Gen Z shoppers, in particular, have more friends with different races, gender identities, and sexualities than previous generations. They are more likely to be influenced by social media stars, who come from a wide variety of backgrounds, than traditional Hollywood celebrities. As a result, members of this generation value diversity more than other generations, and that value influences their purchasing decisions year-around.
“If you look at baby boomers from this lens, they’re far more homogenous. Millennials and Gen Z are the antithesis [of] homogeneity,” Hebets says. “Brands need to understand that millennials and Gen Z don’t want to be put in the traditional box with respect to marketing or otherwise. They want brands to embrace and recognize their diversity.”
In a recent column, Recode founder and New York Times columnist Kara Swisher cut to the core of what would seem to be concessionary calls for regulation from Big Tech firms, summarizing their attitude like this: “We make, we break, you fix.” She’s right, and with Google, Amazon, Apple, and Facebook doubling their combined lobbying spending from 2016 to $55 million in 2018, it is worth taking a closer look at the kinds of arguments the companies are trotting out to avoid responsibility for the outcomes of the technology they produce and sell. We should be particularly concerned about the arguments tech firms are making about AI, which is already remaking our society, replacing steps in crucial human decision-making processes with machine-generated solutions.
For an example of how tech firms are attempting to get away with peddling potentially dangerous AI-based tech to powerful entities like law enforcement agencies while accepting minimal accountability, consider Amazon’s Rekognition.
Street Culture: Female Leaders at Main Street Hub Highlight Group Dynamics and Diversity in Communication
At marketing automation and CRM company Main Street Hub, the product engineering team has grown from six people to 30 in three years. The entire company employs more than 500 people, so in the product, engineering, and design department, the leadership is proud of the diversity and success they have achieved.
As the company has grown, according to CEO Alexei Agratchev, it has experienced two “productivity peaks,” where fewer people are doing a huge amount of work. Then new hires are brought on, and the productivity stays about the same for a few months as the growth potential is realized. This can be a frustrating cycle to manage.