Co-working has been the ‘It’ workplace trend for quite some time now. By the end of the new year, nearly 1.2 million people worldwide will have worked in a co-working space. Enabled by mass mobility, it’s now forcing many of us to rethink the role of the traditional office building and ask the question ‘what’s the future for the office in a co-working world?’.
In recent years, video content has risen to become a critical weapon in the engagement arsenal for digital marketers. But aside from its potential to deliver messages in a concise, memorable and emotive way – prompting increased consumer-brand engagement – video is also now emerging as an important ranking factor for SEO, with Google’s ownership of YouTube meaning (unsurprisingly) that websites incorporating high-quality video can expect a significant uptick in their organic search traffic.
Digital media businesses are having a tough time of late. Traditionally, media companies rely on advertising for their revenues. But despite total global ad sales growing for many years, today 85p in every £1 is currently going to just 2 companies in the digital ad space; Google and Facebook. Media companies are left to fight for a shrinking slice of the pie.
What does this mean for newer media companies like Culture Trip that compete in this market? And, how can they use tech to help them monetise?
As startups often are, Habito began from my own simple story of acute frustration; I bought a house and the experience was nightmarish.
My home-owning dreams weren’t being quashed by the fault of any particular individual, company or intrinsic malice working against me. It happened because important processes – like home buying – have mutated over time into complex and convoluted chains of different stakeholders, from regulators to lenders, brokers to surveyors, estate agents, buyers and sellers.
I have been in tech recruiting for the best part of 25 years now, and I can safely say it’s an industry that systemically overrates technical ability and underrates behaviour. Invariably, issues that arise within technical businesses – and, really, in any business – don’t come down to technical competence (i.e. what people know) but have everything to do with behaviour (i.e. what people do).
There is no magic formula, but there is a need for us, as architects, to take a systematic approach to workplace design and organise our thinking in a way that successfully negotiates the sometimes conflicting relationship between an organisation, its people and the buildings they inhabit.
I’m a serial entrepreneur and with that career (and lifestyle!) choice there are invariably a number of lessons picked up along the way. Some come from successes, but more often I find failure breeds the most important learnings. At 25 I started a music studio in Devon, borrowing £50k from my parents to get the business started. I had no plan and it went bust. I had to have a difficult conversation with Dad, when he taught me the most valuable lesson of my life: never give up. That message has stuck with me and I have realised even significant failures are just part of the process if you can find a way to manage the risk and learn from them for the next time.
Steve King
C0-Founder | Black Swan Data
Though Prodigy Finance has now extended over $325 million in student loans, the company began, humbly, over a couple of beers. My INSEAD colleagues and I sat around, nodding our heads in complete understanding as we chatted about the difficulties we experienced in finding the funds to pursue our MBAs.
We weren’t an anomaly. As many as 82% of Prodigy Finance-funded masters students have no alternative sources of educational financing. They’ve been accepted into top universities to pursue advanced degrees with potential for exceptional salaries – and banks can’t take that into account.
If you had told me 10 or 20 years ago that I was going to be an entrepreneur and CEO, running a company with 20 employees, I really don’t think I would have believed you. I’ve been a journalist all of my life. I love being a journalist and I really thought that’s what I would do until the end – I joked that I’d go out of the newsroom feet first. But the thing about growing older is that what you want out of life changes.
Thirty-three years is a really long run in journalism. I had a career that exceeded my dreams in every way: reporting from more than 40 countries. I covered many of the biggest stories of our time and I reported on Latin America for ten years. I witnessed real horror as a war correspondent in Iraq and in Libya and elsewhere. I am still haunted by images of the aftermath of the 2010 Haiti Earthquake. But there were many moments that were simply thrilling: documentaries on penguins in Patagonia and environmental issues in the Galapagos.
Acast’s business is fundamentally changing audio for everyone. 1 in 5 mobile queries, according to Google, are now voice searches, which is an incredible indicator of the growing power of audio. Our technology platform is making it easier than ever for content creators to make great audio and share it with the world. We’re fascinated by content that’s completely different from anything heard before, and we see a future where our technology continuously learns what interests you, and seamlessly delivers the audio you want across different formats.
