fortune--2020-01-18--How businesses can see big changes coming ahead of time

One of the best places to celebrate Lunar New Year is just outside Vancouver

Strategic inflection points—changes that alter the taken-for-granted assumptions underlying a business model—can feel sudden. In reality, however, they tend to build up slowly, gathering momentum until a transformative shift becomes clear. Andy Grove, who coined the term, said it referred to change that was 10 times more significant than a typical change encountered by a business.
When these shifts occur, companies tend to fall into three categories.
The first are those that have missed the inflection point entirely. These firms often shrink or disappear. The Internet-fueled retail apocalypse that is shuttering malls and bankrupting once-reliable stalwarts is an example. Executives at many brick-and-mortar companies refused to believe how many people would start buying online.
The second group comprises those that realize an inflection point is underway and place a huge, last-minute bet on catching the wave. This sometimes works; Adobe’s dramatic shift from selling shrink-wrapped software to software on a subscription-only basis is a stellar example. But this is the exception.
The BBC’s unfortunate effort to embrace the digital revolution with a big-bang £98.4 million failed project called the Digital Media Initiative is more representative. Though it was planned as if it was a business-as-usual IT project, it was actually a major business model overhaul. It eventually collapsed, a consequence of many unknowns coming out of the woodwork without an appropriate governance structure to deal with them.
The third set of companies are ones that have placed a number of small bets over time to position themselves to take advantage of shifts when they happen. These investments are in effect options companies can exercise once the new landscape is more clearly in view. For instance, Ecolab has evolved over decades from a company that created a better way to clean hotel carpets to one that is involved in multiple opportunities with clean water management, taking advantage of the inflection point of increased demand for environmental sustainability.
The difference between the second and third group is best explained through an analogy. If you are driving along and you see an obstacle way in advance, you can easily adjust your trajectory with a modest turn of the steering wheel. But if you come upon an obstacle suddenly, it requires a huge, sometimes risky, turn.
The challenge for senior leaders is: How do they prepare to see an inflection point coming—so they don’t need to make a last-second turn? And how do they bring the organization along into the post-inflection point world?
Let’s start with the problem of seeing an inflection point coming. Unless leaders have well-honed ways of challenging their assumptions, it is very easy to fall prey to blind spots.
A useful way for leaders to gain perspective on their assumptions is by using Clayton Christensen’s idea that companies are selling “jobs” to be done. He argues that rather than thinking of customers buying products and services, it is more helpful strategically to consider the outcomes customers want; in effect, they are “hiring” products and services to achieve those outcomes. What becomes clear when looking through this lens is that outcomes can be achieved in many ways and do not always conform to traditional industry boundaries.
Consider the milk business. Some jobs milk does include quenching thirst as a beverage, softening the bitter taste of coffee, and accompanying a bowl of cereal for breakfast. But each of those outcomes could be achieved in some other way. In fact, dairy milk consumption in the U.S. is steadily dropping (per the Economic Research Service) as people drink more bottled water, deploy plant-based alternatives such as coconut, almond, and oat “milk” at the coffee shop, and opt for on-the-go and high-protein alternatives to cereal. As a consequence, dairy producers are grappling with declining demand while oat milk makers have struggled to keep their products in stock.
To anticipate these sorts of shifts, leaders need to spend time at and learn from the edges of their organizations where changes are just beginning to bubble up. A great example of this was when then-CEO Hubert Joly gained inspiration for the turnaround of retailer Best Buy by spending two weeks working in its stores. As he told me, the experience offered him insight into employee frustrations, such as inventory systems that returned inaccurate information about which items were in stock and low levels of training that left them unable to adequately answer customer questions.
Having identified a coming shift, leaders can experiment with ways to help their company take advantage of it. As they make these small bets over time, they can increase their commitment and shift resources to those areas in which new models are changing the status quo.For example, the home advisor program Joly pioneered—to help customers figure out what technology they might need and how it should be installed in their homes—started out as a pilot program in 2016 and was rolled out nationwide the following year, according to the New York Times.
Joly also tried other things, including empowering employees to offer in-store prices that matched those of e-commerce firms, restoring popular employee discounts, and investing significantly in training for his teams to understand entirely new categories of technology such as smart security systems for homes and virtual reality headsets. These changes formed the backbone of his Renew Blue plan that returned Best Buy to relevance.
In another example, Nike made a series of cumulatively significant investments in its broader consumer offerings over time, eventually making direct-to-consumer sales the centerpiece of its strategy.Nike’s direct-to-consumer investments were designed to learn more about the changing market, giving the company the ability to follow on with larger investments.
This model has experimental elements that can be traced back for decades. In 1987, the company introduced the Nike Monitor, a clunky device that runners would strap to their waists that allowed them to receive information about their distance, speed, and heart rate. While the device had niche appeal, it failed to catch on more broadly and was discontinued in 1989.
The release of Apple’s iPod in 2001 was a turning point for Nike. By 2004, its engineers observed that most of the runners on the Nike campus were wearing iPods as they ran, according to a 2009 article in Wired. This prompted a collaboration between Apple and Nike that culminated in Nike+, a system that collected workout information from runners as they exercised. This eventually evolved into the NikePlus membership program, which as of 2018 had 140 million members, according to CNN.
This strategy allowed Nike to adjust to the changing market. But it’s not enough to just see an inflection point coming. You also need to be able to bring the organization with you. To accomplish that, leaders can get the rest of the organization on board by connecting organizational purpose to the changes necessary to work through an inflection point.
Consider Microsoft. CEO Satya Nadella in 2015 articulated an updated purpose: “To empower every person and every organization on the planet to achieve more.” This symbolized a shift from a product-centric strategy to a service-centric one, an environment where usage and loyalty, not transactional purchases, were indicators of future success. Nadella emphasized that going from a PC-based world to a cloud-based one was going to require different capabilities. This would include the orchestration of cross-platform approaches, formerly anathema to the company (former CEO Steve Ballmer once called Linux a “cancer,” according to The Register). Focusing on people allowed Nadella to initiate cultural change strategy for the company.
In a similar fashion, Arizona State University (ASU) president Michael Crow centered his innovation strategy on shifting from a faculty-centric to a student-centric culture, in an effort to address the shortcomings of higher education: exclusive admissions policies, poor student outcomes, and skyrocketing costs. As he explained in an interview with Educause, while one would think the faculty would fight such a change tooth and nail, Crow essentially put them in charge of redesigning the stultifying legacy departmental structures that characterize most universities. In his words, most of the faculty found the new designs liberating, and ASU’s commitment to becoming a more inclusive university inspiring.
While strategic inflection points are often regarded with a sense of impending doom, they are problematic only if leaders ignore them. If leaders make early, exploratory investments to understand inflection points as they begin to gather force, their organizations can find rich opportunities for growth.
Rita McGrath is a faculty member at Columbia Business School and author of Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen, which was published in 2019.
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fortune--2020-01-18--One of the best places to celebrate Lunar New Year is just outside Vancouver

How businesses can see big changes coming ahead of time

Passengers alighting at Vancouver International Airport land not in the city itself but in the bustling suburb of Richmond, British Columbia—a town filled with the best Chinese food outside (and, some argue, even within) China. Whether a quick bite of old-school pineapple bun (named for the look of the sweet, crunchy topping) at Lido or a multicourse, modern seafood banquet at Chef Tony, Richmond offers variety as wide as China itself, all expertly executed.
At a time when distinct Chinatowns are fading away into little more than memories and facades in North America’s biggest cities—including neighboring Vancouver—Richmond demonstrates a different model.
The town of 230,000 is approximately 65% Asian descent and 60% immigrant, and it serves as a dynamic, growing, and evolving weaving of contemporary Chinese culture and food into today’s Canada. Less than a half-hour from both the U.S. border and downtown Vancouver, Richmond serves as a destination for visitors looking to taste, shop, and play in a uniquely Chinese-Canadian fashion.
The Marina at Steveston Fisherman’s Wharf, in Richmond, British Columbia. Getty Images
Crowds pack Richmond’s night market on weekends throughout the summer, buying up the latest trendy foods, electronics, jewelry, and even socks. Outside the bazaar’s limited hours, shoppers can find high-end boutiques and dollar stores hawking art, tableware, clothing, and cosmetics at malls like Aberdeen Centre and Yaohan Centre.
And some of the best Japanese and Korean skin care shopping around happens in the aisles of the enormous T&T Supermarket. There you can also pick up live seafood, assorted groceries, and the latest packaged foods from around Asia, like self-heating hot pots. For a totally different shopping experience, visitors to adjacent Steveston walk out along the fisherman’s pier and shop for salmon, shrimp, and more, straight from the boats that ply the waters of British Columbia’s coast.
Thanks to the nearby airport, Richmond has plenty of places to stay, albeit mostly the typical airport-adjacent fare at varying price levels. But the best local flavor comes at the River Rock Casino—stationed across the street from the night market and within walking distance or a Skytrain stop from everything else in town. Most important, besides the obvious amenities (it is a casino, after all), there is a 70-foot indoor waterslide that will indubitably shoot any adult back to the thrills of childhood.
Guests arrive at the River Rock Casino Resort in Richmond, British Columbia. Getty Images
More fun for children—or the childlike—comes at the Richmond Olympic Oval. Built for the 2010 Winter Olympics, it now houses a massive recreation center with ice skating, rock climbing, batting cages, table tennis, and an interactive “Olympic Experience” featuring interactive challenges, virtual reality sports, and a small museum.
While visitors flock to the city year-round, Lunar New Year arrives in Richmond like it does nowhere else on the continent: as a full-fledged celebration, blanketing the town in red and gold, packing the restaurants with feasting families, and bringing lion and dragon dances into the malls. And for the approximately 400 Asian restaurants in town, this is their time to shine, serving multicourse feasts of noodles for longevity, whole fish for abundance, dumplings for wealth, and citrus fruit for good fortune. Reservations are needed pretty much anywhere in town for these feasts—and for really any dinner during holiday weekend.
The actual Lunar New Year date is January 25 this year, but there are many local activities running from mid-January onwards—and many of them are family-friendly and admission-free. Tourism Richmond
The Year of the Rat officially rings in on January 25, but that serves only as the grand finale to a week of festivities building up to and preparing for the final feasts and celebrations. Bodhi Meditation hosts a second marketplace the weekend before the big day, with a fair-like atmosphere, tea garden, games for kids, a photo studio with old-style clothing, and an oracle reading, along with performances and food stalls. That same weekend, the Flower and Cultural Couplets Bazaar opens at the International Buddhist Center, with “traditional blessing couplets, auspicious flowers, snacks, and foods.” (It also puts on an all-day event on January 24, culminating in a big celebration and countdown event.)
But the most colorful, boisterous, and open celebration happens at the most intriguing intersection of Chinese and Canadian cultures: the mall. Much of the open space at Aberdeen Centre converts into a flower and gift fair, spinning the mall into a chaos of red and gold and green and pink as shoppers stock up. On January 24, the mall stays open late, with a New Year bonanza starting with a live show, blessings, and then a countdown.
A performance in the courtyard outside of Aberdeen Centre. Tourism Richmond
The following day, along with various local dance troupes, one of the highlights of the event is the Golden Dragon and Lion Dance. The crowds follow the dancers inside as they “pick the green” or eat the heads of lettuce hung over each store, bringing luck to the shop for the year to come. Of course, anyone headed to Richmond is probably already pretty lucky—especially when it comes to getting to eat good food.
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fortune--2020-01-18--Driver complaints about Teslas accelerating on their own prompt federal review

The U.S. government’s auto safety agency is looking into allegations that all three of Tesla’s electric vehicle models can suddenly accelerate on their own.
Brian Sparks of Berkeley, California, petitioned the National Highway Traffic Safety Administration asking for an investigation. An agency document shows 127 owner complaints to the government that include 110 crashes and 52 injuries.
The agency said it will look into allegations that cover about 500,000 Tesla vehicles including Model 3, Model S and Model X vehicles from the 2013 through 2019 model years. The agency’s investigations office will evaluate the petition and decide if it should open a formal probe.
“I am concerned that these complaints reflect a systemic defect that has not been investigated by NHTSA,” Sparks wrote to James Owens, the acting NHTSA administrator. “I am also concerned that these potential defects represent risk to the safety of Tesla drivers, their passengers, and the public.”
Messages were left Friday seeking comment from Tesla.
NHTSA is already investigating three December crashes involving Tesla vehicles in which three people were killed. The agency’s special crash investigations unit sent teams to Gardena, California, and near Terre Haute, Indiana, to probe two fatal crashes. Another crash in Connecticut also is under investigation.
Frank Borris, a former head of safety defect investigations for NHTSA, said the number of complaints cited in the petition is unusual and warrants further investigation.
“The sheer number of complaints would certainly catch my eye,” said Borris, who now runs an auto safety consulting business.
Tesla owners communicate with other owners on Internet forums and social media, and that could influence the number of complaints, he said.
He said the timing of the petition is good, because the agency needs to do a “deeper dive” into Tesla safety.
Some of the unintended acceleration complaints, which have yet to be verified by NHTSA, allege that the cars’ electronics malfunctioned.
In his 69-page petition, Sparks analyzed the complaints to NHTSA and determined that many of the crashes happened while drivers were parking the Teslas. He compared Tesla’s unintended acceleration complaint rate to other vehicles and found Tesla’s to be much higher.
Many of the reports, Sparks wrote, show that Tesla has refused to share data with vehicle owners after an unintended acceleration incident. “It is clear that Tesla has the data and is aware of the problem,” Sparks wrote.
In one complaint, an owner in San Clemente, California, told NHTSA that in November of 2018, a Model X SUV accelerated on its own to full power during a U-Turn on a city street. The driver had a foot on the brake, but the SUV accelerated in a fraction of a second, according to the complaint. The driver alleged that something in Tesla’s system “triggered the sudden spontaneously full acceleration, resulting in this collision.”
The SUV hit a parked vehicle, the air bags inflated and the owner had a large abdominal bruise and several small chest bruises, according to the complaint. People who file complaints with NHTSA are not identified in the agency’s database.
The driver asked NHTSA to find out whether the Tesla complaints had common elements, including parking or making turns at low speeds.
In another crash, in May of 2013, the owner of a Model S sedan in Thousand Oaks, California, complained that while pulling into a parking spot, the car suddenly accelerated on its own.
The Model S went over a parking block and a curb and struck a cement light post. The air bags inflated, but no one was hurt, the complaint said.
Three weeks after the crash, the owner got a letter from Tesla saying that the accelerator was depressed to 48% just before the crash and 98% at the time of impact. The owner still believes the car accelerated by itself, the complaint stated.
Anyone can petition NHTSA to investigate an auto safety problem, and the agency said in a statement Friday that it encourages people to report concerns.
In the other Tesla crashes that NHTSA is investigating, authorities are trying to determine whether the cars were operating on Autopilot, a system designed to keep a car in its lane and a safe distance from other vehicles. Autopilot also can change lanes on its own.
Separately, the National Transportation Safety Board will hold a hearing Feb. 25 on a fatal crash in Mountain View, California, involving a Tesla that was operating on the company’s Autopilot driver assist system.
Tesla has said repeatedly that its Autopilot system is designed only to assist drivers, who must still pay attention and be ready to intervene at all times. The company contends that Teslas with Autopilot are safer than vehicles without it, but cautions that the system does not prevent all crashes.
NHTSA’s crash program has inspected 23 crashes involving vehicles that the agency believed were operating on some form of partially automated advanced driver assist system. Fourteen of these cases involved Tesla models. The team investigates more than 100 crashes per year.
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fortune--2020-01-18--How Ganni used tech-world tricks to grow from a cult fashion label to a global brand

Ganni held its first runway show nearly 10 years ago. It was a hot day on the grounds of a shabby Copenhagen hotel. “It was owned by a flamboyant businessman who had a tennis court in the backyard, so we had the show there,” recalls the brand’s cofounder Nicolaj Reffstrup. “I remember thinking, ‘Oh, my God, this is going to be so embarrassing.’”
As the story goes, people showed up and liked what they saw. That one moment led to a string of moments that have helped turn Ganni into a global fashion phenom, with the likes of Rihanna, Kendall Jenner, and Gigi Hadid wearing the brand and more than 39,000 organic #gannigirl posts on Instagram. In just shy of a decade, the little-known Danish label has opened its first three U.S. stores. New York and L.A. debuted nearly simultaneously in October, and Miami opened during the first week of December, during Art Basel. Over the past three years, the Copenhagen-based company has seen 50% growth in revenue year over year. The company is estimating more than 30% growth from 2018 to 2019, with projected sales of more than $88 million for 2019. It’s also on a secret mission to save the environment, launching an ambitious carbon-neutral capsule collection endorsed by the United Nations.
Breaking the stereotypes of Scandi fashion
The brand, run by husband and wife team Nicolaj and Ditte Reffstrup, initially started with cashmere only and is described by its owners as “design-led with an honest price point” (a sweater or dress may range from $200 to $500, while some items may be as low as $100 and others approach $1,000). It has evolved over time, leaning into its Danish roots by pairing feminine dresses with tennis shoes and moto jackets, and bright florals with animal prints and stripes; it also brings to the fashion industry a refreshing approach to doing business. Nicolaj had spent 10 years in tech and launched a chat-based startup (he quips that he was “was probably $3 billion short and 10 years too early.”) His wife, Ditte, meanwhile, was working as a fashion buyer and began to dream up her own take on Scandinavian fashion. A friend named Frans Truelsen owned a small gallery in Copenhagen and had started a tiny cashmere brand on the side. That was really how Ganni first began. It sparked something in the couple’s fantastically disparate, yet complementary backgrounds and in 2009 the couple took over the business. (Truelsen exited in 2013.) “I just couldn’t see myself reflected in the minimal-androgynous, or bohemian Scandi style that were the two stereotypes of Scandinavian fashion when we started,” says Ditte. “We’re something else—a Scandi 2.0, if you will. We have a heritage that has managed to democratize design without compromising quality or aesthetics.”
As for Nicolaj, he was interested in a fashion company, but with one condition: “I knew most Scandi brands didn’t make it out of the country. This needed to be an international brand.” Kayla Marci, a market analyst at Edited, notes that Ganni is now almost instantly recognizable among the global fashion set. She attributes that to the company’s seemingly effortless word-of-mouth momentum. “What differentiates the brand is their community-driven social strategy,” says Marci. “The brand’s popularity has grown organically via word of mouth and leveraging the #gannigirls. It has its own group of influencers without the brand needing to do any paid partnerships.”
The Danish brand is run by husband and wife team Nicolaj and Ditte Reffstrup. Courtesy of GANNI
While Nicolaj credits Ditte’s edgy yet whimsical aesthetic as the source of the brand’s resonance with customers, CEO Andrea Baldo is most taken with the way that message is coupled with Nicolaj’s tech background and the context it throws on day-to-day operation. “There is something in the way we operate that makes us faster than others,” says Baldo, who has been with Ganni just one year and whose fashion industry tenure spans brands such as Coccinelle, Diesel, Margiela, and Marni. “We operate in sprints and think digitally. When we start any conversation on any problem or idea, we always look to see if there is a digital patch or hack that can allow us to move faster. We are a fashion brand with a digital mindset. Technology and sustainability are in everything we do.”
Ganni’s beautifully appointed shops seem to have appeared out of nowhere in New York’s SoHo and Miami’s design district. But Nicolaj characterizes the company’s growth as controlled and organic. Investors include the Reffstrups’ friend Frans Truelsen, a gallery owner, and L Catterton, which bought a majority stake of the business in 2017. Consultant and fashion industry pro Julie Gilhart has unofficially worked with the brand off and on since the Reffstrups took the reigns. She’s a close friend of Nicolaj and is most taken by the Reffsttrup’s focus on building a global community beyond the brand. “To be a brand based in Copenhagen has a certain allure right now in fashion,” says Gilhart. “Part of this Copenhagen trend is due to the major influence of Ganni. Ditte and Nicolaj make an interesting duo, considering Ditte’s background in buying and retail and Nicolaj’s experience with tech entrepreneurship, paired with studies in philosophy. They keep a close eye on what is selling and then apply that knowledge to their design process. They were early adopters of social media, using Instagram and strategic micro-influencers as a way to reach a global customer outside of their Scandinavia community.”
Inside Ganni’s Miami store. Courtesy of GANNI
The 100-person team at Ganni is constantly taking the pulse on story line, but it’s data that drives decisions such as what markets make sense, what brands the company wants to share shelf space with, what materials make Ganni more sustainable or lessen their environmental footprint. Nicolaj says the Ganni process comes in the form of “scrum and sprint.”
For example, in meetings, every person gets exactly two minutes to talk about something he or she is working on. As issues are identified in these tiny elevator speeches, smaller groups of two or three break off from the meeting to brainstorm and work through the issue. “We make sure we listen to everyone,” says Ditte. “And the best idea wins. Not the right idea from the best person.” Nicolaj credits their ability to hire talent above all else, even if that means looking outside the fashion industry. “There is this principle you have no more than eight people reporting to a manager,” says Nicolaj. “At Google, they’d turn that around and say at least eight people must report to a manager. You can’t micromanage that many people. You’re forced to hire people so talented, they can work independently.”
Of course, there’s something to the confluence of Danish culture and tech roots. “Being in Copenhagen, being dry and direct, there is no overcommunication and a lot of respect for private time,” Baldo says, noting that as a rule no meeting lasts more than 55 minutes. “We move very fast from concept to markup to design to production.” Baldo often jokes about his Italian roots in comparison, sharing that in his first week of work, Nicolaj gifted him a timer. “That was his way of saying, ‘Okay, you have to get accustomed to this.’” It isn’t uncommon, says Baldo, to meet with Ditte about a new idea—say, using a more sustainable fabric—find consensus before the meeting is through, and see that the following day things are already in motion to execute in production.
Pieces from Ganni’s resort collection. Courtesy of Jakob Landvik
When it comes to so-called sustainable fashion, Ganni isn’t plastering its ambitious environmental goals on its website or Instagram feed. Instead, it seems a quiet, steady crusade for the brand. It shows up in small ways—the office mushroom farm, fertilized with leftover coffee grounds—but in bigger ways too. The brand has introduced Ganni Repeat, a rental service in Copenhagen. It enables customers to rent an unlimited number of pieces from past and present lines. They’ve also opened Ganni Postmodern, a concept shop in Copenhagen selling one-off samples and pieces from past seasons, and accept donations at their shops of clothing and materials customers no longer want or use in a program called Ganni Garment Take Back. Ganni will then recycle materials and use for new purposes.
The latest effort is Ganni Labs, a project supported by the United Nations, built to create an entirely carbon-neutral clothing capsule. “We see it as a test case to really learn as much as possible about the whole supply chain and find out how we can do things more responsibly,” says Baldo. “Our manifest is to work with some of the most commercial fabrics and styles in the collection, as these represent the bulk of our business, and see how we can improve our production on these, as well as trialing virtual reality showroom experiences: no samples and avatar dressing.” The idea, he says, is just as much about the process of making clothing as it is the end product. Ganni Labs aims to create as little environmental impact as possible in creating this capsule collection and use the process as a learning tool or “test collection” for how fashion may be produced in the future. Ganni also has committed to being completely carbon neutral by 2050.
A lofty goal, for sure. And a very long way from that first tennis court fashion show.
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fortune--2020-01-18--Apple locks down a $200 million A.I. investment, as the Trump administration demands keys to the iPh

Apple locks down a $200 million A.I. investment, as the Trump administration demands keys to the iPhone’s ‘backdoor’

While Apple was investing its cash hoard this week, the company was facing pressure from the Trump administration over its privacy policies.
Apple’s week kicked off with attorney general William Barr and President Donald Trump each calling on Apple to provide law enforcement agencies a “backdoor” to easily access encrypted data on iPhones. Apple denied the request.
Meanwhile, it was revealed this week that Apple has acquired Seattle-based artificial intelligence startup Xnor.ai. Industry experts believe Apple will use the startup’s technology to improve artificial intelligence features in future iPhone models.
Speaking of the iPhone’s future, Barclays analysts said this week that Apple has big plans for Face ID in its forthcoming devices. But in a nod to the company’s past, one of the best Apple archives ever created made its debut online this week.
For more on those headlines and others, read on for this week’s news Apple roundup:
Apple goes all-in on A.I.
Apple quietly acquired Xnor.ai this week for $200 million, GeekWire reports. Xnor.ai designed on-device artificial intelligence technology that allows devices to do their own computing on features like virtual assistants, image processing, and more. Apple’s currently uses cloud-based processing to interpret user queries and provide answers for Siri. With Xnor.ai’s help, some of that may be done on future iPhones, experts tell Fortune, reducing lag time between queries and answers. The technology could come to Apple hardware as early as 2021, they say.
Barr’s backdoor
Attorney general William Barr and President Donald Trump blasted Apple this week for not providing a “backdoor” for law enforcement to easily decrypt and access data on two iPhones owned by Mohammed Saeed Alshamrani, the shooter in the December 6 terrorist attack at a Navy base in Florida. Apple has said that backdoors create a dangerous precedent that harms user privacy. The company also said that it worked around the clock to provide assistance to federal officials investigating the attack, but Barr countered that Apple has failed to provide “substantive assistance.” Trump called on Apple to “step up to the plate.”
What can the FBI actually do?
Despite their complaints, law enforcement officials already have the ability to crack open iPhones and analyze user data. In fact, the FBI recently used a gray market hardware box called GrayKey to open an iPhone 11 Pro Max in connection with another investigation, according to Forbes. The report ignited questions over whether investigators tried using GrayKey on Alshamrani’s phones. It’s possible the Trump administration is using Alshamrani’s phones as tools to reignite the debate over iPhone encryption and Apple’s limitations on backdoors.
iPhone 12 comes into focus
Apple will release an improved Face ID in this year’s iPhone 12 lineup, Barclays analysts told investors in a research note this week. The analysts predict Apple will improve the TrueDepth 3D camera that powers FaceTime to reduce the amount of time it takes for the processor to analyze a face and allow access to the iPhone. The analysts also said Apple’s iPhone 12 lineup will also have 3D cameras on the back, allowing users to snap 3D photos from their phones. Apple did not comment on its plans for its forthcoming iPhones.
Apple Card behind the scenes
During an earnings call this week, Goldman Sachs talked about its relationship with Apple on the Apple Card credit card. Goldman CFO Stephen Scherr said Apple may “lay claim to the creation of the card,” but it’s the financial services company that ultimately makes the decisions on whether people are approved and how big of a credit limit they should have. Scherr’s comments followed questions from analysts who wondered how Goldman Sachs would handle delinquencies, collections, and other important matters, as the Apple Card’s popularity continues to grow.
Racking up a new Mac Pro
Apple is already selling its tower Mac Pro desktop, but this week, the company unveiled a rack-mounted Mac Pro version. Coming with the same high-powered features as the tower, the new Apple computer comes with rails so users can slide it into a server rack, rather than keep it on the ground or a desk. The rack-mountable Mac Pro starts at $6,499. A fully loaded version costs $54,000.
One more thing…
If you’re looking for something to do this weekend and want to explore Apple’s history, check out the new Unofficial Apple Archive. With rare video clips, photos, and more, the site provides a fascinating look at Apple’s history over the past 40 years. It’s a must-see.
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fortune--2020-01-18--Needing protection from hackers, Samsung’s smart TVs get an app that controls how viewer data is sha

Needing protection from hackers, Samsung’s smart TVs get an app that controls how viewer data is shared

Earlier this month at CES 2020, Samsung unveiled a new app for its smart TVs called Privacy Choices. The app will arm Samsung TV owners with the abilities to see how their television is tracking them and to turn that tracking off. With televisions among the most ubiquitous devices in homes, Samsung’s timing to announce this app is right—or maybe overdue some experts argue, as smart TVs are increasingly becoming a security and privacy concern. And some experts believe the trouble could get worse.
The new app is the latest in a string of acknowledgements that televisions are collecting information on viewers. There’s also mounting evidence that malicious hackers are targeting internet-connected televisions that have video cameras and microphones to spy and steal data.
Last month, the FBI warned consumers that internet-connected smart televisions are vulnerable to hacks ranging from the annoying to the downright creepy. “At the low end of the risk spectrum, (hackers) can change channels, play with the volume, and show your kids inappropriate videos,” the FBI said. “In a worst-case scenario, they can turn on your bedroom TV’s camera and microphone and silently cyberstalk you.”
It’s not often consumers think about the security implications of their televisions, as typical hacking stories center on smartphones, computers, networks, and websites. But consumers should be ready for more television hacks, says Rishi Kaul, a television and security expert at Ovum.
“As our televisions become home to increasingly sensitive information (e.g. financial info, health data, etc.), the devices become more attractive targets for hacking,” Kaul says.
Moreover, hackers have become emboldened by television manufacturers seeing security as an after-thought—if they think about it at all. “[TVs] have not been designed with security considerations in mind,” IHS Markit analyst Paul Gray says.
Ken Munro, a security expert at Pen Test Partners, says for years there’s been evidence that hackers are increasingly targeting televisions and finding new methods to attack TVs. And in large part, he blames the TV-makers themselves.
“Security research, over the last 5 years, has shone a light on poor behavior by TV manufacturers,” Munro says. He adds that TV manufacturers are only starting to come around to the idea of safeguarding against “audio listening and improved privacy controls.”
To date, there have been precious few ways for TV owners to protect themselves from hacks. Samsung sells televisions with McAfee Security for TV software built-in, which lets users to scan their TVs for malware—but it’s only available in a handful of models. Most other manufacturers don’t bundle anti-malware software with their televisions and fail to provide an easy method for getting a malware scanner on the device.
Instead, TV users need to be informed and actually take action, Munro says. From turning off cameras to adjusting network settings, the only way to come close to safeguarding a television is to spend time tweaking.
“I spent about 30 minutes working through the various settings on my latest Samsung TV, switching off functionality and deselecting various options,” Munro says of his own efforts to protect his television. But even after all that time, he acknowledges that his television still isn’t perfectly secure.
An eye on privacy
Although Samsung’s Privacy Choices app won’t necessarily harden security against hacks—because it doesn’t provide tools to stop hackers; it gives people control over how their data is shared—all three analysts believe it’s a step in the right direction.
“The company is hamstringing its own data collection capabilities in pursuit of stronger transparency and privacy controls,” Kaul says. It’ll remain unclear, however, what other kind of data Samsung might be able to collect until the Privacy Choices app is actually released and its final slate of user controls is made public.
Munro agrees that Samsung’s app is a welcome addition. But he notes that users still need to get the app on their televisions, review their settings, and turn off what they don’t like.
“I would really like to see data privacy options switched on by default, so the consumer has to make a conscious decision to share their data,” he says.
Looking ahead, analysts are concerned about the prospect of television security and privacy. While Samsung has taken some steps in addressing the problem, it has 31% market share of global television sales, according to IHS Markit. The rest of the market needs to follow Samsung’s lead to create a broader security net for consumers.
But whether the competition actually follows remains to be seen. Munro fears that TV makers have a “financial incentive” to limit privacy controls and increase their per-unit margins by selling consumer data. For its part, Samsung has said on several occasions that it doesn’t collect or sell user data from its televisions.
Ultimately, the only way to safeguard consumer privacy might be through lawmakers regulating the industry and requiring TV makers to think about privacy. The problem, however, is that such regulation has been slow going.
In 2018, Senators Edward J. Markey (D-MA.) and Richard Blumenthal (D-CT.) called on federal regulators to investigate smart TV privacy and protect American users. However, the request didn’t compel federal regulators to actually investigate, and given the FBI’s warning last month, little has changed.
That said, the U.S. Federal Trade Commission (FTC) has, at times, targeted TV makers for violating user privacy. In 2017, for instance, the FTC fined Vizio $2.2 million after discovering that the company’s smart TVs were collecting “as many as 100 billion data points each day from millions of TVs.” Vizio was then selling that information, which included what people were watching and when, to third-party advertisers. It was an important indicator to TV makers that the government stepped in, but little has happened since.
As Munro suggests, the onus is still on TV makers to use the tools at their disposal and protect user privacy. The question centers on whether they will. “It is perfectly possible to create a much more secure TV,” Munro says “if the manufacturer is so motivated.”
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fortune--2020-01-19--5G’s side streets will be empty without fiber’s interstate

Needing protection from hackers , Samsung ’ s smart TVs get an app that controls how viewer data is shared

When it comes to new technology, 5G has been touted as the latest and greatest. It is true that its possibilities are inspiring, from autonomous vehicles to next-generation machine-learning applications, artificial intelligence to Internet of Things (IoT). However, it’s rarely mentioned that 5G’s amazing applications—and ultimate success—are critically dependent on fiber optic networks.
5G enables the transmission of data between smartphones and cell towers (or large cells) at extremely high speeds—up to 100 times faster than 4G does. But the high frequencies employed by 5G have difficulty penetrating structures and can’t maintain their strength over distance. For example, concrete, brick, metal, wood and even people can impair the 5G signal. For this reason, 5G will need to rely on small cells in addition to large cells in order to fully distribute its signal to users—especially in crowded urban areas.
This is where fiber comes in. Data transmission between these small cells must often travel long distances, and fiber networks can carry that data at maximum speeds. Think of 5G as a side street, good for going short distances, and fiber as the interstate. In fact, the autobahn might be a better comparison.
Fiber is easier to scale than other networks; once a fiber pair is in place, the network can grow to exponentially higher speeds with simple equipment additions. It also is more secure, since fiber’s signal can only be intercepted if someone installs a physical device that taps into the cable.
For all these reasons, fiber must be deployed both broadly and deeply in the world’s emerging 5G networks, so this powerful new wireless technology can reach its full potential.
The partnership of fiber and 5G will have a great impact on emerging technologies. Take autonomous vehicles, for example. 5G will be essential for transmitting critical, real-time data to and from autonomous vehicles in motion, but it will not have the capacity to transfer the vast amounts of data these vehicles collect that needs to be analyzed and processed at major computing facilities. To solve this problem, CenturyLink and other technology companies are working closely with the automotive industry to establish super-high-speed, fiber-based, data-transmission stations that can distribute terabytes of information around the world. That data will thenbe analyzed to provide better software and database updates to self-driving cars via 5G.
Some of these fiber-5G applications are already in place, such as with intelligent automation in manufacturing. New generations of robots are fully connected for sharing data; lag time between machine communications has been virtually eliminated; and the use of smart, connected sensors has dramatically increased. Such improvements enable factory machines to work with unprecedented precision and make instantaneous decisions. But this wouldn’t be technically and economically feasible without fiber’s ability to move massive amounts of data to and from the applications controlling the robots on the factory floor.
To enhance the power of 5G combined with fiber, forward-looking companies are turning to edge computing. Fiber-based edge computing involves these companies—including retailers, financial service providers, health care service providers, and even 5G carriers—placing servers physically closer to the cell towers that deliver data to end users via 5G. Since the fiber carrying information between servers and cell towers is shorter, the transmission is faster. Companies that utilize 5G can find tremendous cost savings in deploying edge computing.
During the last century, telephone companies pioneered early networks by standing up poles and stringing phone wires across the nation. Today, the new pioneers are tech companies like CenturyLink who are standing up networks and stretching fiber across the globe—and in the process, making exciting technologies like 5G possible.
Jeff Storey is CEO of CenturyLink.
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fortune--2020-01-19--This peaceful Tokyo inn provides calm amid the hustle of the city

Ryokans—traditional Japanese inns—are countryside destinations for many travelers, often thanks to their proximity to natural hot springs. Hoshinoya, in the midst of Tokyo’s frenetic energy, aims to replicate this peaceful type of retreat—but with a luxurious new spin.
With the 2020 Summer Olympics about to descend on Tokyo, Hoshinoya provides an oasis of calm amid the chaos.
Urban retreat
CEO Yoshiharu Hoshino, who runs 37 hotels throughout the country, faced a new kind of challenge when planning this urban hotel. With his other properties, he pulled in elements from the resorts’ surroundings as a way to build guests’ appreciation for the environment. But Tokyo—a heavily visited destination—didn’t need this type of support. Instead, Hoshino took the opportunity to use Hoshinoya as a way to build awareness of Japanese culture and to introduce international guests to the ryokan experience.
Hoshinoya Tokyo, illuminated. Courtesy of Hoshino Resorts
Situated in the business district of Otemachi, the building is shrouded in a subtle metalwork pattern mimicking a design commonly seen on kimonos, called komon. Its intricacies are only perceptible up close, a fitting foretelling of the Hoshinoya experience. When guests first enter, they are immediately required to remove their shoes, which are stored away until the next outdoor excursion. The sensation is one of a homecoming, melting stress away as the body responds to the subtle texture of the tatami-covered floors.
Throughout the public spaces and in the 84 guest rooms, materials such as shoji sliding doors, bamboo, and wood all bring to mind a traditional ryokan. But its design is distinctly high-end and luxurious, and you could easily while away a couple of hours in the large soaking tub. Yukata (kimono-like robes) are provided for all guests, sartorially establishing a separation between city life and the ryokan.
Guests immediately remove their shoes upon arrival at Hoshinoya. Courtesy of Hoshino Resorts
Wellness retreat
Many urbanites escape to the countryside to regain a sense of peace and well-being, and this desire is a focal point for Hoshinoya. The crowning jewel of the property is the rooftop onsen. While most ryokans source the water from nearby hot springs, urban hotels don’t have easy access to this amenity. To achieve this, Hoshinoya drilled into a water source 4,921 feet belowground.
Sitting under the open sky on the 17th floor while immersed in hot water, the street sounds below somewhat muffled, it almost feels as if you’re floating above the city. Each floor has a common space called an ochanoma lounge, where guests are encouraged to relax with a cup of tea and one of the sweet or savory snacks available at any hour of the day. Numerous seating options invite lounging and relaxing.
The Otemachi Hot Spring and Spa occupy the 17th floor of the Hoshinoya Tokyo. The baths, which are supplied with curative waters, are located in rooms with open roofs, providing guests with a full view of the sky as they soak. Courtesy of Hoshino Resorts
It’s said communing with nature taps all the senses. While Tokyo’s urban grit isn’t the same as a forest floor, and the skyscrapers aren’t trees, Hoshinoya finds alternate ways to realign the senses with the Deep Breathing Regimen spa program. Over the course of two nights and three days, traditional spa therapies—such as massages—are interspersed with meditation and breathing exercises.
For those looking to truly unplug, the hotel offers a digital detox program in which cell phones and all electronic devices are stored away. To alleviate the panic that will inevitably set in, guests learn the art of swordsmanship—meant to create consciousness of movement—and participate in meditation sessions.
A slightly more luxurious way to decompress is through the Sake Stay Program, which runs through the end of February. Tasting lessons, meals cooked with sake, and even a sake bath foster new levels of appreciation for this rice-based drink.
Gagaku is a traditional Japanese theater art incorporating music and dance. Courtesy of Hoshino Resorts
Cultural retreat
Numerous in-house experiences aim to teach visitors about traditional Japanese culture. During the daily sake lounge (read: happy hour), guests can sample sakes from featured breweries while watching a grand kagura performance, a form of entertainment involving acrobatics, spinning teacups, and other feats of balance. Private tea ceremonies, during which guests are guided through the rituals, can be booked through the concierge.
The hotel also arranges several excursions around the city. Evening riverboat cruises, complete with dinner, take guests down the Nihonbashi and Sumida rivers, offering lesser-known views of the cityscape. Rickshaw tours highlight landmarks in historical neighborhoods throughout the city.
Intricately patterned dividers create privacy in the restaurant. Courtesy of Hoshino Resorts
Culinary retreat
Dining at Hoshinoya is meant to be a reverential experience. The subterranean dining room—open only to hotel guests—serves Nippon cuisine, a fusion of French technique and Japanese ingredients in a spare, elegant setting. Patterned dividers provide privacy for diners and serve as the only adornments in the room so guests can focus on the meal.
For a more casual bite, onigiri (rice balls) and miso soup are available in the ochanoma lounges. The restaurant also prepares a meticulous breakfast for in-room dining. The stacked compartments of bento boxes reveal delectable bites of fish, vegetables, rice, and other treats as each is laid out for a gratifying start to the day.
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fortune--2020-01-19--‘Macau has been the good boy:’ Amid protests, China launches a long-shot campaign for a Hong Kong al

‘Macau has been the good boy:’ Amid protests, China launches a long-shot campaign for a Hong Kong alternative

Retired NFL players Calvin Johnson and Rob Sims want to treat CTE and pain with marijuana—and help from Harvard

The modern, nondescript black building that houses the Handover Gifts Museum of Macau is understated compared to its neighbors. The nearby Sands Casino, for instance, is emblazoned in gold. But inside its vast space, dozens of tapestries and statues send a breathless message of how much the Chinese territory, now known as a gambling mecca, means to the imposing mainland.
Each item is a gift to the city from provinces around China in honor of Portugal handing Macau over to China in 1999. At that time, Beijing established a ‘One Country, Two Systems’ arrangement with Macau, which mimicked the relationship it had brokered with Hong Kong two years earlier. Guangdong, for instance, gave the city a jade ball sitting atop a crystal lotus, which is a described as a “blossoming flower sitting under a full moon” and is supposed to symbolize Macau’s strong work ethic and “bright future.” The gift, like many in the museum, stands exactly 1,999 millimeters tall, a nod to the year of the handover.
Twenty years on, Macau is getting a new set of gifts, this time from Xi Jinping. In December, the China’s president visited the 45-square-mile territory as his government introduced a slate of economic policies and investments to help Macau diversify its economy away from gambling and toward finance, an industry that built Hong Kong, 40 miles east of Macau, into an international metropolis. In fact, Hong Kong was an unspoken theme of Xi’s visit to Macau, as the congratulatory tone stood in stark contrast to Beijing’s disapproval of the anti-government protests in Hong Kong, which have raged for months now.
The Sands Casino in Macau, photographed here in 2011, is indicative of the kind of glitz the gambling hub is known for. Aaron Tam—AFP/Getty Images
“The timing was right to punish Hong Kong and reward Macau,” said Nagasaki University professor Geoffrey Gunn, author of Encountering Macau, a book on the territory’s history. “Macau has been the good boy, the good player for China. That’s why [Xi’s] shown up for the anniversary.”
Yet for all the pageantry, the idea that Macau might be able to one day develop a financial industry on par with Hong Kong’s seems farfetched to experts; in fact, the effort may only reinforce Hong Kong’s importance to Beijing.
Gaming the system
The Portuguese first came to Macau in 1557 to set up a colonial trading post largely to deal in silks and silver. Under Portugal’s rule, Macau developed its own systems of civil law, education, government, and its own ethnicity. (The Macanese minority, now only about 1% of the population, come from marriages between Portuguese and Chinese Christians.) And crucial to the city’s future, Macau started allowing gambling in the 1840s in an effort to stem the outflow of residents from the city to Hong Kong, which China ceded to Britain in 1842.
Still, Macau, remained a sleepy backwater for much of the 20th century and for a few years after it was handed over to China in 1999. It wasn’t until 2002, when Macau ended monopoly-rule over casinos and opened the sector to foreign operators like Las Vegas Sands and Wynn Resorts that the city began to take its modern-day shape.
“[Macau] lost the casino monopoly and they set up a system for global bidding of casino operators,” said Gunn. “The tone of the place completely changed from this sleepy, old way of doing things to a cosmopolitan, business-oriented kind of portal.”
China President Xi Jinping visited Macau on Dec. 18, 2019 to mark 20 years of China rule of the territory. Justin Chin—Bloomberg/Getty Images
But with the evolution came corruption, as China’s nouveau riche—riding China’s unprecedented economic growth—saw Macau as a place to gamble or launder away their newfound wealth, according to Gunn.
Macau’s annual gaming revenue reached a peak of $45 billion in 2013. But Xi’s 2012 corruption crackdown—aimed at reining in Chinese officials’ lavish spending—chilled casino floors and revenue fell to just under $30 billion in 2015. They’ve since thawed, earning roughly $37 billion last year. (By comparison, Las Vegas has consistently produced around $6 billion or $7 billion in revenue per year in the last decade.) There’s no doubt Macau’s economy runs on gambling, with over 80% of the city’s taxes coming from industry revenue. In fact, it’s helped Macau become one of the richest cities in the world, with per-capita GDP hitting $122,489 in 2018.
Stocking up
But such a single-cylinder economy makes the city vulnerable to shocks in the market, so Macau officials have long sought to diversify its economy, even if challenging the financial heft of Hong Kong remains a distant goal.
In his December speech, Xi said that China must “promote the diverse and sustainable economic development of Macao.” Alongside Xi’s boosterism, the Chinese government announced several measures aimed at developing the city’s financial sector and trade with the mainland. Most significant, however, were reports that Macau would soon open a yuan-denominated stock exchange, in part, as a contingency plan in case the protests in Hong Kong became untenable for Chinese businesses. Full plans for the stock exchange have yet to be released, but Macau’s Monetary Authority told Reuters in June it was engaged in early-stage discussions about the project.
In theory, Macau could develop a stock exchange similar to Hong Kong’s since the two share the ‘One Country, Two Systems’ framework that provides relative autonomy from Beijing. But that arrangement has played out quite differently in each territory based on their contrasting colonial histories, making Hong Kong’s financial success hard to replicate.
Britain was far more strict and judicious in setting up democratic institutions—independent of Beijing—in its onetime colony of Hong Kong than Portugal was in Macau, according to analysis by New York University law professor Jerome Cohen. Now, Hong Kong’s reputable common law system is critical to its status as a global financial center. “With its independent legal system and robust public institutions, Hong Kong’s attractiveness is also burnished by the fact it stands apart from mainland China,” said Tara Joseph, president of Hong Kong’s American Chamber of Commerce, in a statement last June. “It is that autonomy under One Country, Two Systems which underpins Hong Kong’s trading and commercial relations with other economies.”
China President Xi Jinping gave a speech in Macau on Dec. 20, 2019, as Beijing introduced measures aimed at diversifying the territory’s economy. Justin Chin—Bloomberg/Getty Images
Portugal, meanwhile, set Macau on a different path. It allowed Macau residents to easily attain full Portuguese citizenship, which prompted some Macau residents to leave for Europe. At the same time, Macau saw an influx of immigrants from Mainland China, meaning its current residents have close ties to China, and Beijing arguably sees more of itself in the territory. Hong Kong never saw that kind of turnover since the Brits did not provide an avenue to full British citizenship to residents there.
“Whatever happens in the financial sector [in Macau] is going to be dependent on Beijing and what Beijing wants,” said Professor Paul Spooner of the University of Macau. “Hong Kong’s organizational infrastructure [in financial markets] doesn’t exist in Macau, and that won’t be created overnight… That structure would rely only on Chinese resources and strategies,” he said. It would not rely on international infrastructure like in Hong Kong, which “works spectacularly,” Spooner said.
The challenge of duplicating Hong Kong’s success points to the critical role the city plays for Beijing, despite its on-going turmoil; its status as an independent financial hub remains unparalleled in China. Over half of Hong Kong’s stock exchange is made up of Chinese companies and more firms are eyeing it because Hong Kong provides access to foreign capital and foreign markets. Because the Hong Kong dollar is pegged to U.S. currency, the city is also a critical middleman between China and the rest of the world. And as the Wall Street Journal notes, even amid unrest in Hong Kong, banks in the city still report more in international assets than all of the banks in Mainland China, combined.
In a dimly-lit, back corner of the Handover Gifts Museum, a large wool tapestry depicts Hong Kong’s skyline, a gift from Macau’s neighbor. Below the display, an inscription says that the Hong Kong government hopes the two cities will “develop hand in hand” under ‘One Country, Two Systems.’ But as Beijing looks to remodel Macau in Hong Kong’s image, it’s clear the two territories diverged a long time ago.
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fortune--2020-01-19--‘1917’ takes top prize at Producers Guild Awards

If the Producers Guild Awards are a true predictor of the Oscars’ best film category, then the World War I film “1917” is poised to come away with the top honor in a few weeks.
The Sam Mendes film won the award for theatrical motion picture at the untelevised ceremony Saturday night at the Hollywood Palladium in Los Angeles. Many in the crowd seemed stunned after Reese Witherspoon announced the winner of the Darryl F. Zanuck Award, which has gone on to win the best picture Oscar 21 out of 30 times — including the past two years, with “Green Book” and “The Shape of Water.”
“This film was inspired by my grandfather, Alfred Mendes, and my hope was to honor his experience,” said Mendes, who co-produced and directed the project. He also said it was his first time attending the awards, and thanked the guild for recognizing his film.
“This was best experience of my professional life,” he added.
Released late last month, “1917” has made a splash during awards season, including another surprise victory in the best drama picture category at the Golden Globes.
At the PGA awards, the war film bested other contenders like “Ford v Ferrari,” “The Irishman,” “Jojo Rabbit,” “Joker,” “Knives Out,” “Little Women,” “Marriage Story,” “Parasite” and “Once Upon a Time in … Hollywood.” “1917″ has now built strong momentum heading into the Academy Awards on Feb. 9.
In other categories, “Toy Story 4” took home the animation award, “Fleabag” won the episodic comedy television award and “Chernobyl” collected best limited series.
“Producing a movie takes a village,” said “Toy Story 4″ co-producer Mark Nielsen, while fellow producer Jonas Rivera stood beside him.
Multiple special honors were given out throughout the evening for production work including to Octavia Spencer, Netflix’s chief content officer Ted Sarandos, “Friends” co-creator Martha Kauffman, the film “Bombshell,” and Plan B Entertainment’s Brad Pitt, Dede Gardner and Jeremy Kleiner.
“When I started off as an actor, I wondered about producers, ‘What the (expletive) do they do?’” Pitt jokingly said after accepting the David O. Selznick Achievement Award in Theatrical Motion Pictures. Plan B has been behind “Moonlight” and “12 Years a Slave.”
“I’m now painfully aware of what you do,” he said. “I commend you all. Our job as producers are protectors, stewards. … Stewards of the story and protectors of the storytellers. And I find that to be an awesome responsibility.”
Spencer received the Visionary Award, struggling to deliver her acceptance speech through tears. The actress who starred in “The Help” and “Hidden Figures” said acting was her backup plan to being a producer, which was “the dream” for her.
“As an actor, I learned that my job was to find the truth in every scene and bring humanity to the characters I portray,” said Spencer, who runs the production company Orit Entertainment with Brian Clisham. Their company has produced the Apple TV Plus drama series “Truth Be Told,” and Spencer is starring in and producing an upcoming Netflix limited series about Madam C.J. Walker.
“Now as a producer, I understand that Brian and I must maintain that insight with the movie and television series we develop,” she continued. “We look forward to adding fresh perspectives from diverse storytellers who enlighten, uplift and most importantly entertain.”
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fortune--2020-01-19--How to watch NFL playoff games live online for free—without cable

There are three games left in this NFL season. And given the excitement of the playoff season so far this year, you don’t want to miss a minute of any of them.
Two—the final playoff games—take place this weekend, as the conference championships are decided. Last week, the Green Bay Packers and the Tennessee Titans surprised everyone with impressive underdog wins. But how will they fare against the Chiefs and the 49ers?
Both games are on Sunday this week, but if you’ve got errands to run that you just can’t put off, there are plenty of alternative ways to view. Here’s a look at who’s playing this week—and several different ways to watch the games.
Which NFL teams are playing this week? And what channels are airing the games?
It’s winner take all as the league’s four remaining teams battle for a spot in Super Bowl LIV. And this week, to accommodate West Coast viewers, the games start a bit later than usual (giving you East Coasters extra time to complete your chores).
Here’s a look who’s playing this week. (The home team is listed second.)
Saturday, January 19
Tennessee Titans vs. Kansas City Chiefs, 3:05 p.m. ET on CBS
Green Bay Packers vs. San Francisco 49ers, 6:40 p.m. ET on Fox
How can I watch my local NFL team for free—even if I am out of market?
Playoffs aren’t blacked out in any market, so you shouldn’t have to worry about finding the game, even if your home team is playing. Regardless, the best way to watch any NFL game for free on a big screen is with a good HD antenna. Local and regional games are broadcast by CBS, NBC and Fox—meaning you’ve got a good chance of capturing the game over the air, which costs nothing beyond the equipment prices. Be sure to test the antenna in multiple locations in your home to find the most reliable signal.
How can I stream NFL games live online if I don’t have a cable subscription?
There are loads of online options to watch NFL games, some completely free and others with free trial periods. If you’re not near a TV, you can log into Fox.com to watch the game or use the Fox Now app. CBS offers its All Access streaming service, which has a one week free trial, followed by a $6 monthly charge. Another option? Yahoo Sports and the NFL have teamed to stream live NFL games on mobile devices this year. Just download the Yahoo Sports app or Yahoo Fantasy Football mobile app and watch all local and primetime games on phones and tablets. Prefer another method? Here are a few that work just as well.
Locast.org
This free service lets you watch local broadcast channels with no monthly fees or contracts. The hiccup is: It only services part of the country.
Hulu with Live TV
You can try the service free for a week. Once that’s up, you’ll pay $45 per month.
YouTube TV
After a seven day trial, you can expect monthly charges of $50.
Sling TV
Dish Network’s Sling is one of the OG cord cutter options. It has an extensive selection of ESPN options in its lower tiered “Orange” plan. That will run you $30 per month, but you won’t get Fox Sports in that bundle. (For that, you’ll also need to subscribe to Sling’s “Blue” plan, which bumps the cost to $45-per-month.) You’ll have a 7-day free trial first.
AT&T TVNow
Formerly known as DirecTV Now, AT&T’s streaming service will run you $65 per month and up after a 7-day free trial.
Disney+
Disney’s bundle of Disney+, Hulu and ESPN+ can be enjoyed for free for seven days, after which you’ll pay $12.99 per month for all three combined
Fubo TV
This sports-focused cord cutting service carries CBS in most markets. There’s a seven-day free trial, followed by monthly charges of $55.
Can I watch NFL games on Amazon?
Not anymore, for this season at least. Amazon struck a deal with NBC to air select Thursday night games this season, but the last one was broadcast on the retail giant’s streaming service on Dec. 12. There are, at this time, no plans to jointly air any playoff games.
Does the NFL offer any viewing packages to watch the games I want?
Kind of.
NFL App
The NFL App will let you stream games that are being broadcast locally in your market on Sundays. If you want to watch an ‘out of market’ game, you’ve got two choices.
There are couple hitches with this service. You can’t use it to watch live games, but you can watch anything once its main broadcast ends. There’s a seven day free trial, after which you’re looking at a $100 charge per season.
DirecTV customers have access to it, but if you’re not a subscriber and live in an area where it’s not available, you can watch any NFL game live, online or on TV for $73.49 per month or $293.36 for the entire season.
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fortune--2020-01-19--Retired NFL players Calvin Johnson and Rob Sims want to treat CTE and pain with marijuana—and help f

Retired NFL players Calvin Johnson and Rob Sims want to treat CTE and pain with marijuana—and help from Harvard

‘ Macau has been the good boy : ’ Amid protests , China launches a long-shot campaign for a Hong @ @

If anyone knows pain, it’s football players. Between them retired Detroit Lions Calvin Johnson and Rob Sims have suffered: concussions, torn muscles, and, in Johnson’s case, a finger that’s permanently grinding “bone on bone”—that will hurt for the remainder of their lives. Now, the former teammates have united for a new venture in the cannabis industry called Primative to sell recreational and medicinal products in Michigan, with some production and research help coming from a partnership with Harvard Medical School.
“I just always thought there was an alternative to the opioids and pills, something that came from a more simpler, primitive time,” Sims tells Fortune. “That’s where the name came about.”
The business itself came from the duo’s work in Michigan real estate. Since retiring five years ago after nine seasons as an offensive lineman for the Seahawks and Lions, Sims invested in a title company and residential properties, with Johnson joining him later. As they grew their portfolio and Michigan moved towards its eventual 2018 legalization of recreational marijuana use, they saw opportunities to invest in the cannabis market, first from a real estate perspective then as their own growers and retailers. After overcoming some hurdles in the licensing process, they were officially allowed to proceed with the Detroit-based business in early 2019, with dispensaries in Lansing and Niles coming in 2020. As Sims says, “Every single facet of this business is going to be a little difficult because you’re building a new industry. It’s been a labor of love, but we’re here now.”
To hear them talk about it, Johnson and Sims aren’t just investors in a booming industry, they’re true believers in the health benefits of cannabis. After Johnson retired unexpectedly at 30 years old in 2016, when he was arguably the NFL’s best wide receiver, he blamed injuries and made headlines in 2019 when he revealed that he smoked marijuana after every game to deal with his pain rather than rely on powerful, readily available painkillers.
“In the locker room, it was easy to get this stuff when we first got into the league. Halfway through my career, they kind of shut that down because of the oncoming epidemic,” he says. “I saw, from a young age, family or close friends that used some kind of opioid, whether it’s for pain or whatnot. You become addicted to these things and you’re spending all kinds of money to get it. You just don’t see the same kind of issue from cannabis.”
Sims saw the same problems, particularly after he tore his pectoral muscle in 2008. “I remember getting out of surgery and them handing me a prescription for I can’t remember how many Vicodin. It was a generous amount,” he says. “I just thought that there’s gotta be a better solution to me having this temptation of having these opioids, being able to take them whenever I want and get more when I need them—I can get this alternative medicine it doesn’t hurt me, kill me, or make me addicted to it. People with pain need to be able to medicate differently with something that’s safe and natural.” (Per the NFL, marijuana and all its synthetic types are considered drugs of abuse and prohibited, whereas opioids are banned if used illegally, but permissible if they’re prescribed.)
Now, Johnson says “I might enjoy some flower every now and again,” but mostly he uses a CBD cream for his pain management. Sims opts for CBD tinctures for his aches and as a sleep aid, while his wife uses various cannabis products to help with her Crohn’s symptoms. His late father and father-in-law, both former NFL players, also benefitted from cannabis, and Sims said knowing that it’s worked for all of them is the motivating factor behind their business.
Primative’s efforts to become a major player in the medical marijuana sector got a huge boost in August 2019 when they announced a partnership with Harvard University’s Phytomedicines and Medical Cannabis Institute to study the plant’s health benefits. One area of the study will be its effects in treating chronic traumatic encephalopathy, better known as CTE, the brain disease caused by concussions and other head injuries that’s become a major health issue among former football players.
“We just started formulating the new study,” says Sims. “In people that deal with pain or CTE or other neurocognitive diseases, we know that cannabis in some way helps, but taking it a step farther, we want to know why it helps. From a research perspective, we haven’t gotten to a point where we can make claims about what we can do with cannabis or CBD. We can make claims from personal experiences. I know a ton of the older players, including my father and father in law, that have some of these have some of these issues and we’ve seen what a CBD regimen can do for them. That’s the importance of the study.”
The study also benefits Primative in two ways. First, Harvard is providing quality assurance on the company’s marijuana, which is a huge boon to a fledgling operation with one in-house cultivator. Secondly, if the University develops any new medications using Primative’s plants, Johnson and Sims will own the patent on them.
“Whenever the time comes that we want to go the route of coming up with that FDA drug or nutraceutical, we can take that to trial and come up with a legitimate product that can go to market,” Johnson says. Adds Sims, “Personally, we’re in it for the long haul to find treatments and cures. We try not to focus necessarily on the money, although that’s a big, big part of the business. Really, for us, it’s forming these collaborations to help us really broaden the opportunities that we’ve been awarded.”
To that end, they’re also helping Harvard organize a “player’s care” event to educate other athletes about cannabis, the business world, and what the university is doing. As ambassadors for Harvard, they’ve traveled to Jamaica to meet with officials there about the country’s marijuana industry. They also plan to use Primative and their celebrity status to help people who’ve previously been shut out of the industry and penalized for growing or possessing marijuana.
“We want to be able to help the guy that’s been cultivating these plants for the past 10 years here in Michigan and doesn’t feel like he has a place here in the new industry. We want to figure out a way to make sure he has that opportunity,” says Sims. “You’re hearing the same things when you go to Jamaica and California. Social equity is definitely something, especially being men of color, that we look forward to being able to explore.”
For now, they’re focused on improving the product they grow in their 12,000 sq ft facility, which can mimic the conditions of any altitude or climate for optimal plant growth. They control the entire process, start to finish, and aren’t capitalizing on their fame with gimmicky products like strains branded with Johnson’s nickname, Megatron. At least not yet.
“Most of the time the guys are just slapping their name on some labeling,” Johnson says. “But there is a way to come up with our own formulations, grafting. It’s taking two strains that you really like and combining them. When we get our building dialed in where we want it, that will happen.”
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fortune--2020-01-19--49ers’ Richard Sherman on tech investing, fatherhood, and yes, football

Richard Sherman’s star is high—and rising. In the last few weeks, the San Francisco 49ers cornerback was invited to the Pro Bowl (it will be his fifth time playing in the all-star game) and bestowed with the title of “best cornerback of the decade” by Pro Football Focus, the authority on evaluating players for the National Football League. He’s also taken a leadership position among players—Sherman is a vice president with the National Football League Players Association, the union that represents professional athletes in the sport, and it’s possible he’ll take on an even bigger role there in the coming months. Oh yeah, and if the 49ers beat the Green Bay Packers this coming Sunday, they’ll be going to the Super Bowl for the first time since 2012, with Sherman’s help.
But the NFL star is making a name for himself in other arenas too: venture capital. Over the last few years, Sherman has put money in Vicis, a startup that makes helmets aimed at reducing the impact of head injuries, and Oxeia Biopharmaceuticals, a drug company that’s experimenting with a drug that mitigates the effects of concussions right after they happen.
Now, he’s expanding his profile and portfolio in the investing world even more. Sherman recently joined Decibel, a new VC firm backed by tech giant Cisco, as an investor and advisor. The fund, led by former NEA partner Jon Sakoda, aims to raise $500 million, according to an SEC filing from last year. (Sakoda won’t comment on the fund size due to “regulatory restrictions.”) While Decibel doesn’t necessarily focus on companies that promote athlete safety and health, Sherman hopes his involvement with the venture capital industry will ultimately encourage more players to pursue life after football—while they’re still in the game.
To hear more about his approach to investing, the pros and cons of social media, and why NFL players haven’t dabbled in venture capital as much as their NBA counterparts, Fortune caught up with both Sherman and Sakoda at Levi’s Stadium, the home of the 49ers.
This conversation has been edited and condensed for clarity.
How did you guys meet?
Jon Sakoda: It was in 2014 and early 2015 that Derek Jeter and Kobe Bryant, Richard, and a handful of other athletes got together and identified that there was a pretty big difference in the way that digital media was interfacing with athletes versus traditional media. It was a lot less about trying to get to know them, and a lot more about basically just trying to come up with the stories that could get the quick engagement they wanted. So the initial way in which we met was around the founding of The Players’ Tribune. [NEA, Sakoda’s former firm, was an investor in the new media company, which publishes articles that show players’ perspectives.]
Richard Sherman: Yeah, I think that players’ relationship with media had changed, and there wasn’t a lot of trust, and players felt like there was sensationalism going on, and headline grabbing. You could have an in-depth interview about how I’m working my charity, and a small portion of that about some conflict I had on the field, and the whole article will be about the conflict we had on the field, which ruins the story about all the hard work and all the great things that I’m doing. And it always seemed like there was a negative tone and negative connotation behind it. So The Players’ Tribune kind of stripped off that layer and exposed the genuine truth, whatever the player’s truth is. If the player is talking about a tragedy that he dealt with growing up, then the story is about that tragedy. It’s not going to grab people’s attention with some crazy headline and steal the real substance of the story.
Sakoda: I think it’s important to talk a little bit about Richard’s emergence as a player at the same time as social media was becoming this phenomenon. He became a professional athlete right at the time when Twitter and Facebook and everything was blowing up. In some ways, he became famous because of incidents that were taken out of context, or things that went viral. [One example: Sherman’s reported “beef” with Patriots quarterback Tom Brady has made for plenty of online fodder]. But then I think he realized he had an audience and a following, and turned that and used it for good.
So Richard, would you say that social media has done more positive than negative from the players’ perspective? Or more negative than positive?
Sherman: Every situation is unique. In my situation, it’s done way more good than not. You deal with the negative, you deal with the bad—the bullying and the trolling. But then I’m able to reach a kid who’s really going through depression, who’s really been sad, and just really needs some words of encouragement. And I can give those to him directly without actually knowing him, without knowing anything else about him. Social media gives you the ability to do that.
Sakoda: In general the most positive thing that social media has brought to the world is it’s given people that didn’t have a voice a voice, right? I think in general, it’s been better for the sport because the players have not really had a voice, especially in comparison to other sports, for example, like basketball, where I think the players have more of a voice in the game. In the NFL they haven’t had as much of a voice.
Why is that?
Sherman: We have helmets on. In the NBA, you see faces. You know what I mean? You eventually see some faces in the NFL, but you don’t see them well enough to really recognize them. You know who Tom Brady is, you know who the quarterbacks are. You know a few defensive backs. But in the NBA, it’s so much easier because it’s plastered in your mind. Like the whole game, you see faces, faces, faces. In our game, you see helmets and it’s hard for people to get the helmet off. And the league makes sure of that, you know what I mean? That’s why they push certain players, but it’s mostly quarterbacks. But they don’t push players’ faces out there as often as any other sport because they don’t want the players to ever get bigger than the game.
The NBA’s okay with it because they know the players fuel the game. But in the NFL, they want it to be logos. They want it to be a shield. They want players to be interchangeable because then you lose power. There’s never community around an individual player like there is in the NBA. In the NFL, the fan worship is the logo.
Sakoda: That’s part of the structure. But I think that there’s a view in the next generation of this game that the players should be bigger partners, and that’s something that you feel passionate about. It’s much more similar to how start-ups in Silicon Valley and this whole ecosystem works, right? Everyone participates in the success and I think that’s a big part of what Richard is trying to push—for players to be better partners in the game.
It’s not a new story to see athletes investing in tech, especially here in the Bay Area. But why is it that we’ve seen more of it from NBA players, like some of the Warriors players, and not so much from the NFL side?
Sherman: There are definitely more players getting involved [in tech investing]. It’s just not as prevalent in our game as it is in the NBA mostly because of their [the NBA players’] guaranteed contracts. They can invest bigger amounts of money into things than we can. They get a $150 million deal, and you can be an average player in the NBA to get that. You probably have to be the best player to ever play in our game to get $150 million. And so the dynamic with that is just totally different. Their long-term security is much better, and the way their seasons are set up is different. We’re light years ahead of where we’ve been. But I think we’re still behind the NBA in that way.
Sakoda: This is interesting, and another way that we got together. In the summer, in the off-season, Richard brought me in to talk at an elite camp for defensive backs. They came together to study footage from games and see which wide receivers they’re matching up against and how to best prepare for that. They were doing drills together, but he invited me to come in and talk about how to work in the technology and finance industry while in the game—in preparation for after the game.
How was it received? [No pun intended.]
Sherman: A lot of the guys are excited to be a part of it because they haven’t been exposed to it. You know, the stigma of the dumb jock football player is still strong in this day and age. So for us to even bring those guys in the room and have Jon and his team and the investors that came in to speak, they were just impressed that they were allowed to be a part of it. A lot of times, these guys are aren’t presented with the investment opportunities that the NBA guys are because of the stigma.
When it comes to your own investing, is there an overall strategy?
Sherman: I have a strategy to it, but it’s all about interest. I’m interested obviously in technology and player safety. I sit on the board of Vicis, a helmet company that’s revolutionized the industry. And I invested in Oxeia—they’re still going through clinical trials, but it’s going to be a pill that guys can take within 24 hours of getting a concussion that will mitigate the effects of the concussion. I’m interested in making this game safer for my kids. And my kids’ kids.
What do you see as the responsibility of the league versus the role of innovators in finding solutions for the health risks in football?
Sherman: I think it has to be on the league. The world always comes up with solutions for problems as the problems present themselves. But I think it’s on the league to find those people, to find those solutions. It’s still a violent game, regardless. There’s only so much you can do to mitigate and limit the impact of it because the human body is doing things the human body wasn’t designed to do. You run at full speed and guys are running into each other. That’s not how we were designed.
I’m sure you get this question a lot, but given all of the health risks that come playing football, do you want your kids to play? [Sherman has two young children.]
Sherman: I let my kids play. I think the lessons that I got from football, especially at an early age, and the friendships and camaraderie and the accountability and the discipline, there are so many lessons that I don’t know how to teach or learn otherwise; that I got from just, “Hey, man, this kid’s bigger than you and stronger than you. So I’ve got to be more courageous.
You’ve taken a stand on player health and player rights. Was there a certain point when you realized that you wanted to take more of a leadership position here?
Sherman: Yes, when I was really young. In my second year playing I was named an All Pro, which is pretty much one of the best players in our league, and I knew that if I ever was in a position of power, I would want to help more people. And that’s just how I am in general. When I was young, I always wanted to help people who were homeless. But I didn’t have any money, so I’d bring food. I’d bring blankets, or I’d do whatever I could to help with what I had.
Sakoda: I think Richard shares a lot of traits with a lot of entrepreneurs that I work with. He also shares a lot of traits with the leaders of companies who are trying to bring about change. If you think about it, the world is actually filled with people who are just trying to move the world forward as opposed to holding onto what the world has been.
So in this advisory role with Decibel, what do you think you’re contributing to the startups? What’s the change you’re helping with?
Sherman: I think my most powerful asset is being able to bring people together and allow people to be more successful as a unit, because I think people forget that it’s the sum of the parts that makes most things great. People think, man, a car is only great as its engine. But a great engine in a chunk of metal really doesn’t do anything without wheels or steering wheel, a radiator, etc.
Sakoda: Just to make this come to life, we had an investment in a very young company called Blameless. They help engineering teams basically learn from their mistakes. And obviously engineers think of this as a very technical problem. But when they met Richard, they started talking about the concept of “blameless postmortems” in sports, too. The reality is that just because the play didn’t work out, doesn’t mean that we should blame the person that was on TV for that moment.
You’ve been forward-thinking about life after football. How much of what you’re doing with Decibel and tech investing figures into what you think the next chapter of your life will be about?
Sherman: Oh, a lot of that goes into it. But I think me being a father is the biggest thing I do. That’s my biggest goal. What I want to be known for best is, man, he was a heck of a dad. He was a good football player, he was a cool entrepreneur, he’s a good philanthropist, but man, him as a dad? And I think if I keep that in perspective and keep striving to do that, everything else will fall into place. I’ll set the example that I want to set. I’ll accomplish the goals that I want to accomplish. But those kiddos, that’s what it is about for me.
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