It seems like almost every day another tech company announces an extension of their work-from-home ("WFH") plans. First Zillow (my former company) said they'd allow employees to WFH for the rest of 2020, then Google and Facebook announced something similar. And then Twitter one-upped everyone by announcing that they would extend WFH forever.

I've had several tech CEOs tell me that Twitter's announcement raised the stakes significantly, and is forcing these leaders to rethink their own policies.

Regardless of how far this WFH arms race goes, one thing is clear: WFH is here to stay in one form or another.

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Minneapolis is burning. Just like Ferguson burned. Just like Baltimore burned. Just like countless other cities before them, swallowed by the rage of black protestors fed up seeing the lives of our brothers and sisters robbed by racism.

We are fed up because we are forced to fight a pandemic amid a pandemic. We are being disproportionately killed by systemic and overt racism at the same time — and are expected to accept these deadly conditions. Crisis after crisis, crisis on top of crisis, we have marched, kneeled, lobbied, voted and built our own spaces to find ways to navigate it all. And yet, we wake up each day, face the trauma and fight on.

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Brands are valuable, regardless of company size. That is well understood.

What is less well understood, especially among startups, is that there are as many ways to think about your brand as there are recipients on the other end of that brand positioning. I want to propose an easy framework for startups and their marketers to consider when building and marketing brands: A company's brand has different meaning to its consumers, to its business partners, and to current and future employees.

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