Waymo has hired Satish Jeyachandran, Tesla Inc.’s former director of hardware engineering, as the mobility division created by Google parent Alphabet Inc. moves closer to commercializing its self-driving vehicle technology.
Algos on demand.
About a month ago, word spread that Google had quietly launched a new fund for investing into AI companies. Now this fund has made its first (or at least its first public) investment. Led by Google’s VP of engineering for AI, Anna Patterson, this new fund is leading a $10.5 million Series A into Algorithmia, a marketplace and enterprise solution that allows developers to easily tap into its catalog of 3,500 algorithms, functions and machine-learning models.
I wonder what the gender diversity of this list of signatories looks like. “Quixotic” is the right word to describe this petition.
More than one thousand current Uber employees have signed a letter to the company’s board of directors, asking for the return of deposed CEO Travis Kalanick “in an operational role.” One of its venture capital investors also is chiming in, with a similar message.
Phase 2 of On-Demand officially arrives today. Goodbye, Travis.
An onslaught by San Francisco-based Lyft, is taking its toll, with Uber’s US market share dropping from 84 per cent at the beginning of this year to 77 per cent at the end of May, according to data from Second Measure, a research firm that uses anonymised credit card data.
In an interview, Ms. Huffington, 66, said: “Knowing how to deal with crises without being overwhelmed — keeping one’s head while people all around are losing theirs — is the most important leadership quality. In times of crisis, people often overreact and move into very dark places where they have a hard time seeing their way out.”
For decades, David Bonderman, the co-founder of private equity firm TPG, was known as the irreverent enfant terrible of the financial industry, one who took delight in making caustic remarks. But this week, he delivered a quip that crossed a line, costing him his role on the board of Uber and creating an embarrassing distraction for the ride-hailing group.
This is a stunning and counter-intuitive move by Amazon to place its brand in local neighborhoods. Look to Amazon Fresh and Whole Foods to proliferate like, well, Starbucks. Smaller stores augmented by high-end produce, organics, and impulse purchases. It also makes shopping a local task, so perhaps the next acquisition could be Instacart.
The $13.7 billion deal brings to a head a years-long battle brewing between Amazon, the online darling, and traditional retail powerhouses likes Walmart. And it shakes up a U.S. grocery industry that has been struggling to keep up with growing competition, both in stores and online. Amazon, which for years has been testing new technology and innovations in quiet corners, would now have a network of physical locations to test and implement those ideas.
“The brand recognition of Lyft is increasing, and has increased a lot in the last 12 months,” says Susan Shaheen, who researchers ridesharing at UC Berkeley’s Transportation Research Center. Both the public and policymakers now know the company’s name, she says.
That’s all great, but Lyft has an eye on a bigger prize: a lead in the race to build and deploy autonomous cars. Like Kalanick, Lyft founder John Zimmer recognizes that self-driving capabilities are vital to the future of ridesharing companies.
There’s a lot at stake. Ride-sharing, as an industry and a civic utility, is too big an idea to be left to a company like the one Uber is now. The company that wins this industry is bound to become one of the world’s most powerful corporations. Its executives and culture will indirectly shape how we build cities, how we use energy, how we employ and pay people. We will entrust it with the safety and the security of our families, our streets, our private data and even, conceivably, the nation.