Raj Goodman Anand, an Entrepreneurs’ Organization (EO) member in London, is founder and CEO of Goodman Lantern, a native English content writing and software development services firm helping businesses sell better and grow faster. As the leader of a predominantly female team, we asked Raj about his experience with gender pay parity and workplace equity. Here’s what he shared:
I’m the founder of a company with a predominantly female team. That seems like a strange opening statement for a male CEO–and that’s part of the problem we’re dealing with in business today.
Throughout my career, I’ve encountered mainly male-dominated spaces. Unfortunately, that isn’t surprising in the tech and marketing fields, in some countries more so than others. However, I see a distinct lack of female representation and leadership across all industries globally. And there is a gender pay gap that, by some estimates, won’t resolve for another 257 years.
What Experience Has Taught Me
I’ve worked in a male-dominated environment, a female-dominated environment, and even a mixed environment. From my experience, a mix of male and female energy produces the best business outcomes. A diverse workplace culture with a good representation between genders, ethnicity, race, and heritage is the key to creating a dynamic and successful workforce.
Mixing people from different countries, cultures, and backgrounds creates a melting pot of growth opportunities. It creates the possibility for innovation and something new. Isn’t that what progress is all about?
When Nothing Changes, Nothing Changes
In creating my current company, it dawned on me that if I only hired the same candidate time and again, my business wouldn’t change. It would simply be a constant remodeling of the old. Why not try something new and see what happens?
To bring this vision to life, we made a conscious effort to look beyond
Given the imminent arrival of the PlayStation 5 and Xbox Series X, the recent releases of games like like Crash Bandicoot 4 and Star Wars: Squadrons, and with countless blockbusters on the horizon, you’d be forgiven for losing track of every major gaming development–even if they had the potential to fundamentally transform the way the industry operates. This month, ProbablyMonsters took another step towards shaping how games could be made, and it’s one you shouldn’t overlook.
The company, which exists to “unite, guide, and empower talented teams to create exceptional interactive experiences”, announced the creation of its third, yet-unnamed studio, led by creatives from the critically acclaimed Borderlands and Torchlight franchises. The chief architect behind this, ex-Bungie CEO Harold Ryan, is no stranger to success–and he doesn’t plan on breaking old habits.
Ryan, whose 25-year career in the Pacific Northwest has seen him generate over $5 billion of revenue through iconic franchises such as Halo, Destiny, and Age of Empires, established ProbablyMonsters after leaving his role as CEO, president, and chairman of the board at Bungie in 2016.
Now headquartered in scenic Bellevue, Ryan has a pioneering vision for game studios–one he modestly discussed exclusively with Forbes.com. “With ProbablyMonsters, I’ve been given the opportunity to create something unique–the first of its kind,” he says. “We’re a new category of game company.”
ProbablyMonsters’ MO is simple: to build a family of developers with “strong and compatible cultural bonds that transcend from studio culture” and to the games they develop. With it, the organization will bring some better news to an industry that’s plagued by countless, disheartening headlines
Ask Stefan Jockusch what a factory might look like in 10 or 20 years, and the answer might leave you at a crossroads between fascination and bewilderment. Jockusch is vice president for strategy at Siemens Digital Industries Software, which develops applications that simulate the conception, design, and manufacture of products like cell phones or smart watches. His vision of a smart factory is abuzz with “independent, moving” robots. But they don’t stop at making one or three or five things. No—this factory is “self-organizing.”
This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.
“Depending on what product I throw at this factory, it will completely reshuffle itself and work differently when I come in with a very different product,” Jockusch says. “It will self-organize itself to do something different.”
Behind this factory of the future is artificial intelligence (AI), Jockusch says in this episode of Business Lab. But AI starts much, much smaller, with the chip. Take automaking. The chips that power the various applications in cars today—and the driverless vehicles of tomorrow—are embedded with AI, which support real-time decision-making. They’re highly specialized, built with specific tasks in mind. The people who design chips then need to see the big picture.
“You have to have an idea if the chip, for example, controls the interpretation of things that the cameras see for autonomous driving. You have to have an idea of how many images that chip has to process or how many things are moving on those images,” Jockusch says. “You have to understand a lot about what will happen in the end.”
This complex way of building, delivering, and connecting products and systems is what Siemens describes as “chip to city”—the idea that