Summary of “The Downfall of Arif Naqvi’s Abraaj Group, Dubai’s Star Investor”

Hydari declined to comment for this story, and a spokesperson for Abraaj called the book “An act of fiction.” By the time Naqvi exited the investment, generating a $71 million profit, his reputation for bold moves in obscure markets had been sealed.
More deals followed after Naqvi founded Abraaj in 2002.
The company’s 2012 acquisition of London-based private equity firm Aureos Capital gave Abraaj a foothold in emerging markets beyond the Gulf, then roiled by the Arab Spring, and access to an investor list that included the Gates Foundation.
It also put Abraaj in an uncomfortable position, according to a person familiar with the firm’s decision-making at the time: To attract and keep big international players, Naqvi would borrow money to invest in Abraaj’s own funds and expand the asset base.
Troubles at Abraaj began late last year, when investors in the health-care fund tapped Ankura Consulting Group LLC to track their money.
“We’ve gone from a small standing start 15 years ago to the point where we are today the largest investor in the world in emerging markets,” Naqvi said at last year’s “Abraaj Week,” the firm’s annual Davos-like gathering for employees and clients.
“If Abraaj did something that investors did not expect, the validity of the trust argument will be questioned not just for Abraaj, but for the whole Middle East PE industry, and probably for the world PE industry as well.”
BOTTOM LINE – The potential liquidation of Abraaj Group and the damage to Arif Naqvi’s reputation may affect investor confidence in Dubai for years to come.

The orginal article.

Summary of “Deleting Your Online DNA Data Is Brutally Difficult”

Deleting my data there was simple: With a click, it disappeared from view.
I was told that the tools for deleting my data and sample from 23andMe’s records were “Not currently available.” I had to wait until May 25, when the company planned to roll out new privacy tools in compliance with Europe’s data-protection regulations, the GDPR. On the morning of May 25, 23andMe’s email arrived, heralding how easy it now was to delete your data.
There was another problem: Deleting my genetic information at my request is against federal law.
Fourteen frustrating customer-service emails later, I ascertained that the “Minimal amount” of information the company was required to keep on hand was, essentially, all of my raw genetic information.
Helix, which bills itself as the “App store” for DNA, processes the DNA sample and then shares the relevant data with other companies from which consumers purchase tests for interpretation.
This seemed to spell it out most clearly: When you delete your DNA information, you are mainly hiding your information from yourself.
Hazel, the researcher studying the privacy policies, said even if a company did offer to delete all your data, it’s unlikely that it could really purge your information from all the places it had already wound up.
In two studies in 2013, researchers showed it was possible to identify people from anonymous DNA information.

The orginal article.

Summary of “The Legend of Nintendo”

Few people who play Nintendo games are likely to notice their fingerprints, though there are pious aficionados who vigilantly assess their work, bridling at signs of impurity like Tolstoy devotees picking over a new translation of War and Peace.
The only place to play Nintendo games was on Nintendo devices.
“If we think 20 years down the line, we may look back at the decision not to supply Nintendo games to smartphones and think that is the reason why the company is still here,” Satoru Iwata, then the company’s president, told the Wall Street Journal in 2013.
The following year, Niantic released Pokémon Go, a mobile game that thrust Nintendo back into the news.
More symptoms emerged in November, when the company released the NES Classic Edition, a miniaturized, rebooted version of the Nintendo Entertainment System, the console that had made the company a household name in Europe and America in the ’80s. The updated version was carefully calibrated to rekindle the latent passion of lapsed fans, with 30 of the most popular NES games built in.
At $59.99 per unit with no additional games, NES Classics were a low-margin item; much more important for the company was to whet the world’s appetite for Nintendo games in preparation for the Switch.
Nintendo has a few plans in motion: a partnership with Cygames Inc., a Japanese developer specializing in mobile games, and the launch in September of an online subscription service for the Switch, which will allow gamers to compete against one another and play a slate of retro titles.
In early June, Nintendo released a free online demo of the upcoming Mario Tennis Aces-a tournament game expected to be one of the first major attractions for its network service.

The orginal article.

Summary of “Google Is Training Machines to Predict When a Patient Will Die”

The harrowing account of the unidentified woman’s death was published by Google in May in research highlighting the health-care potential of neural networks, a form of artificial intelligence software that’s particularly good at using data to automatically learn and improve.
Google had created a tool that could forecast a host of patient outcomes, including how long people may stay in hospitals, their odds of re-admission and chances they will soon die.
In contrast, Google’s approach, where machines learn to parse data on their own, “Can just leapfrog everything else,” said Vik Bajaj, a former executive at Verily, an Alphabet health-care arm, and managing director of investment firm Foresite Capital.
Another Google researcher said existing models miss obvious medical events, including whether a patient had prior surgery.
“Companies like Google and other tech giants are going to have a unique, almost monopolistic, ability to capitalize on all the data we generate,” said Andrew Burt, chief privacy officer for data company Immuta.
Google is treading carefully when it comes to patient information, particularly as public scrutiny over data-collection rises.
With the latest study, Google and its hospital partners insist their data is anonymous, secure and used with patient permission.
Even if consumers don’t take up wearable health trackers en masse, Google has plenty of other data wells to tap.

The orginal article.

Summary of “The Leader’s Calendar”

On top of that, the CEO must be the internal and external face of the organization through good times and bad. CEOs, of course, have a great deal of help and resources at their disposal.
A CEO’s schedule is a manifestation of how the leader leads and sends powerful messages to the rest of the organization.
In the study each CEO’s executive assistant was trained to code the CEO’s time in 15-minute increments, 24 hours a day and seven days a week, and to regularly verify that coding with the CEO. The resulting data set reveals where, how, and with whom the CEO spent his or her time and on what activities, topics, and tasks.
On the basis of these discussions and those with the hundreds of other CEOs in our workshops, we are convinced that every leader can improve his or her time management.
Finally, we will reflect on what our rich data reveals about the overall role of the CEO. A CEO has to simultaneously manage multiple dimensions of influence, which all contain dualities, or seeming contradictions, that effective CEOs must integrate.
Keeping time allocation aligned with CEOs’ top priorities is so crucial that we suggest that every quarter CEOs make a point of looking back at whether their schedule for the previous period adequately matched up with their personal agenda.
Should the CEO follow up with that person right away to make sure everything is OK? Should the CEO just wait and let the team member cool off? Sometimes emerging problems seem small at first but balloon into larger distractions if the CEO doesn’t attend to them.
Though the CEO’s presence can be important, overseeing and managing such work does not require the CEO and can be delegated to direct reports, for whom it is motivational and provides professional development opportunities.

The orginal article.

Summary of “How Pixar Became a Sequel Factory”

In its initial 10-film run, when even a single flop could have sunk the studio, Pixar released just one sequel.
With Pixar preparing to set out on its own, Disney created a rival animation studio called Circle 7 that began developing sequels to Toy Story 2, Finding Nemo, and Monsters, Inc. These franchises would be fully monetized whether Pixar was involved or not.
The rogue sequels were never made, but Toy Story 3, Monsters University, and Finding Dory were all eventually developed in-house at Pixar.
Since the release of Toy Story, Pixar has been steadily increasing its output and has long known that sequels would be necessary to stabilize its business.
In his book Creativity, Inc., Pixar cofounder Ed Catmull calls sequels “a sort of creative bankruptcy” but notes that the company had a long-term plan to eventually develop one sequel for every two original films.
Lasseter, the chief creative officer for both Pixar and Disney’s animation studio, is leaving the company after accounts of unwanted grabbing and kissing of female subordinates.
After Toy Story 4, due in June 2019, Pixar says it’s taking a break from sequels.
Even now amid the endless Cars and Toy Story films, Pixar is the studio whose original ideas are the most exciting to see brought to life.

The orginal article.

Summary of “Tesla workers say they pay the price for Elon Musk’s big promises”

In conversations with more than 10 current and former Tesla employees over the past month, workers described the consequences of having a boss whose bombastic promises – to shareholders, to customers and to them – frequently go unfulfilled.
A Tesla spokesman said that Musk had met with injured workers “Many times” and worked on the assembly line “Many times” and provided the names of 10 workers that they said could attest to this.
Of the 10 workers whose names Tesla provided, the Guardian was able to reach four, including Guajardo.
Ortiz, an outspoken supporter of a unionization drive at the factory, argued that even if Musk had performed every injured workers’ job, it’s unlikely the experience would have helped the CEO truly understand the challenges and dangers of the work.
To one worker, an immigrant who started at Tesla in 2017, the contrast between what Musk promises and what he does is indicative of a lack of “Principles”.
A third Tesla worker, a US army veteran, concurred that telling people to have a “Thick skin” had become the “Dismissive philosophy” of Tesla’s management, adding that he had heard workers “Outright call people the N-word with little to no repercussions”.
Whatever Musk’s intent, the words were interpreted as an insult by some of the hundreds of factory workers Tesla hires through subcontracted staffing agencies.
In recent months, three lawsuits have been filed against Tesla alleging that the company is violating California labor laws by, among other things, failing to provide workers with legally mandated breaks.

The orginal article.

Summary of “So You Wants to Join a Multi-Level Marketing Company”

Here’s the definition the Federal Trade Commission has given for MLMs:. “Multi-level marketing is one form of direct selling, and refers to a business model in which a company distributes products through a network of distributors who earn income from their own retail sales of the product and from retail sales made by the distributors’ direct and indirect recruits. Because they earn a commission from the sales their recruits make, each member in the MLM network has an incentive to continue recruiting additional sales representatives into their ‘downlines.'”.
There’s nothing significantly different about MLM products besides the marketing and branding.
Sales of Rodan+Fields were surprisingly lackluster so its former owners bought the company back and implemented the MLM model.
The gist of the matter is that the courts have found that as long as an MLM can show that its primary purpose is to sell product and not recruitment of distributors, the company is considered a legitimate business and not a pyramid scheme.
If you get an MLMer to admit that they’re having to pay a lot of money to be a part of an MLM company, they’ll all often say something like, “Well, this is just like buying a McDonalds’s franchise. When you buy a McDonald’s franchise you have to pay the company a large franchise fee to start and then buy the product from McDonald’s.”
There are some big differences between traditional franchise businesses and MLMs. First big difference: the parent company takes extreme caution that a market doesn’t become overly saturated with franchises.
MLMs can get away with this because of the second big difference between a traditional franchise and an MLM “Franchise”: In a traditional franchise, the end customer is the consumer, whereas again, the primary way you make money in an MLM is by recruiting other sales people and making commissions off the product they’re required to purchase from the parent company.
Why You Should Think Twice Before Getting Involved with an MLM. Hopefully, I’ve made the case that while not technically illegal, multi-level marketing is based on an unsustainable, ethically-questionable business structure that will eventually result in the collapse of the enterprise.

The orginal article.

Summary of “Want a beach in your backyard? This man can make your dreams come true”

Zydeco Construction specializes in building “Swimming ponds” that are crystal blue with a sand surround, resembling a beach.
The size of your dream beach is limited only by your land and finances, said owner Eric White, 33.”It has always been a dream of mine to do these different things,” White said.
White’s business isn’t the first to offer backyard beaches.
Do-it-yourselfers have made their visions a reality for years, and contractors in states from California to Massachusetts specialize in swimming ponds and natural swimming pools, according to POND Trade magazine.
Two big problems to solve with any swimming pond, according to the magazine: Making sure that no harmful bacteria can breed in the pond as can happen in warm water that occurs naturally and that any electric lights, pumps or filtration won’t create a shock hazard.
White worked on various outlines for his vision, and he designed a patented specialty pump for his swim ponds.
How much does it cost to bring this to your backyard? White said it costs around $20,000 and up to construct the beach paradise.
“We will do something different on every pond we create,” White said.

The orginal article.

Summary of “The Death of Supply Chain Management”

The supply chain is the heart of a company’s operations.
New digital technologies that have the potential to take over supply chain management entirely are disrupting traditional ways of working.
With a digital foundation in place, companies can capture, analyze, integrate, easily access, and interpret high quality, real-time data – data that fuels process automation, predictive analytics, artificial intelligence, and robotics, the technologies that will soon take over supply chain management.
Using driverless trains, robotic operators, cameras, lasers, and tracking sensors, the company will be able to manage the whole supply chain remotely – while improving safety and reducing the need for workers in remote locations.
A steel company built a customized scenario-planning tool into its control tower platform that increases supply chain responsiveness and resilience.
The trend is clear: Technology is replacing people in supply chain management – and doing a better job.
Since the skills needed for these new roles are not readily available today, the biggest challenge for companies will be to create a supply chain vision for the future – and a strategy for filling those critical roles.
Clearly, the death of supply chain management as we know it is on the horizon.

The orginal article.