Despite its cuddly-sounding name, it appears that SoftBank, a large multinational holding company, may be run by some seriously hard-edged executives. Last week the Wall Street Journal reported that a top executive, Rajeev Misra, may have grappled his way to the top by waging a cutthroat campaign to sabotage his rivals.
In 2017, Misra became the CEO of SoftBank’s investment arm, Vision Fund, which is the largest tech-focused venture fund in the world and pours billions into startups. Misra landed the job just a handful of months after former COO Nikesh Arora, who appeared to be the clear heir to SoftBank’s founder, Masayoshi Son, failed to snag the top position and left the company.
According to the Wall Street Journal, Arora, as well as former CFO Alok Sama, were primary targets of Misra’s efforts to clear his path to the top. Sama left the company in 2019 after negative new stories damaged his reputation – news stories Misra is accused of leaking.
The Wall Street Journal was tipped off by insiders “familiar with internal dynamics” who accuse Misra of coordinating smear campaigns against two of his rivals. This included negative media stories, an orchestrated witch hunt by shareholders, and a botched attempt at sexual blackmail.
The most salacious story alleges that Misra hired Italian businessman Alessandro Benedetti to lure Arora into a hotel room with multiple women. The hotel room was reportedly wired with cameras which would capture compromising photos that Misra would later use to blackmail Arora. The scheme was a bust, as Arora declined to be lured into the “honey trap.”
Supposedly Misra also paid Benedetti $500,000 to leak negative news stores to media outlets about Arora. Misra says the money he paid Benedetti was for an oil investment. The Wall Street Journal also reported that Misra hired a law firm to help “unnamed SoftBank shareholders” accuse Arora of unethical behavior and attempt to oust him.
SoftBank denies the allegations, calling them “a campaign of falsehoods” that has apparently been on their radar for a number of years. Misra “did not orchestrate a campaign against his former colleagues,” according to a spokesperson for the company. The Wall Street Journal’s use of anonymous sources begs the question – is this accusation of a smear campaign just a smear campaign? We may never know the truth, but stories like these do little to soften stereotypes of the dog-eat-dog world of investment bankers.
And these internal dramas are only some of SoftBank’s worries. Vision Fund has evoked criticism for its reckless investments, particularly after WeWork failed to make its first public offering and flagrant spending on Uber, which has so far failed to return on investment. It appears that Vision Fund has mostly spent itself after a couple of rough quarters and large operating losses. SoftBank is currently working to generate new funds, with activist shareholders keeping a hawk eye on them and demanding more transparency.
Keep your company’s operations lean by following these proven strategies
(BUSINESS) Keeping your operations lean means more than saving money, it means accomplishing more in less time.
The past two years have been challenging, not just economically, but also politically and socially as well. While it would be nice to think that things are looking up, in reality, the problems never end. Taking a minimalist approach to your business, AKA keeping it lean, can help you weather the future to be more successful.
Here are some tips to help you trim the fat without putting profits above people.
Artificial intelligence frees up human resources. AI can manage many routine elements of your business, giving your team time to focus on important tasks that can’t be delegated to machines. This challenges your top performers to function at higher levels, which can only benefit your business.
Consider remote working
Whether you rent or own your property, it’s expensive to keep an office open. As we learned in the pandemic, many jobs can be done just as effectively from home as the workplace. Going remote can save you money, even if you help your team outfit their home office for safety and efficiency.
In today’s world, many are opting to completely shutter office doors, but you may be able to save money by using less space or renting out some of your office space.
Review your systems to find the fat
As your business grows (or downsizes), your systems need to change to fit how you work. Are there places where you can save money? If you’re ordering more, you may be able to ask vendors for discounts. Look for ways to bring down costs.
Talk to your team about where their workflow suffers and find solutions. An annual review through your budget with an eye on saving money can help you find those wasted dollars.
Find the balance
Operating lean doesn’t mean just saving money. It can also mean that you look at your time when deciding to pay for services. The point is to be as efficient as possible with your resources and systems, while maintaining customer service and safety. When you operate in a lean way, it sets your business up for success.
How to apply to be on a Board of Directors
(BUSINESS) What do you need to think about and explore if you want to apply for a Board of Directors? Here’s a quick rundown of what, why, and when.
What does a Board of Directors do? Investopedia explains “A board of directors (B of D) is an elected group of individuals that represent shareholders. The board is a governing body that typically meets at regular intervals to set policies for corporate management and oversight. Every public company must have a board of directors. Some private and nonprofit organizations also have a board of directors.”
It is time to have a diverse representation of thoughts, values and insights from intelligently minded people that can give you the intel you need to move forward – as they don’t have quite the same vested interests as you.
We have become the nation that works like a machine. Day in and day out we are consumed by our work (and have easy access to it with our smartphones). We do volunteer and participate in extra-curricular activities, but it’s possible that many of us have never understood or considered joining a Board of Directors. There’s a new wave of Gen Xers and Millennials that have plenty of years of life and work experience + insights that this might be the time to resurrect (or invigorate) interest.
Harvard Business Review shared a great article about identifying the FIVE key areas you would want to consider growing your knowledge if you want to join a board:
1. Financial – You need to be able to speak in numbers.
2. Strategic – You want to be able to speak to how to be strategic even if you know the numbers.
3. Relational – This is where communication is key – understanding what you want to share with others and what they are sharing with you. This is very different than being on the Operational side of things.
4. Role – You must be able to be clear and add value in your time allotted – and know where you especially add value from your skills, experiences and strengths.
5. Cultural – You must contribute the feeling that Executives can come forward to seek advice even if things aren’t going well and create that culture of collaboration.
As Charlotte Valeur, a Danish-born former investment banker who has chaired three international companies and now leads the UK’s Institute of Directors, says, “We need to help new participants from under-represented groups to develop the confidence of working on boards and to come to know that” – while boardroom capital does take effort to build – “this is not rocket science.”
NOW! The time is now for all of us to get involved in helping to create a brighter future for organizations and businesses that we care about (including if they are our own business – you may want to create a Board of Directors).
The Harvard Business Review gave great explanations of the need to diversify those that have been on the Boards to continue to strive to better represent our population as a whole. Are you ready to take on this challenge? We need you.
Average age of successful startup founders is 45, but stop stereotyping
(BUSINESS) Our culture glorifies (yet condemns?) startup founders as rich 20-somethings in hoodies, but some are a totally different type.
There’s a common misconception that startups are riddled with semi-nerdy, 20-something white dudes who do nothing but sip Nitro Brews and walk around the open office showing off the hoodie they wore yesterday. It turns out that it’s extremely rare that startup offices resemble The Social Network.
However, the academic backdrop for the real social network story (AKA Harvard), produced statistics that will serve to put the aforementioned misconception to rest. According to the Harvard Business Review, the average age of people who founded the highest-growth startups is 45. Say what?! A full-fledged adult?!
In fact, aside from the age category of 60 and over, ages 29 and younger were the smallest group of founders that are responsible for heading the highest-growth startups. I guess you can accomplish a lot when you’re not riding around the office on a scooter all day.
The study also found that older entrepreneurs are more likely to succeed. The probability of extreme startup success rises with age, at least until the late 50s. It was found that work experience plays an important role.
Many will argue, “Well, what about someone like Steve Jobs?” You could easily argue right back that it took Jobs until the age of 52 to create Apple’s most profitable product – the iPhone.
The study continues to answer questions like, why do Venture Capitalist investors bet on young founders? This goes back to the misconception at the start, and there’s a notion that youth is the key for successful entrepreneurship. Wrong.
There is also the idea that younger entrepreneurs are likely working with less financial options, so it may be common for them to take something from a VC at a lower price. As a result, they could be viewed as more of a bargain than older founders.
“The next step for researchers is to explore what exactly explains the advantage of middle-aged founders,” writes Pierre Azoulay, et al. “For example, is it due to greater access to financial resources, deeper social networks, or certain forms of experience? In the meantime, it appears that advancing age is a powerful feature, not a bug, for starting the most successful firms.”
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