Category: Leadership

Hulu’s WeWork doc tries to recapture the energy of the 2019 saga

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In fall 2019, the story of WeWork’s Icarian plummet —from the startup destined to change the way we work and live to the laughing stock of Wall Street—played out with all the drama you’d expect when at its center are a messianic CEO and a Japanese billionaire enabling his reckless whims. As you may recall, former WeWork CEO Adam Neumann had a vision of creating a culture of communal workspaces that was turbocharged by SoftBank CEO Masayoshi Son investing more than $10 billion in WeWork with a mandate to Neumann to think bigger. WeWork soared to a $47 billion valuation and was on the precipice of going public until its prospectus raised a sea of red flags —from the company reporting $900 million in losses and $47 billion in lease obligations to Neumann’s wife, Rebekah, being granted the power to name his successor should anything happen to him. It was a tale of staggering hubris, lavish excess, and toxic leadership that became catnip for a storm of media coverage. Indeed, in today’s insatiable market for content for video streaming and on-demand audio, the WeWork saga inspired a flurry of deals to turn this story into tragedy, farce, or a bit of both. Last year there was Wondery’s deep-dive podcast miniseries WeCrashed , and New York Magazine contributor Reeves Wiedeman published the book Billion Dollar Loser. Yet to come is the book The Cult of We from Wall Street Journal reporters Maureen Farrell and Eliot Brown, which is being adapted into a limited series with Succession breakout star Nicholas Braun. Another forthcoming book, about SoftBank, from Fast Company contributor Katrina Booker, was fast-tracked for a TV series from Blumhouse. An Apple TV Plus limited series starring Jared Leto and Anne Hathaway as the Neumanns has also been announced Read More …

I run Google TV. Here are my secrets for leading a team remotely

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Even before COVID-19 led people to turn their dining rooms into makeshift offices, remote work was on the rise. Perhaps unsurprisingly, many businesses have found that remote work makes it increasingly difficult to preserve their company culture. After all, perks such as childcare, happy hours, and social lunches don’t mean much if you’re not on-site. What’s more, remote work has the potential to throttle the kind of free-flowing collaboration and brainstorming that happens when people are in the same space. That said, remote work is not without benefits. In fact, when done right, it’s a win for companies and employees Read More …

The pernicious staying power of COVID-19’s first viral disinformation campaign

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This story is part of Doubting the Dose, a series that examines anti-vaccine sentiment and the role of misinformation in supercharging it.  Read more here . On a Monday in May, a now-infamous video titled “Plandemic” started to spread on social media. In a matter of days, millions of people had seen it. Media outlets devoted breathless attention to the conspiracy-laden film and its anti-mask, anti-vaccine, and anti-government agenda. It was not the first piece of disinformation about COVID-19, but it was perhaps the most potent. It also struck at just the right time. It was two months into the pandemic, and little was known yet about the virus. Americans were captive in their homes, searching the web for answers about a deadly disease. “Plandemic” offered a definitive storyline about COVID-19, when public health officials had unsatisfactory answers. The film took the opportunity to sow doubt in crucial figures such as National Institute of Allergy and Infectious Diseases chief Anthony Fauci and call into question mask wearing—one of the few available tools at the time to combat the spread of COVID-19. It was the best attempt yet to undo critical public health efforts underway and make Americans question government leadership. “Plandemic” was the first big wave in a rising tide of unquellable disinformation and misinformation about COVID-19. By the time the internet platforms we rely on to curate the web suppressed the video, it was already too late. It had reached nearly 10 million people across YouTube, Twitter, and Facebook by some estimates. Read More …

Andrew Yang has some concerns about Zoom

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There’s nobody quite like Andrew Yang, the erstwhile presidential phenomenon whose campaign for a universal basic income found an unlikely ally in the Trump White House—and helped lay the groundwork for direct cash payments during the pandemic. He’s a political outsider who loves to be on the inside; a tech cheerleader who worries about artificial intelligence; a progressive who’s not afraid of Joe Rogan; and now a New York City mayoral candidate who’s . . . never voted for mayor. He’s also a serial entrepreneur, with deep ties to the tech community and strong opinions about how the public and private sectors should cooperate to foster innovation. That’s one of Fast Company’ s bailiwicks too, so we decided to catch up with the father of two (and former Fast Company columnist) in New York to discuss the Great Reopening, the future of bitcoin, why Manhattan beats Miami, and the trouble with Zoom. Fast Company: Congrats on the latest poll . Were you surprised at all to be leading the field with 32%? Andrew Yang: I’m excited that New Yorkers are excited. I think a lot of people are frustrated with what’s been going on in the city this past number of months and years. We know we need a different kind of leadership. I’m thrilled that people see that we can do better for ourselves. That’s my main mission, to restart the engine of New York’s economy and get the agencies and bureaucracies functioning at a higher level. Right—the number one thing on most people’s minds right now is the reopening the economy. We’re poised for a massive rebound in economic activity, but there’s a general feeling that the guidance from the government—on schools, restaurants, where and when you can take off your mask—has been confusing and slow. I’ve talked to dozens, maybe hundreds of business owners here in New York City, small-business owners, comedy clubs, restaurants, bars—and they were very frustrated with the operating guidelines and the lack of visibility. Right now there are different restrictions in New York State as opposed to New York City, which I think made sense at a certain point during the pandemic, but it makes less and less sense now, given the expanded vaccination rates and the fact that infection rates are falling. So number one is, can you reopen your doors? Number two, can you manage all of your financial obligations, primarily rent? If you were the average bar or a restaurant, you might owe somewhere between 3 and 10 months of back rent, even if your landlord is cutting you a break in terms of your cash obligations. Read More …

The startup that saved the restaurant industry in the nick of time

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Nick Kokonas, CEO of the restaurant reservations platform Tock, is meeting a handful of new employees over Zoom for the first time. The latest hires of his rapidly growing Chicago-based company are tuning in from their apartments. He’s logging in from a house in Lake Tahoe that he’s rented for a few weeks in January in an attempt to take a vacation after an extraordinarily busy year.  The plan is to welcome his employees to the company with an introductory pep talk. He’ll explain how his 6-year-old reservation system is designed to help chefs manage both their dining rooms and kitchens more efficiently. He’ll go on to tell them about the way it threw a lifeline to independent restaurants during the pandemic by allowing their kitchens to offer take out and delivery service on better terms than other platforms. And then he’ll explain how the 140-person company is now taking on some of the biggest industry players with a tech platform that gives more control to chefs and restaurateurs. He is, after all, co-owner of Chicago’s renowned Alinea restaurant, along with several other eateries in the city, and has spent the past decade and a half thinking about what a restaurant needs to survive and even thrive.  But before he begins, Kokonas wants to set one thing straight: He did not purchase the large wooden yin-yang that hangs above his head. “This is not my house. This is not my yin-yang,” he tells his new hires. “This is T. Read More …