‘Gross’s exit — an event that, not long ago, would have seemed unthinkable — unleashed a crisis that Pimco is still trying to contain. His departure was followed by record withdrawals from the mutual fund he once ran, and which he built into the world’s biggest. Competitors swooped in, poaching clients from a firm that oversaw more assets in bonds than any competitor ever did. The government reached out to financial firms to ensure Gross’s departure didn’t destabilize the $100 trillion bond market.
“Money, big money, personal egos, differences of opinion, slights and disagreements built up over 10 or 15 years — that’s a pretty explosive combination.”’
‘Despite the initial splash of Ello’s release, it doesn’t feel like the mainstream conversation has moved there. The company hasn’t released numbers on active users, but early analysis suggests that only a small fraction of Ello’s comparatively small user base posts regularly on the site.
But it’s possible that for niche communities like Finance Ello, the platform’s clunkiness and small user base is more feature than bug. After all, that’s what lends the site its air of privacy: As with so many things, if it were easier to use or more popular, it wouldn’t be as fun.
Cale Weissman, a reporter for Business Insider Intelligence, agrees that Ello’s alternative, artisanal aesthetic could be part of the draw. Recall the 20 percent of Finance Ello that’s a joke — maybe part of it is the irony of a bunch of reporters who obsess over markets and jobs rates and stock indexes electing somewhat arbitrarily to descend on a design-forward social media platform that has rejected the primary way social networks make money.
Whether you see the humor in that or not, the really funny thing is that Finance Ello might actually be taking off. “I think if anyone actually knew what it took to get people to move platforms en masse they’d be really rich,” Weisenthal says. “Still seems like kind of a mystery to me.”’
‘Mr. Moore also coaches employees to curb email. “It’s not unusual to see people who sit next to each other emailing each other and CC-ing half the company,” Mr. Moore says. He often asks, “What are you really trying to accomplish here?” and suggests talking face-to-face.
Those annoying CCs—which often trigger a tsunami of “reply all” responses—are major time-wasters. Senders should avoid use of mass-distribution lists if possible. Seagate coaches employees to omit recipients who don’t need to see an email. “There’s no need for spectators,” Ms. Motsinger says.’
‘The difference between the real number and the one the Red Cross has been repeating “would be very stark,” says Daniel Borochoff of the watchdog group CharityWatch. “They don’t want to be embarrassed.”
The 17 percent the Red Cross has spent on average for fundraising expenses is below the ceilings set by nonprofit watchdogs. The Better Business Bureau Wise Giving Alliance, for example, says that fundraising expenses should not exceed 35 percent of related contributions.
Of the more than $3 billion that the Red Cross spent last year, two-thirds was spent not on disaster relief but rather on the group’s blood business.
The charity spent $2.2 billion on the blood business, most of which went to employee wages and benefits. By contrast, the charity spent $467 million, or 14 percent of total spending, on its famous domestic disaster response programs, including the expensive Sandy relief effort.’