‘This is bigger than just Timnit’: How Google tried to silence a critic and ignited a movement

Timnit Gebru—a giant in the world of AI and then co-lead of Google’s AI ethics team—was pushed out of her job in December. Gebru had been fighting with the company over a research paper that she’d coauthored, which explored the risks of the AI models that the search giant uses to power its core products—the models are involved in almost every English query on Google , for instance. The paper called out the potential biases (racial, gender, Western, and more) of these language models, as well as the outsize carbon emissions required to compute them. Google wanted the paper retracted, or any Google-affiliated authors’ names taken off; Gebru said she would do so if Google would engage in a conversation about the decision. Instead, her team was told that she had resigned. After the company abruptly announced Gebru’s departure, Google AI chief Jeff Dean insinuated that her work was not up to snuff—despite Gebru’s credentials and history of groundbreaking research . The backlash was immediate. Thousands of Googlers and outside researchers leaped to her defense and charged Google with attempting to marginalize its critics , particularly those from underrepresented backgrounds. A champion of diversity and equity in the AI field, Gebru is a Black woman and was one of the few in Google’s research organization. “It wasn’t enough that they created a hostile work environment for people like me [and are building] products that are explicitly harmful to people in our community. It’s not enough that they don’t listen when you say something,” Gebru says. “Then they try to silence your scientific voice.” In the aftermath, Alphabet CEO Sundar Pichai pledged an investigation; the results were not publicly released, but a leaked email recently revealed that the company plans to change its research publishing process, tie executive compensation to diversity numbers, and institute a more stringent process for “sensitive employee exits.” In addition, the company appointed engineering VP Marian Croak to oversee the AI ethics team and report to Dean Read More …

The pandemic changed how we evaluate success. This is what to stick with

As coronavirus was unleashed across the world in early 2020, Facebook did something unprecedented: It gave its employees a break. For the first half of the year, the tech giant granted each of its 45,000 full-time staffers an “exceeds expectations” performance review rating, ensuring they all got $1,000 bonuses . Google, for its part, skipped its midyear reviews altogether, and in the fall, promoted twice as many people as it usually does. The pandemic has changed fundamental parts of work. As people continue to juggle personal and job-related responsibilities at the same time—often from the same dining room chair—employers are having to rethink the way they evaluate performance . The usual rigid metrics for success have flown out the window, and for many companies, it’s less about how many targets you’ve hit, but how well you’re doing overall. “Empathy, caring, supporting people is really the theme,” Josh Bersin, a human resources analyst and consultant, tells the Wall Street Journal . He anticipates this grace period will last around two years.  When “the pandemic is history and we’re back to ‘go, go, go,’ we’ll probably go back to the way things were.” However, if we face this historic moment, , managers and teams can reevaluate some of our performance management tactics for the better. Here are a handful of recommendations. Keep goals fluid Goal-setting looks very different now than it did before the pandemic. Rather than trying to stick to fixed goals that are discussed at annual reviews and then forgotten, managers and teams should start thinking of goals as fluid, updating them on a weekly or even real-time basis. The workplace management team at Gallup emphasizes the importance of an “agile mindset,” which encourages teams not just to expect change, but anticipate it. Ben Wigert and Heather Barrett write “managers should be given the expectation, authority, and flexibility to tailor goal-setting to the team and the individual as their work changes.” Sticking to pre-pandemic expectations is setting employees up to fail. Rather than fixating on KPIs, look at how well your reports are doing with other, often overlooked intangibles: How well are they communicating, both with their managers and their team? Are they bringing clarity to complex situations? Are they contributing positively to morale? As the goal posts for “success” continue to shift, it’s important to adjust expectations accordingly. Read More …

If DoorDash wins, what do we lose?

In the first-ever season of Sesame Street , in 1970, cast member Bob McGrath appeared in a memorable sketch where he receives a delivery from his local grocer, a grumpy blue muppet. “Did you get everything I ordered?” McGrath asks. “No,” comes the reply, but he’s helpfully supplemented the delivery with other fresh veggies. McGrath breaks into song, a version of the now iconic “People in Your Neighborhood,” to explain to kids the role a grocer plays in the community. The grocer is the bearer of sustenance. A few weeks ago, during Super Bowl LV, “People in Your Neighborhood” got remixed into an anthem for the app-based delivery platform DoorDash to signal to the world that it is expanding from restaurants to convenience and grocery. In a crisp 60 seconds, a tap dancing Daveed Diggs ( Hamilton )—directed by French auteur Michel Gondry ( Eternal Sunshine of the Spotless Mind )—wanders through a hyperrealized Sesame Street urbanscape with Big Bird, Elmo, and Super Grover, pointing out all the great local businesses. His message: Your neighborhood is a bounty of bakeries, grocery stores, restaurants, and smoothie stalls. And in 2021, DoorDash is the bearer of sustenance. For DoorDash, its Super Bowl bet paid off. It informed tens of millions of viewers that DoorDash could bring them everything from both “big shops and mom and pops,” as Diggs crooned. It told investors that the company had a strategic plan to live up to and grow into its lofty valuation. Finally, it put a happy face on what’s a highly challenging, cutthroat business which has yet to produce a successful company built to last. The ad may have cost somewhere north of $10 million to produce and air, including a $1 million donation to Sesame Workshop, but DoorDash’s market cap increased by $10 billion, to more than $65 billion, in the 10 days after the ad debuted. For almost all of DoorDash’s seven-plus years, two things about the company have been true: It has aspired to be a logistics company that did more than restaurant delivery—one of the first articles ever written about the startup, in March 2014, was headlined ‘DoorDash enters food-delivery fray with much grander ambitions’—and it’s been controversial as it’s pursued those dreams. It has been accused of “ swiping “delivery driver tips, and restaurants have sued it for listing their eateries on its platform without their consent. DoorDash has also fielded complaints from the restaurants it aims to serve for taking too fat a slice of their revenues. Finally, it took part in a $200 million-plus campaign last year to convince Californians to legalize the use of contract labor in delivery, via ballot Proposition 22, thereby preventing workers from attaining the protections that come with employee status. So when DoorDash went public just over two months ago and stock-market investors bid the company’s shares up to 92% higher than its IPO price on its first day, the fervor, which valued the company almost four-times higher than its last private fundraising in June 2020, only further stoked the debate around DoorDash. Read More …

Remote work can’t change everything until we fix this $80 billion problem

Providing reliable, high-speed internet to remote parts of the U.S. has been a challenge for years. And the COVID-19 pandemic has created a renewed sense of urgency to solve it. Since the outbreak, many employers have outlined plans to make their remote work policies permanent. Many knowledge workers are taking this opportunity to leave big cities for more rural destinations. This presents a significant economic opportunity for rural communities, but only in those areas that can offer residents access to robust broadband internet. Finally solving America’s digital divide will depend on either a technological innovation or governmental intervention Read More …

With its new checking account, Credit Karma wants to get into your wallet

Credit Karma, the company that turned the promise of a free credit score into a business worth over $7 billion, is joining the ranks of “neobank” startups offering a checking account. The product will be folded into Credit Karma Money, which launched last year as a savings account available to the company’s 100 million members. Digital banking has been gaining steam for the last several years, with the pandemic only accelerating consumers’ interest in the options that neobanks are providing. In the U.S. and Europe, there are now over two dozen neobanks, which have collectively raised over $6 billion in venture funding. “We think this is a product for people who have been left behind in financial services,” Credit Karma cofounder and CEO Kenneth Lin says of his company’s variation on the theme. Credit Karma Money Checking will not charge fees and will include automated features designed to help users better manage their money, such as bill payment date optimization. Over time, data from Checking will also help the company better present its members with targeted advertisements for loans, credit cards, and more. “Historically, Credit Karma has been focused on helping people optimize their credit, optimize their borrowing,” says Lin. “Now we’re moving to the other side of that spectrum. We want to help you save for your future, and this is the connector to making all of the pieces work.” [Image: courtesy of Credit Karma] Credit Karma is entering an increasingly crowded market for digital-first checking and savings accounts. Read More …