“What do Uber, Volkswagen and Zenefits have in common? They all used hidden code to break the law.”

“What do Uber, Volkswagen and Zenefits have in common? They all used hidden code to break the law.” @ossia https://medium.freecodecamp.com/dark-genius-how-programmers-at-uber-volkswagen-and-zenefits-helped-their-employers-break-the-law-b7a7939c6591

UBER As Silicon Valley’s Most Spectacular Crash

http://www.newsweek.com/uber-turn-silicon-valley-spectacular-crash-563716?utm_source=pocket&utm_medium=email&utm_campaign=pockethits

— excerpt below–

Uber is in a whole lot of bad right now, and there’s growing concern that it’s about to melt down like a haywire nuclear reactor, which would leave a crater in the heart of Silicon Valley. Uber gave us on-demand transportation. Countless people all over the world love this new kind of service. The category is only going to get bigger. But it’s possible it will do that without Uber.

Rotten Culture, Bad Press

At the heart of Uber’s trouble is its culture, which seems to have been born from a one-night stand between John Belushi’s crude Bluto in Animal House and Ayn Rand’s hypercompetitive Hank Rearden. That culture got put on public display in February, when former engineering employee Susan Fowler published a blog calling out Uber’s rotten treatment of women and its general dysfunction. The place is so cutthroat, she wrote, “it seemed like every manager was fighting their peers or attempting to undermine their direct supervisor so that they could have their direct supervisor’s job.”

If anyone thought Fowler was a lone whiner, a few days later tech industry legend Mitch Kapor and his wife, Freada Kapor, who is an expert in workplace mores, published an open letter to Uber’s board. The Kapors were early investors in the company, and they were unhappy about Uber’s tepid response to Fowler’s post and fed up with Uber’s “destructive culture,” to use their term. “We are speaking up now because we are disappointed and frustrated; we feel we have hit a dead end in trying to influence the company quietly from the inside,” they wrote.

A week later, while riding in an Uber, CEO Travis Kalanick was captured on video berating the driver, who dared to complain about cuts to his income because Uber keeps reducing fares. “I’m bankrupt because of you,” the driver told Kalanick, who then erupted. After Bloomberg obtained and published the video, Kalanick found himself in the all-too-familiar position of publicly apologizing. He posted on Uber’s site, “I must fundamentally change as a leader and grow up.” Duh.

Negative publicity keeps battering Uber. The company ran afoul of the protesters who flocked to airports after Donald Trump’s travel ban, then had to fend off a #DeleteUber movement. (Some estimates say 200,000 people deleted the app in the days after the hashtag went viral.) About six months earlier, Uber took a $3.5 billion investment from Saudi Arabia’s Public Investment Fund, a move that made Uber look as if it was buddies with a government that won’t let women drive and puts gay men in jail.

Now Uber is being painted as a technology thief by Google’s parent, Alphabet. Last year, Uber bought a company called Otto for a reported $680 million. Otto develops autonomous driving technology. A bunch of people who work there came from Alphabet’s autonomous car subsidiary, now called Waymo. Alphabet alleges that some of those people stole technical data from Waymo, and Alphabet is suing to stop Uber from using it. Uber has often stated that its future rests on having a fleet of self-driving cars—so, of course, it won’t have to share revenue with those pesky human drivers. If Alphabet wins its case, Uber would pretty much have to start building the technology all over again or pay a ton of money to buy someone else’s.

Dissatisfied Drivers, Bleak Financials

While Uber is counting on a hazy future of self-driving cars, in the meantime it has to keep its 160,000 drivers happy, and they are not, as Kalanick’s video encountered showed. Drivers want the Uber app to allow tips; Uber won’t do it. Uber has fought court cases brought by U.S. drivers asking for employee benefits. It settled a suit for $20 million for posting ads that were misleading about how much its drivers can earn. Rival Lyft has been running ads lampooning Uber’s treatment of drivers, hoping to lure away Uber drivers—and convince conscientious riders they should prefer a company that treats its drivers better.

Strategically, Kalanick and his team seem guilty of constant overreach. Does anybody ever order a falafel from UberEats? Who at Uber thought it was a good idea to take on Seamless? Not only did Kalanick buy Otto to get into self-driving cars, but in February he hired a former NASA scientist to develop flying cars.

And then there is Uber’s financial picture. The company is private, but some of its numbers have been leaked. Bloomberg reported that Uber lost $800 million in the third quarter of 2016. 

(See not below: perhaps buying $250 million of luxurious new offices in SF – the most Expensive location on US, had something to do with that ? Also your spending a fortune to R&D flying cars. But won’t pay drivers. Their “losses” are artificial : They are a tight was where it matters, and a black hole on fluff.)

Some speculate Uber may have lost $3 billion last year. Uber is a costly business to run. To serve more customers, it needs to bring in and pay more drivers, so the company can’t take advantage of economies of scale. It has little pricing power because it still faces competition from Lyft and taxis and other newcomers including Maven, which is a unit of General Motors. In order to have the cash to fund operations and expansion, Uber has brought in round after round of private investment, pumping up the valuation of the company to nearly $70 billion. That would make Uber worth more than GM. Raise your hand if you think that makes sense.

The sky-high valuation may be haunting Uber. Kalanick has famously refused to take Uber public, even though the company, at eight years old, is in the sweet spot of when many tech companies do an initial public offering. He makes his stance sound like a maverick’s declaration of independence from public markets, but whispers now are that Uber’s finances might not justify an IPO at a valuation high enough to make current investors happy. If that’s true, Uber is in a hole. It won’t be able to raise money from anyone who has passed sixth-grade math.

Uber stalls, it isn’t going to be saved by a loyal consumer fan base.  It prevents users from forming bonds with drivers…Someone else comes along with a better service or lower price, we’ll use it.

Drexel of the 2010s?

..spending $250 million on new offices

(But won’t pay their Drivers even the low pay they are owed)

..Kalanick has built the Drexel of the 2010s.

http://imasdk.googleapis.com/js/core/bridge3.160.3_en.html#goog_1041225006

 

TECH & SCIENCEUBER

Just a year ago, Uber reigned as the tech industry’s awe-inspiring, all-powerful Wizard of Oz. But lately, the curtain is being pulled back to reveal a guy who’s more like an angry drunk frantically yanking levers while taking roundhouse swings at the Tin Man and propositioning Dorothy.  

Uber is in a whole lot of bad right now, and there’s growing concern that it’s about to melt down like a haywire nuclear reactor, which would leave a crater in the heart of Silicon Valley. Uber gave us on-demand transportation. Countless people all over the world love this new kind of service. The category is only going to get bigger. But it’s possible it will do that without Uber.

Rotten Culture, Bad Press

At the heart of Uber’s trouble is its culture, which seems to have been born from a one-night stand between John Belushi’s crude Bluto in Animal House and Ayn Rand’s hypercompetitive Hank Rearden. That culture got put on public display in February, when former engineering employee Susan Fowler published a blog calling out Uber’s rotten treatment of women and its general dysfunction. The place is so cutthroat, she wrote, “it seemed like every manager was fighting their peers or attempting to undermine their direct supervisor so that they could have their direct supervisor’s job.”

RELATED: How AI will transform Wall Street

If anyone thought Fowler was a lone whiner, a few days later tech industry legend Mitch Kapor and his wife, Freada Kapor, who is an expert in workplace mores, published an open letter to Uber’s board. The Kapors were early investors in the company, and they were unhappy about Uber’s tepid response to Fowler’s post and fed up with Uber’s “destructive culture,” to use their term. “We are speaking up now because we are disappointed and frustrated; we feel we have hit a dead end in trying to influence the company quietly from the inside,” they wrote.

03_03_uber_06People gather to protest outside the Uber offices in Queens, New York, February 2.BRENDAN MCDERMID/REUTERS

A week later, while riding in an Uber, CEO Travis Kalanick was captured on video berating the driver, who dared to complain about cuts to his income because Uber keeps reducing fares. “I’m bankrupt because of you,” the driver told Kalanick, who then erupted. After Bloomberg obtained and published the video, Kalanick found himself in the all-too-familiar position of publicly apologizing. He posted on Uber’s site, “I must fundamentally change as a leader and grow up.” Duh.

Negative publicity keeps battering Uber. The company ran afoul of the protesters who flocked to airports after Donald Trump’s travel ban, then had to fend off a #DeleteUber movement. (Some estimates say 200,000 people deleted the app in the days after the hashtag went viral.) About six months earlier, Uber took a $3.5 billion investment from Saudi Arabia’s Public Investment Fund, a move that made Uber look as if it was buddies with a government that won’t let women drive and puts gay men in jail.

One Uber investor said to Fortuneabout the deal, “It goes to the heart of who Travis is. He just doesn’t give a shit about optics. Ever.”

Now Uber is being painted as a technology thief by Google’s parent, Alphabet. Last year, Uber bought a company called Otto for a reported $680 million. Otto develops autonomous driving technology. A bunch of people who work there came from Alphabet’s autonomous car subsidiary, now called Waymo. Alphabet alleges that some of those people stole technical data from Waymo, and Alphabet is suing to stop Uber from using it. Uber has often stated that its future rests on having a fleet of self-driving cars—so, of course, it won’t have to share revenue with those pesky human drivers. If Alphabet wins its case, Uber would pretty much have to start building the technology all over again or pay a ton of money to buy someone else’s.

Dissatisfied Drivers, Bleak Financials

While Uber is counting on a hazy future of self-driving cars, in the meantime it has to keep its 160,000 drivers happy, and they are not, as Kalanick’s video encountered showed. Drivers want the Uber app to allow tips; Uber won’t do it. Uber has fought court cases brought by U.S. drivers asking for employee benefits. It settled a suit for $20 million for posting ads that were misleading about how much its drivers can earn. Rival Lyft has been running adslampooning Uber’s treatment of drivers, hoping to lure away Uber drivers—and convince conscientious riders they should prefer a company that treats its drivers better.

RELATED: Snap’s IPO may be a huge vote for privacy

Strategically, Kalanick and his team seem guilty of constant overreach. Does anybody ever order a falafel from UberEats? Who at Uber thought it was a good idea to take on Seamless? Not only did Kalanick buy Otto to get into self-driving cars, but in February he hired a former NASA scientist to develop flying cars. Trump likes to say we always lose to China—well, Uber proved him right by going into China ill-prepared. Last summer, Uber cut a deal with China’s Uber clone, Didi Chuxing, to leave China in exchange for 17.5 percent of the Chinese company and a $1 billion investment by Didi. Is that setting up Didi to eventually beat Uber worldwide? Trump will have a seizure if the day ever comes when U.S. riders no longer say they’re going to “Uber” somewhere and instead say they’re going to “Didi.”

And then there is Uber’s financial picture. The company is private, but some of its numbers have been leaked. Bloomberg reported that Uber lost $800 million in the third quarter of 2016. Some speculate Uber may have lost $3 billion last year. Uber is a costly business to run. To serve more customers, it needs to bring in and pay more drivers, so the company can’t take advantage of economies of scale. It has little pricing power because it still faces competition from Lyft and taxis and other newcomers including Maven, which is a unit of General Motors. In order to have the cash to fund operations and expansion, Uber has brought in round after round of private investment, pumping up the valuation of the company to nearly $70 billion. That would make Uber worth more than GM. Raise your hand if you think that makes sense.

The sky-high valuation may be haunting Uber. Kalanick has famously refused to take Uber public, even though the company, at eight years old, is in the sweet spot of when many tech companies do an initial public offering. He makes his stance sound like a maverick’s declaration of independence from public markets, but whispers now are that Uber’s finances might not justify an IPO at a valuation high enough to make current investors happy. If that’s true, Uber is in a hole. It won’t be able to raise money from anyone who has passed sixth-grade math.

03_17_Uber_01Travis Kalanick, billionaire and chief executive officer of Uber Technologies Inc., pauses during the opening of “Startup Fest”, a five-day conference to showcase Dutch innovation in Amsterdam, the Netherlands, on May 24, 2016.MARLENE AWAAD/BLOOMBERG/GETTY

If Uber stalls, it isn’t going to be saved by a loyal consumer fan base. There is no stickiness to Uber. It has no frequent-rider program. It has no social component. It prevents users from forming bonds with drivers. No one gets a heightened sense of self by identifying as an Uber rider versus some competitor. We’ll stick with Uber as long as it continues to get us where we want to go at a price we like. Someone else comes along with a better service or lower price, we’ll use it.

Drexel of the 2010s?

..Uber is .. spending $250 million on new offices.. 

[They don’t pay their Drivers – so they can build hundreds of millions of dollars of office space for people to sit on their high horse, and send harassing messages to the workhorse drivers. They rip off and don’t pay drivers what they are owed whilst spending THAT kind of money on one of the most Expensive Cities ? Let’s keep the pheasant drivers POOR, keep them jumping through good, and to exhausted and frustrated to file up on what you owe they, so you can build luxury offices for the greedy rest.

…Uber has proved to be a flawed company..go back to Drexel Burnham Lambert in the 1980s.. defined and dominated junk bonds as a category of finance. This changed Wall Street and business forever.. company had a flawed..so employees took sketchy risks that ultimately led to criminal charges. ..the company fell from the pinnacle of Wall Street power to filing for bankruptcy. Milken went to prison for securities fraud.

The category Drexel created lives on. Today, junk bonds are a $1 trillion market — without Drexel.

Kalanick has built the Drexel of the 2010s.

The 45th president: Making sense of Donald Trump’s unsubstantiated accusations against his predecessor | The Economist

http://www.economist.com/blogs/democracyinamerica/2017/03/45th-president?fsrc=scn/pn/te/bl/ed/

— excerpt below —

The 45th presidentMaking sense of Donald Trump’s unsubstantiated accusations against his predecessor
There are three explanations for Mr Trump’s accusation that Barack Obama ordered his phones to be tapped. None of them is comforting

Democracy in America

Mar 5th 2017
by LEXINGTON
American democracy has suffered a wound that, however it heals, will leave nasty scars. On March 5th the White House announced that President Donald Trump is asking congressional intelligence committees to probe unspecified “reports” that the administration of Barack Obama abused its executive powers to launch, “potentially politically motivated investigations immediately ahead of the 2016 election”.
The formal White House statement was, in effect, an attempt to comb the hair and clothe in a suit and tie a string of four wild and unsubstantiated tweets by the president of America. In those tweets, issued around dawn the day before, the 45th president accused the 44th of a “Nixon/Watergate” plot to tap the phones at Trump Tower, his campaign and business  headquarters in New York. This alleged wire-tapping was an attempt to meddle in the “very sacred election process”, and shows Mr Obama to be a “bad (or sick) guy!” charged Mr Trump. “Nothing” was found by this spying, he added, concluding: “This is McCarthyism!”
There are a number of explanations for Mr Trump’s allegations, none of them cheering. The first is that Mr Trump’s stated suspicions are well-founded, and Mr Obama and his administration did, in fact, illegally spy on the nominee of one of the two main political parties.
Mark Levin, a conservative media firebrand, is said to have provoked Mr Trump’s outburst with a broadcast on March 2nd. Mr Levin cited a series of news reports from 2016 and 2017 that federal investigators at various times sought warrants from the Foreign Intelligence Surveillance Court (FISA) to monitor communications involving Mr Trump and several of his advisers, seeking evidence of potentially troubling business or espionage ties with Russia. Mr Levin called this “police state” tactics and suggested that Congress should probe this “silent coup” by the Obama administration, rather than allegations that Russia interfered in the election. Mr Levin’s show was later written up by the right-wing website Breitbart News, whose former chairman, Stephen Bannon, is now Mr Trump’s chief strategist. Roger Stone, a flamboyant political operative and informal adviser  to Mr Trump, declared: “The buck stops here. Obama responsible for illegal surveillance of @realDonaldTrump—must be charged, convicted and jailed.”
The second explanation is that the FBI or other federal investigators legally spied on Trump Tower, the Trump campaign or figures close to the president. The bar for obtaining a FISA warrant is high—typically requests come from the attorney-general, a deputy attorney-general or the head of a spy agency, and must show a federal judge that there is probable cause that a target for surveillance is an “agent of a foreign power”. A spokesman for Mr Obama pushed back hard at Mr Trump’s claim that the former president, or his White House team ordered such surveillance, saying “neither President Obama nor any White House official ever ordered surveillance on any US citizen”, adding that it was a “cardinal rule” of the Obama White House not to interfere in any investigation led by the Department of Justice.
In an intervention that did little to unfurrow the brows of those following this tale, James Clapper, who was until January the Director of National Intelligence, told NBC television that he knew of no FISA warrants against Trump Tower, at least for the spy agencies that he oversaw. “There was no such wiretap activity mounted against the president, the president-elect at the time, or as a candidate, or against his campaign,” he said. Mr Clapper added that he stands by his formal finding, issued in January, that the Russian government meddled in the presidential election to help Mr Trump, but said he had seen no evidence of active collusion between members of the Trump campaign and the Russians.
A third explanation for Mr Trump’s outburst is that he was trying to rally his supporters and discomfort his opponents after a bumpy few days, once again involving furtive contacts between Team Trump and Russians. This time the problem involved Mr Trump’s attorney-general and ideological mentor, Jeff Sessions. To Mr Trump’s semi-public fury Mr Sessions felt obliged to recuse himself from overseeing federal investigations into Russian meddling in the 2016 election. This decision to step aside from any probes came after Mr Sessions had to concede that his testimony to senators during his confirmation hearings had some large holes in it, roughly the same size and shape as Sergey Kislyak, Russia’s burly ambassador to America. Sleuthing by the Washington Post and other news outlets revealed that Mr Sessions met Mr Kislyak twice during the campaign, despite telling senators he had “no communications with the Russians”.
Under this theory of events, Mr Trump’s dramatic tweets bring to mind the owner of a Chicago speakeasy, who while being questioned by G-Men about why so many Mob bosses drink at his establishment, bellows: “FIRE!” and pulls the fire alarm. For when Mr Trump’s tactics are examined coolly, his claims of treachery by Mr Obama are a way to make Americans focus on a large, invented allegation—that Democrats, the media and other “enemies of the people” are conspiring to destroy or at least delegitimise his presidency. In fact, the allegations about Russia that continue to dog Mr Trump are narrower but still troubling.

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In a world of political smoke and mirrors, here are some things that definitely happened. During the presidential election campaign Mr Trump repeatedly broke with Republican Party orthodoxy to advocate friendlier ties with the Russian government of Vladimir Putin, in part because Mr Putin had the good judgement to praise Mr Trump (“Putin called me a genius” Mr Trump noted at rallies), and in part because Russia might, in his words, be willing to “knock the hell” out of the Islamic State extremist group in Syria and other theatres of war, sparing America much blood and treasure.
During the summer of 2016 WikiLeaks published tens of thousands of e-mails stolen from the servers of the Democratic National Committee and from the e-mail account of the chairman of Hillary Clinton’s presidential campaign. American officials accused Russian hackers of being behind these leaks, as did Mrs Clinton but Mr Trump poured scorn on such claims, calling them an attempt to smear him, and wondering whether the hacker might be somebody “sitting on their bed that weighs 400 pounds”. In a press conference in July, Mr Trump invited Russia—“if you’re listening”—to search e-mail servers belonging to Mrs Clinton or government archives and find thousands of e-mails that the Democrat had deleted as private, after leaving her post as Mr Obama’s secretary of state. Mr Trump later said that this was a joke.
These events are beyond dispute. Lots of e-mails embarrassing to Mrs Clinton were stolen and appeared online, to Mr Trump’s public glee: “I love WikiLeaks”, he said in October. Someone hacked them, and after a lot of havering around Mr Trump, in January of this year, did at last say he believes that the culprit is Russia. Mr Trump gave Russian officials ample reason to think that their country might benefit from his election.
If so much smoke still swirls, it is because it remains unclear whether a natural coincidence of interests between Russia and Team Trump was buttressed by actual collusion. The Trump administration has suffered some of its worst early blows as a result of obfuscation around Russia. Michael Flynn, a retired three-star general, had to resign as Mr Trump’s first national security adviser after misleading the vice-president, Mike Pence, among others, about his own contacts with Mr Kislyak. Though he initially denied any substantive contacts, it emerged that Mr Flynn had spoken to the ambassador several times in late December, urging Russia to be patient and not to retaliate after Mr Obama imposed sanctions on Russians as punishment  for election meddling.
Trump partisans are currently lining up behind their man. But to return to that analogy with a Chicago bar-owner trying to avoid tough questioning, Mr Trump may be about to discover that when you pull a fire alarm in a crowded beer-hall, there are real-world consequences, some of them hard to control.
Though most Republicans remain intent on passing long-cherished bills and sending them to Mr Trump’s desk for signing, some members of his party are already signalling disquiet. Senator Ben Sasse of Nebraska, a thoughtful and principled conservative, issued a statement saying: “We are in the midst of a civilization-warping crisis of public trust, and the president’s allegations today demand the thorough and dispassionate attention of serious patriots.  A quest for the full truth, rather than knee-jerk partisanship, must be our guide if we are going to rebuild civic trust and health.” A member of the Senate intelligence committee, Marco Rubio of Florida, told NBC television he had seen “no evidence” to back Mr Trump’s claims. “The president put that out there, and now the White House will have to answer as to exactly what he was referring to,” said Mr Rubio.
The Florida senator is correct. In coming days the White House will have to explain what the president meant in his early-morning tweets on Saturday. Some observers felt that Mr Trump himself seemed to tire of his own outburst, tweeting his thoughts about a casting change on a reality-television show some 30 minutes after accusing his predecessor of something close to treason. Others see sincere rage, even paranoia. A conservative media boss and old friend of Mr Trump’s, Chris Ruddy, claims that the president believes his own allegations about wire-tapping with a fierce rage, telling him this weekend: “I will be proven right”.
Either way, the president has told his country and the world that American democracy came under a serious attack. He cannot now wish that charge away.

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Copyright © The Economist Newspaper Limited 2017. All rights reserved.

Jeff Kirschner: This app makes it fun to pick up litter | TED Talk | TED.com

See also : Literatti.org
–video transcript below —

This story starts with these two — my kids. We were hiking in the Oakland woods when my daughter noticed a plastic tub of cat litter in a creek. She looked at me and said, “Daddy? That doesn’t go there.”
0:28

When she said that, it reminded me of summer camp. On the morning of visiting day, right before they’d let our anxious parents come barreling through the gates, our camp director would say, “Quick! Everyone pick up five pieces of litter.” You get a couple hundred kids each picking up five pieces, and pretty soon, you’ve got a much cleaner camp. So I thought, why not apply that crowdsourced cleanup model to the entire planet? And that was the inspiration for Litterati.
0:54

The vision is to create a litter-free world. Let me show you how it started. I took a picture of a cigarette using Instagram. Then I took another photo … and another photo … and another photo. And I noticed two things: one, litter became artistic and approachable; and two, at the end of a few days, I had 50 photos on my phone and I had picked up each piece, and I realized that I was keeping a record of the positive impact I was having on the planet. That’s 50 less things that you might see, or you might step on, or some bird might eat.
1:29

So I started telling people what I was doing, and they started participating. One day, this photo showed up from China. And that’s when I realized that Litterati was more than just pretty pictures; we were becoming a community that was collecting data. Each photo tells a story. It tells us who picked up what, a geotag tells us where and a time stamp tells us when. So I built a Google map, and started plotting the points where pieces were being picked up. And through that process, the community grew and the data grew. My two kids go to school right in that bullseye.
2:16

Litter: it’s blending into the background of our lives. But what if we brought it to the forefront? What if we understood exactly what was on our streets, our sidewalks and our school yards? How might we use that data to make a difference?
2:32

Well, let me show you. The first is with cities. San Francisco wanted to understand what percentage of litter was cigarettes. Why? To create a tax. So they put a couple of people in the streets with pencils and clipboards, who walked around collecting information which led to a 20-cent tax on all cigarette sales. And then they got sued by big tobacco, who claimed that collecting information with pencils and clipboards is neither precise nor provable. The city called me and asked if our technology could help. I’m not sure they realized that our technology was my Instagram account —
3:09

(Laughter)
3:10

But I said, “Yes, we can.”
3:12

(Laughter)
3:13

“And we can tell you if that’s a Parliament or a Pall Mall. Plus, every photograph is geotagged and time-stamped, providing you with proof.” Four days and 5,000 pieces later, our data was used in court to not only defend but double the tax, generating an annual recurring revenue of four million dollars for San Francisco to clean itself up.
3:39

Now, during that process I learned two things: one, Instagram is not the right tool —
3:43

(Laughter)
3:44

so we built an app.
3:46

And two, if you think about it, every city in the world has a unique litter fingerprint, and that fingerprint provides both the source of the problem and the path to the solution. If you could generate a revenue stream just by understanding the percentage of cigarettes, well, what about coffee cups or soda cans or plastic bottles? If you could fingerprint San Francisco, well, how about Oakland or Amsterdam or somewhere much closer to home? And what about brands? How might they use this data to align their environmental and economic interests?
4:26

There’s a block in downtown Oakland that’s covered in blight. The Litterati community got together and picked up 1,500 pieces. And here’s what we learned: most of that litter came from a very well-known taco brand. Most of that brand’s litter were their own hot sauce packets, and most of those hot sauce packets hadn’t even been opened. The problem and the path to the solution — well, maybe that brand only gives out hot sauce upon request or installs bulk dispensers or comes up with more sustainable packaging. How does a brand take an environmental hazard, turn it into an economic engine and become an industry hero?
5:10

If you really want to create change, there’s no better place to start than with our kids. A group of fifth graders picked up 1,247 pieces of litter just on their school yard. And they learned that the most common type of litter were the plastic straw wrappers from their own cafeteria. So these kids went to their principal and asked, “Why are we still buying straws?” And they stopped. And they learned that individually they could each make a difference, but together they created an impact.
5:40

It doesn’t matter if you’re a student or a scientist, whether you live in Honolulu or Hanoi, this is a community for everyone. It started because of two little kids in the Northern California woods, and today it’s spread across the world. And you know how we’re getting there? One piece at a time.
6:03

Thank you.
6:04

(Applause)

In Video, Uber CEO Argues With Driver Over Falling Fares – Bloomberg

https://www.bloomberg.com/news/articles/2017-02-28/in-video-uber-ceo-argues-with-driver-over-falling-fares

— excerpt below —
In Video, Uber CEO Argues With Driver Over Falling Fares

Travis Kalanick tells a driver to take responsibility for his problems and boasts about a tough culture.

by Eric Newcomer

Tue Feb 28 12:39:48 2017

Tue Feb 28 18:30:32 2017
Uber CEO, Travis Kalanick
When Uber Chief Executive Officer Travis Kalanick takes an Uber, he prefers a black car, the high-end service his company introduced in 2010. On this particular night in early February—Super Bowl Sunday—Kalanick is perched in the middle seat, flanked by two female friends. Maroon 5’s “Don’t Wanna Know” plays, and Kalanick shimmies. He clutches his smartphone as the three make awkward conversation. The two women ask when his birthday is, and marvel that he’s a Leo. One of his companions appears to say, somewhat inaudibly, that she’s heard that Uber is having a hard year. Kalanick retorts, “I make sure every year is a hard year.” He continues, “That’s kind of how I roll. I make sure every year is a hard year. If it’s easy I’m not pushing hard enough.”
There’s no question that it’s been a hard year for Kalanick and Uber—or really, a bad year compressed down into an awful three months. And it keeps getting worse. That pleasant conversation between Kalanick and his friends in the back of an Uber Black? It devolved into a heated argument over Uber’s fares between the CEO and his driver, Fawzi Kamel, who then turned over a dashboard recording of the conversation to Bloomberg. Kamel, 37, has been driving for Uber since 2011 and wants to draw attention to the plight of Uber drivers. The video shows off Kalanick’s pugnacious personality and short temper, which may cause some investors to question whether he has the disposition to lead a $69 billion company with a footprint that spans the globe.
In an email to staff Tuesday after publication of this story, Kalanick apologized to Kamel for treating him disrespectfully. “To say that I am ashamed is an extreme understatement,” Kalanick wrote. “My job as your leader is to lead…and that starts with behaving in a way that makes us all proud. That is not what I did, and it cannot be explained away. It’s clear this video is a reflection of me—and the criticism we’ve received is a stark reminder that I must fundamentally change as a leader and grow up. This is the first time I’ve been willing to admit that I need leadership help and I intend to get it.”
In December, Uber pulled its self-driving cars off the road in San Francisco after the California Department of Motor Vehicles said they were operating illegally without an autonomous vehicle license. In January, more than 200,000 people uninstalled their accounts, and #DeleteUber trended on Twitter, after the company was accused of undermining a New York taxi union strike protesting President Donald Trump’s refugee ban. On Feb. 2, Kalanick reluctantly left his spot on Trump’s business advisory council to appease the company’s liberal-leaning employees and users—not to mention its many immigrant drivers. On Feb. 19, a former software engineer at Uber wrote a blog post alleging that she had been propositioned for sex by her manager and that when she’d taken the issue to human resources, an HR rep had said that he wouldn’t be punished, in part, because he was a “high performer.” On Feb. 23, Alphabet’s autonomous car company Waymo sued Uber and its self-driving car company Otto, accusing an Uber employee of stealing trade secrets by downloading 14,000 files onto an external hard drive. On Monday, Uber’s head of engineering resigned after the company said it learned that he had faced a sexual harassment complaint at Alphabet, his former employer. He denied the allegations.
“Some people don’t like to take responsibility for their own shit.”
The company has responded to the former engineer’s allegations by hiring the former U.S. attorney general Eric Holder to investigate the female software engineer’s claims. “What’s described here is abhorrent & against everything we believe in. Anyone who behaves this way or thinks this is OK will be fired,” Kalanick wrote on Twitter. On Waymo’s claims that Uber has stolen trade secrets, an Uber spokeswoman said, “We have reviewed Waymo’s claims and determined them to be a baseless attempt to slow down a competitor, and we look forward to vigorously defending against them in court.”
Despite it all, Uber’s business is growing, week after week. This is the service that Kalanick and his friend, Garrett Camp, dreamed up. Get a car in an instant, just like James Bond. They weren’t the first people to have that idea, but they were the ones who won—or at least the ones who have gotten the furthest. Camp stepped back and became chairman of the board, while Kalanick turned Uber into a global endeavor that operates in more than 400 cities. The company, which has its headquarters on Market Street in San Francisco, has more than 11,000 corporate employees. It has many more drivers—millions of them, scattered all over the world, working as independent contractors, without the health care and other benefits typically provided to full-time employees.
And the gig has gotten harder for longtime drivers. In 2012, Uber Black cost riders $4.90 per mile or $1.25 per minute in San Francisco, according to an old version of Uber’s website. Today,  Uber charges $3.75 per mile and $0.65 per minute. Black car drivers get paid less and their business faces far more competition from other Uber services.
“That’s kind of how I roll. I make sure every year is a hard year. If it’s easy I’m not pushing hard enough.”
Kalanick has a reputation for being ferociously competitive and hard-charging. He’s the guy who has bragged about having earned the second-highest rank on Nintendo’s Wii tennis game. He’s still dogged by the fact that he once referred to Uber as “Boob-er” because it improved his dating prospects. Current and former employees say he can be empathetic when the mood strikes—or tyrannical when it doesn’t. Kalanick loves fighting over a good idea, which sometimes means admitting that his isn’t the best one. “Toe-stepping” is one of Uber’s cultural values.
Kalanick is trying to be a better listener. He met with more than 100 of Uber’s female employees at a meeting last week meant to address the morale crisis that followed the former software engineer’s blog post. Kalanick sounded some of the right notes, standing in front of the crowd. “There are people in this room who have experienced things that are incredibly unjust,” he said, according to a recording obtained by Buzzfeed. “I empathize with you, but I can never fully understand, and I get that. I want to root out the injustice. I want to get at the people who are making this place a bad place, and you have my commitment to make that happen, and I know it doesn’t end there.”
 
Like Facebook’s Mark Zuckerberg before him, Kalanick is trying to learn how to empathize and communicate. But Kalanick at 40, compared with 32-year-old Zuckerberg, is having to change his ways later in life, and he’s often reluctant to tread too far from his intuitions. Even when Kalanick tries to empathize in his own way—which often means jumping into a dialectical argument of sorts— his temper can occasionally flare.
In Kamel’s car, for example, Kalanick is seemingly at ease as the ride ends and his friends hop out of the car.
“You have a good one,” says the driver.
Kalanick says with an air of familiarity, “Good to see you man.”
Kamel replies, “Good to see you, too.”
Kalanick thinks the ride is over. But having the CEO in his car is an opportunity Kamel has been waiting for.
“I don’t know if you remember me, but it’s fine,” Kamel says. The pair begin talking shop, and Kalanick explains that they’re going to cut down on the number of black cars, which will reduce competition and should be good for Kamel.
Then Kamel says what every driver has been dying to tell Kalanick: “You’re raising the standards, and you’re dropping the prices.”
Kalanick: “We’re not dropping the prices on black.”
Kamel: “But in general the whole price is—”
Kalanick: “We have to; we have competitors; otherwise, we’d go out of business.”
Kamel: “Competitors? Man, you had the business model in your hands. You could have the prices you want, but you choose to buy everybody a ride.”
Kalanick: “No, no no. You misunderstand me. We started high-end. We didn’t go low-end because we wanted to. We went low-end because we had to because we’d be out of business.”
Kamel: “What? Lyft? It’s a piece of cake right there.”
Kalanick: “It seems like a piece of cake because I’ve beaten them. But if I didn’t do the things I did, we would have been beaten, I promise.”
The two bat that idea around, and Kamel brings the conversation back to his losses.
Kamel: “But people are not trusting you anymore. … I lost $97,000 because of you. I’m bankrupt because of you. Yes, yes, yes. You keep changing every day. You keep changing every day.”
Kalanick: “Hold on a second, what have I changed about Black? What have I changed?”
Kamel: “You changed the whole business. You dropped the prices.”
Kalanick: “On black?”
Kamel: “Yes, you did.”
Kalanick begins to lose his temper. “Bullshit,” he says.
Kamel: “We started with $20.”
Kalanick: “Bullshit.”
Kamel: “We started with $20. How much is the mile now, $2.75?”
Kalanick: “You know what?”
Kamel: “What?”
Kalanick: “Some people don’t like to take responsibility for their own shit. They blame everything in their life on somebody else. Good luck!”
Kamel: “Good luck to you, but I know [you’re not] going to go far.”
The door slams. Kamel drives away. Later, the Uber driver app prompts him to rate Kalanick, as he does all his riders. Kamel gives him one star.

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