Wednesday The Information reported that OpenAI had doubled its annualized revenue — a measure of the previous month's revenue multiplied by 12 — in the last six months. It's now $3.4 billion (which is up from around $1 billion last summer, notes Engadget).

And now an anonymous reader shares a new report from The Information: OpenAI CEO Sam Altman recently told some shareholders that the artificial intelligence developer is considering changing its governance structure to a for-profit business that OpenAI's nonprofit board doesn't control, according to a person who heard the comments. One scenario Altman said the board is considering is a for-profit benefit corporation, which rivals such as Anthropic and xAI are using, this person said. Such a change could open the door to an eventual initial public offering of OpenAI, which currently sports a private valuation of $86 billion, and may give Altman an opportunity to take a stake in the fast-growing company, a move some investors have been pushing.
More from Reuters: The restructuring discussions are fluid and Altman and his fellow directors could ultimately decide to take a different approach, The Information added. In response to Reuters' queries about the report, OpenAI said: "We remain focused on building AI that benefits everyone. The nonprofit is core to our mission and will continue to exist."
Is that a classic non-denial denial?

Note that the nonprofit's "continuing to exist" does not in any way preclude OpenAI from becoming a for-profit business — with a spin-off nonprofit, continuing to exist...

An anonymous reader quotes a report from Reuters: Alphabet's Google must face trial on U.S. antitrust enforcers' claim that the internet search juggernaut illegally dominates the online advertising technology market, a federal judge ruled on Friday. U.S. District Judge Leonie Brinkema in Alexandria, Virginia, denied Google's motion during a hearing, according to court records. Google had argued for a win without a trial, saying that antitrust laws do not block companies from refusing to deal with rivals and that regulators had not accurately defined the ad tech market. Court papers did not specify what reasons the judge provided at the hearing. Motions like the one Google filed are only granted where a judge determines there is no factual dispute to send to trial. Last year, the U.S. Justice department and eight states sued Google, calling for the break up of the search giant's ad-technology business over alleged illegal monopolization of the digital advertising market.

In a featured article for The Verge, David Pierce explores the world of competitive Excel, highlighting its rise from a hobbyist activity to a potential esport, showcased during the Excel World Championship in Las Vegas. Top spreadsheet enthusiasts competed at the MGM Grand to solve complex Excel challenges, emphasizing the transformative power and ubiquity of spreadsheets in both business and entertainment. An anonymous reader quotes an excerpt from the report: Competitive Excel has been around for years, but only in a hobbyist way. Most of the people in this room full of actuaries, analysts, accountants, and investors play Excel the way I play Scrabble or do the crossword -- exercising your brain using tools you understand. But last year's competition became a viral hit on ESPN and YouTube, and this year, the organizers are trying to capitalize. After all, someone points out to me, poker is basically just math, and it's all over TV. Why not spreadsheets? Excel is a tool. It's a game. Now it hopes to become a sport. I've come to realize in my two days in this ballroom that understanding a spreadsheet is like a superpower. The folks in this room make their living on their ability to take some complex thing -- a company's sales, a person's lifestyle, a region's political leanings, a race car -- and pull it apart into its many component pieces. If you can reduce the world down to a bunch of rows and columns, you can control it. Manipulate it. Build it and rebuild it in a thousand new ways, with a couple of hotkeys and an undo button at the ready. A good spreadsheet shows you the universe and gives you the ability to create new ones. And the people in this room, in their dad jeans and short-sleeved button-downs, are the gods on Olympus, bending everything to their will.

There is one inescapably weird thing about competitive Excel: spreadsheets are not fun. Spreadsheets are very powerful, very interesting, very important, but they are for work. Most of what happens at the FMWC is, in almost every practical way, indistinguishable from the normal work that millions of people do in spreadsheets every day. You can gussy up the format, shorten the timelines, and raise the stakes all you want -- the reality is you're still asking a bunch of people who make spreadsheets for a living to just make more spreadsheets, even if they're doing it in Vegas. You really can't overstate how important and ubiquitous spreadsheets really are, though. "Electronic spreadsheets" actually date back earlier than computers and are maybe the single most important reason computers first became mainstream. In the late 1970s, a Harvard MBA student named Dan Bricklin started to dream up a software program that could automatically do the math he was constantly doing and re-doing in class. "I imagined a magic blackboard that if you erased one number and wrote a new thing in, all of the other numbers would automatically change, like word processing with numbers," he said in a 2016 TED Talk. This sounds quaint and obvious now, but it was revolutionary then. [...]

Competitive Excel has been around for years, but only in a hobbyist way. Most of the people in this room full of actuaries, analysts, accountants, and investors play Excel the way I play Scrabble or do the crossword -- exercising your brain using tools you understand. But last year's competition became a viral hit on ESPN and YouTube, and this year, the organizers are trying to capitalize. After all, someone points out to me, poker is basically just math, and it's all over TV. Why not spreadsheets? Excel is a tool. It's a game. Now it hopes to become a sport. I've come to realize in my two days in this ballroom that understanding a spreadsheet is like a superpower. The folks in this room make their living on their ability to take some complex thing -- a company's sales, a person's lifestyle, a region's political leanings, a race car -- and pull it apart into its many component pieces. If you can reduce the world down to a bunch of rows and columns, you can control it. Manipulate it. Build it and rebuild it in a thousand new ways, with a couple of hotkeys and an undo button at the ready. A good spreadsheet shows you the universe and gives you the ability to create new ones. And the people in this room, in their dad jeans and short-sleeved button-downs, are the gods on Olympus, bending everything to their will.

Paul M. Nakasone, a retired U.S. Army general and former NSA director, is now OpenAI's newest board member. Nakasone will join the Safety and Security Committee and contribute to OpenAI's cybersecurity efforts. CNBC reports: The committee is spending 90 days evaluating the company's processes and safeguards before making recommendations to the board and, eventually, updating the public, OpenAI said. Nakasone joins current board members Adam D'Angelo, Larry Summers, Bret Taylor and Sam Altman, as well as some new board members the company announced in March: Dr. Sue Desmond-Hellmann, former CEO of the Bill and Melinda Gates Foundation; Nicole Seligman, former executive vice president and global general counsel of Sony; and Fidji Simo, CEO and chair of Instacart.

OpenAI on Monday announced the hiring of two top executives as well as a partnership with Apple that includes a ChatGPT-Siri integration. The company said Sarah Friar, previously CEO of Nextdoor and finance chief at Square, is joining as chief financial officer. Friar will "lead a finance team that supports our mission by providing continued investment in our core research capabilities, and ensuring that we can scale to meet the needs of our growing customer base and the complex and global environment in which we are operating," OpenAI wrote in a blog post. OpenAI also hired Kevin Weil, an ex-president at Planet Labs, as its new chief product officer. Weil was previously a senior vice president at Twitter and a vice president at Facebook and Instagram. Weil's product team will focus on "applying our research to products and services that benefit consumers, developers, and businesses," the company wrote. Edward Snowden, a former NSA contractor who leaked classified documents in 2013 that exposed the massive scope of government surveillance programs, is wary of the appointment. In a post on X, Snowden wrote: "They've gone full mask-off: Do not ever trust OpenAI or its products (ChatGPT etc). There is only one reason for appointing an NSA director to your board. This is a willful, calculated betrayal of the rights of every person on Earth. You have been warned."

Germany's Federal Statistical Office (Destatis) on Friday said 5,209 companies filed for bankruptcy in Germany in the first three months of 2024 -- with the trend expected to continue. From a report: Experts think the number of corporate insolvencies in Germany will increase to about 20,000 cases this year as part of a longer-term pattern. The latest figure means corporate insolvencies are up 26.5% compared with the first quarter of 2023. They are also 11.2% more than in the first quarter of 2020 when 4,683 corporate insolvencies were filed before the COVID-19 pandemic had its full impact. The coronavirus pandemic period itself saw special, temporary regulations introduced and low insolvency rates.

The transport and warehousing sector accounted for most insolvencies per 10,000 companies, with 29.6 cases at the start of 2024. This was followed by the construction industry with 23.5 cases, and other economic services such as employment agencies on 23 cases. Manufacturing saw 20.3 insolvencies per 10,000 companies. Local courts estimated the creditors' claims from the corporate insolvencies until the end of March was about $12.07 billion compared with $7.16 billion last year. There were also 17,478 consumer bankruptcies in the first quarter of 2024 â" an increase of 4.8% compared to the period in 2023.

An anonymous reader quotes a report from TechCrunch: Amazon says that it will commit up to $230 million to startups building generative AI-powered applications. The investment, roughly $80 million of which will fund Amazon's second AWS Generative AI Accelerator program, aims to position AWS as an attractive cloud infrastructure choice for startups developing generative AI models to power their products, apps and services. Much of the new tranche -- including the entire portion set aside for the accelerator program -- comes in the form of compute credits for AWS infrastructure, meaning that it can't be transferred to other cloud service providers like Google Cloud and Microsoft Azure.

To sweeten the pot, Amazon is pledging that startups in this year's Generative AI Accelerator cohort will gain access to experts and tech from Nvidia, the program's presenting partner. They will also be invited to join the Nvidia Inception program, which provides companies opportunities to connect with potential investors and additional consulting resources. The Generative AI Accelerator program has also grown substantially. Last year's cohort, which had 21 startups, received only up to $300,000 in AWS compute credits, amounting to around a combined $6.3 million investment. "With this new effort, we will help startups launch and scale world-class businesses, providing the building blocks they need to unleash new AI applications that will impact all facets of how the world learns, connects, and does business," Matt Wood, VP of AI products at AWS, said in a statement. Further reading: How Amazon Blew Alexa's Shot To Dominate AI

During its earnings call on Monday, Oracle CEO Safra Catz told analysts that it is shutting down its ads business. "In Q4, we decided to exit the advertising business, which had declined to about $300 million in revenue in fiscal year '24," said Catz, according to an earnings transcript. Adweek's Catherine Perloff reports: In August 2022, Business Insider reported that Oracle Advertising made $2 billion in revenue. At the time, revenue was only growing by 2% a year and many employees had been laid off as part of a reorganization in 2022, Business Insider reported. Oracle spent billions on entering the advertising business, acquiring nearly a dozen ad technology companies for over a decade. Notable acquisitions include data firms DataLogix, bought in 2014 for $1.2 billion, and brand safety platform Moat, purchased in 2017 for a reported $850 million. "Oracle's bet on the advertising industry was undermined when Meta [...] shut down its data to third parties including Oracle in 2018, following the Cambridge Analytica scandal," notes Adweek. Europe's GDPR further restricted Oracle's advertising business, leading the company to shut down its 'AddThis' publisher audience tool in 2019, which relied on third-party data.

Assisted driving systems and robot taxis are becoming more popular in China with government help, as cities designate large areas for testing on public roads. From a report: The world's largest experiment in driverless cars is underway on the busy streets of Wuhan, a city in central China with 11 million people, 4.5 million cars, eight-lane expressways and towering bridges over the muddy waters of the Yangtze River. A fleet of 500 taxis navigated by computers, often with no safety drivers in them for backup, buzz around. The company that operates them, the tech giant Baidu, said last month that it would add a further 1,000 of the so-called robot taxis in Wuhan.

Across China, 16 or more cities have allowed companies to test driverless vehicles on public roads, and at least 19 Chinese automakers and their suppliers are competing to establish global leadership in the field. No other country is moving as aggressively. The government is providing the companies significant help. In addition to cities designating on-road testing areas for robot taxis, censors are limiting online discussion of safety incidents and crashes to restrain public fears about the nascent technology.

Surveys by J.D. Power, an automotive consulting firm, found that Chinese drivers are more willing than Americans to trust computers to guide their cars. "I think there's no need to worry too much about safety -- it must have passed safety approval," said Zhang Ming, the owner of a small grocery store near Wuhan's Qingchuan Pavilion, where many Baidu robot taxis stop. Another reason for China's lead in the development of driverless cars is its strict and ever-tightening control of data. Chinese companies set up crucial research facilities in the United States and Europe and sent the results back home. But any research in China is not allowed to leave the country. As a result, it's difficult for foreign carmakers to use what they learn in China for cars they sell in other countries.

Wells Fargo fired more than a dozen employees last month after investigating claims that they were faking work. From a report: The staffers, all in the firm's wealth- and investment-management unit, were "discharged after review of allegations involving simulation of keyboard activity creating impression of active work," according to disclosures filed with the Financial Industry Regulatory Authority. "Wells Fargo holds employees to the highest standards and does not tolerate unethical behavior," a company spokesperson said in a statement.

Devices and software to imitate employee activity, sometimes known as "mouse movers" or "mouse jigglers," took off during the pandemic-spurred work-from-home era, with people swapping tips for using them on social-media sites Reddit and TikTok. Such gadgets are available on Amazon.com for less than $20.

A former Microsoft employee claims the tech giant dismissed his repeated warnings about a security flaw that was later exploited in the SolarWinds hack, prioritizing business interests over customer safety. Andrew Harris, who worked on Microsoft's cloud security team, says he discovered the weakness in 2016 but was told fixing it could jeopardize a multibillion-dollar government contract and the company's competitive edge, ProPublica reported Thursday.

The flaw, in a Microsoft product called Active Directory Federation Services, allowed hackers to bypass security measures and access sensitive cloud data. Russian hackers exploited the vulnerability in the 2020 SolarWinds attack, breaching several U.S. agencies. Microsoft continues to deny wrongdoing, insisting customer protection is its top priority. The revelations come at a time when Microsoft is facing increasing scrutiny over its security practices and seeks to expand its government business.

T-Mobile's recent price hikes of up to $5 per line on older smartphone plans have left many customers shocked due to the company's previous "Un-contract" promise. Announced in 2017, T-Mobile pledged never to change the price customers pay for their plans. However, a now-removed FAQ revealed that the guarantee only ensured T-Mobile would pay the final month's charges if prices increased and customers chose to leave within 60 days. The price increases affect various plans, despite T-Mobile's earlier promises of "no crazy strings, no hoops to jump through, no hidden fees, no BS."

Lynn Conway, a pioneering computer scientist who made significant contributions to VLSI design and microelectronics, and a prominent advocate for transgender rights, died Sunday from a heart condition. She was 85. Pulitzer Prize-winning journalist Michael Hiltzik remembers Conway in a column for the Los Angeles Times: As I recounted in 2020, I first met Conway when I was working on my 1999 book about Xerox PARC, Dealers of Lightning, for which she was a uniquely valuable source. In 2000, when she decided to come out as transgender, she allowed me to chronicle her life in a cover story for the Los Angeles Times Magazine titled "Through the Gender Labyrinth." That article traced her journey from childhood as a male in New York's strait-laced Westchester County to her decision to transition. Years of emotional and psychological turmoil followed, even as he excelled in academic studies. [Conway earned bachelor's and master's degrees in electrical engineering from Columbia University in 1961, quickly joining a team at IBM to design the world's fastest supercomputer. Despite personal success, she faced significant emotional turmoil, leading to her decision to transition in 1968. Initially supportive, IBM ultimately fired Conway due to their inability to reconcile her transition with the company's conservative image.]

The family went on welfare for three months. Conway's wife barred her from contact with her daughters. She would not see them again for 14 years. Beyond the financial implications, the stigma of banishment from one of the world's most respected corporations felt like an excommunication. She sought jobs in the burgeoning electrical engineering community around Stanford, working her way up through start-ups, and in 1973 she was invited to join Xerox's brand new Palo Alto Research Center, or PARC. In partnership with Caltech engineering professor Carver Mead, Conway established the design rules for the new technology of "very large-scale integrated circuits" (or, in computer shorthand, VLSI). The pair laid down the rules in a 1979 textbook that a generation of computer and engineering students knew as "Mead-Conway."

VLSI fostered a revolution in computer microprocessor design that included the Pentium chip, which would power millions of PCs. Conway spread the VLSI gospel by creating a system in which students taking courses at MIT and other technical institutions could get their sample designs rendered in silicon. Conway's life journey gave her a unique perspective on the internal dynamics of Xerox's unique lab, which would invent the personal computer, the laser printer, Ethernet, and other innovations that have become fully integrated into our daily lives. She could see it from the vantage point of an insider, thanks to her experience working on IBM's supercomputer, and an outsider, thanks to her personal history.

After PARC, she was recruited to head a supercomputer program at the Defense Department's Advanced Research Projects Agency, or DARPA -- sailing through her FBI background check so easily that she became convinced that the Pentagon must have already encountered transgender people in its workforce. A figure of undisputed authority in some of the most abstruse corners of computing, Conway was elected to the National Academy of Engineering in 1989. She joined the University of Michigan as a professor and associate dean in the College of Engineering. In 2002 she married a fellow engineer, Charles Rogers, and with him lived active life -- with a shared passion for white-water canoeing, motocross racing and other adventures -- on a 24-acre homestead not far from Ann Arbor, Mich. In 2020, Conway received a formal apology from IBM for firing her 52 years earlier. Diane Gherson, an IBM senior vice president, told her, "Thanks to your courage, your example, and all the people who followed in your footsteps, as a society we are now in a better place.... But that doesn't help you, Lynn, probably our very first employee to come out. And for that, we deeply regret what you went through -- and know I speak for all of us."

According to The Verge, Best Buy conducted another round of layoffs and job restructurings to "right size" the business in response to declining sales post-pandemic. Further layoffs and changes are expected throughout the year. From the report: The layoffs appeared to have mostly targeted in-home sales roles called designers, who would go to customers' homes to help identify products that would work in their space. It's not clear how many were let go, but designers who weren't laid off have been moved into a different, largely in-store role. Also, pay scales for a similar, existing in-store "consultant" position were revamped. Best Buy confirmed the layoffs in an email to The Verge but declined to share how many people were let go or how pay was changing. "Many of our team members were moved to new areas or roles where our customers need it most," Best Buy spokesperson Ryan Furlong told The Verge. He said some employees in Best Buy's "Design and Consult workforce" -- the collection of roles with in-store workers (called consultants) and in-home field sales positions (called designers) -- will be transitioned into a new "Premium Designer role."

Best Buy has been drastically restructuring in recent months, responding to factors like falling sales after the pandemic spiked consumer electronics spending. Best Buy CEO Corie Barry told investors in February that they should expect layoffs this year, and two months ago, mass layoffs of Geek Squad employees were reported. Barry repeated similar things during the company's first quarter earnings call in May, saying that many of Best Buy's moves to "right size" its business "are being implemented throughout this year."

An anonymous reader quotes a report from the Mercury News: Krista DeWeese has been laid off four times in the last eight years. She wakes up every morning feeling anxious. Will I lose my job today -- again? Will I have enough to pay the rent? Even though she's an educated, experienced marketing professional, worrisome thoughts trail the 47-year-old Fremont native's every waking moment. Currently a contract worker at a health science company, she has been struggling to find secure work that pays enough to keep up with the exorbitant cost of living in the Bay Area. She has a lot of company. The past year has been tough for the Bay Area, as thousands of layoffs skittered across the region. Even workers at Silicon Valley's tech titans -- including Meta, Apple and Google -- have faced job cuts. Since 2022, tech companies in the region have slashed roughly 40,000 jobs. And with each layoff, workers are entering a market that is less friendly to job seekers than it used to be.

New research from tech advocacy organization Women Impact Tech, which examined job and salary data nationwide from 2020 to 2023, affirmed what many people already know: companies are tightening their belts -- slicing jobs and salaries alike -- and many people are struggling to find work that pays enough to live comfortably in the Bay Area. Despite having the highest tech salaries in the country, Silicon Valley has experienced the biggest drop in pay compared to other tech hubs, falling 15% from 2022 to 2023, according to Women Impact Tech. And with inflation, DeWeese and others are watching their spending power shrink. More than 10 years ago, she was earning over $100,000 in total compensation. That amount has dropped 15% since she was laid off from Yahoo in 2016, and has not increased since. "I feel like my career has been frozen in time," DeWeese said. "Things have been at a standstill."

Paula Bratcher Ratliff, president of New York-based Women Impact Tech, said that the shrinking pay hits especially hard for women, given the continuing gender pay gap. "The Bay Area took one of the largest hits," Ratliff said. "Women make up about 28% of the entire workforce in tech. When you're seeing an overall decline at 15%, and for pay equity, women have not made much traction." [...] Despite the trend of shrinking salaries in the world's tech capital, Ratliff, with Women Impact Tech, doesn't believe it's necessarily a race to the bottom. "Today, about every company is a tech company, whether they're in retail, consumer goods or hospitality," Ratliff said. "There's so many opportunities in tech without having to focus on those jobs with the tech organizations alone. We're seeing great companies emerge." While it's still unclear where the light is at the end of the tunnel for DeWeese, she remains hopeful her situation will improve. "You have to have hope or else you're just going to live in fear of being let go, again and again," she said.

An anonymous reader quotes a report from TechCrunch: A Finnish startup called Flow Computing is making one of the wildest claims ever heard in silicon engineering: by adding its proprietary companion chip, any CPU can instantly double its performance, increasing to as much as 100x with software tweaks. If it works, it could help the industry keep up with the insatiable compute demand of AI makers. Flow is a spinout of VTT, a Finland state-backed research organization that's a bit like a national lab. The chip technology it's commercializing, which it has branded the Parallel Processing Unit, is the result of research performed at that lab (though VTT is an investor, the IP is owned by Flow). The claim, Flow is first to admit, is laughable on its face. You can't just magically squeeze extra performance out of CPUs across architectures and code bases. If so, Intel or AMD or whoever would have done it years ago. But Flow has been working on something that has been theoretically possible -- it's just that no one has been able to pull it off.

Central Processing Units have come a long way since the early days of vacuum tubes and punch cards, but in some fundamental ways they're still the same. Their primary limitation is that as serial rather than parallel processors, they can only do one thing at a time. Of course, they switch that thing a billion times a second across multiple cores and pathways -- but these are all ways of accommodating the single-lane nature of the CPU. (A GPU, in contrast, does many related calculations at once but is specialized in certain operations.) "The CPU is the weakest link in computing," said Flow co-founder and CEO Timo Valtonen. "It's not up to its task, and this will need to change."

CPUs have gotten very fast, but even with nanosecond-level responsiveness, there's a tremendous amount of waste in how instructions are carried out simply because of the basic limitation that one task needs to finish before the next one starts. (I'm simplifying here, not being a chip engineer myself.) What Flow claims to have done is remove this limitation, turning the CPU from a one-lane street into a multi-lane highway. The CPU is still limited to doing one task at a time, but Flow's Parallel Processing Unit (PPU), as they call it, essentially performs nanosecond-scale traffic management on-die to move tasks into and out of the processor faster than has previously been possible. [...] Flow is just now emerging from stealth, with [about $4.3 million] in pre-seed funding led by Butterfly Ventures, with participation from FOV Ventures, Sarsia, Stephen Industries, Superhero Capital and Business Finland. The primary challenge Flow faces is that for its technology to be integrated, it requires collaboration at the chip-design level. This means chipmakers need to redesign their products to include the PPU, which is a substantial investment.

Given the industry's cautious nature and the existing roadmaps of major chip manufacturers, the uptake of this new technology might be slow. Companies are often reluctant to adopt unproven technologies that could disrupt their long-term plans.

The white paper can be read here. A Flow Computing FAQ is also available here.

Four more U.S. states on Tuesday joined the Justice Department's lawsuit against Apple alleging the iPhone maker is monopolizing smartphone markets, the department said in a statement. From a report: The four states are Indiana, Massachusetts, Nevada and Washington, the Justice Department said. The original lawsuit was filed in March, and 15 states and the District of Columbia joined the lawsuit at the time. The lawsuit alleges that Apple uses its market power to get more money from consumers, developers, content creators, artists, publishers, small businesses and merchants. The civil lawsuit accuses Apple of an illegal monopoly on smartphones, maintained by imposing contractual restrictions on, and withholding critical access from, developers. The Justice Department has previously said Apple charges as much as $1,599 for an iPhone and makes a larger profit than any rival. Officials also said Apple imposes hidden charges on various business partners - from software developers to credit card companies and even rivals such as Alphabet's, Google, in ways that ultimately raise prices for consumers.

An anonymous reader shares a report: Who would have thought that Raspberry Pi, the maker of the tiny, cheap, single-board computers, would become a public company? Yet, this is exactly what's happening: Raspberry Pi priced its IPO on the London Stock Exchange on Tuesday morning at $3.56 per share, valuing it at $689 million. Shortly after that, the company's shares jumped a nice 32% to $4.70. It means that Raspberry Pi could end up raising more than $200 million during its IPO process.

Raspberry Pi has sold 60 million units since its inception. In 2023 alone, Raspberry Pi generated $266 million in revenue and $66 million in gross profit. Raspberry Pi Ltd, the public company, is the commercial subsidiary of the Raspberry Pi Foundation. The Foundation says it wants to make it easier for people to learn coding through a low-cost, programmable computer. It also remains the main shareholder of Raspberry Pi Ltd.

An anonymous reader quotes a report from The Register: A study claims to have proof of what some have suspected: return to office mandates are just back-channel layoffs and post-COVID work culture is making everyone miserable. HR software biz BambooHR surveyed more than 1,500 employees, a third of whom work in HR. The findings suggest the return to office movement has been a poorly-executed failure, but one particular figure stands out -- a quarter of executives and a fifth of HR professionals hoped RTO mandates would result in staff leaving. While that statistic essentially admits the quiet part out loud, there was some merit to that belief. People did quit when RTO mandates were enforced at many of the largest companies, but it wasn't enough, the study reports.

More than a third (37 percent) of respondents in leadership roles believed their employers had undertaken layoffs in the past 12 months as a result of too few people quitting in protest of RTO mandates, the study found. Nearly the same number thought their management wanted employees back in the office to monitor them more closely. The end result has been the growth of a different office culture, one that's even more performative, suspicious, and divisive than before the COVID pandemic, the study concludes. According to the report, most employees working remotely and in-person both feel the need to demonstrate productivity, which for more than a third of employees means being seen socializing and moving around the office. That intense need to be visible may actually be harming productivity, study author and BambooHR's own head of HR Anita Grantham concluded in her findings. A full 42 percent of employees who responded to the Bamboo survey said they show up solely to be seen by bosses and managers. If bosses think their presence in the office is making any difference to the amount of work getting done, the results indicate that's not the case.

Remote employees and in-office employees both report spending around two hours of every day not working. Those in-office ones, of course, are probably spending those ten hours a week looking as busy as possible. Away from the office, employees feel the need to demonstrate presence by being hyper-available and never going offline -- the so-called "green status effect," the data suggests. "The distrusting and performative cultures some companies are cultivating are harmful to bottom-line growth," Grantham said, adding that RTO policies are okay, but not if they don't consider individual employee needs. "The conversation around work modes is one of the most important things to address and get clear on as a business," Grantham said. "It often gets reduced to just RTO, but it's actually a much bigger conversation."

Copycats are stepping up their attacks on small businesses. Sellers of products including merino socks and hummingbird feeders say they have lost customers to online scammers who use the legitimate business owners' videos, logos and social-media posts to assume their identities and steer customers to cheap knockoffs or simply take their money. WSJ: "We used to think you'd be targeted because you have a brand everywhere," said Alastair Gray, director of anticounterfeiting for the International Trademark Association, a nonprofit that represents brand owners. "It now seems with the ease at which these criminals can replicate websites, they can cut and paste everything." Technology has expanded the reach of even the smallest businesses, making it easy to court customers across the globe. But evolving technology has also boosted opportunities for copycats; ChatGPT and other advances in artificial intelligence make it easier to avoid language or spelling errors, often a signal of fraud.

Imitators also have fine-tuned their tactics, including by outbidding legitimate brands for top position in search results. "These counterfeiters will market themselves just like brands market themselves," said Rachel Aronson, co-founder of CounterFind, a Dallas-based brand-protection company. Policing copycats is particularly challenging for small businesses with limited financial resources and not many employees. Online giants such as Amazon.com and Meta Platforms say they use technology to identify and remove misleading ads, fake accounts or counterfeit products.

An anonymous reader shares a report: A study claims to have proof of what some have suspected: return to office mandates are just back-channel layoffs and post-COVID work culture is making everyone miserable. HR software biz BambooHR surveyed more than 1,500 employees, a third of whom work in HR. The findings suggest the return to office movement has been a poorly-executed failure, but one particular figure stands out - a quarter of executives and a fifth of HR professionals hoped RTO mandates would result in staff leaving.

While that statistic essentially admits the quiet part out loud, there was some merit to that belief. People did quit when RTO mandates were enforced at many of the largest companies, but it wasn't enough, the study reports. More than a third (37 percent) of respondents in leadership roles believed their employers had undertaken layoffs in the past 12 months as a result of too few people quitting in protest of RTO mandates, the study found. Nearly the same number thought their management wanted employees back in the office to monitor them more closely. The end result has been the growth of a different office culture, one that's even more performative, suspicious, and divisive than before the COVID pandemic, the study concludes.