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A.I. Could Replace CEOs--and They Know It - Inc.com   

Artificial intelligence is transforming roles, from the entry level to the C-suite. But CEOs aren't just accepting this--they're embracing it.  

Forty-nine percent of CEOs believe that A.I. should automate or replace "most" or "all" of their job, according to a survey of over 500 CEOs from the online learning platform edX and the research firm Workplace Intelligence. This trumps the 20 percent of knowledge workers who believe the same, according to the survey.  

At first, this stark difference surprised Anant Agarwal, founder and former CEO of edX: "Frankly, the numbers almost seemed reversed to me." But he doesn't believe that there will be some mass exodus of CEOs; rather, he predicts a thorough transformation of the role--one in which CEOs could stand to gain if they are well-prepared.  

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How Software Companies Can Avoid the Trap of Product-Led Growth - Harvard Business Review   

Companies like Slack and Dropbox have pioneered the use of Product-Led Growth (PLG). They start by building a product that’s indispensable for small teams, then count on low friction and customer advocates to expand throughout the organization. PLG works, at least at first. But it can create challenges for growing companies. The answer isn’t to reject PLG. It’s to embrace it — but to plan ahead. Eventually, even the best PLG company will need an enterprise sales strategy which takes years to develop. Don’t wait until product-led growth stalls to plan for a multi-pronged sales strategy.

Enterprise tech companies usually grow by investing in a costly sales and marketing operation, suffering through long, expensive sales cycles. Eventually, if it works, their software is adopted “top down” throughout an enterprise. That approach is tried-and-true, but it’s not the one that Dropbox or Slack followed. Over the last decade, those companies and many others have pioneered a disruptive new business model that is taking over the $250 billion software-as-a-service market. It’s called Product-Led Growth (PLG).

The PLG playbook is elegant in its simplicity: First, build a compelling product that is indispensable to end-users. Then, encourage widespread internal usage with zero friction and increasingly add value for those individual end-users. Finally, leverage internal champions and their case studies to approach corporate buyers in IT to purchase the product for company-wide use. One of us, Oliver, executed this strategy successfully as a sales leader at both Dropbox and Asana.

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Renewable energy has hidden costs - The Economist   

It matters when electricity is produced. A barrel of oil may be a barrel of oil whether it is pumped at midday or midnight, but a megawatt hour (mwh) of electricity is worth a great deal less when you are sleeping than during the middle of the day or, indeed, during moments when everyone decides to boil the kettle. The difficulty of bottling electricity makes its economics unusual: it is a question not just of “how much” but also “when”.

At the same time, if there is one thing that everyone knows about renewable energy, it is that it is getting cheaper. Each year, or so the story goes, the costs of wind and solar power fall as the world improves its ability to harness natural resources. In 2014 the levelised cost of offshore wind, a measure for comparing different methods of generating electricity, was around $200 per mwh, according to America’s Energy Information Administration (eia), an official agency; by 2023 it had fallen to $127, excluding subsidies. Yet the industry is struggling. Six state governors recently begged Joe Biden to intervene to keep producers alive, according to Bloomberg, a news service. In Britain the latest annual offshore wind auction attracted no bids whatsoever.

To understand what is going on, consider the levelised cost of energy in more detail. Do away with sun and wind, too, and return to a world where the choice is gas, coal or nuclear energy. These differ in terms of both their fixed and variable costs. The costs of a nuclear plant are mostly fixed: once built it is inexpensive to produce another unit of electricity. Natural-gas plants are the opposite: most of the costs are the fuel, and are thus variable.

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