, Americas at LinkedIn, told Business Insider.Americans looking for new roles are facing a much more <a target="_blank" href="https://www.businessinsider.com/cant-find-job-cant-quit-unemployed-hiring-layoffs-labor-market-2024-10">competitive job market</a> than they were two years ago. Excluding a two-month pandemic-related dip in 2020, US businesses are <a target="_blank" href="https://fred.stlouisfed.org/series/JTSHIR">hiring</a> at the lowest rate since 2013. The number of job applicants per open role on LinkedIn has increased to 2.5 from 1.5 in 2022, according to the job platform. The Federal Reserve's <a target="_blank" href="https://www.businessinsider.com/interest-rates-fed-cuts-us-inflation-outlook-economy-larry-summers-2024-9">interest-rate hikes</a> of recent years — which helped slow inflation — are among the <a target="_blank" href="https://www.minneapolisfed.org/article/2024/fewer-openings-harder-to-get-hired-us-labor-market-likely-softer-than-it-appears">reasons</a> hiring has slowed. The current hiring landscape isn't only making it harder for dissatisfied workers to change jobs: It's blocking one of Americans' best pathways to <a target="_blank" class="" href="https://www.businessinsider.com/why-change-jobs-2019-5">higher pay and career advancement</a>."While quitting often has a negative connotation, it is an important part of workers' career advancement and personal income growth," Cory Stahle, an economist at the job platform Indeed, told Business Insider.<h2 id="36534835-91e0-43bb-8127-8c23ba898aa7">It's getting harder for some workers to get a raise or promotion</h2>Stahle said that <a target="_blank" href="https://www.businessinsider.com/gig-economy-overemployment-quit-job-increase-income-earnings-side-hustle-2024-3">wage growth</a> tends to be higher for workers who switch jobs than for those who stay — and that a labor market with fewer quits is likely to lead to "smaller pay increases across the board."However, the hiring slowdown has made job switching less profitable. The wage growth gap between job switchers and stayers has <a target="_blank" href="https://workforcereport.adp.com/">narrowed</a> since the start of this year.The decline in quitting has also made it harder for some workers to advance in their careers. When an employee leaves a job, it can create an opening to be filled — sometimes through a promotion for another person. In a survey conducted earlier this year by Mercer, an HR consulting firm, companies reported that they <a target="_blank" class="" href="https://www.businessinsider.com/promotions-salaries-cut-career-advancement-stagnation-2024-7">expect to promote</a> about 8% of employees this year — down from 10% in 2023.Additionally, slumping quit rates have made it easier for some companies to reduce employee perks like <a target="_blank" href="https://www.businessinsider.com/companies-requiring-return-to-office-rto-mandate">remote work</a>. For example, workers might not like their employer's return-to-office mandate, but if they can't find another job, they might be more likely to tolerate the change."Fewer quits shifts leverage back to employers and reduces pressure to take steps to retain workers through means like pay increases and offering flexible work arrangements," Kantenga said, adding, "Many businesses no longer have to compete as hard for certain workers now that retention is higher."To be sure, by some measures, many Americans are <a target="_blank" href="https://www.businessinsider.com/job-hopping-employees-hybrid-remote-workers-happiest-study-2023-5">satisfied</a> with their jobs and have no desire to quit. Per a survey of nearly 1,700 working adults conducted last November by the Conference Board, 62.7% of respondents were satisfied with their jobs.Additionally, quitting doesn't always <a target="_blank" href="https://www.wsj.com/personal-finance/retirement/changing-jobs-can-put-a-300-000-dent-in-retirement-savings-e4b88f58?mod=hp_lead_pos3">work out</a> for job-switchers, and many workers are able to <a target="_blank" href="https://www.businessinsider.com/tips-score-raise-even-in-economic-downturn-recession-ceo-2024-8">find the pay</a> and promotions they're looking for without switching jobs. For businesses, higher employee retention rates can also <a target="_blank" href="https://www.businessinsider.com/big-stay-workplace-productivity-points-to-economic-growth-jobs-loyalty2024-3">boost productivity</a>.The good news for workers is that the hiring slowdown hasn't been accompanied by a significant <a target="_blank" class="" href="https://www.businessinsider.com/economy-layoffs-why-keep-hearing-about-tech-media-job-cuts-2024-1">uptick in layoffs</a>. While many eager job-switchers might feel stuck, they can count on a paycheck.Kantenga and Stahle were unsure of when the quits rate would pick up — and when workers would be better positioned to push for higher wages and promotions. The Fed has begun to <a target="_blank" href="https://www.businessinsider.com/high-savings-account-rates-weeks-after-fed-rate-cut-2024-10">cut interest rates</a>, and some experts are optimistic the US will <a target="_blank" href="https://www.businessinsider.com/recession-outlook-economy-goldman-unemployment-jobs-report-nonfarm-payrolls-rates-2024-10">avoid a near-term recession</a>. Both of these factors could eventually encourage <a target="_blank" href="https://www.businessinsider.com/interest-rate-cut-big-tech-cautious-hiring-sprees-experts-2024-9">more businesses to hire</a>.But if hiring slows further, job-switching could become even more difficult."If we continue to see hiring slow in the face of economic headwinds like <a target="_blank" href="https://www.businessinsider.com/federal-reserve-interest-rates-cut-outlook-recession-risks-us-economy-2024-2">tight monetary policy</a>, then quits will follow and continue to slow as well," Kantenga said.

Americans are quitting their jobs at the lowest rate in years. It's making it harder to get raises and promotions.  

Up to 3.72 lakh <keyword id="19895203" type="General" weightage="20" keywordseo="electric-vehicles" source="keywords">electric vehicles</keyword> will be supported under the four-month <keyword id="20961992" type="General" weightage="20" keywordseo="Electric-Mobility-Promotion-Scheme" source="keywords">Electric Mobility Promotion Scheme</keyword> (<keyword id="20951149" type="General" weightage="100" keywordseo="EMPS" source="keywords">EMPS</keyword>) being implemented between April and July with an outlay of Rs 493.55 crore, the government said on Tuesday. Electric Mobility Promotion Scheme (EMPS) - 2024 will provide further impetus to the <keyword id="20156633" type="General" weightage="20" keywordseo="green-mobility" source="keywords">green mobility</keyword> and development of electric vehicle (EV) <keyword id="20071405" type="General" weightage="20" keywordseo="manufacturing-ecosystem" source="keywords">manufacturing ecosystem</keyword> in the country. The maximum number of electric vehicles to be supported under the scheme stands at 3,72,215, including 3,33,387 electric <keyword id="20201345" type="General" weightage="20" keywordseo="two-wheelers" source="keywords">two-wheelers</keyword>, 13,590 e-rickshaws or e-carts and 25,238 electric three-wheelers in the L5 category, according to figures shared by the <keyword id="20021346" type="General" weightage="20" keywordseo="Ministry-of-Heavy-Industries" source="keywords" meta.keywordsubtype="org" meta.entityname="Ministry of Heavy Industries" meta.hostid="261" meta.entityid="Ministry of Heavy Industries">Ministry of Heavy Industries</keyword>. "EMPS 2024 is fund limited, with restricted number of vehicles and a term-limited Scheme, i.e., the <keyword id="19977665" type="General" weightage="20" keywordseo="subsidies" source="keywords">subsidies</keyword> for <keyword id="22519910" type="General" weightage="20" keywordseo="demand-incentive" source="keywords">demand incentive</keyword> are eligible for e-2w and e-3w sold and registered until the funds are available or the number of vehicles supported reaches the maximum number defined category-wise (shown in para above) or until July 31, 2024, whichever comes first," the ministry stated.

Electric Mobility Promotion Scheme to support up to 3.72 lakh EVs: Govt

<ul class="summary-list"><li>Netflix's top-viewed movies for 2024 so far include "Damsel," "Lift," and "Society of the Snow."</li><li>These films had little to no marketing but still garnered millions of views.</li></ul>When <a target="_blank" class="" href="https://about.netflix.com/en/news/what-we-watched-the-first-half-of-2024">Netflix released a rundown</a> of its most-watched movies and TV shows for the first half of the year on Thursday, its TV rankings offered few surprises. Of course big shows like "<a target="_blank" class="" href="https://www.businessinsider.com/bridgerton-season-4-lead-cast-release-date-trailer-information-2024-6">Bridgerton</a>," "<a target="_blank" class="" href="https://www.businessinsider.com/griselda-blanco-netflix-sofia-vergara-transformation-makeup-prosthetics-hair-2024-1">Griselda</a>," "<a target="_blank" class="" href="https://www.businessinsider.com/ripley-netflix-reviews-what-critics-are-saying-2024-4">Ripley</a>," and the final season of "<a target="_blank" class="" href="https://www.businessinsider.com/the-crown-all-six-seasons-ranked-by-critics-rotten-tomatoes-2023-11">The Crown</a>" all brought in millions upon millions of views.But it's top-viewed movies tell a different, more interesting story.The Millie Bobby Brown fantasy thriller "Damsel" had the most views in the last six months, with 143.8 million. Kevin Hart's heist movie "Lift" came in second with 129.4 million. The Spanish-language drama "<a target="_blank" class="" href="https://www.businessinsider.com/society-of-the-snow-netflix-true-story-cannibal-flight-571-2024-1">Society of the Snow</a>" came in third with 103.8 million. (Netflix bases the data on hours viewed for every title — original and licensed — that was watched for over 50,000 hours.)You probably saw all of these movies. But were you waiting in anticipation to see them on the streamer, or did you stumble across them once they were already on the service? Chances are, it was the latter.<div type="image" title="Millie Bobby Brown in Damsel" height="6000" width="9000" msid="113502756" hostid="261" sizebytes="448926"></div>What the top three titles have in common is that they all were released by Netflix with little to no publicity or marketing fanfare. While that might come as a shock, the streaming giant has been using this strategy since it began making original content, especially movies, back in the 2010s. Clearly, this new data proves the strategy is working. The Netflix homepage has essentially become its own watercooler destination, directing users to the hottest titles on its Top 10 list and putting its newest releases in splashy top banners, encouraging users to push play first, ask questions later. That robust landing page has allowed Netflix to eschew spending tens of millions of dollars promoting many of its original films. If audiences will find them on the app anyway, why bother building pre-release hype?Of course, that's not the strategy for every single Netflix Original. Eddie Murphy returning to one of his most beloved franchises with "<a target="_blank" class="" href="https://www.businessinsider.com/beverly-hills-cop-axel-f-stunts-real-not-cgi-2024-7">Beverly Hills Cop: Axel F</a>" rightfully put Netflix's marketing department in overdrive: there was a splashy premiere in Beverly Hills, and huge billboards featuring Murphy in his character's iconic Detroit Lions jacket spread for miles on Sunset Boulevard.But "Society of the Snow," a Spanish-language true story about a rugby team stranded in the Andes after their plane crashes, got next to nothing in terms of promotion from Netflix — and it still came out in the top three. (The movie did, however, land a best foreign film Oscar nomination, which may have helped its exposure — but it certainly did not get billboards on Sunset Boulevard.)<div type="image" title="Agustín Pardella as Nando Parrado and Matías Recalt as Roberto Canessa in Netflix's &quot;Society of the Snow.&quot;" height="2001" width="3000" msid="113502755" hostid="261" sizebytes="429916"></div>It's a strategy that's left most of Hollywood still scratching its head. The logic goes that because Netflix wants to be a destination, it doesn't need major promotion, or even its movies in theaters first in order to get eyeballs (unless the big-name talent involved demands it). The streamer has so many subscribers all over the world that it's betting that sooner or later you'll open the app — and when you do, you'll be fed a movie on its landing page and hit play.Here's another example of Netflix's strategy in action. As a movies reporter whose job it is to know about upcoming releases (and who regularly fields countless pitches from publicists about their newest titles), I had no idea that the teen comedy "Incoming" and action movie "Rebel Ridge," existed — that is, until I started seeing them on my timeline the day they were released. Both spent time on Netflix's coveted Netflix Top 10 list.While Netflix's watercooler model may be proving itself a cost-saving win, it came with a lot of trial and error. It's also a strategy that's hard to duplicate. Just ask Apple. Its Apple TV+ service is finding success on the TV side with "Ted Lasso," "Severance," and "The Morning Show," but it's still struggling to become a destination for movies since "CODA" won best picture at the Oscars in 2022.Recent Apple releases like "Napoleon," "Fly Me to the Moon," and "The Instigators" haven't drawn big audiences. And though the streamer did get Martin Scorsese to come on with "Killers of the Flower Moon," which also earned Oscar nominations, it's building an unfortunate reputation as the streamer with higher-quality content from A-list actors that simply doesn't get watched. "It's hilarious how Apple keeps curating these auteur-driven critically acclaimed projects with with some of the greatest actors we have and NO ONE is watching meanwhile Netflix are reporting record viewership for season 7 of the worst slop you've ever seen," X user @baileylikemovie wrote in a <a target="_blank" class="" href="https://x.com/baileylikemovie/status/1829581594115358948">viral tweet</a>.The post has 116,000 likes. Chances are, a good portion of those users watched "Damsel," too.

The secret to a Netflix movie's success? Don't promote it.

The 'Wicked' cast is embracing method dressing to promote the film. Here are their red-carpet looks, ranked from least to most on theme.

The <keyword id="20163832" type="General" weightage="20" keywordseo="society-of-indian-automobile" source="keywords">Society of Indian Automobile</keyword> Manufacturers (<keyword id="108827" type="General" weightage="20" keywordseo="siam" source="Orion">SIAM</keyword>) and big auto players have hailed the Cabinet decision of PM e-DRIVE schemes aimed at promoting electric mobility across the country. The Rs 10,900 crore scheme will support 2,479,000 electric 2-wheelers, 316,000 electric 3-wheelers and 14,028 electric buses, along with 88,500 <keyword id="186291" type="General" weightage="100" keywordseo="ev" source="Orion">EV</keyword> charging sites. Shailesh Chandra, President of <keyword id="108827" type="General" weightage="20" keywordseo="siam" source="Orion">SIAM</keyword> and Managing Director of Tata Motors Passenger Vehicles Ltd &amp; Tata Passenger Electric Mobility Ltd, expressed strong support for the government's forward-thinking initiative. Chandra said, "This forward-thinking initiative reflects the Government's unwavering support for <keyword id="19895063" type="General" weightage="20" keywordseo="india" source="keywords">India</keyword>'s transition to electric mobility, fostering innovation and investment within the sector. We beli<keyword id="186291" type="General" weightage="100" keywordseo="ev" source="Orion">ev</keyword>e this scheme will not only enhance the growth of the EV ecosystem but also strengthen <keyword id="19895063" type="General" weightage="20" keywordseo="india" source="keywords">India</keyword>'s leadership in the global movement towards environmental sustainability." Dr Anish Shah, Group CEO &amp; MD, Mahindra Group also commended government's efforts, specifically highlighting the comprehensive nature of the PM e-DRIVE scheme. Shah said, "We applause the government for launching the PM e-drive scheme. With continued focused support on 2Ws, 3Ws, e-buses and thoughtful addition of e-ambulances, the scheme will drive higher EV penetration in the country." M&amp;M noted that schemes like <keyword id="21028" type="General" weightage="20" keywordseo="fame" source="Orion">FAME</keyword> and <keyword id="48070" type="General" weightage="20" keywordseo="emps" source="Orion">EMPS</keyword> have already driven penetration of electric three-wheelers in India. "Investments laid out for fast charging infrastructure for all segments will help in increasing consumer confidence for faster adoption of EVs. <keyword id="21028" type="General" weightage="20" keywordseo="fame" source="Orion">FAME</keyword> and <keyword id="48070" type="General" weightage="20" keywordseo="emps" source="Orion">EMPS</keyword> have helped in 20 per cent e-3W penetration in the country. With PM e-drive, we foresee India becoming the first country to achieve 100 per cent electrification in this segment by 2030", he added. The Union Cabinet, on Wednesday, cleared the 'PM Electric Drive Revolution in Innovative Vehicle Enhancement (PM e-DRIVE) Scheme,' with a total outlay of Rs 10,900 crore over two years. It includes Rs 3,679 crore in subsidies and demand incentives for e-2Ws, e-3Ws, e-ambulances, e-trucks, and other emerging electric vehicles. It is expected to support the deployment of 24.79 lakh e-2Ws, 3.16 lakh e-3Ws, and 14,028 e-buses, providing a significant push to India's EV ecosystem. A critical aspect of the scheme is the introduction of e-vouchers for EV buyers. At the time of purchase, an Aadhaar-authenticated e-voucher will be generated, which will enable buyers to avail of demand incentives. Additionally, the scheme allocates Rs 500 crore for the deployment of e-ambulances, marking a new initiative to integrate electric vehicles into essential public services. Another Rs 4,391 crore has been earmarked for the procurement of 14,028 e-buses, with a demand aggregation process led by CESL in nine major cities, including Delhi, Mumbai, and Bangalore. Intercity and interstate e-buses will also be supported in consultation with states. Furthermore, Rs 500 crore has been set aside to incentivize the adoption of e-trucks, a critical move given that trucks are one of the largest contributors to air pollution. The scheme encourages those with a scrapping certificate from <keyword id="19897457" type="General" weightage="20" keywordseo="ministry-of-road-transport" source="keywords">Ministry of Road Transport</keyword> and Highways-approved (MoRTH) vehicle scrapping centres to participate in this transition. With an allocation of Rs 2,000 crore, the scheme will support the installation of 22,100 fast chargers for four-wheelers, 1,800 fast chargers for e-buses, and 48,400 fast chargers for two- and three-wheelers. These chargers will be installed in cities with high EV penetration and along selected highways, making long-distance EV travel more viable.

Automobile industry hails PM e-DRIVE scheme to promote EVs

In an effort to give a further boost to partnership, India, and the US signed a landmark Memorandum of Understanding (<keyword id="19914814" type="General" weightage="20" keywordseo="MoU" source="keywords">MoU</keyword>), which will enable the Micro, Small and medium enterprises (<keyword id="19910977" type="General" weightage="100" keywordseo="MSMEs" source="keywords">MSMEs</keyword>) of the two countries to participate in <keyword id="19908188" type="General" weightage="20" keywordseo="global-markets" source="keywords">global markets</keyword> and foster trade. "<keyword id="20233690" type="General" weightage="20" keywordseo="India-US" source="keywords">India-US</keyword> joining hands to promote cooperation in MSMEs," the official spokesperson of the Ministry of External Affairs, Randhir Jaiswal, wrote on X. "Today, India-US signed a landmark MoU that enables MSMEs of the two countries to participate in global markets, drive innovation, foster trade, and support <keyword id="19930409" type="General" weightage="20" keywordseo="women-entrepreneurs" source="keywords">women entrepreneurs</keyword>," he added. S. C. L. Das, Secretary, Ministry of Micro, Small and Medium Enterprises, and Isabel Casillas Guzman, Administrator, <keyword id="21149255" type="General" weightage="20" keywordseo="small-business-administration" source="keywords">Small Business Administration</keyword> (SBA), United States of America, signed the MoU here in New Delhi. The MoU provides a framework for both sides to discuss issues concerning micro, small and medium enterprises (MSMEs) and explore possibilities for cooperation. It envisages the exchange of expertise between the two sides on issues related to improving MSME participation in the global marketplace through mutual visits as well as webinars and workshops on topics including access to trade and export finance, technology and digital trade; green economy, and trade facilitation. The MoU also provides for the joint conduct of programmes for women entrepreneurs to empower them and facilitate trade partnerships between women-owned small businesses in the two countries. Recognising the crucial role that MSMEs play in advancing <keyword id="20421749" type="General" weightage="20" keywordseo="inclusive-growth" source="keywords">inclusive growth</keyword>, expanding exports, and boosting employment, the two sides also agreed to explore the development of a "Business Matching Digital Platform" to boost <keyword id="20035864" type="General" weightage="20" keywordseo="business-opportunities" source="keywords">business opportunities</keyword>.

India-US join hands to promote cooperation in MSMEs

The 10 Health Benefits of Bael Juice: A Refreshing Elixir for Wellness

<ul class="summary-list"><li>Jerry Lee worked at Google for three years after graduating from college.</li><li>While at Google, Lee said his most important goal was to get promoted as quickly as possible.</li></ul>This as-told-to essay is based on a conversation with <a target="_blank" class="" href="https://www.businessinsider.com/ex-google-manager-made-working-with-manual-for-coworkers-2024-9">Jerry Lee</a>, 29, a former manager at Google and cofounder of Wonsulting, a career consulting company. The following has been edited for length and clarity. Business Insider has verified his education and employment history.I started my career at Google in 2017 after graduating from college.During my time at the company, I had the opportunity to work for two teams.My first team dealt with trust and safety issues at Google. As part of our work, we tried to understand how people might abuse Google's products.For instance, we would consider hypothetical problems like how a scammer might try to send out a million emails on Gmail and what we could do to prevent it.My first team felt very "Google-y" in that things were very casual and collaborative.Later, I switched roles and joined a strategy and operations team.Working in that team felt like working at a consulting firm, where the pace was much faster. The work was heavily centered on making slides and delivering polished presentations to senior leaders.I learned different things working on both teams. My first team taught me how to problem-solve and analyze business problems efficiently.In comparison, the second team taught me about business principles and execution. I got to tackle problems like handling product launches and managing stakeholder relationships.<h2 id="bb9d1ad4-2f80-415b-8521-94cbce42ecf3">I wanted to get promoted as fast as possible</h2><div type="image" title="Jerry Lee sitting outside Google's offices with his colleagues." height="1536" width="2048" msid="114028416" hostid="261" sizebytes="304040"></div>The most important goal I had at Google was to get promoted as fast as humanly possible. I think it is very important for individual contributors to define their north star.In my case, climbing up the ranks quickly was what I cared about the most.One of the work hacks I came up with to achieve this goal was to become very friendly with as many managers and leaders as possible.It took a while, but I eventually got close to one manager who told me everything about how the performance review worked.As I listened to him, I realized I needed to work on projects involving as many managers as possible. This would ensure that more people would know who I was and could vouch for me during performance reviews.If getting promoted is important to you, I recommend trying to understand how the process works from a manager's perspective and how they make decisions.Once you get a sense of what they're looking for, you're going to want to design your workload around those focus areas to maximize your chances of getting promoted.<h2 id="224c965f-c0ae-49c7-a326-8f904c1a3b1c">Managers should be proactive in developing their staff's careers, too</h2>Working at Google also influenced how I lead my employees as well.When I worked at Google, some employees gave feedback that their managers were more reactive than proactive about developing their staff's careers.One of the things I'm trying to do at my career consulting company, Wonsulting, is force career conversations to happen at every level.For instance, when I manage my managers, I tell them to have a career conversation with each of their employees. I have a career conversation with every employee at least once a year.It's all about implementing a system to ensure that no one at my company feels like they can't grow their career.Besides having conversations, we also try to document what's important to everybody.For instance, some people want promotions, while others want work-life balance. Logging these things allows us to structure our workload and performance reviews around their preferences.<h2 id="3635c466-2e23-4169-9035-70aa13c323de">Succeeding at work is less about what you know but how you do things</h2><div type="image" title="Jerry Lee standing in front of a Times Square billboard featuring his consulting company, Wonsulting." height="1920" width="1080" msid="114028419" hostid="261" sizebytes="156882"></div>When it comes to doing well in your career, it's not about what you do but how you do things.As you advance in your career, people pay less attention to your hard, technical skills and instead focus more on your soft skills.It doesn't matter how strong a performer someone is if they're not well-liked. If they behave arrogantly and are overly dominating, people won't buy their ideas, no matter how good these concepts are.Your ideas are only going to gain traction if you can communicate well and bring people on board.That's why I focus so much more on soft skills today. To me, hard skills like improving your spreadsheet skills or writing articles faster are secondary.

You Searched For "promoters" and got 10 results

The truth about promotions

Aki Ito

Get to the office if you want a promotion, ex-Google CEO says

Jaures Yip

Americans are quitting their jobs at the lowest rate in years. It's making it harder to get raises and promotions.

Jacob Zinkula,Andy Kiersz

Electric Mobility Promotion Scheme to support up to 3.72 lakh EVs: Govt

PTI

The secret to a Netflix movie's success? Don't promote it.

Jason Guerrasio

The 'Wicked' cast is embracing method dressing to promote the film. Here are their red-carpet looks, ranked from least to most on theme.

Samantha Grindell,Amanda Krau…

Automobile industry hails PM e-DRIVE scheme to promote EVs

ANI

India-US join hands to promote cooperation in MSMEs

ANI

The 10 Health Benefits of Bael Juice: A Refreshing Elixir for Wellness

BI India Bureau

I crafted a masterplan at Google to try to get promoted as fast as humanly possible. This is what went into it.

Kwan Wei Kevin Tan

Popular Keywords

Buying Guides