Facebook's Sheryl Sandberg: 'Pay women well'

Facebook’s Sheryl Sandberg: ‘Pay women well’

Facebook’s Sheryl Sandberg: ‘Pay women well’

However, the chief operating officer of the company, in an interview for the records of the desert of BBC Radio 4, said that the first step is “start to pay women well.”

She chose Beyonce to feed the world (the girls) as the first song.
She said: “We are beginning to tell the girls not to carry a very young age and start telling the boys [to] drive at a very young age, it is a mistake ..”

“I think everyone has within them the ability to lead and we must let people choose those who are not based on gender, but for what they are and want to be.”
In an emotional interview, Sandberg also talked about her husband’s sudden death in 2015 and the effect on her two young children.
Sandberg has made headlines in 2013 with her book “Lean in” on empowering women in the workplace.
It became a worldwide sales success, but was criticized by some for being elitist and impractical for many women who are not in their prime position.
“We need a policy”

In the interview, he called for more to reduce the pay gap between men and women.

Sandberg admitted that he had problems with the doubt at Harvard and acknowledged that women more than men underestimate their own value, which prevents them from putting in or asking for a raise.
“We have to start paying women well and we need public and business policy to make this happen,” he said.

“Certainly, women who seek employment at the same rate as men, women who work in the office in the same proportion as men, should be part of the answer.”
‘I’m sad’

After the sudden death of her husband Dave Goldberg, Sandberg has described a “different” person now.

He found the floor of a gym with a head injury after suffering a heart attack while on weekends.

Sometimes in tears she said: “I’m sad I did not know anyone could cry because I asked my sister – she’s a doctor – and said that most of her body was .. water,” he joked.
Means legend. I felt as if I had entered a void, as if I could barely breathe – Sheryl Sandberg

She chooses one by U2 record as if she kept the other seven were deleted because Mr. Goldberg had loved the group, adding that her music was very important: her husband was the founder of the online music site Media presentation.

Another of her eight tracks was Queen You are my best friend tribute to your intimate group of friends that she helped accompany to overcome the experience.
The play was a “lifesaver”

Since his death, Sandberg said he had become more empathic and Facebook doubled the amount of time that Facebook employees can take off when a member of the immediate family dies after 20 days.

She said it was also important to support people and build their confidence if they wanted to go to work.

The Truth About beauty services at home in Mumbai Is About to Be Revealed

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Why glow up when we have plenty of parlors?

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2)No waiting time

3) choose your own stylist within verified reviews yourself. When was the last time you were told by the salon that the beautician at your service is just 2-month old has made 3 mistakes in past one month! They tell you all about their stylist from their specialty, work experience to customer’s feedback

4) last but not the least for the same quality of service are much better price compared to your nearest salons.

What about the product they are using?

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Can I trust the beauty professional coming to my house via glow up?

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Going global for green shoots


“There are certain environmen­tal factors that affect innovation and favour start-ups,” says Dave Feller, co-founder & CEO of the Redwood City-based Yummly. “Large com­panies have difficulty replicating these. Some of those are: being small, having technology-focused teams, efficiency and effectiveness of inter­nal communications and rapid decision-making.”
Multinational corporations, by their very nature, end up as large bureaucracies. The cor­porate culture is codified; risk-taking, innovation and entrepreneurship are in short supply. Yet there is a grow­ing realisation that in an innovative age, if you don’t join the crowd, you are dead. Companies in fast-moving consumer goods (FMCG) and allied sectors, where innovation needs to straddle several dimensions – prod­uct, packaging, distribution, market­ing – are trying to solve the problem by funding external start-ups.

Yummly, which describes itself as “the most powerful way to search 1 million-plus recipes”, was funded by Unilever Ventures, amongst others. “Unilever Ventures was started to give Unilever a window into the start-up world and find early-stage compa­nies that it could collaborate with, or young brands that it could help to grow and one day integrate into the Unilever portfolio,” says Christopher Sponiar, investment principal with Unilever Ventures, the venture cap­ital fund of the Anglo-Dutch MNC. “Yummly (and others like it) can offer speed and innovation which can be valuable learnings for larger companies,” says Feller.

Unilever is one of the early
a second fund of €90 million and Uni­lever Ventures recently started investing out of a third fund of €350 million. “All the money is from Unilever,” clarifies Sponiar. Success stories include Snog frozen yoghurt, which began life in Lon­don and now has outlets in Kuwait, Pakistan, Columbia and Dubai. “Uni­lever has licensed the brand to create a take-home product,” says Sponiar.

Feller explains what Unilever brought to the table: “Yummly has several other investors including Uni­lever Ventures. They provide guidance and resources.” What’s so innovative about a directory of recipes? Yummly is different from other food sites, says Feller, because of its ability to ‘under­stand’ a recipe. “We can look at a recipe and determine a lot of things about it: whether it’s applicable to


Feller: valuable learnings

specific diets or allergies, the nutri­tion, the price per serving, the taste… Because Yummly ‘understands’ reci­pes at such granular levels, it can also provide excellent recommendations (similar to a Netflix or Pandora).”

Some Unilever Ventures’ invest­ments have given handsome returns. Brainjuicer is a market research con­sultancy using psychology, behav­ioural economics and social sciences to create tools that better under­stand and predict human behaviour. Unilever Ventures invested in Brainjuicer in 2003. The company was listed on AIM in 2006. Unilever divested its stake through a series of share placements in 2010 and 2011, generating a 17x multiple on its investment.

Unilever is not the only big fish sniffing around the start-up pond. In Europe, in 2006, Nestle tied up with Inventages Venture Capital to set up a new fund styled W. Health. At the launch, Nestle explained that “this fund will invest in companies active in health, well-being and nutrition as an external complement to Nestle’s own internal R&D competencies”. Says Nestle spokesperson Meike Schmidt: “Nestle has invested in the W. Health fund, managed by Inventages, and not in the company itself. The invest­ment is ongoing and is showing positive results.”

Among the companies backed by Inventages are Xolution, which has
developed re-closable ends for bever­age cans; Accera, whose portfolio con­sists of novel therapeutic drugs and medical foods for neurodegenerative diseases such as Alzheimer’s, Parkin­son’s, and Age Associated Memory Impairment; and Phytomedics, which is developing innovative phar­maceutical and food products from traditional plant remedies.

Wolfgang Reichenberger, former global CFO, Nestle, is a general part­ner at Inventages. In an interview with PricewaterhouseCoopers’ Retail & Consumer World, he explained the difference: “As an independent venture capital fund, Inventages can make independent decisions and par­ticipate in the supervision of portfolio companies in a very different fashion from any large corporation… We are not averse to small and sometimes more risks investments than Nestle or any other large corporation. Next, we seek participation, whereas large corporations seek control. Finally, corporations integrate and normally realise synergies. We, however, side with our companies in the years of highest growth rates, and negotiate the modalities of an exit in a couple of years.”

Kartik Hosanagar, professor of Internet commerce at The Wharton School, says he prefers the Reichen­berger approach rather than compa­nies making direct investments in start-ups. “Within their sectors, these investors can be very strategic,” says he. “The biggest concern that entre­preneurs have about investors is whether they add value beyond pro­viding money. These strategic inves­tors know the market well, can make customer introductions, and help with all kinds of business development.

The flip side is that taking a lot of money from a strategic investor can at times limit exit options for entrepre­neurs. Competitors of your investor may hesitate to buy you because they are worried that your investor has already acquired a lot of proprietary information about the start-up. So, at times, taking money directly from a strategic partner, such as a large com­pany in the market, can backfire. For this reason, I like models wherein these MNCs do not invest directly but instead join as limited partners in an independent venture vehicle. That model has some of the benefits that a strategic investor can provide without many of the downsides.”