work
Auto Added by WPeMatico
Auto Added by WPeMatico
Just like in almost every other industry, there’s been a rash of layoffs among newer space startups and companies amid the novel coronavirus crisis. But Relativity Space has managed to avoid layoffs — and is even hiring, despite the global pandemic. Relativity CEO and founder Tim Ellis cites the company’s focus on large-scale 3D printing and its adoption of cloud-based tools and technologies as big reasons why his startup hasn’t felt the pinch.
Because Relativity’s forthcoming launch vehicle is almost entirely made up of 3D-printed parts, from the engines to the fuselage and everything in between, the company has been able to continue producing its prototypes essentially uninterrupted. Relativity has been classified an essential business, as have most companies operating in anything related to aerospace or defense, but Ellis said that they took steps very early to address the potential threat of COVID-19 and ensure the health and safety of their staff. As early as March 9, when the disease was really first starting to show up in the U.S. and before any formal restrictions or shelter-in-place orders were in effect, Relativity was recommending that employees work from home where possible.
“We’re able to do that, partially because with our automated printing technology we were able to have very, very few people in the factory and still keep printers running,” Ellis said in an interview. “We actually even have just one person now running several printers that are still actually printing — it’s literally a single person operating, while a lot of the company has been able to make progress working from home for the last couple of weeks.”
Being able to run an entire production factory floor with just one person on-site is a tremendous competitive advantage in the current situation, and a way to ensure you’re also respecting employee health and safety. Ellis added that the company has already been operating between multiple locations, including teams at Cape Canaveral, Florida, as well as at Stennis Space Center in Mississippi and at its headquarters in LA. Relativity also had a further distributed workforce with a few employees working remotely from locations across the U.S, and it focused early on ensuring that its design and development processes could work without requiring everyone to be centrally based.
“We’ve developed our own custom software tools to just streamline those workflows, that really helped,” Ellis said. “Also, just being more of a cloud-enabled company, while still complying with ITAR and security protocols, has been really, really advantageous as well.”
In addition to their focus on in-house software and cloud-based tools, Ellis credits the timing of their most recent round — a $140 million investment closed last October — as a reason they’re well-situated for enduring the COVID-19 crisis. He says that Relativity not only managed to avoid any layoffs, while sending out new offers, but they’re also still paying all employees, including hourly workers, their full regular wage. All of this stems from a business model that in retrospect, seems prescient, but that Ellis says actually just has significant advantages in today’s global business climate by virtue of chance. Still, he does believe that some of Relativity’s resilience thus far signals some of the biggest lasting changes that will result from the coronavirus pandemic.
“What it’s really going to change […] is the approach to global supply chain,” he said. “I think there’s going to be a big push to have more things made in America, and then less dependence on heavy globalization across supply chain. That’s one you thing we’ve always had with 3D printing — not only is it an automated technology, where we can have very few operators still making progress even during times like like this and printing some of the first-stage structures of our rocket — but on the supply chain side, just having simpler supply chains with fewer vendors and different types of manufacturing processes means it’s much less likely that we’ll see very significant supplier and supply chain interruptions.”
Meanwhile, while Ellis says that ultimately they can’t predict how the coronavirus crisis will impact their overall schedule in terms of planned launch activities, which includes flying their first 3D-printed vehicle in 2021, they anticipate being able to make plenty of progress through remote work and a production line that can easily comply with social isolation guidelines. Partner facility shutdowns, including the rocket engine test stand at Stennis, will definitely have an impact, but Relativity’s resilience could prove a model for manufacturing businesses of all stripes to emulate once this moment has passed.
Powered by WPeMatico
I recently had a scheduled video conference call with a Fortune 100 company.
Everything on my end was ready to go; my presentation was prepared and well-practiced. I was set to talk to 30 business leaders who were ready to learn more about how they could become more resilient to major outages.
Unfortunately, their side hadn’t set up the proper permissions in Zoom to add new people to a trusted domain, so I wasn’t able to share my slides. We scrambled to find a workaround at the last minute while the assembled VPs and CTOs sat around waiting. I ended up emailing my presentation to their coordinator, calling in from my mobile and verbally indicating to the coordinator when the next slide needed to be brought up. Needless to say, it wasted a lot of time and wasn’t the most effective way to present.
At the end of the meeting, I said pointedly that if there was one thing they should walk away with, it’s that they had a vital need to run an online fire drill with their engineering team as soon as possible. Because if a team is used to working together in an office — with access to tools and proper permissions in place — it can be quite a shock to find out in the middle of a major outage that they can’t respond quickly and adequately. Issues like these can turn a brief outage into one that lasts for hours.
Quick context about me: I carried a pager for a decade at Amazon and Netflix, and what I can tell you is that when either of these services went down, a lot of people were unhappy. There were many nights where I had to spring out of bed at 2 a.m., rub the sleep from my eyes and work with my team to quickly identify the problem. I can also tell you that working remotely makes the entire process more complicated if teams are not accustomed to it.
There are many articles about best practices aimed at a general audience, but engineering teams have specific challenges as the ones responsible for keeping online services up and running. And while leading tech companies already have sophisticated IT teams and operations in place, what about financial institutions and hospitals and other industries where IT is a tool, but not a primary focus? It’s often the small things that can make all the difference when working remotely; things that seem obvious in the moment, but may have been overlooked.
So here are some tips for managing incidents remotely:
There were many nights where I had to spring out of bed at 2 a.m., rub the sleep from my eyes and work with my team to quickly identify the problem… working remotely makes the entire process more complicated if teams are not accustomed to it.
Powered by WPeMatico
In recent weeks, millions have started working from home, putting unheard-of pressure on services like video conferencing, online learning, food delivery and e-commerce platforms. While some verticals have seen a marked reduction in traffic, others are being asked to scale to new heights.
Services that were previously nice to have are now necessities, but how do organizations track pressure points that can add up to a critical failure? There is actually a whole class of software to help in this regard.
Monitoring tools like Datadog, New Relic and Elastic are designed to help companies understand what’s happening inside their key systems and warn them when things may be going sideways. That’s absolutely essential as these services are being asked to handle unprecedented levels of activity.
At a time when performance is critical, application performance monitoring (APM) tools are helping companies stay up and running. They also help track root causes should the worst case happen and they go down, with the goal of getting going again as quickly as possible.
We spoke to a few monitoring vendor CEOs to understand better how they are helping customers navigate this demand and keep systems up and running when we need them most.
Powered by WPeMatico
Yesterday, I had the pleasure of hopping on Zoom with betaworks’ John Borthwick and Matt Hartman to discuss the tech world’s adaptation to this new locked-down world, the future of new media and answer questions from the audience.
We discussed whether new media companies can raise capital right now, and touched on emerging trends around audio, voice, AR, live events, travel-related companies and many other topics.
It was a delight, and I’m excited to do more of these in the future.
For those of you who missed the Zoom, here’s a rundown of what we discussed (audio embed below).
Powered by WPeMatico
When looking for answers, where do people first turn? For many, it’s Google.
During the first half of March, we saw Google searches for “work from home” reach a 12-month high, garnering at least 50% more search interest than the anticipated peak, which usually occurs within the first week of January. This number will continue to grow as outside circumstances evolve.
This search behavior reflects the world around us. Today, employees and employers alike are grappling with the new norm — at least for the short-term — which is working remotely. While having a remote-ready model in place was once viewed as a competitive advantage to attract talent, it’s now a must-have to keep organizations afloat.
With vacant positions costing organizations around $680 daily, the impact that interrupted recruiting efforts can have on a business’ bottom line is jarring. As such, HR professionals were early adopters of successful remote communication practices, learning lessons that can be applied across the business to successfully make personal connections without being in-person. Employers are doing all they can to address their existing employee base at this critical time, while also working hard to maintain their hiring efforts.
Having the right technology in place to sustain work-from-home practices is more important now than ever before. There are four steps that employers can take to successfully integrate and adapt successful virtual hiring technologies into their business continuity plans, considering all outside circumstances, and without sacrificing their productivity and unique company culture.
Prepare and plan. Employers have an obligation to provide their people with clear direction in times of disruption.
Powered by WPeMatico
Many companies have been designed to optimize productivity when everybody is in the office. As offices close due to the coronavirus outbreak, many people are experimenting with remote work at scale for the first time.
Employees have to learn what it means to work remotely — but managers also have to learn how to keep their teams on track. That’s why it’s interesting to talk about what it’s like to manage a remote team.
Some companies have chosen to give up on the office and work completely remotely. I interviewed Reedsy’s co-founder and CEO Emmanuel Nataf (pictured above, right) about the company’s current work culture. Reedsy operates a marketplace of professionals in the publishing industries: If you’re a writer, you can find editors, designers, marketing experts and more. And if you’re a freelancer in one of those fields, you can find clients.
The short answer: Managing a remote team takes discipline. The long answer is much more interesting as Reedsy has implemented many different processes to foster information transparency. The interview was translated from French and edited for clarity and brevity.
TechCrunch: What does it mean to have a remote culture?
Emmanuel Nataf: I think our case is quite specific. We’re 30 people and what we do cannot necessarily work for a bigger team. It works for smaller teams but maybe not above 50 people.
Powered by WPeMatico
Here’s another edition of “Dear Sophie,” the advice column that answers immigration-related questions about working at technology companies.
“Your questions are vital to the spread of knowledge that allows people all over the world to rise above borders and pursue their dreams,” says Sophie Alcorn, a Silicon Valley immigration attorney. “Whether you’re in people ops, a founder or seeking a job in Silicon Valley, I would love to answer your questions in my next column.”
“Dear Sophie” columns are accessible for Extra Crunch subscribers; use promo code ALCORN to purchase a one or two-year subscription for 50% off.
Dear Sophie:
I sent my startup team home to work remotely for several weeks. We have several folks on visas and work permits — am I supposed to do anything special for them? Can I proactively get visas for future employees to primarily work from home?
— Burrowing in Burlingame
Dear Burrowing,
Powered by WPeMatico
In Asia, where I work as a partner at an early-stage VC firm, startups are regularly rolling out a minimum viable product (MVP) and then transacting on messaging apps.
Companies like shoe brand Portblue, AI e-commerce company Sorabel and Sama, an online recruitment platform for migrant workers, all started life using WhatsApp and Facebook Messenger to communicate with customers, onboard users and raise brand awareness.
For many years, WeChat has been the default app for daily life and business in China. It’s estimated that more than 30% of all internet traffic in China is through WeChat, and in 2017 they introduced “mini-programs,” where businesses could build apps inside WeChat. Now you never have to download any apps or go to a browser to access millions of services and businesses in WeChat.
We now see a similar trend in Southeast Asia. Here, WhatsApp is the dominant social platform and, while it has not built the same infrastructure for building apps, startups have found a way around that and now run many services on top of WhatsApp, validating with customers quickly and cheaply. These companies are not only mobile-first, but they are also WhatsApp-first.
Sampingan, an Antler portfolio company founded here in Singapore, provides an on-demand workforce to businesses in Indonesia. The first version of the product was on WhatsApp. The team sourced and managed more than 2,000 blue-collar workers in Indonesia who completed 25,000 jobs in the company’s first three months.
Lisa Enckell is a partner at Antler, an early-stage venture capital firm and startup generator.
Powered by WPeMatico
Employee engagement isn’t just about the morale of individual workers—it also enables broader workforce productivity and leads to better business outcomes. In fact, research conducted by The Society for Human Resource Management (SHRM) argues that an understanding of the role employee engagement plays in driving morale and productivity is critical to business success.
At Slack, my team of researchers and analysts spends time studying how people work and what they need to do their best work. We consistently find that an important signal of employee engagement lies in how people feel about the tools they use at work.
Good tools can enable both productivity as well as increase morale. We’ve done research to learn more about successful and thriving Slack teams, and what it is about Slack that enables them to do better work.
These teams don’t just talk about how Slack improves efficiency, but also how it builds community and in some ways modernizes the company. We also found that the top three emotions people associate with Slack are happy, fun and easy, which you might not expect from a productivity tool.
Technology overall has impacted how, for how long, and from where we work, as well as our efficiency in getting things done. Engaging employees with technology isn’t just about supplying more robust software, but giving people tools that they look forward to using everyday as much as their preferred personal apps.
When products and technology reflect the nuances of human communication, while at the same time making information more accessible, employees feel more connected — both with the workplace and with their co-workers – resulting in a stronger, more trusting relationships and better performance.
So, how can we challenge ourselves to set higher expectations for the work products we build and use every day, and what would it look like to bring more humanity, fun and delight into the tools we use for work? Here are some principles to keep in mind.
Powered by WPeMatico
At an event in Tokyo, Google today announced the launch of Work Insights, a new tool that gives businesses more insights into how their employees use the company’s G Suite productivity tools and how teams collaborate using those tools.
In addition, Google is also launching its investigation tool for helping business better secure their data in G Suite into general availability.
“Work Insights is a tool built specifically to help businesses measure and understand the impact of digital transformation within their organizations, driven by G Suite,” Reena Nadkarni, a group product manager for G Suite, explains in today’s announcement. Data is aggregated at the team level (where a team needs to have 10 people or more) to help businesses understand how their employees are adapting G Suite apps.

As enterprises bet on one vendor or the other, there’s always a bit of a transition period and not everybody makes the move quite as quickly as others. Most of these tools, though, only really work when the whole company adopts them. That’s especially true for communication tools like Slack, Hangouts Chat/Meet or Microsoft Teams, but also for productivity tools like G Suite.
The other use cases here, though, is actually far more interesting. Work Insights will also give companies a view of how users on different teams interact with each other (think the marketing and sales teams). If they are working on documents together, then they are probably working well together, too (or just leaving acerbic comments on marketing presentations, but you get the general idea here).
“This insight can help executives identify opportunities to strengthen collaboration and reduce siloes,” Nadkarni writes. Since few executives ever say that they want less collaboration and more siloes, chances are we’ll see quite a few companies adopt these tools.

Powered by WPeMatico