May 19, 2020

A closer look at why Google’s founders are stepping down

Leadership
Technology
Innovation
William Smith
2 min
A closer look at why Google’s founders are stepping down

Google has announced that its co-founders Larry Page and Sergey Brin are standing down from their roles at parent company Alphabet.

Page’s role as Alphabet CEO will be assumed by Google’s CEO Sundar Pichai, who will also retain his current role, while Brin’s position as President will be abolished. Page and Brin will both remain on the board, however, and retain control of 51% of the voting rights, suggesting a soft transition of power as opposed to a coronation.

Alphabet was created as part of a 2015 restructure, with the aim being for Google to focus on its core services while projects the company refers to as “Other Bets” (such as Waymo’s autonomous cars) would fall under the Alphabet umbrella. The reunification of the leadership of Google and Alphabet is addressed by the two, who wrote in a blog post that it was “the natural time to simplify our management structure. We’ve never been ones to hold on to management roles when we think there’s a better way to run the company.”

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Pichai, who assumed the role at the formation of Alphabet, is Indian-born, and has worked at the company since 2004 across products such as Chrome and Drive. Since becoming CEO, he has acted as Alphabet group’s most outwardly facing figure, with Brin and Page assuming a more background role. It’s a theme they apparently hope to continue, with the two saying in their blog post that they “believe it’s time to assume the role of proud parents” (albeit parents with majority voting rights).

They might well be proud, having taken Google/Alphabet from a search engine called Backrub, to a Californian garage, to the world’s 17th largest public company (there may have been some other steps along the way). Pichai will now assume control of the company as it embarks upon projects such as the acquisition of Fitbit and the ongoing support of its Stadia cloud gaming service.

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Jun 12, 2021

How changing your company's software code can prevent bias

Deltek
diversity
softwarecode
inclusivity
Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 

 

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