Microsoft Says Chinese Hackers Are Exploiting SharePoint Flaws
Why the Federal Reserve's Building Renovation Costs $2.5 Billion
Salt Lake City Turns Winter Olympic Bid Into Statewide Bond Boom
Milan Corruption Probe Casts Shadow Over Property Boom
How San Jose's Mayor Is Working to Build an AI Capital
Two Chinese nation-state actors have been exploiting these vulnerabilities in SharePoint, Microsoft said in a blog Tuesday. The flaws were discovered in instances of the software installed on customer servers rather than in the cloud, the company said.
For more: Microsoft Rushes to Stop Hackers From Wreaking Global Havoc
Governments, businesses and other organizations across the globe have been breached because of the vulnerabilities, leading to the theft of sensitive information, Bloomberg reported Tuesday. Microsoft has released a patch and recommended that customers take additional security steps.
The two known threat actors identified by Microsoft, Linen Typhoon and Violet Typhoon, have been active since the mid-2010s, the company said. In the past, they have focused on stealing intellectual property and espionage. Microsoft said a third threat actor also appears to be based in China, though the company hasn't assessed its motive.
--With assistance from Jake Bleiberg.
Elon Musk's Empire Is Creaking Under the Strain of Elon Musk
A Rebel Army Is Building a Rare-Earth Empire on China's Border
Thailand's Changing Cannabis Rules Leave Farmers in a Tough Spot
How Starbucks' CEO Plans to Tame the Rush-Hour Free-for-All
What the Tough Job Market for New College Grads Says About the Economy
©2025 Bloomberg L.P.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
31 minutes ago
- Yahoo
Joby Aviation Stock Soars to an All-Time High: My Prediction for What Comes Next
Key Points Joby Aviation stock is soaring on optimism for its electric air taxi network. The company is aiming to ramp up manufacturing and finish its FAA certification. The stock trades at an expensive price versus any reasonable expectations for future revenue. 10 stocks we like better than Joby Aviation › Nobody enjoys sitting in traffic. And yet, the average American will sit in over two weeks of traffic each year. One company believes it has paved a way to help alleviate the traffic pressure in cities around the globe: Joby Aviation (NYSE: JOBY). It is manufacturing and testing electric air taxis, which can go point-to-point over cities more quietly than traditional helicopters, saving people time and frustration. Joby's air taxis are not operational yet, but the stock recently burst through to an all-time high of $17.50 a share on investor enthusiasm for its manufacturing progress and partnerships with large transportation players. It now has a market cap of $14.8 billion even though it generates zero dollars in revenue. Here's my prediction for what comes next with Joby Aviation stock. Betting big on air taxis Utilizing electric motor technology and innovations in aerodynamics, Joby Aviation has created a vertical takeoff vehicle that is quiet enough to leave from residential neighborhoods. It is manned by a pilot, can fit four riders, and has a top speed of 200 miles per hour. The company is planning to set up point-to-point networks in major cities such as New York, where customers will be able to hop from Manhattan directly to the airport, shaving off time that would have been spent sitting in traffic. The company is not officially operating its network yet, but it's working with the Federal Aviation Administration (FAA) in the final stages of testing its aircraft. Multiple pilots have flown the Joby vehicle already, with its manufacturing facilities producing its fifth aircraft for pilots last quarter. Management recently announced an expansion of its factory in California, with plans to eventually produce 24 air taxis annually from this location. Multiple transportation companies have seen the promise in Joby Aviation. Toyota Motors has invested a total of $894 million in the company and is working directly with the company on manufacturing processes. Delta Air Lines is an investor, while Uber Technologies is a partner that will eventually add Joby flights to its ride-sharing application. Joby needs to get a lot of customer demand in order to get a return on its air taxi spending, which will require full operating schedules and high ticket prices. This is possible if its partners such as Uber and Delta drive customers to the upcoming service. The company is not just looking to expand in New York. It is working to add air taxis to Los Angeles, Dubai, and even Japan and the United Kingdom. Most major cities in the world have traffic issues and could see some (especially wealthier) citizens utilize this upcoming air taxi network. Aggressive spending and cash burn There is a lot of promise with Joby's air taxis, but the growth is all theoretical today. Joby does not generate any revenue, is still in the FAA certification process, and has manufactured only a few air taxis to date. Still, it is aggressively burning money on research, manufacturing, and overhead costs as it works to build up its vertically integrated factory network in the United States. In the first quarter of 2025, it spent $134 million on research and development. Over the last 12 months, free cash flow was negative $489 million. The company does have $813 million in cash and a $500 million commitment from Toyota, but this only gives it two to three years of cash burn at its current rate before it will need to raise more funds. My prediction for what comes next with Joby Aviation stock I like the idea of air taxi networks. As long as they can be operated safely, it is a path forward to help alleviate traffic on major highways in metro areas, and it looks like something people will pay up for in order to save time on the way to the airport or other societal hubs. My problem comes from Joby Aviation's market cap of $14.8 billion, making the stock wildly overvalued for a pre-revenue start-up. At its current manufacturing run-rate of 24 air taxis a year that could grow in the years to come, Joby Aviation may have 200 vehicles in operation by 2030. Assuming 20 flights per vehicle per day at $500 each split among the four passengers, that is $730 million in annual revenue for Joby Aviation. It is currently spending close to $500 million a year before generating any sales. There will be variable costs when its taxi network starts operating, along with more money spent to build each vehicle. It is unlikely that Joby Aviation will generate a profit by 2030 even if it can scale up its air taxi routes and charge an average of $500 per flight (which is more than the average round-trip airline ticket for comparable routes). Air taxis are an interesting idea, but that doesn't mean Joby Aviation is a buy with the stock trading at a market cap of $14.8 billion. I predict that pain is ahead for Joby Aviation shareholders for the rest of this decade, even if the company remains on track with its air taxi network buildout. Should you buy stock in Joby Aviation right now? Before you buy stock in Joby Aviation, consider this: The Motley Fool Stock Advisor analyst team just identified what they believe are the for investors to buy now… and Joby Aviation wasn't one of them. The 10 stocks that made the cut could produce monster returns in the coming years. Consider when Netflix made this list on December 17, 2004... if you invested $1,000 at the time of our recommendation, you'd have $636,628!* Or when Nvidia made this list on April 15, 2005... if you invested $1,000 at the time of our recommendation, you'd have $1,063,471!* Now, it's worth noting Stock Advisor's total average return is 1,041% — a market-crushing outperformance compared to 183% for the S&P 500. Don't miss out on the latest top 10 list, available when you join Stock Advisor. See the 10 stocks » *Stock Advisor returns as of July 21, 2025 Brett Schafer has no position in any of the stocks mentioned. The Motley Fool has positions in and recommends Uber Technologies. The Motley Fool recommends Delta Air Lines. The Motley Fool has a disclosure policy. Joby Aviation Stock Soars to an All-Time High: My Prediction for What Comes Next was originally published by The Motley Fool Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
33 minutes ago
- Forbes
The Hidden Leadership Threat Draining Workplace Productivity
Leadership has an invisible tax many overlook. If speed is a premium currency in modern business, friction is the hidden tax. It doesn't appear on your balance sheet or get highlighted on the org chart. Yet, it compounds daily through missed deadlines, disengaged employees, decision bottlenecks, various leadership issues, and a tech stack that overwhelms more than it empowers. Recent research from Dayforce, based on a survey of 6,178 workers and leaders across six countries, reveals the pervasiveness of workplace friction. Eighty-eight percent of respondents experienced at least one primary source of friction. And 78% said completing tasks takes too long due to overly complex and unnecessary processes. Perhaps the most revealing (and to some surprising) insight: executives reported the highest levels of friction. The very individuals tasked with solving complexity are often the most affected by it. This discovery underscores a deeper truth: friction isn't merely an operational issue. It's also a leadership issue. When friction accumulates at the top, it signals structural misalignments, communication breakdowns, and strategic overload. Left unchecked, friction quietly erodes organizational speed, morale, and growth. And with that said, the following four categories of friction offer a diagnostic window into the health of an organization's leadership infrastructure. The Four Types Of Friction And What They Signal About Leadership Friction rarely stems from a single source of failure. Like most organizational breakdowns (and life in general), it builds gradually through systemic, strategic, and behavioral misalignment. Dayforce categorizes friction into four main types. Each one reveals a leadership pattern beneath the surface. At first glance, staffing friction might suggest a headcount problem. But more often, it's a systems problem. It manifests itself through burnout, absenteeism, coverage gaps, and struggles with talent management. The root cause isn't always a lack of people. It's often a lack of planning. According to the report, nearly two-thirds of employees said there's often no one available to cover when a colleague is out sick or on leave. More than half reported experiencing burnout, 41% stated they were unable to complete all their work, and 37% reported being unable to perform at their best. Just as championship teams need bench depth, so do organizations, as a lack of it signals operational fragility. And while 93% of executives report using contingent workers, many still struggle to manage them effectively. Talent is critical, but so is anticipating volatility and designing a workforce that can absorb it. Many companies preach adaptability while operating with rigid systems, cultures, and talent structures. Friction sets in when employees are boxed into roles they've outgrown or left behind on the skills curve. Dayforce data shows that 85% of executives believe their organization's development efforts add value. However, there's a disconnect as only 54% of workers agree. And just 43% of organizations report having a structured process for upskilling or reskilling their employees. This disconnect signals a missed opportunity. As roles evolve faster than job descriptions, younger generations increasingly prioritize learning, growth, and mentorship. Agility requires not only an organizational mindset shift but also infrastructural support. Organizations that fail to operationalize internal mobility risk stagnation, talent drain, and growth. Change is constant, but experiencing large amounts of friction during change doesn't have to be. The study found that 61% of executives believe their employees resist change. Yet workers are 20% less likely to say the same. That gap is revealing, as leaders often misinterpret friction as resistance when it's frequently a reaction to poor communication or ineffective execution. Only 39% of respondents reported that their organization handles change rollouts effectively. Less than half of those surveyed rated their organization's internal communication as effective, especially during transitions. For leaders, clear direction, thoughtful implementation, and responsive feedback loops will mitigate resistance from taking root. Technology is designed to improve productivity and improve people's quality of life. Increasingly, in the workplace, it has become a source of drag. Outdated platforms, siloed systems, and overwhelming technology stacks are slowing work rather than accelerating it. Sixty-nine percent of respondents said their organization uses too many platforms. And 66% said new technology often decreases efficiency rather than improves it. This reflects a deeper pattern that leaders must be keen on: rapid tech adoption without sufficient integration or training is wasteful. Every tool added without a clear strategy adds complexity. Leaders must audit their digital ecosystem not only for capabilities, but also for clarity, usability, and a tangible return on investment. Friction Is An Invisible Threat To Leadership Like elevated blood pressure, friction can often go unnoticed for a substantial period before causing damage that individuals can't ignore. Dayforce found that low-friction organizations share key traits: fewer workforce planning issues, stronger internal mobility, and more transparent communication. Those low-friction organizations were more efficient and strongly aligned. In today's environment of hyper-speed disruptions, high competition, and constant distraction, leadership isn't just about setting vision. It's about removing drag through reducing friction across all levels. When friction is high, even the best strategies stall. But when it's low, momentum becomes inevitable.
Forbes
an hour ago
- Forbes
10 Tiny Habits That Make Or Break A Founding Team
The habits that define strong startup teams aren't flashy - they're consistent. Learn 10 small, ... More high-leverage rituals that early-stage founders use to build alignment, trust, and momentum. The success of an early-stage startup often comes down to a few key habits. Not vision. Not funding. Not product. Just the repeatable behaviors a team establishes in the first few months. These small patterns shape how decisions get made, how conflict is resolved, and how momentum builds or stalls. Here are ten habits that often fly under the radar but make a disproportionate difference. 1. Start Every Week With A Quick Priorities Check High-functioning teams get aligned often. A 10-minute Monday standup (async or live) focused solely on what matters most for the week helps avoid drift. It's not a status update. It's a coordination tool. Just one shared Google Doc or Slack thread each week can clarify who's pushing what forward. 2. Write Things Down Before Debating Them Discussions go faster and deeper when each person writes their thinking down first. Stripe famously used written memos for key decisions, helping to clarify logic and reduce groupthink. In small teams, this habit prevents dominant voices from steering conversations without scrutiny. 3. Close The Loop, Every Time It sounds basic, but closing the loop - on a bug report, a sales follow-up, or a customer message builds trust. Early teams that make this a reflex are more operationally tight. Users and teammates start to feel like action follows words. That makes everything else easier. 4. Default To Showing, Not Telling Instead of talking about a problem for 30 minutes, show a mockup, spreadsheet, or quick Loom video. A rough version beats a vague explanation. Founders at Figma and Superhuman made this a habit early - visual, concrete communication shortened feedback loops and made their teams feel faster. 5. End Each Week With A Lightweight Retro Even a 15-minute end-of-week reflection helps early teams improve. What worked? What didn't? What felt off? You don't need fancy tooling. Just capture a few bullet points and a single improvement to try next week. Tiny improvements compound faster than you'd think. 6. Discuss How You Communicate, Not Just What You're Communicating Most teams wait until things are tense to talk about how they talk. But tiny misalignments in communication style create friction early. Do you use Slack or email for decisions? Are async replies expected within hours or days? These patterns can quietly sabotage trust if they're not clarified early. You can check our Startup Communication & Negotiation Guide for a bit more in-depth insights into the importance of how to communicate effectively in the team and with outside stakeholders. 7. Name The Hard Stuff Out Loud It's tempting to avoid naming difficult truths like a strategy that's not working or a cofounder dynamic that's drifting. But high-trust teams normalize surfacing tension early. That doesn't mean oversharing. It just means saying the quiet part out loud, before it becomes resentment. 8. Keep The Calendar Sacred In the early days, teams often overbook meetings or swing to the other extreme and meet only when there's a fire. A consistent cadence, like for example a product review every Friday, a retro every two weeks, helps establish a rhythm. Rituals aren't bureaucracy. They're a defense against chaos. 9. Limit Who Touches What Too many founders try to "co-own" everything. But the strongest teams make clear calls on ownership. Who owns marketing copy? Who decides on design changes? Ownership creates clarity. Clarity reduces churn. It doesn't mean people stop collaborating - it just means someone decides. 10. Celebrate Progress Publicly (Even If It's Small) Momentum is fragile. Especially in a startup's first year. Teams that develop a habit of sharing wins, even small ones, build morale. This doesn't require parties or bonuses. A simple Slack thread or internal weekly email can remind everyone that forward motion is happening.
