Sunday, November 5, 2023

When the Boss of All Dating Apps Met the Pandemic | Dave Portnoy, an internet personality, has become pizza’s kingmaker | How to Find Out If a Company’s Culture Is Right for You | Why Personal Development Is The Solution To Quiet Quitting

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When the Boss of All Dating Apps Met the Pandemic - WIRED   

On March 1, 2020—11 days before the World Health Organization declared Covid-19 a global pandemic, and the scope of human intimacy shrank to the size of a touchscreen—Sharmistha Dubey became the chief executive of the largest internet dating company on the planet. Dubey had spent years climbing through the C-suites at Match Group, where the conference rooms are named after love songs and one of the walls is covered in wedding announcements. Now she had control of a $20 billion empire. Some of the most profitable brands in the business, including Tinder, OkCupid, Hinge, and Match, were hers to command, as were the love lives of tens of millions of people.

The previous CEO, Mandy Ginsberg, had left Match Group to attend to health issues and to rebuild her house, which had been leveled by a tornado. Before she handed the tiller to Dubey, she sketched out a course for the coming months. There would be an international growth plan for OkCupid, which had just exploded in India; a push into the matrimonial market in Japan with an app called Pairs Engage; an investment in an Egyptian dating startup; and new paid features for Tinder, the company’s golden goose. “I’m confident we won’t miss a beat during this transition,” Ginsberg had assured shareholders. Match Group would be safe in Shar Dubey’s hands.

And then, to put things mildly, IRL courtship suddenly became about as appealing as kissing a used Kleenex. (Appropriately, the scientific term for used tissues and other infectious objects is fomite, which comes from the Latin word for “tinder.”) Dubey started getting calls: How does one date in a pandemic? Users wanted the answer, but so did shareholders. Match Group earns 97 percent of its revenue from subscriptions and other paid features. “If we’re expecting 10,000 new subscribers, and we see 6,000—and we see that for two, three, four days—you start to realize you have a pretty big problem,” Gary Swidler, Match Group’s CFO and COO, recalls. “And then the question turns to Shar: ‘What do you want to do?’”

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Why Personal Development Is The Solution To Quiet Quitting - Forbes   

The Great Resignation might have slowed in 2023, but it’s been replaced by something a bit more troubling: quiet quitting. Workers are staying put for now, but only with the intent of doing the bare minimum in their jobs. Not the best situation for companies to be in, especially when more than half of U.S. workers want to quit their jobs this year. Many employers could find themselves dealing with higher-than-normal turnover, coupled with an entire team of disengaged employees. If companies want to not only retain their top talent, as all usually do, but also stoke productivity and innovation, the time has come to create more professional development opportunities for employees.

Instead, the opposite is happening: employee growth and development are rarely priorities. If a company offers practical training, then that’s good enough, right? Wrong! Providing employees with nothing more than job skills training sends the message that they aren’t valuable to the company as individuals, and that their company couldn’t care less about their long-term career success. Employees will only invest their maximum effort in companies that fully invest in them in return.

No business can operate without several moving parts, which naturally leads to the divided attention of leadership teams. Those factors that directly and visibly impact a company’s profitability are often seen as the most critical ones, causing other things to get lost in the mix. This can become even more problematic when a business is in a good financial position, as many are in the E&P sector, for example. Big Oil, by and large, doubled its profits in 2022.

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