On 25 January 2024, Nokia announced that its Board of Directors is initiating a share buyback program to return up to EUR 600 million of cash to shareholders in tranches over a period of two years. The first phase of the share buyback program in compliance with the Market Abuse Regulation (EU) ...

Nokia Corporation: Repurchase of own shares on 11.04.2024

The new Nokia 6310, Nokia 5310, and Nokia 230 2024 edition phones all feature 2.8 inch QVGA displays, number pads, Unisoc 6531F processors, 8MP of memory, 16MB of internal storage, and a microSD card with support for up to 32GB.

HMD brings bigger batteries, new chips and USB-C charging to its Nokia 6310, 5310, and 230 dumbphones - Liliputing

Nokia 230 (2024), are modern takes on handsets from 2001, 2007, and 2015 respectively, and have been upgraded with modern functionality including advanced accessibility features, Bluetooth 5.0, and USB-C charging.

3 new retro-inspired Nokia phones will have you rocking out like it’s the 2000s | TechRadar

HMD Global, the company that owns the license to produce Nokia-branded phones has recently refreshed three of its classic feature phones for 2024: the Nokia 6310, 5310, and 230. These new phones carry the classic Nokia designs, however, they also have some modern features like USB-C charging ...

HMD debuts 2024 models of Nokia 6310, 230, and 5310 feature phones with USB-C ports - Gizmochina

HMD has announced three new Nokia feature phones based on past designs but with modern twists. Great for those who feel nostalgia for playing Snake on a Nokia that you had a custom case on that you&#x27;d bought from the one dodgy guy at the local mall.

Nokia’s reviving three classic phones for 2024 — but with some key upgrades | Tom's Guide

Before launching its own branded phones, Finnish company HMD is bringing three more Nokia handsets to the market: Nokia 6310, Nokia 5310, and Nokia 230. However, unlike many of the previous devices that HMD launched since it bought the Nokia license, these are feature phones, not smartphones.

HMD launches three new Nokia dumb phones - PhoneArena

HMD adopted a new multi-brand approach for its smartphones, but is sticking with the Nokia name for its featurephones. The Finnish maker just launched three new handsets, all a modern twist of classics – Nokia 6310 (2024), 5310 (2024), and 230 (2024).

HMD launches Nokia 6310, Nokia 5310 and Nokia 230 featurephones - GSMArena.com news

In my previous article I shared the details of both these devices to understand further what they can offer. The aim of it is to see if the penta arrangement of the Nokia 9 Pureview would be useful to achieve its intended purpose, or was it all just a massive gimmick.

Sony Xperia Pro-I vs Nokia 9 Pureview: Pocket DSLR Battle Part 2 - Nokiapoweruser

Nokia announced that they are developing reliable worker communication and asset tracking for indoor and outdoor operations. This is important for increasing productivity and efficiency in complex industrial Read More

HMD announces refreshed Nokia 6310, 5310 and Nokia 230

Espoo, Finland – A total of 3 000 Nokia shares (NOKIA) held by the company were transferred today without consideration to participants of Nokia&#x27;s equity-based incentive plans in accordance with the rules of the plans. The transfer is based on the resolution of the Board of Directors to issue ...

Changes in Nokia Corporation's own shares

Noki

noki

Nokia, once the undisputed king of the mobile phone market, has struggled to maintain its position in recent years. The Finnish company's fortunes began to decline with the emergence of Apple's iPhone and the Google Android operating system, which quickly gained a foothold in the mobile market. Today, it’s rebranding into something totally different. The company has been around for over 150 years, and in those years, it has changed its logo about five times. Nokia's first logo was created in 1866, an image of a fish. Founded in 1865,  it wasn’t always a telecommunications company; it started out as a forestry endeavor. Over the years, Nokia has diversified into various industries, including rubber, cable, electronics, and telecommunications. However, it wasn't until the 1990s that the brand became a household name with its mobile phones. In this discourse, we will look at Nokia's ascent to fame, its hegemony in the mobile phone market, its eventual decline, and how it is currently pivoting its brand image. Nokia's Early Years Nokia's early years were focused on the pulp and paper industry, but as of the 1980s, the company had already begun to explore the telecommunications industry, which would eventually become its primary focus. The company made significant contributions to history and accomplished many feats during its ascent. In the history of the mobile phone business, Nokia was among the pioneering companies. it introduced the Nordic Mobile Telephone Network, the first global cellular system that connected the four Nordic nations of Sweden, Denmark, Norway, and Finland. Though mobile phones were originally incorporated into the company’s product lineup in the it had already been engaged in communications since the . In 1987, Nokia launched the world’s first handheld NMT (Nordic Mobile Telephone) device, the Mobira Cityman. The device was a large, brick-shaped device that weighed about 2 pounds and Although expensive, it was an upscale instrument and a status symbol and was mostly sold to affluent metropolitan professionals. 1980s, 1960s cost over $4,000. considered The Mobira Cityman, which is known as the , gained notoriety and earned the moniker "The Gorba," after Mikhail Gorbachev, the president of the Soviet Union at the time, used it to call Moscow from Helsinki during a press conference in 1987. A few years prior, Nokia introduced the first car phone—the Mobira Senator—released in 1982, and in 1984, it launched what is known as the first portable automobile phone in history, the Mobira Talkman. world’s first lithium-ion phone https://www.youtube.com/watch?v=Kny732TX3sA&embedable=true Rise to Prominence with Mobile Nokia's ascent to fame can be attributed to its decision to concentrate on mobile phones in the early 1990s. The Guardian that in 1998, Nokia rose to the top of the global mobile phone market. From 1996 to 2001, Nokia's revenue increased from €6.5 billion to €31 billion, nearly five times. The company's staff expanded by during the same period. As of 1999, it was already the mobile phone maker. reported 150% to 27,353 world's biggest The that Harri Holkeri, the prime minister of Finland, used a Nokia device to place the first "global system for mobile communications" call in history. The call, which lasted just over three minutes, was between him and Deputy Mayor of Tampere Kaarina Suonio on July 1, 1991. company claimed The 2100 series, launched in 1994, was the first phone to feature the Nokia Tune ringtone, and despite Nokia's aim being 400,000 phones, the series went on to sell 20 million phones globally. Nokia released the 7110 series, a phone with basic web-based features, including email, five years later. Colloquially dubbed the “Matrix phone,” the 7110 model connects to the internet using Wireless Application Protocol (WAP) and the Orange network. It was described as “the precursor to all phones up until the advent of touchscreen technology.” by . In the same year, Nokia briefly became the most valuable company in Europe. Microsoft https://www.youtube.com/watch?v=Vvy-vQ2i56Y&embedable=true Remember the snake game? The first mobile device to ship with the game pre-installed was the Nokia 6110. After the series’s 1998 release, the business surpassed Motorola to take the top ranking among cellular phone manufacturers in the globe. The company sold nearly 41 million cellular phones in the same year. After introducing its first phone with a built-in camera, the Nokia 7650, in the year 2001. The Nokia 3650, which was the company's first video capture phone, and the Nokia 6650, its first 3G phone, were both released in 2002. The capabilities offered by the second generation were improved by 3G technology, which provided more sophisticated functions. It made it feasible to use a mobile phone to do things like browse the web, download music, and watch TV on the go, in addition to many more functions. Decline and Revival In 2004, , despite dominating the market, it was losing ground to rivals because its new line of devices was lagging behind. In contrast to its aim of 40%, the company's market share was 35%. Three years earlier, it also , attributing it to a downturn in the mobile industry, and announced intentions to lay off 1,000 employees. Nevertheless, towards the end of the year, things start to improve. According to from the research firm Gartner, Nokia's market share reached a peak of about 50% in 2007. Nokia issued a warning that issued a profit warning data But things were about to take a sharp turn. In January 2007, Steve Jobs introduced a device that will change the world forever, the iPhone. The same year, just a few months after the iPhone was made available in the United States, Nokia, was forced to issue what was then referred to as one of the biggest product recalls ever after admitting that 46 million of its phones may have defective batteries. have it that the disclosure caused the company's stock price to drop by more than half a billion pounds. Analysts did estimate that the recall may cost as much as €500 million (£340 million). Reports In the following years, Nokia's market share decreased rapidly. In contrast to an increase of 327.5% in Apple iPhone sales, Nokia smartphone sales decreased by 3.1% during the quarter. The following year, as the recession affects sales of mobile phones, Nokia announces intentions to reduce 1,700 employees globally. As of 2008, Nokia reported a 30% fall in third-quarter profits. A Wall Street Journal article that Nokia engineers said that they thoroughly investigated the iPhone when it first came out and found that it did not pose an imminent danger. Olli-Pekka Kallasvuo, the CEO of Nokia at the time, stated that there was nothing to be concerned about; rather, he addressed it as a welcomed , reported development “I don’t think that what we have seen so far (from Apple) is something that would any way necessitate us changing our thinking when it comes to openness, our software, and business approach. But the fact that Apple is entering the market, in general, I think will stimulate this market, it’s very clear. I think it will be good for the industry and I very much welcome that.” However, Nokia will eventually acknowledge that it was slow to respond to the emergence of new gadgets like the iPhone. “We made wrong decisions in the American market,” says Kai Oistamo, who was Executive Vice President for devices at Nokia. At this point, Nokia's future was beginning to face a severe threat from rivals like the iPhone and Android-based handsets. In 2010, Nokia continued its job cuts despite a rise in profits. While it appointed a new CEO, Stephen Elop, it laid off a further 1,800 jobs. The next year, Elop sounded a warning. In an sent to employees, he said, internal memo “I have learned that we are standing on a burning platform. And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us…Nokia, our platform is burning.” He further expatiated on how much Nokia has been hurt by the competition, “While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.” Yet, it was far too late; Apple was already beginning to dominate the mobile industry. Elop noted that since the release of the original iPhone in 2007, Nokia has not developed anything that came close to its experience. And Android, which entered the market in 2008, has overtaken them as the market leader for smartphones. Days later after the warning, Elop a strategic partnership with Microsoft in a bid to compete with Apple and Google's Android platforms. This also came with a further 4,000 job cuts. had it afterward that Microsoft wanted to acquire Nokia, but the company Microsoft acquisition rumor is 'completely baseless'." announced Rumor dismissed , Samsung Electronics Co. formally overtook the Finnish company as the world's largest vendor of mobile phones, ending Nokia's 14-year reign as the industry's leading producer. The next year, Microsoft bought Nokia's mobile business for €5.44bn (£4.6bn). Meanwhile, in 2016, Microsoft sold the brand to two companies, HMD and Foxconn. By the close of the first quarter of 2012 Nokia Present Evolution Today, Nokia is revamping its brand. In an interview with Bloomberg, the incumbent CEO Pekka Lundmark said: “In most people’s minds, we are still a successful mobile phone brand, but this is not what Nokia is about. We want to launch a new brand that is focusing very much on the networks and industrial digitalization, which is a completely different thing from the legacy mobile phones.” With regards to that, the company has now changed its 60year old logo. Even though Nokia-branded phones are still sold by HMD Global, Nokia no longer associates itself with the reputation it once had as a mobile phone maker. The logo redesign represents a complete shift in strategy. Pekka said in a press release, “Today we share our updated company and technology strategy with a focus on unleashing the exponential potential of networks – pioneering a future where networks meet cloud. To signal this ambition we are refreshing our brand to reflect who we are today – a B2B technology innovation leader. This is Nokia, but not as the world has seen us before.” Nokia abandoned the phone manufacturing industry ten years ago in order to transition into a " ," concentrating on telecommunications infrastructure and technology, including 5G networks, cloud-based services, and software-defined networking. The business also owns a portfolio of patents in the fields of telecommunications and mobile technology, and it generates revenue by licensing these patents to other businesses for use in their offerings. business technology corporation Since 2016, HMD Global has owned the real mobile phone sector of Nokia, and it has the exclusive right to use the Nokia name and logo on its own smartphones. It remains to be known if HMD will continue using the previous logo.  The , however, received a response from HMD confirming that its own use of the original logo is unaffected by Nokia's redesign. Verge Nokia's was $26.92 billion as of March 2023. The company is now the 656th most valuable company in the world according to market cap. Q4 2022 Earnings report showed that Nokia had a 6% growth in 2022. Nokia’s CEO said in a statement with Reuters, market cap "We are taking market share now," And speaking of the company’s outlook for the year, he also added, “Looking forward to 2023, while we are mindful of the uncertain economic outlook, demand remains robust.” The company predicted net sales for the entire year of 2023 to range between 24.9 billion and 26.5 billion euros, representing 2% to 8% growth in constant currency. Image Sources: | | Purple Design Quartz Nokia

From Mobile Phones to Networking: Nokia's Evolution in the Tech Industry

মোবাইল ফোন থেকে নেটওয়ার্কিং পর্যন্ত: টেক ইন্ডাস্ট্রিতে নকিয়ার বিবর্তন

Von Mobiltelefonen zu Netzwerken: Nokias Entwicklung in der Technologiebranche

De los teléfonos móviles a las redes: la evolución de Nokia en la industria tecnológica

Des téléphones mobiles à la mise en réseau : l'évolution de Nokia dans l'industrie technologique

मोबाइल फोन से नेटवर्किंग तक: टेक उद्योग में नोकिया का विकास

携帯電話からネットワーキングまで: テクノロジー業界におけるノキアの進化

휴대폰에서 네트워킹까지: 기술 산업에서 Nokia의 진화

Dos celulares às redes: a evolução da Nokia na indústria de tecnologia

Cep Telefonlarından Ağ İletişimine: Nokia'nın Teknoloji Endüstrisindeki Evrimi

Từ điện thoại di động đến kết nối mạng: Sự phát triển của Nokia trong ngành công nghệ

从手机到网络：诺基亚在科技行业的演变

Nokia was founded in 1865 in Tampere, Grand Duchy of Finland, Russian Empire. The founders are Fedrik Idestam, Leo Mechelin and Eduard polon.
Nokia is one of the oldest smartphone companies in the world. Nokia serves all over the world. The headquarters of Nokia is in Espoo, Finland.
Risto Siilasmaa is the current chairman of Nokia. Rajeev Suri is the current CEO. Nokia 8.1 is also known as Nokia X7. It’s a Nokia branded middle range . It was released in 6 December 2018.
 The Phone is globally known as Nokia 8.1, and in China. It is known as Nokia X7. smartphone Nokia 8.1 Dimensions: 154 mm is the height of this phone, and the width of this phone is 75.8 mm. This shape perfectly suits in a hand. So, it is easier to handle the phone, and also, it is very beautiful in looking. The shape is attractive. Mass: The mass of Nokia 8.1 is 180 grams. The mass is very low. Most of the people like a phone with low mass. Because it is easy to grab a low mass phone, and it is also easy to control and carry. Operating System: The Operating System of this phone is 9.0, upgradeable to Android 10, Android One. We will get the Android 10 version now. They are using this version in the latest phones. Android CPU: The CPU of Nokia 8.1 is Octa-core (2×2.2 GHz 360 Gold & 6×1.7 GHz Kyro 360 Silver). GPU: The GPU of this device is Adreno 616. Memory and Storage: We can get 3 types of this phone. These are 64 GB/4 GB, 64 GB/6 GB, 128 GB/6 GB; ROM/RAM. The storage is enough for personal use. But if you want to use external storage then, you can add microXDSC. You can use up to 400 GB external memory slot. Battery: The phone has non-removal Li-ion 3500 mAh battery. Fast charging is 18 W. : Display The display type of this phone is IPS LCD capacitive touchscreen, 16M colors. The size of the display is 6.18 inches (15.7 cm). The resolution of the phone screen is 1080×2280 pixels. 19:9, is the screen ratio of this phone. SOURCE: wikipedia Camera: The main camera is dual camera. 12 MP main with f/1.8 sensor + 13 MP camera. The features, Zeiss Optics, dual-LED dual-tone flash, panorama and HDR. camera Selfie Camera is 20 MP camera with f/2.0 sensor wide. Sound: Loudspeaker is available in this phone. 3.5 mm jack is also available in this phone. Sensors: Nokia 8.1 has Fingerprint (rear-mounted), Accelerometer, Gyro, Proximity, Compass Network: GSM/ CDMA/ HSPA/ LTE. Colors: Nokia 8.1 is available in 5 colors. Blue, Silver, Steel, Copper, Iron are those 5 colors. Price: Price is dependable with the size of ROM, and RAM. 64 GB/4 GB; ROM/RAM, is available at BDT 44,000 Tk Nokia is one of the top brands in the world. The brand is giving us product for 155 years. It is giving us the best product. In 2000, the then all family had minimum a phone of Nokia. There was no smartphone then. Simple phone was used by all. Nokia is a very popular brand in the world. Recently Nokia started to manufacture smartphone. They are doing very well. Actually, People believe in Nokia. They trust Nokia will not break their trust. Nokia is doing well by the choice of people. They love to make the product of people’s choice. Nokia is serving all over the world, and all are happy to get the product of Nokia.

Top Features of Nokia 8.1 (Nokia X7)

We can all agree that iPhone changed the world in which we live. But, in November 2007, just a few months after the presentation of the iPhone, Forbes appeared with the title on the cover: “Nokia. One billion customers — can anyone catch the cell phone king?” Nobody was expecting what would happen in the next 10 years. by Alex Kreger, CEO/Founder of UX Design Agency Capitalization of Apple prior to the iPhone launch was $80 billion, Nokia being $100 billion. After five years, Nokia’s capitalization fell to $10 billion, and, in 2014, the Nokia Devices and Services unit was bought by Microsoft for $6 billion to sell it in 2016 for $350 million. The capitalization of Apple today is $815 billion. There are many versions of how and why this could have happened with Nokia. But, we would be interested to see if this could happen to the large companies in the financial industry as well and, if so, what could be done. I believe the most interesting theory explaining such situations is provided by Clayton Christensen, Harvard professor and businessman, in his famous study, “The Innovator’s Dilemma,” which “deeply influenced” Steve Jobs. In accordance with his theory, there can be two types of innovation: sustaining innovation and disruptive innovation. The main idea is that any industry develops along the path of constant improvement, and consumers of these improvements are always the most demanding customers, and the most profitable. The problem is that the mechanisms for creating value in an organization are inherently hostile to change. Therefore, leading companies focus on meeting the most demanding customers implementing sustaining innovations. Disruptive innovations at the beginning of their journey cannot meet the needs of major consumers because they are not developed that well, resulting in poor performance. But, disruptive innovations are becoming interesting to niche customers who prefer them based on specific criteria. e.g., price, operating conditions, key features, simplicity etc. Disrupting innovations begin their course with satisfying the needs of these small niches. Then the technology begins to develop, improve, and, at some point, they begin to approach the traditional solutions in quality. At that moment, a market disruption takes place. Nokia was definitely an innovative company, so they achieved success. The problem was that their innovations were sustaining only. They became so powerful that they believed the market was completely under their control. Мaybe they even saw themselves as trendsetters who determine where the market would go tomorrow. If you look at the banking industry from this point of view, you will understand how a dangerous trap could appear. Huge bank resources, combined with a large number of different digital innovations they are working on today, could create the illusion of market control and future success. At the same time, truly disruptive innovations can go unnoticed and suddenly change the financial market completely. To find out what can be done, we need to understand what disruptive financial innovations there could be. I hope Professor Christensen will not object to helping us, so further reasoning will be based on insight from his book, “The Innovator’s Dilemma,” which I highly recommend. 1. Disruptive innovation is hard to integrate The problem is that disruptive technologies offer simpler and often cheaper solutions. For example, the team of Fintech startups offers cross-currency P2P wire money transfer app with nearly no fees. Compared to existing bank services, there is no need to fill out long forms, wait several days for manual processing of the operations or pay for these large fees. Disruptive P2P technology provides fast and automatic service. Unfortunately, for the common bank, it is difficult to integrate and offer such a service to its customers. First of all, it is absolutely unprofitable because it will not even cover the cost of the bank’s infrastructure. Second, this does not correspond to the technology that banks are using, existing work processes and banking regulations. Third, such a product could look unusual and even incomprehensible to the majority of active banking users. We saw this in 2007 when the smartphone from Apple was given critical reviews and doubts about device success from major experts and media. Only innovators were enthusiastic about the first iPhone, but they also didn’t fully understand the new phone’s capabilities and advantages. At that time, an army of fans who constantly used other Apple products significantly helped to garner interest in the company. The future-oriented organization should look closely at those innovations that simplify service and reduce costs, and there is still a solution for the inability to integrate them into the existing business. You need to start to develop potentially disruptive technology as a separate business, which will have a chance to fly when this breakthrough solution captures the market. 2. Disruptive innovations live on micro markets For large companies, it is important to get a significant amount of revenue from a sizable market, to show the expected growth to shareholders and cover the costs of a huge team. If we look at the example above, even realizing the promise of this technology to the bank, it will be difficult to take advantage of it. The scale of the bank, the culture of work and the decision-making mechanisms do not correspond to the small size and flexibility requirements of the growing micro market. That’s why small startup teams of several people are more likely to succeed there. Fintech startup is more flexible, faster and innovative than a large bank with its legacy formalities, regulations and internal competition. Of course, in this situation, a bank can wait until the market grows to enter into it. But, according to the observations of Professor Christensen, this strategy often fails. The same approach works here as in the previous scenario. A large company can vigorously develop a potentially breakthrough market only by running an independent and small team on it. 3. Disruptive innovation can’t be calculated Fintech startups usually follow a strategic vision and change the service, technology and processes on the go to ensure the most rapid and effective formation of a disruptive technology. As we understand, it is impossible for a large bank to do and not only because of the inertia of its internal processes, which is obviously high. Decision-making in large organizations is based on numbers and forecasts. This is the only way to lead these huge liners to the target and save them. But, in the case of breakthrough innovations, this does not work, because it is terra incognita. There are no data and no clues to predict the exact model of the market. That is why the trailblazer gets a significant advantage here and, in the future, will become leaders of new markets. Realizing this, a large organization must abandon traditional methods of evaluation and planning in case of disruptive innovation. The decision is to create small “startup-like” experimental teams for the work on disruptive markets. Development and management of these teams have to be based only on insights obtained and verified on the go. 4. Disruptive innovations do not grow on old yeast Processes and approaches in a large company are focused on its highly profitable products in traditional markets. However, they are not fundamentally suitable for disruptive innovations. Often, not only a different approach is required, but an entirely different way of thinking. Therefore, it is impossible to create a laboratory of disruptive technologies from the enterprise employees that don’t have it in them. The disruptive team should consist of people who are not influenced by the existing banking culture and are unfamiliar with traditional banking processes. And the management of such a structure should be carried out by an independent agent of change, not connected to the traditional approach. This is the only way to develop and master new principles, culture and foundations that will later become the basis for success in the disruptive market, as well as a source for possible organization transformation. Despite the fact that Apple was already a large corporation, Steve Jobs formed a separate and passionate team driven by a culture of innovation to create the iPhone. They didn’t have a legacy in traditional telecommunications. In fact, Jobs used his vast experience of developing successful, disruptive products. 5. Disruptive innovation does not fit into the market Usually, the potential of disruptive technology is very difficult to detect. It is because, at the current stage, it can’t correspond to the existing level of market infrastructure and, therefore, has limitations in its use. For example, at the start, the experience from the iPhone was limited by the internet speed and coverage, as well as a small number of useful applications. But, at some point, the necessary infrastructure was formed, and the advantages of the new technology became apparent to all. This means that disruptive technologies usually look inappropriate and raw at the outset. From the mass consumer point of view, they do not provide sufficient quality and do not meet the existing customer needs. Moreover, favorable conditions for explosive growth of disruptive innovation should be formed in the market. The use of sustaining innovations to keep leading positions causes the quality of products to outperform the market request, leading to an increase in product price. At this moment, a window of opportunity opens for disruptive innovation, which could offer consumers a lower-quality niche solution at a cheaper price. Imagine that you ask users about popular Fintech products and why they prefer them instead of their banks. Suddenly, you find that many of them are attracted by simple solutions, without over-featuring. This is despite the fact that banks created and developed this functionality to please customers with ultra-excessive opportunities. And, suddenly, we face the fact that some users prefer to use only a few cropped, but fast, easy and cheap functions. This is how the window of opportunity for disruptive financial technology could appear, to become the standard of the industry with the engaging majority of users. What can be done here? Track promising technologies that offer fundamentally new and somewhat more accessible solutions for users. Take these technologies seriously and test them in narrow niches, releasing experimental products. Instead of conclusion You may ask where a financial market disruption could come from. Honestly, we can’t know it for sure; that’s why it is called disruption. It could be full-market decentralization caused by blockchain combined with P2P technology, absolute digitization provided by powerful tech companies or appearing on the global open banking platform connected with banks through API and managed by AI. Or, maybe all of this is just a background for the real disruption that will be delivered from such tech giants as Google, Apple and Facebook. We also need to take into account challenger banks, that are so small today, as Facebook or Google were years ago. No one takes them seriously yet. We should track multiple probabilities, but who knows? Something we know for sure is that banks are no longer incompatible as they were before the digital age. And, as we learned from the iPhone scenario, the world of finance could change dramatically in the next 10 years. So, keep your eyes open and step aside from outdated patterns so as not to miss out on your future. P.S.: Apple shot the market, but it did not shoot the Nokia In the end, I would like to rehabilitate Apple (although they certainly do not need it) and offer another point of view on what happened 10 years ago with Nokia. Of course, the iPhone changed the phone market, and this influenced Nokia’s position. But, Nokia had a chance to keep some market share by choosing the right strategy at the start of the market disruption. They did not use it, but Samsung did instead. Unlike the iPhone, Samsung’s strategy more closely resembles Nokia’s — a huge selection of devices for different segments and at different prices. Perhaps, when looking at capitalization, they are not as successful as Apple, but, by the number of sold devices, Samsung is even slightly ahead. Could Nokia be in this place? It seems obvious to me that they had a perfect opportunity if a touchscreen disruptive innovation was taken seriously. So, I think this is a good lesson for any company, especially in the financial industry. This article first appeared on UXDA blog . Read other posts by UXDA: How Banking Can Miss Out on Success in 2018: 5 UX Questions About Blockchain, Сhatbots and AI TOP10 Misconceptions about Financial UX Design that Threaten the Future of Banks and Fintechs Banking UX Design Challenges and Opportunities UI/UX Concept of Mobile-Only Challenger Bank UX design case study of how online banking user interface should work Visit UX Design Agency to learn more about our work and portfolio. UXDA is a leading financial user experience and user interface design agency for banking and FinTech only, that executes design thinking in finance industry.

Too Big to Fail: What Lessons Banks Should Learn From Disruption of Nokia

Joe Rogan is ten years older than me. So, when I say that I totally dig his tech-time-travelling vibe, I mean it. A time leap from cord phones to the newest iPhones can only be compared to Kubrick’s from bone to satellite scene in “2001: A Space Odyssey.” https://youtu.be/avjdKTqiVvQ?si=utAq8sni-PGK3-MN&embedable=true I still remember when my baby girl, who was still in kindergarten at the time, smashed her grandfather’s Nokia phone into pieces. She thought it was broken because the screen was unresponsive. We laughed when she asked what all those buttons were for. My father wasn’t angry. He just couldn’t get used to touchscreen phones. “Nah, leave it. Nowadays, kids are born with a remote in their hands. I’ll get a new phone. Let’s play. I kept some of your plushies. Disney is timeless.” Here’s the thing. GenZs, and especially Generation Alpha, take all these tech wonders for granted. I used to run with a walkman. Now, I feel so blessed and grateful for being able to use Galaxy Buds. The Joe Rogan Experience Episode #2220 You should definitely watch this one with Francis Foster and Konstantin Kisin as guests. It’s refreshing to talk about tech and AI even for a moment rather than to admire the presidential candidate’s superpower to talk for three hours straight without going to a bathroom. Joe was spot on comparing 2014 and 2024 from a tech perspective. In essence, nothing changed, dramatically. Now, I’m paraphrasing: But, 2034 it’s going to be bananas because of AI. Look, there’s no way to sugarcoat the fact that AI is a serial job killer. It is what it is. The next inevitable industrial revolution. You just can’t have it both ways, can you? Denis Villeneuve made my little boy’s dreams come true with his movie adaptation of “Dune.” It was an epic mind-blowing experience. And, the part two as a complete IMAX show, it’s impossible to describe. So, when Rogan expressed his concerns about the year 2034, I put two and two together. So many people lost their jobs because of AI and automation. Look, there’s no need to take this the wrong way. I have a law degree and I write. Do you know what happens with lawyers and accountants in “The Hitchhiker's Guide to the Galaxy?” Well, Google it, if you committed a heresy of not reading all the books. My brutally honest point being: hey, we can survive the AI purge of designers and writers, but as Rogan pointed it out, the truckers are the next level. The mega-cities fully dependent on supply lines. The millions of trucker jobs. The scene is set for the Great Revolt also known as… The Butlerian Jihad 2.0 “After two generations of chaos led by the Butlerians, the god of machine-logic was overthrown by the masses and a new concept was raised: "Man may not be replaced." The Jihad itself had finished with the complete destruction of all intelligent machines that were originally built by humans throughout the worlds, but it proved to have many profound impacts on the socio-political and technological development of humanity throughout the new empires that emerged, including a large technological reversal of the entire human civilization.” I will let the Dune Wiki Fandom page make the long Butlerian Jihad story short. Thou shalt not make a machine in the likeness of a human mind “Even the simplest computers and calculators were banned, with the penalty for building or owning such a thinking machine technology being put to trial and sentenced to immediate death. This lack of thinking technology created a severe gap in humanity's quality of life, revolving around a need for humans to perform complex logical computations and calculations. This gap led to the creation of the mentat order: the Bene Gesserit, and the Spacing Guild.” Now, I have to walk on eggshells. It’s ridiculous to think of truckers as tech destroyers. I have friends who depend on tech to stay in touch with their loved ones while on the road for weeks, sometimes even months. But, at the same time, it’s not unimaginable for some self-driving trucks to be set on fire in the not-so-distant future. So, compromises would have to be made. We won’t have AI gods, but self-driving AI trucks can save lives on ice roads. “Ice road truckers face a fatality rate of 112 deaths per 100,000 workers. The most common cause of death for ice road truckers is vehicle accidents, often due to icy road conditions and poor visibility. Despite the danger, ice road truckers are essential for transporting goods to remote areas in Alaska and northern Canada. One study found that the risk of dying on an ice road is 21 times higher than the risk of dying in a regular car accident. Ice road truckers are more likely to suffer from fatigue-related accidents due to long, grueling hours on the road.” So, hit the road Jack in your truck, and you, I’m looking at you, AI: we need to talk. Joe Rogan is ten years older than me. So, when I say that I totally dig his tech-time-travelling vibe, I mean it. A time leap from cord phones to the newest iPhones can only be compared to Kubrick’s from bone to satellite scene in “2001: A Space Odyssey.” https://youtu.be/avjdKTqiVvQ?si=utAq8sni-PGK3-MN&embedable=true https://youtu.be/avjdKTqiVvQ?si=utAq8sni-PGK3-MN&embedable=true I still remember when my baby girl, who was still in kindergarten at the time, smashed her grandfather’s Nokia phone into pieces. She thought it was broken because the screen was unresponsive. We laughed when she asked what all those buttons were for. My father wasn’t angry. He just couldn’t get used to touchscreen phones. “Nah, leave it. Nowadays, kids are born with a remote in their hands. I’ll get a new phone. Let’s play. I kept some of your plushies. Disney is timeless.” Here’s the thing. GenZs, and especially Generation Alpha, take all these tech wonders for granted. I used to run with a walkman. Now, I feel so blessed and grateful for being able to use Galaxy Buds. The Joe Rogan Experience Episode #2220 The Joe Rogan Experience Episode #2220 You should definitely watch this one with Francis Foster and Konstantin Kisin as guests. It’s refreshing to talk about tech and AI even for a moment rather than to admire the presidential candidate’s superpower to talk for three hours straight without going to a bathroom. Joe was spot on comparing 2014 and 2024 from a tech perspective. In essence, nothing changed, dramatically. Now, I’m paraphrasing: But, 2034 it’s going to be bananas because of AI. But, 2034 it’s going to be bananas because of AI. Look, there’s no way to sugarcoat the fact that AI is a serial job killer. It is what it is. The next inevitable industrial revolution. You just can’t have it both ways, can you? Denis Villeneuve made my little boy’s dreams come true with his movie adaptation of “Dune.” It was an epic mind-blowing experience. And, the part two as a complete IMAX show, it’s impossible to describe. So, when Rogan expressed his concerns about the year 2034, I put two and two together. So many people lost their jobs because of AI and automation. Look, there’s no need to take this the wrong way. I have a law degree and I write. Do you know what happens with lawyers and accountants in “The Hitchhiker's Guide to the Galaxy?” Well, Google it, if you committed a heresy of not reading all the books. My brutally honest point being: hey, we can survive the AI purge of designers and writers, but as Rogan pointed it out, the truckers are the next level. The mega-cities fully dependent on supply lines. The millions of trucker jobs. The scene is set for the Great Revolt also known as… The Butlerian Jihad 2.0 The Butlerian Jihad 2.0 “After two generations of chaos led by the Butlerians, the god of machine-logic was overthrown by the masses and a new concept was raised: "Man may not be replaced." The Jihad itself had finished with the complete destruction of all intelligent machines that were originally built by humans throughout the worlds, but it proved to have many profound impacts on the socio-political and technological development of humanity throughout the new empires that emerged, including a large technological reversal of the entire human civilization.” "Man may not be replaced." I will let the Dune Wiki Fandom page make the long Butlerian Jihad story short. I will let the Dune Wiki Fandom page make the long Butlerian Jihad story short. Dune Wiki Fandom page Thou shalt not make a machine in the likeness of a human mind Thou shalt not make a machine in the likeness of a human mind Thou shalt not make a machine in the likeness of a human mind “Even the simplest computers and calculators were banned, with the penalty for building or owning such a thinking machine technology being put to trial and sentenced to immediate death. This lack of thinking technology created a severe gap in humanity's quality of life, revolving around a need for humans to perform complex logical computations and calculations. This gap led to the creation of the mentat order: the Bene Gesserit, and the Spacing Guild.” Now, I have to walk on eggshells. It’s ridiculous to think of truckers as tech destroyers. I have friends who depend on tech to stay in touch with their loved ones while on the road for weeks, sometimes even months. But, at the same time, it’s not unimaginable for some self-driving trucks to be set on fire in the not-so-distant future. So, compromises would have to be made. We won’t have AI gods, but self-driving AI trucks can save lives on ice roads. We won’t have AI gods, but self-driving AI trucks can save lives on ice roads. “Ice road truckers face a fatality rate of 112 deaths per 100,000 workers . The most common cause of death for ice road truckers is vehicle accidents, often due to icy road conditions and poor visibility. Despite the danger, ice road truckers are essential for transporting goods to remote areas in Alaska and northern Canada. One study found that the risk of dying on an ice road is 21 times higher than the risk of dying in a regular car accident. Ice road truckers are more likely to suffer from fatigue-related accidents due to long, grueling hours on the road.” 112 deaths per 100,000 workers So, hit the road Jack in your truck, and you, I’m looking at you, AI: we need to talk. So, hit the road Jack in your truck, and you, I’m looking at you, AI: we need to talk.

The 2034 Butlerian Jihad Will Be The End of AI Ballade

የ 2034 Butlerian Jihad የ AI Ballade መጨረሻ ይሆናል።

2034 maran Butlerian Jihad ukax AI Ballade ukan tukuyatapawa

La yihad butleriana de 2034 será el fin de la balada de la IA

A Jihad Butleriana de 2034 será o final da balada da IA

Jihad Butlerian 2034 Akan Menjadi Akhir dari AI Ballade

2034年のバトラー派のジハードはAIバラードの終焉となる

2034 жылғы Батлериялық жиһад AI балладының соңы болады

2034 watapi Butlerian Jihad nisqa AI Ballade nisqap tukukuyninmi kanqa

Jihaadka Butlerian 2034 wuxuu noqon doonaa dhamaadka AI Ballade

Батлеріанський джихад 2034 року стане кінцем AI Ballade

I-Butlerian Jihad ka-2034 iyakuba sisiphelo se-AI Ballade

2034 年巴特勒圣战将是 AI 叙事曲的终结

It's Not A Motivation Problem That You Have (It's a Clarity Problem)

P2P Economy: Leading a Blockchain Renaissance

P2P অর্থনীতি: একটি ব্লকচেইন রেনেসাঁর নেতৃত্ব দিচ্ছে

P2P-Wirtschaft: An der Spitze einer Blockchain-Renaissance

Economía P2P: Liderando un renacimiento de la cadena de bloques

Économie P2P : à la tête d'une renaissance de la blockchain

पी2पी अर्थव्यवस्था: ब्लॉकचेन पुनर्जागरण का नेतृत्व

P2P 経済: ブロックチェーンのルネッサンスをリードする

P2P 경제: 블록체인 르네상스를 선도하다

Economia P2P: Liderando um Renascimento do Blockchain

Экономика P2P: лидеры возрождения блокчейна

P2P Ekonomisi: Blockchain Rönesansına Önderlik Etmek

Nền kinh tế P2P: Dẫn đầu thời kỳ Phục hưng Blockchain

P2P经济：引领区块链复兴

United States of America v. Google LLC., Court Filing, retrieved on April 30, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part of this filing here. This part is 7 of 37. B. General Search Competition 1. Search Competitors 73. General search competitors—all of which are significantly smaller than Google in the United States—include Bing, Yahoo, DuckDuckGo, You.com, Ask.com, Brave, and Ecosia. Tr. 1232:22–1233:18 (Dischler (Google)); Tr. 8093:10–8094:5 (Gomes (Google)); Tr. 2167:21– 2168:4; (Giannandrea (Apple)); Tr. 2169:17–22 (Giannandrea (Apple)); Tr. 1942:11–21 (Weinberg) (DuckDuckGo)); UPX0599 at -698 (2008 email by Barton (Google) identifying Ask.com as offering web search); UPX0913 at -017 (Dr. Varian’s presentation listing Google, Bing, and DuckDuckGo as “general purpose” search engines). Outside of the United States, GSEs include Yandex (in Russia), Baidu (in China), and Naver (in South Korea). Tr. 2720:5– 2721:5 (Parakhin (Microsoft)); Tr. 7124:24–7125:14 (Baker (Mozilla)). a) Independent Versus Syndicated Engines 74. Search syndication occurs when one search engine is powered by, and receives results from, another in a white-label manner. Tr. 3520:13–22 (Nadella (Microsoft)); Tr. 320:10– 20 (Barton (Google)) (“[S]yndication . . . is when you’re powering someone else’s search.”). GSEs, which are typically free for users and funded by the sale of ads, can operate independently or through a syndication agreement with an independent GSE. Tr. 7345:8–19 (Raghavan (Google)) (Revenue from advertising supports Google’s search engine.); Tr. 184:11–12 (Varian (Google)) (GSEs are funded by the sale of ads); UPX0119 at -534 (Google analyzing its search syndication partnership with Yahoo in the U.S.). 75. Google and Bing are the only meaningful companies that independently own all the elements of a GSE. UPX0332 at -673 (Google listing only itself and Microsoft (Bing) as “general purpose search engines”); UPX0266 at -983 (Giannandrea (Apple)) (“there are so few serious contenders in [general web search] because of the depth of R&D needed”); UPX0333 at -116 (Varian declaring that “Google is [an] ad supported general purpose search engine. There aren’t very many of these in part because they are very expensive to build and maintain”); Des. Tr. 105:18–106:24 (Connell (Microsoft) Dep.) (“there are only a few search systems on the planet that allow you to understand queries and crawl the web and index the Internet”). 76. Nearly all other GSEs in the United States syndicate results from Google or Bing. Tr. 2061:18–2062:9 (Weinberg (DuckDuckGo)) (when considering syndication partners, DuckDuckGo looked at [redacted]); Des. Tr. 279:14–17; 279:19–25; 280:2–7 (Stein (IAC) Dep.) (Ask.com syndicates from Google and Bing); Tr. 5916:10–19 (Whinston (Pls. Expert)) (including DuckDuckGo and Yahoo in market share statistics is conservative as they syndicate results from Bing and are not clearly independent competitors). Yahoo and DuckDuckGo, the two major syndicated GSEs in the United States, syndicate from Microsoft’s Bing. Tr. 3520:13–22 (Nadella (Microsoft)); Des. Tr. 34:25–35:18, 35:24–36:8 (Ramalingam (Yahoo) Dep.) (although Yahoo used to crawl and index the web, it now gets results from Microsoft). b) Differentiation In General Search Engines 77. Bing and Yahoo offer general search engine experiences similar to Google. Bing is Google’s most significant competitor among GSEs. Tr. 8094:8–10 (Gomes (Google)); UPX0888 at -852 (Bing mimics Google in “look-and-feel” and if “Apple switches to Bing” from Google as its default, “most people won’t even notice a difference.”); Des. Tr. 216:3–217:2 (Baker (Mozilla) Dep.) (Bing, Yahoo, and Google would be products able to “fulfill the search engine function” in the Firefox browser.). DuckDuckGo, however, offers a GSE that emphasizes privacy. Tr. 1945:9–1946:4, 1947:3–1948:25 (Weinberg (DuckDuckGo)); UPX0408 at -030–36 (identifying DuckDuckGo as a “privacy-focus[]ed search engine[]”). 78. Neeva offered a different approach to user privacy: a subscription-based GSE with no ads. Tr. 3671:2–3672:11 (Ramaswamy (Neeva)) (Neeva sought to create a search engine not beholden to advertisers). Specifically, Neeva differentiated itself through privacy, personalization, generative AI, and being ads-free. Tr. 3718:25–3719:16 (Ramaswamy (Neeva)). 2. Potential Search Competitors 79. Tools and services that are designed to search the contents of mobile apps are not substitutes for general search services today. Tr. 5851:5–5852:5 (Whinston (Pls. Expert)) (discussing Branch and UPX0694). Such app-search tools do not require their developers to index the web, and their core service does not involve returning web results in response to user queries. Tr. 2957:3–18 (Austin (Branch)) (Branch does not indexed the web); Tr. 847:23–848:9 (Kolotouros (Google)) (on-device search explores what is on the phone, even when it is not connected to the web). 80. For example, Branch offers an app-search tool that includes, among other things, an on-device search service. Tr. 2894:3–18 (Austin (Branch)) (Branch allows a user to search across app pages and then be directed to the app); Tr. 2789:12–18 (Kartasheva (Google)) (Branch indexes app content to allow users to search within those apps and can show customized ads to those users based on user activity.); id. 2796:20–2797:17 (Branch uses deeplinking); Tr. 4497:2–13 (Chang (Samsung Next)) (explaining that Branch was integrated with S Finder, Samsung’s on-device search product). 81. Some large distributors also provide search features. For example, although Apple does not operate a GSE, Tr. 2206:2–3 (Giannandrea (Apple)), it provides users certain search capabilities through Spotlight, Siri, and Suggestions, supra ¶¶ 8–10. Apple’s goal is to “give answers when we ha[ve] them” and “get people where they’re going faster[.]” Id. 2282:14–20. Apple has invested significantly in search technology to enable these features and could leverage this technology to answer more queries in the future. Infra ¶¶ 1093–1119 (§ VIII.B.3.a). 3. Evolution From Desktop To Mobile 82. Before 2010, very little if any general searches occurred on mobile phones. Tr. 3097:13–3099:03 (Tinter (Microsoft)) (When Bing first launched in 2009, most searches were on desktop); Tr. 316:1–9 (Barton (Google)) (When he joined Google in 2004, people used feature phones, which were “very basic phones” from companies like Nokia and Motorola). Since 2010, the number of mobile phone searches has grown rapidly. Id. 317:6–20 (between 2011 and 2013, mobile search became “a very significant portion of all search.”); Tr. 3663:7–18 (Nadella (Microsoft)) (in the early 2010s, mobile grew to be “the dominant platform” for search); UPX0006 at -330 (2019 Google deck showing actual and projected percentages of mobile, desktop, and tablet revenues and queries for 2018–2023). 83. Today, more than half of all general searches occur on mobile phones. Tr. 3097:13–3099:03 (Tinter (Microsoft)); UPX0006 at -330 (Google 2019 “Search State of the Union” with chart showing actual and projected percentages of mobile, desktop, and tablet revenues and queries for 2018–2023). “[T]he user behavior dynamics on mobile tend to be different than they are on PC, right.” Tr. 3102:12–3104:25 (Tinter (Microsoft)); Tr. 329:21– 330:1 (Barton (Google)). Some of this differentiation is a function of smaller screen real estate, and lack of keyboard. Tr. 9764:2–18 (Murphy (Def. Expert)) (conceding that a difficulty exists in changing the default on mobile devices because it lacks a keyboard and the screens are smaller); Tr. 1628:25–1629:4 (Roszak (Google)) (discussing UPX1050, agreeing that keyboards and screen size are different on mobile); Tr. 3102:12–3104:25 (Tinter (Microsoft)). Continue Reading Here. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings.
This court case retrieved on April 30, 2024, storage.courtlistener is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. United States of America v. Google LLC., Court Filing, retrieved on April 30, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part of this filing here. This part is 7 of 37. United States of America v. Google LLC., Court Filing, retrieved on April 30, 2024, is part of HackerNoon’s Legal PDF Series . You can jump to any part of this filing here . This part is 7 of 37. HackerNoon’s Legal PDF Series here B. General Search Competition 1. Search Competitors 1. Search Competitors 73. General search competitors—all of which are significantly smaller than Google in the United States—include Bing, Yahoo, DuckDuckGo, You.com, Ask.com, Brave, and Ecosia. Tr. 1232:22–1233:18 (Dischler (Google)); Tr. 8093:10–8094:5 (Gomes (Google)); Tr. 2167:21– 2168:4; (Giannandrea (Apple)); Tr. 2169:17–22 (Giannandrea (Apple)); Tr. 1942:11–21 (Weinberg) (DuckDuckGo)); UPX0599 at -698 (2008 email by Barton (Google) identifying Ask.com as offering web search); UPX0913 at -017 (Dr. Varian’s presentation listing Google, Bing, and DuckDuckGo as “general purpose” search engines). Outside of the United States, GSEs include Yandex (in Russia), Baidu (in China), and Naver (in South Korea). Tr. 2720:5– 2721:5 (Parakhin (Microsoft)); Tr. 7124:24–7125:14 (Baker (Mozilla)). a) Independent Versus Syndicated Engines a) Independent Versus Syndicated Engines 74. Search syndication occurs when one search engine is powered by, and receives results from, another in a white-label manner. Tr. 3520:13–22 (Nadella (Microsoft)); Tr. 320:10– 20 (Barton (Google)) (“[S]yndication . . . is when you’re powering someone else’s search.”). GSEs, which are typically free for users and funded by the sale of ads, can operate independently or through a syndication agreement with an independent GSE. Tr. 7345:8–19 (Raghavan (Google)) (Revenue from advertising supports Google’s search engine.); Tr. 184:11–12 (Varian (Google)) (GSEs are funded by the sale of ads); UPX0119 at -534 (Google analyzing its search syndication partnership with Yahoo in the U.S.). 75. Google and Bing are the only meaningful companies that independently own all the elements of a GSE. UPX0332 at -673 (Google listing only itself and Microsoft (Bing) as “general purpose search engines”); UPX0266 at -983 (Giannandrea (Apple)) (“there are so few serious contenders in [general web search] because of the depth of R&D needed”); UPX0333 at -116 (Varian declaring that “Google is [an] ad supported general purpose search engine. There aren’t very many of these in part because they are very expensive to build and maintain”); Des. Tr. 105:18–106:24 (Connell (Microsoft) Dep.) (“there are only a few search systems on the planet that allow you to understand queries and crawl the web and index the Internet”). 76. Nearly all other GSEs in the United States syndicate results from Google or Bing. Tr. 2061:18–2062:9 (Weinberg (DuckDuckGo)) (when considering syndication partners, DuckDuckGo looked at [redacted]); Des. Tr. 279:14–17; 279:19–25; 280:2–7 (Stein (IAC) Dep.) (Ask.com syndicates from Google and Bing); Tr. 5916:10–19 (Whinston (Pls. Expert)) (including DuckDuckGo and Yahoo in market share statistics is conservative as they syndicate results from Bing and are not clearly independent competitors). Yahoo and DuckDuckGo, the two major syndicated GSEs in the United States, syndicate from Microsoft’s Bing. Tr. 3520:13–22 (Nadella (Microsoft)); Des. Tr. 34:25–35:18, 35:24–36:8 (Ramalingam (Yahoo) Dep.) (although Yahoo used to crawl and index the web, it now gets results from Microsoft). b) Differentiation In General Search Engines b) Differentiation In General Search Engines 77. Bing and Yahoo offer general search engine experiences similar to Google. Bing is Google’s most significant competitor among GSEs. Tr. 8094:8–10 (Gomes (Google)); UPX0888 at -852 (Bing mimics Google in “look-and-feel” and if “Apple switches to Bing” from Google as its default, “most people won’t even notice a difference.”); Des. Tr. 216:3–217:2 (Baker (Mozilla) Dep.) (Bing, Yahoo, and Google would be products able to “fulfill the search engine function” in the Firefox browser.). DuckDuckGo, however, offers a GSE that emphasizes privacy. Tr. 1945:9–1946:4, 1947:3–1948:25 (Weinberg (DuckDuckGo)); UPX0408 at -030–36 (identifying DuckDuckGo as a “privacy-focus[]ed search engine[]”). 78. Neeva offered a different approach to user privacy: a subscription-based GSE with no ads. Tr. 3671:2–3672:11 (Ramaswamy (Neeva)) (Neeva sought to create a search engine not beholden to advertisers). Specifically, Neeva differentiated itself through privacy, personalization, generative AI, and being ads-free. Tr. 3718:25–3719:16 (Ramaswamy (Neeva)). 2. Potential Search Competitors 2. Potential Search Competitors 79. Tools and services that are designed to search the contents of mobile apps are not substitutes for general search services today. Tr. 5851:5–5852:5 (Whinston (Pls. Expert)) (discussing Branch and UPX0694). Such app-search tools do not require their developers to index the web, and their core service does not involve returning web results in response to user queries. Tr. 2957:3–18 (Austin (Branch)) (Branch does not indexed the web); Tr. 847:23–848:9 (Kolotouros (Google)) (on-device search explores what is on the phone, even when it is not connected to the web). 80. For example, Branch offers an app-search tool that includes, among other things, an on-device search service. Tr. 2894:3–18 (Austin (Branch)) (Branch allows a user to search across app pages and then be directed to the app); Tr. 2789:12–18 (Kartasheva (Google)) (Branch indexes app content to allow users to search within those apps and can show customized ads to those users based on user activity.); id. 2796:20–2797:17 (Branch uses deeplinking); Tr. 4497:2–13 (Chang (Samsung Next)) (explaining that Branch was integrated with S Finder, Samsung’s on-device search product). 81. Some large distributors also provide search features. For example, although Apple does not operate a GSE, Tr. 2206:2–3 (Giannandrea (Apple)), it provides users certain search capabilities through Spotlight, Siri, and Suggestions, supra ¶¶ 8–10. Apple’s goal is to “give answers when we ha[ve] them” and “get people where they’re going faster[.]” Id. 2282:14–20. Apple has invested significantly in search technology to enable these features and could leverage this technology to answer more queries in the future. Infra ¶¶ 1093–1119 (§ VIII.B.3.a). 3. Evolution From Desktop To Mobile 3. Evolution From Desktop To Mobile 82. Before 2010, very little if any general searches occurred on mobile phones. Tr. 3097:13–3099:03 (Tinter (Microsoft)) (When Bing first launched in 2009, most searches were on desktop); Tr. 316:1–9 (Barton (Google)) (When he joined Google in 2004, people used feature phones, which were “very basic phones” from companies like Nokia and Motorola). Since 2010, the number of mobile phone searches has grown rapidly. Id. 317:6–20 (between 2011 and 2013, mobile search became “a very significant portion of all search.”); Tr. 3663:7–18 (Nadella (Microsoft)) (in the early 2010s, mobile grew to be “the dominant platform” for search); UPX0006 at -330 (2019 Google deck showing actual and projected percentages of mobile, desktop, and tablet revenues and queries for 2018–2023). 83. Today, more than half of all general searches occur on mobile phones. Tr. 3097:13–3099:03 (Tinter (Microsoft)); UPX0006 at -330 (Google 2019 “Search State of the Union” with chart showing actual and projected percentages of mobile, desktop, and tablet revenues and queries for 2018–2023). “[T]he user behavior dynamics on mobile tend to be different than they are on PC, right.” Tr. 3102:12–3104:25 (Tinter (Microsoft)); Tr. 329:21– 330:1 (Barton (Google)). Some of this differentiation is a function of smaller screen real estate, and lack of keyboard. Tr. 9764:2–18 (Murphy (Def. Expert)) (conceding that a difficulty exists in changing the default on mobile devices because it lacks a keyboard and the screens are smaller); Tr. 1628:25–1629:4 (Roszak (Google)) (discussing UPX1050, agreeing that keyboards and screen size are different on mobile); Tr. 3102:12–3104:25 (Tinter (Microsoft)). Continue Reading Here. Continue Reading Here . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on April 30, 2024, storage.courtlistener is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on April 30, 2024, storage.courtlistener is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. storage.courtlistener

Google vs Bing vs Yahoo: The Search Engine Competition

The adoption of digital technology has probably reached an all-time high, with the rapid transformation of business processes and services from non-digital to digital. According to recent studies, global spending on digital transformation is expected to hit $3.4 trillion by 2026. It has also been forecasted that the United States will account for 35% of this global spending and could pass the $1 trillion mark in 2025. Several technology leaders have taken lead roles in bringing about this much-needed change in America. Naga Simhadri Apparao Polireddi, an expert in secure web chatbots and web development, has made remarkable contributions through his path-breaking innovations. He is highly rated for his knowledge and expertise in designing AI/ML language models, developing rules using Natural Language Processing (NLP), and creating chatbot applications with technologies such as NodeJS, Java/J2EE, Python Machine Learning (ML) libraries, Dialog flow, TensorFlow, ECMAScript 6, Amazon Web Services (AWS), and Spring Boot Microservices. A Bachelor of Technology in Computer Science and Engineering and a Master of Computer Science from Arizona State University (ASU), Polireddi started his illustrious career in 2002 as an Assistant Professor at Sree Dattha Institute of Engineering & Science College, Hyderabad, India. In the earlier part of his career, he also worked with Hewlett-Packard Global soft (hp), Wipro Technologies, and Infinite Computer Solutions as a Software Developer/ Java Technical Leader. As part of a multi-million-euro collaboration between TATA Consultancy Services (TCS) and Nokia Siemens Networks, Polireddi served as an Assistant Consultant at TATA Consultancy Services from 2010 to 2012, stationed at the client location of Nokia Siemens Networks in Lisbon, Portugal. He conducted a review of the architecture of the Nokia product NetAct and identified defects, including mismatched network element names in the network element Drop-down menu, incorrect passing of Network element code while submitting network element personalization software to the network, and refresh issue of network element alarms.  He was also involved in the development of the NetAct File-Based CM Events module utilizing Java technology. From 02/2012 to 03/2013, Polireddi was part of Saudi Telecommunication Company's (STC) project IRB (infinys rating and billing) upgrade aimed to upgrade its billing operations to new technologies in the core area of GSM and 4G business using 1RB5.1.7 and Billing and Rating management application (BRM) software package from Netcracker Technology Corp. This upgrade helped Saudi Telecommunication Company (STC) gain a customer-focused, service management approach to their operational processes, enabling them to automate and integrate their order fulfillment, customer service management, and billing functions across multiple product and service offerings while reducing the operational cost of USD 2.5M. As part of a TCS project,  Polireddi also served Singapore Airlines from March 2013 to June 2015, undertaking the design and development of a customized solution for the company's Amadeus Altéa product by developing the PODS (Passenger Operational Data distributed System) module. Utilizing his knowledge of airline domain and IOS Web development technologies, he developed a tablet-based CrewCollab product for Singapore Airlines, which was later sold by TCS to clients worldwide. Some of Polireddi’s most important projects were executed during his tenure with Cognizant, serving American Express. From 06/2017 – 08/2018, he handled the American Express Instant “Member Card Number” project, which led to the creation of a first-of-its-kind solution for the credit card industry. Following this game-changing project, American Express customers were provided with an instant membership, contributing to an increase in spending with a business value exceeding $20 million. From 05/2019 until 01/2022, Polireddi worked as the Software Architect for the American Express "Rubiks and Gambit" project, which aimed to introduce a "no negative credit impact" in the card application process. This allows prospective cardholders to submit an application for a credit card and find out if they’re approved before undergoing a hard credit check. Unlike hard credit checks, this soft credit check approval feature has no impact on the applicant’s credit score. With the live implementation of this project, American Express achieved a projected revenue gain of $211 Million. Presently working with IKON Tech Services, Polireddi has designed an AI Chatbot for American Express apply website. This chatbot is capable of streamlining operational processes and improving user experience by facilitating immediate response to user queries, effectively handling high-volume interactions, and ultimately expediting credit card acquisitions for American Express. Following this development, over 90,000 conversations were held over the 90 days while reducing operational costs by 30%. Polireddi's current project for Verizon features the introduction of a groundbreaking GPS solution known as Hyper Precise Location (HPL) using Real-Time Kinematics (RTK). This technology ensures location accuracy within one to two centimeters on the Verizon 5G network, which is crucial for autonomous vehicles and high-definition (HD) maps. The project involved seamless integration of AWS cloud solutions with Node.js application deployment practices, garnering attention from multiple Fortune 500 clients for Verizon. “I strongly believe that secure web chatbots have the potential to become the primary channel for customer service in years to come. The combination of NLP and ML has enabled chatbots to understand conversations more intelligently, comprehend the nuances of query intention, and improve their accuracy in executing commands, even in technical situations,” said Polireddi. “It is a matter of great pride for me to be able to utilize my knowledge and wisdom in building a digitally transformed America.” References: https://explodingtopics.com/blog/digital-transformation-stats Vested Interest Disclosure: This author is an independent contributor publishing via our business blogging program. HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR. The adoption of digital technology has probably reached an all-time high, with the rapid transformation of business processes and services from non-digital to digital. According to recent studies, global spending on digital transformation is expected to hit $3.4 trillion by 2026. It has also been forecasted that the United States will account for 35% of this global spending and could pass the $1 trillion mark in 2025. Several technology leaders have taken lead roles in bringing about this much-needed change in America. Naga Simhadri Apparao Polireddi, an expert in secure web chatbots and web development, has made remarkable contributions through his path-breaking innovations. He is highly rated for his knowledge and expertise in designing AI/ML language models, developing rules using Natural Language Processing (NLP), and creating chatbot applications with technologies such as NodeJS, Java/J2EE, Python Machine Learning (ML) libraries, Dialog flow, TensorFlow, ECMAScript 6, Amazon Web Services (AWS), and Spring Boot Microservices. A Bachelor of Technology in Computer Science and Engineering and a Master of Computer Science from Arizona State University (ASU), Polireddi started his illustrious career in 2002 as an Assistant Professor at Sree Dattha Institute of Engineering & Science College, Hyderabad, India. In the earlier part of his career, he also worked with Hewlett-Packard Global soft (hp), Wipro Technologies, and Infinite Computer Solutions as a Software Developer/ Java Technical Leader. As part of a multi-million-euro collaboration between TATA Consultancy Services (TCS) and Nokia Siemens Networks, Polireddi served as an Assistant Consultant at TATA Consultancy Services from 2010 to 2012, stationed at the client location of Nokia Siemens Networks in Lisbon, Portugal. He conducted a review of the architecture of the Nokia product NetAct and identified defects, including mismatched network element names in the network element Drop-down menu, incorrect passing of Network element code while submitting network element personalization software to the network, and refresh issue of network element alarms.  He was also involved in the development of the NetAct File-Based CM Events module utilizing Java technology. From 02/2012 to 03/2013, Polireddi was part of Saudi Telecommunication Company's (STC) project IRB (infinys rating and billing) upgrade aimed to upgrade its billing operations to new technologies in the core area of GSM and 4G business using 1RB5.1.7 and Billing and Rating management application (BRM) software package from Netcracker Technology Corp. This upgrade helped Saudi Telecommunication Company (STC) gain a customer-focused, service management approach to their operational processes, enabling them to automate and integrate their order fulfillment, customer service management, and billing functions across multiple product and service offerings while reducing the operational cost of USD 2.5M. As part of a TCS project,  Polireddi also served Singapore Airlines from March 2013 to June 2015, undertaking the design and development of a customized solution for the company's Amadeus Altéa product by developing the PODS (Passenger Operational Data distributed System) module. Utilizing his knowledge of airline domain and IOS Web development technologies, he developed a tablet-based CrewCollab product for Singapore Airlines, which was later sold by TCS to clients worldwide. Some of Polireddi’s most important projects were executed during his tenure with Cognizant, serving American Express. From 06/2017 – 08/2018, he handled the American Express Instant “Member Card Number” project, which led to the creation of a first-of-its-kind solution for the credit card industry. Following this game-changing project, American Express customers were provided with an instant membership, contributing to an increase in spending with a business value exceeding $20 million. From 05/2019 until 01/2022, Polireddi worked as the Software Architect for the American Express "Rubiks and Gambit" project, which aimed to introduce a "no negative credit impact" in the card application process. This allows prospective cardholders to submit an application for a credit card and find out if they’re approved before undergoing a hard credit check. Unlike hard credit checks, this soft credit check approval feature has no impact on the applicant’s credit score. With the live implementation of this project, American Express achieved a projected revenue gain of $211 Million. Presently working with IKON Tech Services, Polireddi has designed an AI Chatbot for American Express apply website. This chatbot is capable of streamlining operational processes and improving user experience by facilitating immediate response to user queries, effectively handling high-volume interactions, and ultimately expediting credit card acquisitions for American Express. Following this development, over 90,000 conversations were held over the 90 days while reducing operational costs by 30%. Polireddi's current project for Verizon features the introduction of a groundbreaking GPS solution known as Hyper Precise Location (HPL) using Real-Time Kinematics (RTK). This technology ensures location accuracy within one to two centimeters on the Verizon 5G network, which is crucial for autonomous vehicles and high-definition (HD) maps. The project involved seamless integration of AWS cloud solutions with Node.js application deployment practices, garnering attention from multiple Fortune 500 clients for Verizon. “I strongly believe that secure web chatbots have the potential to become the primary channel for customer service in years to come. The combination of NLP and ML has enabled chatbots to understand conversations more intelligently, comprehend the nuances of query intention, and improve their accuracy in executing commands, even in technical situations,” said Polireddi. “It is a matter of great pride for me to be able to utilize my knowledge and wisdom in building a digitally transformed America.” References: References: https://explodingtopics.com/blog/digital-transformation-stats https://explodingtopics.com/blog/digital-transformation-stats https://explodingtopics.com/blog/digital-transformation-stats Vested Interest Disclosure: This author is an independent contributor publishing via our business blogging program. HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR. Vested Interest Disclosure: This author is an independent contributor publishing via our business blogging program . HackerNoon has reviewed the report for quality, but the claims herein belong to the author. #DYOR. Vested Interest Disclosure: business blogging program business blogging program

Expert Pioneers Innovations in Secure Web Chatbots and Development Amid Digital Transformation

ডিজিটাল ট্রান্সফর্মেশনের মধ্যে নিরাপদ ওয়েব চ্যাটবট এবং বিকাশে বিশেষজ্ঞ অগ্রগামী উদ্ভাবন

Experte leistet Pionierarbeit bei Innovationen für sichere Web-Chatbots und der Entwicklung im Zuge der digitalen Transformation

Expertos pioneros en innovaciones en chatbots web seguros y desarrollo en medio de la transformación digital

Un expert pionnier des innovations en matière de chatbots Web sécurisés et de développement dans le contexte de la transformation numérique

डिजिटल परिवर्तन के बीच सुरक्षित वेब चैटबॉट और विकास में विशेषज्ञ अग्रणी नवाचार

デジタル変革の真っ只中、専門家が安全なウェブチャットボットと開発の革新を先導

디지털 혁신 속에서 보안 웹 챗봇 및 개발 혁신을 선도하는 전문가

Especialistas são pioneiros em inovações em chatbots seguros na Web e desenvolvimento em meio à transformação digital

Эксперты-пионеры инноваций в области безопасных веб-чат-ботов и развития в условиях цифровой трансформации

Güvenli Web Sohbet Robotları ve Dijital Dönüşümün Ortasında Geliştirme Konusunda Uzman Öncü Yenilikler

Chuyên gia tiên phong đổi mới trong phát triển và trò chuyện trên web an toàn trong bối cảnh chuyển đổi kỹ thuật số

专家率先在安全网络聊天机器人领域进行创新，并在数字化转型中不断发展

A Deep Dive into Path Traversal Vulnerabilities

For startups and midsize organizations, flat structures allow you to be efficient and innovative Some people say flat structures cause chaos in organizations. And while that can certainly be true, my experience has been different. After years of working for horizontal and vertical hierarchies, I realized I prefer the former. At Nokia, for example, agreeing on the simplest matters involved several offices and many meetings. Since I’ve always wanted to found a tech company, when I did it back in 2005, I opted for horizontal management. Ten years later, I started another company with the same organizational style, and I never looked back. While flat organizational structures are not for everyone, they do work. In this article, I’ll explain what makes a successful flat organization structure, who thrives in it, and share examples of positive business outcomes. Why it works Flat structure organizations allow employees to have a say in how they do the work and provide more opportunities to showcase their talents. And that’s exactly what motivates people from within. According to self-determination theory, all of us have innate psychological needs for autonomy, competence, and relatedness. And we can fulfill those needs, we feel happier and can sustain our motivation for a long time. Looking back, I see how the principles of autonomy, competence, and relatedness are reflected in our corporate culture. These might be the very foundations of a successful flat-structure organization. Let’s dig deeper and see how each principle contributes. Autonomy Flat structure organizations give people much more autonomy in their jobs. Autonomy leads to increased accountability, making employees feel more important and involved in their company. While it’s not always possible to allow employees to choose tasks (after all, someone has to do the grunt work) or the people to work with, we can give them freedom over how and when they complete them. I’m not the leader who tells employees how to do their jobs: they’re the experts, so they should know better. As long as they can deliver results, I don’t care what their workflow looks like. I also believe employees’ schedules should be flexible. Let them work when they’re most productive or have an opportunity. They are humans. They may need that slow morning walk with their dog to improve their mental health. Competence The human urge to improve and learn is another intrinsic motivator. People are motivated by the sense of accomplishment and progress they experience as they develop their skills. Because a flat structure organization has few levels of middle management or none, it’s easier to recognize team members’ talents. As a result, managers can assign projects that speak to the team members’ strengths while encouraging growth. Employees can also easily champion their ideas. An engineer who has been with us for several years felt a little stagnated in her role. She proposed sharing her testing expertise on YouTube to HR. The marketing team jumped in on the same day. By the next week, we released our first video. This wouldn’t have been possible if our organization was an unwieldy bureaucratic machine where teammates were reluctant to promote ideas from the bottom up. Relatedness Fulfilling employees’ needs for relatedness  is about making them feel supported, appreciated, and involved. That’s when they feel like what they do is significant to the rest of the team and organization. Unlike hierarchical models, flat organizational structures eliminate rigid divisions, encouraging open communication and collaboration. Team members feel valued as contributors, not cogs in a machine. This fosters a sense of belonging and teamwork. How we do it It’s important to note that a flat structure doesn’t work for everyone. It does for us, but we do have to have the following in place: Crystal clear job titles and descriptions
There’s no confusion about whom to contact and who’s accountable for what. We’re not a holacracy where roles are flexible. While there are no department heads at Redwerk, we do have some employees in managerial positions. This helps keep things in order and reduces the number of people messaging me, the founder, for trivial matters.


Well-documented workflows
While they can change with new people bringing fresh ideas, it’s important to document these innovations and ensure there’s an up-to-date and easily accessible resource hub.


Being selective about who we hire
Hiring becomes more difficult because you need experts with particular soft skills, such as self-reliance, initiative, and superb organization. When we hire, we look for those who are comfortable managing their time and workload without a supervisor constantly checking in. Final Thoughts Flat organization structures are a great fit for startups and midsize businesses that want to be fast and innovative. They offer a natural breeding ground for the principles of autonomy, competence, and relatedness that are key for keeping your employees committed long-term. But they come with a catch, and it’s up to you to tackle or forgo it. Image source: Cine Insomnia/Pexels For startups and midsize organizations, flat structures allow you to be efficient and innovative Some people say flat structures cause chaos in organizations. And while that can certainly be true, my experience has been different. After years of working for horizontal and vertical hierarchies, I realized I prefer the former. At Nokia, for example, agreeing on the simplest matters involved several offices and many meetings. Since I’ve always wanted to found a tech company, when I did it back in 2005, I opted for horizontal management. Ten years later, I started another company with the same organizational style, and I never looked back. While flat organizational structures are not for everyone, they do work. In this article, I’ll explain what makes a successful flat organization structure, who thrives in it, and share examples of positive business outcomes. Why it works Flat structure organizations allow employees to have a say in how they do the work and provide more opportunities to showcase their talents. And that’s exactly what motivates people from within. According to self-determination theory, all of us have innate psychological needs for autonomy, competence, and relatedness. And we can fulfill those needs, we feel happier and can sustain our motivation for a long time. Looking back, I see how the principles of autonomy, competence, and relatedness are reflected in our corporate culture. These might be the very foundations of a successful flat-structure organization. Let’s dig deeper and see how each principle contributes. Autonomy Flat structure organizations give people much more autonomy in their jobs. Autonomy leads to increased accountability, making employees feel more important and involved in their company. While it’s not always possible to allow employees to choose tasks (after all, someone has to do the grunt work) or the people to work with, we can give them freedom over how and when they complete them. I’m not the leader who tells employees how to do their jobs: they’re the experts, so they should know better. As long as they can deliver results, I don’t care what their workflow looks like. I also believe employees’ schedules should be flexible. Let them work when they’re most productive or have an opportunity. They are humans. They may need that slow morning walk with their dog to improve their mental health. Competence The human urge to improve and learn is another intrinsic motivator. People are motivated by the sense of accomplishment and progress they experience as they develop their skills. Because a flat structure organization has few levels of middle management or none, it’s easier to recognize team members’ talents. As a result, managers can assign projects that speak to the team members’ strengths while encouraging growth. Employees can also easily champion their ideas. An engineer who has been with us for several years felt a little stagnated in her role. She proposed sharing her testing expertise on YouTube to HR. The marketing team jumped in on the same day. By the next week, we released our first video. This wouldn’t have been possible if our organization was an unwieldy bureaucratic machine where teammates were reluctant to promote ideas from the bottom up. Relatedness Fulfilling employees’ needs for relatedness  is about making them feel supported, appreciated, and involved. That’s when they feel like what they do is significant to the rest of the team and organization. Unlike hierarchical models, flat organizational structures eliminate rigid divisions, encouraging open communication and collaboration. Team members feel valued as contributors, not cogs in a machine. This fosters a sense of belonging and teamwork. How we do it It’s important to note that a flat structure doesn’t work for everyone. It does for us, but we do have to have the following in place: Crystal clear job titles and descriptions
There’s no confusion about whom to contact and who’s accountable for what. We’re not a holacracy where roles are flexible. While there are no department heads at Redwerk, we do have some employees in managerial positions. This helps keep things in order and reduces the number of people messaging me, the founder, for trivial matters. Well-documented workflows
While they can change with new people bringing fresh ideas, it’s important to document these innovations and ensure there’s an up-to-date and easily accessible resource hub. Being selective about who we hire
Hiring becomes more difficult because you need experts with particular soft skills, such as self-reliance, initiative, and superb organization. When we hire, we look for those who are comfortable managing their time and workload without a supervisor constantly checking in. Crystal clear job titles and descriptions
There’s no confusion about whom to contact and who’s accountable for what. We’re not a holacracy where roles are flexible. While there are no department heads at Redwerk, we do have some employees in managerial positions. This helps keep things in order and reduces the number of people messaging me, the founder, for trivial matters. Crystal clear job titles and descriptions There’s no confusion about whom to contact and who’s accountable for what. We’re not a holacracy where roles are flexible. While there are no department heads at Redwerk, we do have some employees in managerial positions. This helps keep things in order and reduces the number of people messaging me, the founder, for trivial matters. Crystal clear job titles and descriptions holacracy Well-documented workflows
While they can change with new people bringing fresh ideas, it’s important to document these innovations and ensure there’s an up-to-date and easily accessible resource hub. Well-documented workflows While they can change with new people bringing fresh ideas, it’s important to document these innovations and ensure there’s an up-to-date and easily accessible resource hub. Well-documented workflows Being selective about who we hire
Hiring becomes more difficult because you need experts with particular soft skills, such as self-reliance, initiative, and superb organization. When we hire, we look for those who are comfortable managing their time and workload without a supervisor constantly checking in. Being selective about who we hire Hiring becomes more difficult because you need experts with particular soft skills, such as self-reliance, initiative, and superb organization. When we hire, we look for those who are comfortable managing their time and workload without a supervisor constantly checking in. Being selective about who we hire Final Thoughts Flat organization structures are a great fit for startups and midsize businesses that want to be fast and innovative. They offer a natural breeding ground for the principles of autonomy, competence, and relatedness that are key for keeping your employees committed long-term. But they come with a catch, and it’s up to you to tackle or forgo it. Image source: Cine Insomnia/Pexels Image source: Cine Insomnia/Pexels

Why Flat Organizational Structures Drive Innovation in Startups

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