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Rivian thinks it will eventually be able to launch "autonomous mobility as a service" and "energy as a service. In Rivian's version of the future, all of these services will cost a pretty penny. Rivian defines LTR lifetime revenue potential of services as "the revenue we can generate from a vehicle throughout its lifetime if the owner s were to use and subscribe to all the additional services and accessory products that we offer.

Oh, and it also assumes that you'll only drive the vehicle for 10 years. Rivian is burning through money quickly and, until September , had no revenue to show for it.

Rivian finally began generating revenue with the launch of the R1T in September However, the company warns investors it "will continue to incur operating and net losses in the future while we grow. Rivian faces three significant risks: over-reliance on Amazon, the complexity of automotive supply chains and potential for stunted adoption of EV trucks and SUVs in the U. Rivian has a lot riding on its Amazon partnership, but Amazon has relatively little at stake and can reduce its exposure to Rivian if necessary.

Supply chains are a mess right now, and building an automotive supply chain from the ground up is already an extremely difficult task. These challenges could limit Rivian's output or result in increased production costs.

Finally, Rivian still has to prove that there's a market for EV trucks in the U. This will be particularly difficult for an unproven manufacturer. Rivian didn't disclose its entire ownership structure, so it isn't possible to know exactly how much investors own in the company. Future-proof your organization by revolutionizing your talent acquisition and training strategies. The pandemic has forced many business leaders to realize that the skills their organization will need in the future will not be the ones they've needed in the past.

The quick shift to working remotely exposed the gaps in the capabilities of many organizations and their people. It's also led to employees demanding more autonomy and wanting to engage in more strategic work. At the same time, more companies are automating day-to-day tasks, which provides their staff with more time to innovate and focus on growing the company.

With that in mind, organizations are now looking for people who have a mix of soft, technical and digital skills, according to PwC's Talent Trends report. Going forward, those soft skills——critical thinking, clear communication, empathy and more——will become increasingly important.

That problem will likely only increase as the definition of work, and the needs of employees, evolve in a post-pandemic environment. There are three main ways businesses can manage skills shortages: hire new talent, reskill current staff or upskill employees. Here's the breakdown of each approach. For companies, it's easier to close skills gaps through upskilling because employees are learning how to deftly use digital tools and are developing a better understanding of the business, its changing processes and the jobs that will be needed for the future.

Companies often hire new talent to acquire the skills they need, rather than training their current staff. It may seem like the natural solution, but there are potential issues with this approach. These days there simply aren't enough people in the market with the skills most organizations need.

Even if you can find talent with the experience you need for your business, those skills may not evolve as quickly as your company does. At that pace, even new hires will require training more frequently and within a shorter period of time. It can also cost companies thousands of dollars to hire a new employee, in addition to the time spent trying to find the right person.

Beyond that, there's an additional productivity gap between onboarding and integrating those new employees into your organization. It is important to take into consideration that an employee who's worked for your organization for years has an in-depth understanding of both your culture and your customers.

Their institutional knowledge makes them comfortable with your corporate structure, adept at using your company's tools, systems and the vocabulary that may be unique to your company. Training can deliver huge benefits to the organizations that do it well.

But while both are important, they mean different things. Reskilling involves teaching employees new skills so they can perform different jobs in the future. It often requires looking for people with "adjacent skills" that are close to the new capabilities your organization needs.

Reskilling provides a learning experience that enables a lateral move from one job to another. Upskilling goes further than reskilling by delivering continuous education that allows your people to advance their careers in more meaningful ways. It's more focused on helping staff think strategically, critically and holistically, across the entire organization, while teaching them how to use tools that can help automate day-to-day tasks. These automation efforts can free up time for employees to try new roles and focus on strategic objectives.

This allows your people to take an active role in driving innovation and transformation. You're also teaching employees how to learn, which makes your staff more resilient and much better prepared for an accelerated pace of change. When you consider whether you will need to upskill, reskill or hire, the answer may be "all of the above. Over that time, human labor is expected to be increasingly complemented by new technology, rather than replaced by it.

The number of jobs that require creativity, innovation and empathy will likely rise, as will the need for information technology skills.

No organization can make itself entirely future-proof, but by improving your talent acquisition process and creating a culture of ongoing learning, you can prepare your employees—and your business—for the workplace of tomorrow.

To do this, you need a platform that can help you quickly identify skill gaps and find upskilling and reskilling opportunities. The right solution can help you fill those gaps faster and more cost-effectively than hiring ever could. PwC has long believed in upskilling, which, for us, involves citizen-led innovation. We continue to upskill our entire global network by developing and sharing technologies to better support our clients. Our employees are increasing their digital acumen as work changes and applying their new skills right away.

To date, PwC staff have used their newfound skills to build over 6, automations , visualizations and bots. Our employees have downloaded these digital assets more than 5 million times and have automated more than 6. ProEdge is an option to consider since it addresses many of the challenges that CEOs are concerned about.

It's an end-to-end workforce planning and upskilling platform designed for digital business transformation and citizen-led innovation. It can accelerate the upskilling journey, close skill gaps from within and help organizations stay competitive by giving people the experience they need to innovate at scale.

This unique platform allows you to pinpoint critical skill gaps and effectively help close them with automatically generated personalized learning pathways. Leading curated content, coursework and hands-on learning empower your workforce to make an immediate impact through citizen-led innovation. Access to digital tools enables solution-building that scales across teams and quickly translates to the automation of an employee's day-to-day tasks.

This is how ProEdge helps your people to perform at their highest level: giving them the power to help transform your entire organization. New industry reports show a gaming business that's still big and growing, but not quite like it was in Looking ahead, these reports paint a picture of more tempered growth in more predictable fashion, but growth nonetheless. The growth of the video game industry over the past 18 months has in many ways reflected human behavior during the pandemic.

When everyone was locked inside, we turned to gaming to connect with friends, pass the time and spend discretionary income no longer reserved for nights out and vacations. The industry boomed as a result, and this past year we've seen the effects reflected in record gaming investments and consumer spending. But new reports out this week on the financial state of the industry point to a more complex picture emerging. As expected, last year's growth hasn't been replicable as consumers become reacquainted with leaving their homes, returning to the office and traveling more often.

Now, the industry has to chart a path toward a post-pandemic future that recognizes what worked during the pandemic, what won't keep working in the future and what's a more realistic expectation of gaming's new normal going forward. This reality check hasn't stopped investors, for now. Scores of companies that never dabbled in games before now want a piece of the fast-growing pie.

The frenzied state of investments and industry consolidation illustrates just how confident the industry is that its best years are still ahead. But in many of the areas that count most for the short term, the industry's growth is starting to lag, and it's going to take careful maneuvering for game developers to weather the slowdown after last year's high. Spending on video games in the U. Those issues are expected to persist well into next year. NPD says that while the number of Americans playing games this year has dropped from last year, it's still much higher than it was in and those that are playing games still are doing so far more on average.

And the growth continues, increasing to NPD makes an interesting observation in its report: One age group, the lapsed gamer aged 45 to 64, is helping contribute to new audience growth. And these gamers have continued to play more than other age groups," said NPD analyst Mat Piscatella. Mobile is another bright spot. While much of the global decline in game revenue this year can be attributed to contractions in the PC and console market, it's mobile holding the industry afloat with an estimated 4.

And mobile's ascendance will continue, with mobile gamers making up the largest chunk of new audiences now expected to grow to 3. The game industry is already among the largest and most powerful entertainment sectors in the world, and it's only going to keep growing as more people play games, buy gaming hardware, try mobile gaming for the first time and spend more money more often on free-to-play games. But it's clear now more than ever the industry has only its brightest days ahead.

By letting users build their own tools on Coda, and paying some of them, Coda's on its way to building a doc marketplace. She's a recent graduate of the University of Michigan, where she studied sociology and international studies. She served as editor in chief of The Michigan Daily, her school's independent newspaper. She's based in D. Coda, like many productivity software companies , wants to be the platform that workers use for everything.

But now Coda has set its sights on more than that. It wants to become a marketplace. To do that, it needs help from the people who use it. Specifically the ones who like to build stuff.

On Wednesday, Coda announced that its users can now build their own integrations and features into Coda. It calls these extensions "Packs," and they can be anything from a Google Calendar integration to a button that generates Yelp reviews.

It used to be that only people at Coda could build these extensions. Now, anyone can build Packs, Mehrotra told Protocol, as long as they have a "basic understanding of coding principles.

I can build. I have an insight,'" Mehrotra said. The first major step Coda took in this direction was the launch of a document gallery last April , allowing users to share fancy templates, ideas and advice.

Plenty of other software companies also have template galleries, including Notion and Asana. Templates make tools easier to use, giving newcomers some guidance on how best to build their documents. On Coda's gallery, users will be able to browse different Packs in addition to docs. Mehrotra said Coda's not ready to allow monetization of docs just yet, but is working on it.

Mehrotra was a longtime executive at YouTube, and in describing his goals for Coda, he drew comparisons between the two. Specifically, providing a space for anyone in the world with a computer to upload things they've made. He acknowledged, though, that it's not the perfect analogy. Coda's gallery fits in somewhere between the App Store and Medium, he said. Coda started as an "all-in-one document" company, a blank canvas where people could create and organize their lives.

But with this expansion of Packs, they're hoping to become more than that. They want people to visit Coda and browse its gallery for new docs or tools. Mehrotra expects that people will produce a range of Packs, with some creators building internal tools for their companies and others building them for general consumption.

To get a taste of what people want to make, Coda opened up the ability to build Packs to a few creators before the launch. One person made a way to calculate payroll directly from inside Coda.

The CEO says he's not expecting Pack and doc builders to accrue large followings on Coda from the get-go. Instead, Mehrotra thinks people will bring their fans from elsewhere. But Coda's not focused on recruiting star power; it's opening the doors to anyone with an idea. In the coming weeks and months, it'll go through applications for funding from the Maker Fund, hoping to help the makers who need it. Former Facebook staffers are spilling the tea over the company's public reaction to Frances Haugen's whistleblowing.

Issie Lapowsky issielapowsky is Protocol's chief correspondent, covering the intersection of technology, politics, and national affairs. On a Reddit forum for OnlyFans creators, other creators said they also were considering leaving the site despite the reversal. Fansly is an OnlyFans alternative that saw increased interest from OnlyFans creators after the company initially announced its porn ban.

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