 |
|
|
|||||
From his first moments on the balcony of St. Peter’s Basilica, Pope Leo XIV gave three important clues about what kind of leader of the 1.4-billion-member Catholic Church he will be. Leo, formerly U.S. Cardinal Robert Prevost, was elected by the world’s cardinals on Thursday as the new pope on the second day of the conclave to choose a successor to Pope Francis, who died last month. He is the first pope from the United States, but holds dual citizenship in Peru, where he was a missionary for decades before becoming a cardinal. Leo’s first clue was his choice of name. Popes often use this choice to send their first major signal about the priorities of their new papacy. Francis took his name from the 13th century St. Francis of Assisi, who rejected wealth and wanted to care for the poor. The last pope to take the name Leo, Leo XIII, focused much of his 1878-1903 papacy on advocating for the rights of workers, calling for fair pay, fair working conditions, and the right to join unions. “By picking the name Leo XIV, he shows he is committed to the social teaching of the church,” said Rev. Thomas Reese, a Jesuit commentator who follows the papacy closely. Leo’s second clue was his choice of language and the words he spoke, which put a clear emphasis on the need for peace, something Francis also often focused on. None of his speech to the crowds gathered in St. Peter’s Square was in English, but rather Italian, the language of the papacy, and a brief foray into Spanish to greet his former community in Peru. He did not mention the U.S. “La pace sia con tutti voi!” (Peace be with you!), Leo’s first words in public, echoed the ones Catholics use in their celebrations but also offered an immediate message of peace in a world riven with conflict. Before heading into the secret conclave on May 7, the world’s cardinals issued a statement lamenting the conflicts “in Ukraine, the Middle East, and many other parts of the world” and making a “heartfelt appeal” for peace. The new pope said he wanted to share God’s peace, calling it “a disarmed peace and a disarming peace” that is “humble and persevering.” Leo also mentioned Francis, who offered his last blessing to crowds in Rome on Easter Sunday, the day before he died of a stroke after battling double pneumonia for weeks. “We still have in our ears that weak, but always courageous voice of Pope Francis,” he said. Leo asked permission to offer the same blessing Francis used just a few weeks ago, saying: “God loves us, God loves everyone, and evil will not prevail. We are in the hands of God.” Leo’s third clue was in his choice of attire. Unlike Francis, who spurned all the trappings of the papacy including on the first day he was elected in 2013, Leo wore a traditional red papal garment over his white cassock. Although Leo follows in the tradition of Francis, he signalled he is a new, and different, pope. Joshua McElwee, Reuters
Category:
E-Commerce
As recently as 2021, Figma was a one-product company. That product was Figma Design, the dominant tool for creating app and web interfaces. The companys subsequent addition of offerings such as FigJam (whiteboarding) and Figma Slides (presentations) was hardly a frenzied land grab. But the announcements Figma made this week at its Config conference in San Francisco cover so much ground that my impulse was to interpret them as a massive, sprawling new attempt to take on . . . well, almost everybody. Figma Make turns prompts into AI-generated code? Shades of GitHub Copilot, Cursor, and numerous other AI programming tools. Figma Sites provides features for constructing, hosting, and updating websites? Well, thats a content management system, like WordPress, Squarespace, and Wix. Figma Buzz helps companies create marketing assets that retain a degree of consistency, with AI help if desired? Sounds akin to Canva and Adobes Canva rival, Express. Figma Draw lets people create free-form vector illustrations? So does Adobes 38-year-old Illustrator. Figmas Config conference at San Franciscos Moscone Center [Photo: Courtesy of Figma] When I asked Figma cofounder and CEO Dylan Field whether the company was indeed trying to compete directly with so many well-established players in multiple categories, he discounted the notion. Instead, he told me, the new products all support its original focus on turning raw concepts into shippable software. The Figma journey that we’re trying to support users on is going from idea to product, he told me. Everything’s truly through that lens. Still, it would be a mistake to regard Figmas news as NBD. Even if its original product was a design tool, two-thirds of its users arent designers. Theyre all the other people inside companies who play roles in product creation, and even if all the company does is address their needs, it will brush up against new rivals. As Field likes to declare, Creativity is the new productivity. Figma might be in as good a position as anyone to spread that vision to additional classes of software. As a business, Figma also has every incentive to think big. Its been almost a year and half since its $20 billion deal to be acquired by Adobe fell apart over antitrust concerns, leaving it as an independent entity pursuing a self-contained vision. Last month, it confidentially filed a draft S-1 form with the Securities and Exchange Commission, beginning the process that will eventually lead to it going public. The more optimistic investors are about the companys ability to keep growing, the better its IPO will fare. Figma Buzz [Image: Figma] (Figma Designs ubiquity as a UX design tool is manifestly obvious90% of designers who responded to a 2023 survey said they used itbut as a private company, Figma is secretive about hard numbers relating to its business. It does say that 85% of users are outside the U.S., proving that its a global phenomenon. But the last time it talked about financial return was in September 2022, as part of the Adobe deal announcement. Back then, it said that it expected to do $400 million in revenue that year, with a gross profit of 90%. More current information will come out as part of the IPO process.) As Figma has decided which new products it might build, it hasnt had to look far. Like Excel and Photoshop, Figma Design is the kind of tool that people grow comfortable with and call into service for jobs well beyond its theoretical mandate. Rather than turn it into too much of a kitchen sink, the company has tended to spin out tasks into new purpose-built apps. All of them have a familial resemblance and work together as a suite. The centrality of Figma Design does serve to set the companys latest products apart from others in the same general zip code. Maybe Figma Buzz will win some hearts based purely on its quality. But it seems even more likely that people will pick it over Canva or Adobe Express because its optimized to serve workflows that are already Figma-centric. It’s very easy to be able to push a template from Figma Design to the Buzz surface, Field says. And then people know exactly what they can edit. They can go edit it, insert images, or go find a different template if they so choose, and know that they’re on brand. Or they can go off the rails if they want to. Then theres AI, which was already in the air at Config 2023. At last years conference, the company announced a design-generating feature called Make Designs, whichlike AI rollouts all over the tech industrygot off to a bumpy start. After controversy ignited on Twitter over the eeri similarities between a weather app it designed and the one Apple ships on the iPhone, Figma pulled back the feature and reworked it. Even now, designers are still puzzling out how they feel about AI. In a new study commissioned by Figma, only 31% said they currently use the technology for their core work, 69% were satisfied with it, and 54% thought it improved quality. All those figures were notably lower than ones reported in the same study by developers. Uncertainty over AI might be a sign the killer apps havent arrived. People value efficiency, Field says. And so where we can help there, that’s really important. But also, they really value raising the ceiling and making it so they’re able to do better work. And I think that’s where AI has not yet had the impact it should. Customer feedback might help explain Figmas careful positioning of its new AI features. The company says some organizations may ship products created by Make, which lets users start with something theyve roughed out in Figma Design and then use prompts to generate code. Mostly, though, its emphasizing the potential to quickly turn flat designs into rich prototypes that help push progress along. Another application: adding a dash of custom interactivity to websites powered by Figma Sites. Figma Make [Image: Figma] AI is also present in both Figma Design and Figma Buzz in the form of image generation features based on OpenAIs latest GPT-Image-1 model. But when I spoke with Field, he seemed less excited by the prospect of turning over image creation to a machine than by Figma Draw, a classical sort of illustration tool for people who want to hand-create imagery thats precise, reflects a distinctive style, and may even mimic work done with old-school art implements such as a paintbrush. If Draw has any AI at all, it didnt matter enough to merit a mention in the blog post introducing the product. We have a lot of opportunity to build tools for folks [to] be more divergent and have more craft and stand out, Field told me. And we think that’s the differentiator that’ll make people win over time. As some organizations lean too heavily on AI, were going to see more and more bland, look-alike products. Its nice to think that doubling down on unmistakably human creativity could be a competitive advantage. And that Figma wont stray too far from its traditional emphasis on helping create such work, even as it figures out how to make AI make sense. Youve been reading Plugged In, Fast Companys weekly tech newsletter from me, global technology editor Harry McCracken. If a friend or colleague forwarded this edition to youor if you’re reading it on FastCompany.comyou can check out previous issues and sign up to get it yourself every Friday morning. I love hearing from you: Ping me at hmccracken@fastcompany.com with your feedback and ideas for future newsletters. I’m also on Bluesky, Mastodon, and Threads, and you can follow Plugged In on Flipboard. More top tech stories from Fast Company My favorite tools for a focused, restful second half of the dayFrom post-lunch planning to bedtime wind-down, these apps, devices, and routines help me stay present, productive, and unplugged. Read More The school has to be evacuated: Connecticut students are setting their Chromebooks on fire for TikTokStudents are filming themselves inserting items into the charging ports of their school Chromebooks in order to spark a fire. Read More LinkedIn’s new AI tools help job seekers find smarter career fits Users can now describe the kind of job they want in plain language, and AI helps surface matches they might have otherwise missed. Read More Your Netflix app is about to get a For You pageThe streamer’s mobile UI is about to look a lot more like TikTok. Read More Bigger fonts and no trucks: How Lyft designed its new app for older ridersLyft Silver is the ride-sharing company’s simplified service for older adults. Read More AI scam calls are getting smarter. Here’s how telecoms are fighting backScammers are using deepfake voices, caller ID spoofing, and machine learning to target victims with frightening precision. But telecom providers and regulators are deploying AI defenses of their own to stop the surge in fraud. Read More
Category:
E-Commerce
Uncertainty has become a defining feature of life today, a reality that challenges workplace leaders to adapt rapidly, make decisions with limited information, and foster stability amid constant and sometimes highly erratic change. At the same time, this uncertainty directly affects employees, making it incumbent upon leaders to provide the support and direction their teams need to successfully navigate an unpredictable world with both resilience and clarity. It goes without saying that the role of a leader has grown increasingly more complex, requiring us to instill stability, foster adaptability, and maintain focus without being overwhelmed by the relentless pace of change. In just the past month in America, weve witnessed the introduction, removal, and reintroduction of tariffs, massively disrupted supply chains, a whipsawing stock market (putting everyones retirement savings at risk), major companies mandating a return to office work, and the emergence of artificial intelligence technologiesinnovations sparking equal parts excitement and fear as they reshape industries and raise questions about job security and the future of work. Its a lot for all of us to deal with. Through my own leadership experience, Ive learned that its absolutely pointless to try to control chaosand far wiser to coach teams on how to thrive in spite of it. The following are five strategies Ive used over the course of my career that workplace leaders can adopt to help their people negotiate complexity and perform at their bestregardless of what turbulence the universe throws our way: 1. Be a Rational Optimist In todays world, its all too easy for pessimism to seep into our consciousness and negatively shape how we interact with those we lead. Being an abject pessimist, however, is entirely at odds with effective leadership, as it curtails productivity, stifles creativity, narrows perspective, and stands in the way of meaningful progress. Yet, while pessimism can directly undermine progress, leaning too far into optimism also carries its own risks. Effective leadership requires striking a balanceoffering hope and inspiration while remaining realistic about the challenges ahead. In his book Same as Ever: A Guide to What Never Changes, New York Times bestselling author Morgan Housel makes this exact point by urging leaders to be rational optimists. He emphasizes that our role as leaders is to imbue a deep belief in people that difficult challenges can indeed be overcome, while also being very honest about the strong likelihood that theyll face setbacks, surprises, and disappointments along the way. When people know to expect a rough road ahead, choosing hope over despair naturally opens the door to opportunities and more creative solutions. 2. Foster Team Connection and Belonging When teams face uncertain times, the belief that everyone is in this together is a powerful force for fostering unity, sustaining morale, and motivating employees to collaborate and support each other to overcome major challenges. This is why leaders who prioritize team connection create environments where individuals feel secure enough to navigate difficulties together. The goal is to cultivate a team culture where no one feels isolated and everyone is inspired to have each other’s backtruly embodying the spirit of all for one and one for all. Recent research shows that feelings of belonging are the glue that holds teams together, as well as being the cornerstone of employee well-being. For leaders, creating this sense of belonging requires nurturing deeper relationships with our employees and learning their concerns. Its also about fostering an environment where differences are celebrated, inclusion is more than a buzzword, and every voice carries weight. Togetherness can be a great source of strength. 3. Proactively Build Team Resilience Long before crises or unexpected setbacks arise, leaders must not only remind employees that risk is an inherent aspect of every business. They must equip them to respond emotionally, to even the smallest hurdles, with confidence and resilience. As Nassim Taleb, the author of bestselling books on randomness and complexity, wisely advises, leaders should prioritize preparation over prediction, focusing on flexibility and readiness rather than relying on forecasts that are often uncertain or incomplete. One way to achieve this is by regularly engaging employees in what if discussionsposing questions like, How would we respond if this situation happened? Additionally, empowering teams to collaboratively brainstorm solutions to everyday challenges on their own will help build their adaptability and creativity muscles, so they are ready when needed. Finally, workplace leaders must cultivate their own self-mastery during challenging times. Learning how to maintain composure, reframe setbacks as opportunities, and display optimism in the worst of times is a collective skill set that demands diligent effort and commitment to develop. In the end, leaders must model the behavior theyll expect from their team. 4. Influence Through Stories, Less Through Data In Same as Ever, Morgan Housel clarifies that humans are wired for stories, not spreadsheets. Highlighting how storytelling creates clarity and sparks action, he explains, We dont think in terms of odds and probabilities; we think in terms of narratives. Unlike raw data or abstract concepts, stories resonate deeply because they are inherently relatable and emotionally engaging. Imagine a CEO whos suddenly faced with a market downturn. Instead of bombarding employees with forecasts and financial metrics, telling stories about times in the past when their company was faced with great difficultiesand triumphedis a transformative way of framing the current challenge as being equally surmountable. According to Housel, We live in a world where people are bored, impatient, emotional and need complicated things distilled into easy-to-grasp scenes. So, craft stories that make the unknown feel conquerable, and watch them resonate with your teams. 5. Set Reasonable Expectations When unforeseen disruptions occur, projects often veer off schedule, and teams fall behind on critical targets. These setbacks are pivotal moments for leadership, as the urge to quickly regain momentum can place employees in an untenable position, feeling as if theyre fighting against the universe. In these circumstances, wise leaders display patience and avoid placing undue pressure on their teams by setting unrealistic goals. Instead, they emphasize that while external factors may be uncontrollable, effort is always within their influenceeven in the absence of guarantees. In the 1970s, Disneys stock dropped 70%. Walt Disney responded by setting modest internal goals, assuring employees that he believed the company would recover through steady, determined action. His measured approach proved to foster resilience across the organization. Navigating rough seas In times of turbulence, the tems that will thrive are those who work cohesively, maintain an optimistic yet pragmatic outlook (acknowledging that big challenges may not have simple solutions, but can be conquered), and are trained to pivot rather than freeze when circumstances seem most dire. And, while we might wish for life to be easier and our objectives more readily attainable, we should also always remember that a smooth sea never made a skilled sailor.
Category:
E-Commerce
All news |
||||||||||||||||||
|
||||||||||||||||||