Archive for October, 2020

Quantum Computing Market 2020 | Outlook, Growth By Top Companies, Regions, Types, Applications, Drivers, Trends & Forecasts by 2025 – PRnews…

Market Study Report, LLC, has added a research study on Quantum Computing market which delivers a concise outline of the market share, market size, revenue estimation, geographical outlook and SWOT analysis of the business. The report further offers key insights based on growth opportunities and challenges as experienced by leaders of this industry, while evaluating their present standing in the market and growth strategies.

The new Quantum Computing market research report presents a granular analysis of the business outlook and also covers the world market overview. It throws lights on various market segmentations based on product type, application spectrum, well-established companies, and regions.

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Additionally, the document analyses the impact of COVID-19 on the market growth.

Key features of Quantum Computing market report:

Regional Analysis of Quantum Computing market:

Quantum Computing Market Segmentation: Americas, APAC, Europe, Middle East & Africa

Overview of the regional terrain of Quantum Computing market:

Product types and application scope of Quantum Computing market:

Product landscape:

Product types: Hardware, Software and Cloud Service

Key factors enclosed in the report:

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Application Landscape:

Application segmentation: Medical, Chemistry, Transportation, Manufacturing and Others

Details stated in the report:

Other details specified in the report:

Competitive spectrum of the Quantum Computing market:

Competitive landscape of Quantum Computing market: D-Wave Solutions, IBM, Microsoft, Rigetti Computing, Google, Anyon Systems Inc., Intel, Cambridge Quantum Computing Limited and Origin Quantum Computing Technology

Major features as per the report:

For More Details On this Report: https://www.marketstudyreport.com/reports/global-quantum-computing-market-growth-status-and-outlook-2020-2025

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Quantum Computing Market 2020 | Outlook, Growth By Top Companies, Regions, Types, Applications, Drivers, Trends & Forecasts by 2025 - PRnews...

What is an algorithm? How computers know what to do with data – The Conversation US

The world of computing is full of buzzwords: AI, supercomputers, machine learning, the cloud, quantum computing and more. One word in particular is used throughout computing algorithm.

In the most general sense, an algorithm is a series of instructions telling a computer how to transform a set of facts about the world into useful information. The facts are data, and the useful information is knowledge for people, instructions for machines or input for yet another algorithm. There are many common examples of algorithms, from sorting sets of numbers to finding routes through maps to displaying information on a screen.

To get a feel for the concept of algorithms, think about getting dressed in the morning. Few people give it a second thought. But how would you write down your process or tell a 5-year-old your approach? Answering these questions in a detailed way yields an algorithm.

To a computer, input is the information needed to make decisions.

When you get dressed in the morning, what information do you need? First and foremost, you need to know what clothes are available to you in your closet. Then you might consider what the temperature is, what the weather forecast is for the day, what season it is and maybe some personal preferences.

All of this can be represented in data, which is essentially simple collections of numbers or words. For example, temperature is a number, and a weather forecast might be rainy or sunshine.

Next comes the heart of an algorithm computation. Computations involve arithmetic, decision-making and repetition.

So, how does this apply to getting dressed? You make decisions by doing some math on those input quantities. Whether you put on a jacket might depend on the temperature, and which jacket you choose might depend on the forecast. To a computer, part of our getting-dressed algorithm would look like if it is below 50 degrees and it is raining, then pick the rain jacket and a long-sleeved shirt to wear underneath it.

After picking your clothes, you then need to put them on. This is a key part of our algorithm. To a computer a repetition can be expressed like for each piece of clothing, put it on.

Finally, the last step of an algorithm is output expressing the answer. To a computer, output is usually more data, just like input. It allows computers to string algorithms together in complex fashions to produce more algorithms. However, output can also involve presenting information, for example putting words on a screen, producing auditory cues or some other form of communication.

So after getting dressed you step out into the world, ready for the elements and the gazes of the people around you. Maybe you even take a selfie and put it on Instagram to strut your stuff.

Sometimes its too complicated to spell out a decision-making process. A special category of algorithms, machine learning algorithms, try to learn based on a set of past decision-making examples. Machine learning is commonplace for things like recommendations, predictions and looking up information.

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For our getting-dressed example, a machine learning algorithm would be the equivalent of your remembering past decisions about what to wear, knowing how comfortable you feel wearing each item, and maybe which selfies got the most likes, and using that information to make better choices.

So, an algorithm is the process a computer uses to transform input data into output data. A simple concept, and yet every piece of technology that you touch involves many algorithms. Maybe the next time you grab your phone, see a Hollywood movie or check your email, you can ponder what sort of complex set of algorithms is behind the scenes.

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What is an algorithm? How computers know what to do with data - The Conversation US

Put Employees at the Center of Your Post-Pandemic Digital Strategy – Harvard Business Review

Executive Summary

Its time to rethink your digital strategy in the context of people. Its not just about adding new technologies like quantum computing, IoT, or AI, but how that tech will make your employees connect more effectively with their work. Its also time to shift from the here-and-now and look further out, revisiting your long-term strategies. To get the most out of your technology investments, you need to hit the pause button and think more about how you can connect your people to the goals you hope to achieve with that technology.

When the pandemic hit in March, many companies long-term plans and strategies were thrown out the window, as everyone from the frontlines to the C-suite shifted into fire-fighting mode. Many worked around the clock by leveraging remote technology. Its often been exhausting, as each day seems to bring new challenges and obstacles to overcome. As a result, the past six months have felt more like six years to a lot of us.

This pace isnt sustainable. While you may have needed your organization to run at 200 miles-per-hour as you learned to adjust to the new realities of the pandemic, youre now risking serious burnout among your team. Research shows that employees are reporting alarming levels of stress and fatigue, and the risk for depression among U.S. workers has risen by 102% as a result of the Covid-19 pandemic.

This is becoming a serious threat to organizations, including those who have already been forced to lay off staff or downsize. The paradox is that while many organizations have gained new efficiencies from embracing digital transformation using technologies such as Zoom to keep their workforce functioning remotely they may now risk losing their best employees, many of whom feel disconnected and disengaged in this new digital workplace. A recent survey from the consultancy KPMG found that losing talent is now the number one risk organizations face.

Thats why its time to rethink your digital strategy in the context of people. Its not just about adding new technologies like quantum computing, IoT, or AI, but how that tech will make your employees connect more effectively with their work. Its also time to shift from the here-and-now and look further out, revisiting your long-term strategies. To get the most out of your technology investments, you need to hit the pause button and think more about how you can connect your people to the goals you hope to achieve with that technology.

Over the course of my career, Ive studied more than 1,000 organizations and have coached more than 100 organizations that have undergone significant transformations. Over the past five years, Ive been particularly interested in the impact of DT and how organizations can leverage technology for growth. What Ive learned is that most digital transformation efforts fail often spectacularly which leads to hundreds of billions of dollars in wasted investment and the deterioration of employee engagement.

My mission has been to help coach organizations to achieve more positive outcomes through their digital transformation efforts. More recently, Ive been researching how the model I developed last year a transformation framework in partnership with the Project Management Institute (PMI), called The Brightline Transformation Framework can be applied to Covid-19 and its impact on organizational efforts to embrace digital transformation.

Specifically, this approach aligns the inside-out which means aligning every employees most important personal aspiration with the outside-in, where employees understand and embrace the companys strategic vision, so that everyone is working toward the same objectives.

Outside-In Approach. Employees must first understand and embrace the companys north star, including customer insights and megatrends, so everyone is working toward the same objectives.

Inside-Out Approach. Aligning every employees purpose or personal north star with those of the company includes:

Taking this approach is more relevant than ever in the wake of the pandemic, as it emphasizes that employees personal goals and engagement are the critical factors underpinning every successful transformation much more so than other elements like technology or business processes.

For organizations to thrive in a post-Covid world, while simultaneously tackling the challenges of burnout and the threat to employee retention, there is an urgent need to rethink these two key areas:

1. Bring the Outside In

The pandemic has changed the landscape of many industries ecosystems leading to an existential crisis for many organizations. Consider Airbnb, whose business suffered a loss of a billion dollars due to guest cancellations all while paying out some $250 million to compensate their hosts for their losses. The company now recognizes that nothing will ever be the same again. To help engage their team in adjusting to the new realities of the marketplace, the leadership team embarked on an outside-in transformation exercise that helped them identify their new north star; the transformational goal they wanted to achieve that could help propel the company forward for the long run.

As CEO Brian Chesky framed it, the companys new goal was to get back to our roots, back to the basics, back to what is truly special about Airbnb everyday people who host their homes and offer experiences. One of the trends Chesky and his team identified was that, as a result of the pandemic, there is a growing acceptance that people can now work from anywhere which could open up new opportunities to service customers interested in traveling and experiencing unique communities and cultures for an extended time. At the same time, the company has begun winding down activities that werent core to the business such as scaling back on investments in transports, hotels, and luxury properties.

2. Align Your Inside-Out with the Outside-In

Once Airbnb had established where it wanted to go, the company embarked on an inside-out journey with its employees helping them connect to the companys new north star by creating personal/team vision statements that aligned with the greater goal to help create the human connections that so many people miss these days. The idea was to enlist employees help in rebuilding the business, and to enlist their feedback on how they could directly impact the companys efforts to scale and prosper again.

Another Outside-In/Inside-Out transformation effort has been occurring at Kasikornbank (KBank), one of the largest banks in Thailand. [Disclosure: they are a client of mine.] The companys north star was not only to save jobs they kept all their workers during the pandemic but also to save their customers: small and medium-sized businesses. KBank and its employees worked closely with thousands of their clients to help them weather the storm by offering to delay their loan payments, as long as those businesses also avoided layoffs the kind of program usually only initiated by governments. Its estimated that KBanks efforts saved some 41,000 jobs, which gave their employees a sense of purpose, confidence, and loyalty as a result of their organization making such a positive difference to their country.

Covid-19 has taught us how connected and integrated we all are with each other and with the communities in which we operate. Its now time to give your employees the opportunity to understand how your organizations north star aligns with their desire to contribute to a meaningful cause. Thats how you get them to re-engage while recharging their emotional energy stores. The longer you wait to make these connections, the more your organization is at risk of losing the human capital it requires to thrive into the future, regardless of how much you spend on technology.

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Put Employees at the Center of Your Post-Pandemic Digital Strategy - Harvard Business Review

Most Read articles – LED drivers, Foundry market, Arm staffing – Electronics Weekly

What areas are covered? Theres Nexperia LED drivers, Fujitsu quantum computing, STs acquisition of SOMOS Semiconductor, Chinas share of the foundry market and the issue of Arm being legally required to hire more staff

5. Nexperia launches LED drivers in compact packageNexperia has brought out a range of LED drivers in the DFN2020D-6 (SOT1118D) package. This case style features side-wettable flanks (SWF) which facilitate the use of AOI (automated optical inspection), and improve reliability. This is the first time LED drivers have been available in this package. The leadless devices join Nexperias wide range of LED drivers in leaded packages offering equivalent performance yet reducing PCB space by up to 90% compared to SOT223.

4. Fujitsu collaborates to make practical quantum computing a realityFujitsu has joined with Riken and the universities of Tokyo, Osaka and Delft to make practical quantum computing a reality. The collaboration aims to achieve comprehensive and efficient advances in quantum computing by applying quantum computing to various fields currently facing problems that are extremely difficult to solve. Currently, even using superconducting chips which are leading the way in quantum computing, systems remain limited to about 50-qubits, making it hard to perform useful calculations.

3. ST buys SOMOS SemiconductorST has bought the assets of SOMOS Semiconductor of Marly-le-Roy (France) which specialises in silicon-based power amplifiers and in RF Front-End Modules products. With this acquisition, ST reinforces its specialist staff, IP and roadmaps of Front-End Modules for the IoT and 5G markets. A first product an NB-IoT / CAT-M1 module is already undergoing qualification and will be the inception of a new roadmap of connectivity RF FEM products.

2. China to take 22% of foundry market this yearChinas share of the pure-play foundry market is forecast to be 22% in 2020, 17 percentage points greater than it registered in 2010 (Figure 1). China was responsible for essentially all of the total pure-play foundry market increase in 2018. In 2019, the U.S./China trade war slowed Chinas economic growth but its foundry marketshare still increased by two percentage points to 21%. Japan is expected to remain the smallest market for pure-play foundry sales with only a 5% share this year.

1. Arm committed to hire 490 UK staff by September next yearArm is legally obliged to hire 490 UK-based staff in the next 12 months to meet the commitment undertaken by its owner Softbank when it bought the company in July 2016. Softbank committed to doubling the UK headcount by September 2021. When Softbank bought Arm it had 1,747 UK staff when Softbank bought it. Last week, takeover panel filings last week showed that it had increased UK staff numbers by 262 in the last 12 months to 3,004.

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Most Read articles - LED drivers, Foundry market, Arm staffing - Electronics Weekly

Black Lives Matter’s Alicia Garza: Leadership today doesn’t look like Martin Luther King – The Guardian

Alicia Garza is not synonymous with Black Lives Matter, the movement she helped create, and thats very deliberate. The 39-year-old organiser is not interested in being the face of things; shes interested in change. We are often taught that, like a stork, some leader swoops from the sky to save us, she tells me over Zoom from her home in Oakland, California. That sort of mythologising, she says, obscures the average persons role in creating change.

Garza is also scornful of fame for fames sake and of celebrity activists. The number of people who want to be online influencers rather than do the work of offline organising knocking on doors, finding common ground, building alliances depresses her. Our aspiration should not be to have a million followers on Twitter, she says. We shouldnt be focused on building a brand but building a base, and building the kind of movement that can succeed.

That doesnt mean Garza doesnt care about her image: for our interview, she has sneakily avoided having her webcam switched on, but only because shes doing a [skincare] face mask before your shoot today, so I didnt want to scare you. While Garza is ferociously smart, laser-focused on pushing our political system to move from symbol to substance, she also has a lighter side. She laughs often, draws you in; her passion is infectious.

The origin story of Black Lives Matter is one of collective, collaborative action rather than individual glory. After George Zimmerman was acquitted of fatally shooting Trayvon Martin, an unarmed black teenager, in 2013, Garza wrote a Facebook post she called a love letter to Black people. Her friend Patrisse Cullors shared the post with the hashtag BlackLivesMatter. Another friend, Opal Tometi, designed the blacklivesmatter.com website and social media platforms, using the signature black and yellow colour palette. Seven years later, that rallying cry has changed our lexicon and landscape. Black Lives Matter has been chanted by millions of protesters around the world. It has been painted in giant letters on a road leading to the White House, and posted on windows in primary schools in Northamptonshire.

The evolution of Black Lives Matter, Garza says, has been deeply humbling, and super weird to watch. Particularly considering she was repeatedly told, by everyone from pundits to peers, that the name sounded too threatening. People said we should call it All Lives Matter or Black Lives Matter Too, if we wanted to get more people involved. There have been so many full-circle moments.

Four years ago, nobody talked explicitly about Black Lives Matter during the Democratic National Convention, for example. But, Garza says, you couldnt get through five minutes of this years without the movement being namechecked. Whats more, its being talked about with more substance than weve seen before. In the early days, many of the solutions being discussed in relation to the movement were relatively symbolic measures, like mandating that the police wear body cameras, requiring implicit bias training and setting up police reform taskforces. Now, however, there are serious discussions about defunding the police; about whether or not policing keeps us safe. And that is a huge, huge change. Those conversations arent just happening in the US, either; theyre happening around the world.

Garza attributes the movements global spread to two catalysts: Donald Trump and his overtly racist administration; and Covid-19, which meant people were more likely to be at home and glued to their screens when George Floyd was killed on camera. Black Lives Matter is now in the muscle memory of many of us, Garza says. And it was triggered by watching a man murdered by a police officer, who stared into the camera as he did it.

Garza has distilled the lessons she has learned from Black Lives Matter, and a decade of community organising, into her first book, The Purpose Of Power: How To Build Movements For The 21st Century. While the subtitle makes it sound like a how-to manual, one of its key lessons is that there is no quick and easy way to build a movement. As she writes, you dont just add water, oil and milk to a premixed batter; after 30 minutes in the oven, a movement is baked. Building movements, she stresses, means building alliances.

Garzas book starts with a history of one of the most successful movements of recent times: rightwing conservatism in the US. One reason the right has been so powerful, she argues, is that it has been very effective at building networks and alliances and coalitions that all agree on the purpose of power which is for them to keep it. The right are very good at bringing different groups together around a shared vision, and have been building power for the last three decades, Garza says, entrenching their agenda and values in the US. You can see it in the way conservatives have strategically, often surreptitiously, used the media to advance their ideology. Take Sinclair, for example, which late-night TV host John Oliver once called maybe the most influential media company you never heard of. Owned by a fervent Trump supporter, its the largest operator of local television stations in the US and has compelled its news anchors to parrot Trump talking points.

In particular, Garza says, the right has perpetuated the idea that success is purely a matter of personal responsibility. The message to poor people has been that its their laziness holding them back; the message to black people, that systemic racism doesnt exist the problem is their life choices. Worse, the narrative of personal responsibility for systemic failures has often been used by Black leaders to secure their seat at the table, Garza writes. That includes Barack Obama who, she notes, carefully avoided criticising law enforcement when Zimmerman was acquitted after the Martin shooting: He acknowledged that there is a long history of racial disparities in our criminal justice system while making sure to state that you cant blame the system. In adopting these rightwing talking points, she says, he capitulated to the same people who had called him and Michelle Obama Muslim socialists.

Obama isnt the only liberal hero Garza takes to task. Her book also analyses the way in which Bill Clinton ushered in legislation such as the 1994 federal crime bill, which greatly exacerbated mass incarceration. And she is unsparing about the racism of Hillary Clintons presidential primary campaign against Obama in 2008, citing an occasion when a photograph of Obama in traditional Somali dress was leaked to the media. (The Clinton campaign denied responsibility, but a Clinton supporter then went on MSNBC and said Obama shouldnt be ashamed of being seen in his native clothing.)

It is unusual to see a nuanced critique of Clinton and Obama, I say. Does Garza think liberals idolise certain politicians, treating them like celebrities rather than public servants? Absolutely, she says: Our political system functions around personalities rather than policies, symbol over substance.

One example of that interplay, she says, can be seen in the case of Breonna Taylor, who was shot and killed in her home in Kentucky earlier this year. The day before our conversation, a grand jury has brought no direct charges against the police for killing Taylor, sparking widespread anger.

For Garza, there is an irony in the announcement. The attorney general of Kentucky, Daniel Cameron, is a Black Republican, and lots of people would say its good that we have a Black person in this role, right? Thats the symbol. But in Camerons press conference, about not holding any of these officers accountable for her murder, he upheld and espoused racist ideas and policies. He announced that he was going to start a commission studying how they execute search warrants in Kentucky. So the symbol of a Black man in a position of power is not enough. Whats needed is people in power who will create substantive and systemic change for black people.

There is also a big difference between popularity and power, Garza says. DeRay Mckesson, who has amassed more than a million Twitter followers after gaining prominence as a community journalist during the 2014 Ferguson unrest, is a case in point. Mckesson is probably the leading example of the celebrity activist phenomenon Garza decries, and her book uses his 2016 failed bid to be mayor of Baltimore as a cautionary tale about the limits of online fame. Despite his celebrity friends and high profile Beyonc follows him on Twitter, and Rashida Jones donated to his campaign Mckesson won only around 2% of the vote in his home town. Garzas message is that you cant just tweet your way to political power; youve got to put in the work.

Mckessons high profile means he is often (wrongly) credited with launching Black Lives Matter, and with the work Garza and her co-founders started. Its a mistake, she notes, that he often doesnt seem overly eager to correct. She is not, I want to emphasise, being petty here. I get the impression shes far too much of a pragmatist for that. This is bigger than DeRay, she tells me. Its a question of how we see leadership and who we think deserves it. The people who we think deserve to be elevated tend to be men; meanwhile, black womens labour is often overlooked and erased.

Why, she asks, with a touch of frustration, are we holding on to a trope about leadership that is older than me? People are still looking for the Reverend Dr Martin Luther King Jr when, actually, leadership of movements today looks more like Lena Waithe and Laverne Cox. Cox is the first openly transgender person to be nominated for a Primetime Emmy award in an acting category, for Orange Is The New Black; Waithe, a queer black writer, actor and producer, won an Emmy for the Netflix show Master Of None. The things that make us different, those are our superpowers, Waithe said in her acceptance speech.

***

Garza knows a thing or two about being different. She grew up Alicia Schwartz, raised by her black mother and Jewish stepfather in Marin County, a predominantly white San Francisco suburb. She describes herself as queer. Maybe its an outdated ass word, she laughs, but adds that its a useful umbrella term for being more fluid in who Im attracted to and who I build intimate relationships with. Garza is married to Malachi Garza, a trans man and activist, whom she met in 2003.

Difference, she notes, can be a source of strength and power; it can give you a vantage point with potentially more range and insight. Yet the NGOs for which she worked after graduating from the University of California, San Diego seemed to have little room for difference: while the staff were mainly people of colour, those running the show were white. She moved into more grassroots organising, fighting for affordable housing in San Franciscos black communities by building neighbourhood coalitions. This work, she says, changed the way she thought about politics. It was where she began to understand that winning is about more than being right; its about inviting people to be part of a change they may not have known they needed.

Black Lives Matter has certainly mobilised people; but its move into the mainstream hasnt been without its issues. Garza accepts that the phrase has become a generic term that gets attached to anything related to police violence or black people. The decentralised nature of the organisation has contributed to the confusion.

Mistakes were also made as Black Lives Matter grew. Its hard to build a plane while youre flying it, Garza notes, and the organisation missed opportunities, such as developing clear demands to take on the 2016 campaign trail. Following eight years of a black president who hadnt brought as much hope and change as hed promised, many within the network were disillusioned with electoral politics and focused on direct action instead.

So Garza has taken the insight she has gained from Black Lives Matter and channelled it into a new organisation called Black Futures Lab, which she launched in 2017. Protesting can only get you so far; now Garza wants politicians to feel as accountable to black people as they do to corporations. Our work is purely focused on making sure that Black people are powerful in politics, so that we can be powerful in every aspect of our lives, she explains.

Obviously Black voters are not a monolith, Garza says, so one of the first challenges has been to create a consistent and coherent agenda for a diversity of experiences. In 2018, Black Futures Lab initiated what Garza calls the largest survey of Black people in America in 15 years; the resulting data went into developing the Black Agenda, a policy platform reflecting the most common concerns within Black communities across the political spectrum. One policy point, for example, is raising the minimum wage to $15, a move 85% of respondents to the Black Census supported. Other demands include creating more opportunity for home ownership and limiting police presence in schools, to dismantle the school-to-prison pipeline.

Now that a policy platform has been developed, Garza is building support for it ahead of this years presidential election. Weve had 60,000 Black voters pledging to support the Black Agenda. What [these voters] are saying is that they will be using the agenda as they make decisions about who to vote for.

The Black Futures Lab occupies much of Garzas time now; she hasnt been involved in the day-to-day of Black Lives Matter for a few years. It might seem odd to step away from a movement just as it goes mainstream, but Garza isnt someone who wants to bask in her past achievements; it frustrates her how many times shes been asked the same questions about Black Lives Matter. Shes focused on changing the future rather than rehashing the past.

That said, she hasnt completely cut herself off. Oh my God, of course, she says when I ask if she still hangs out with her co-founders. The three were recently in Los Angeles together for the Time 100: Most Influential People of 2020 photoshoot, she says warmly, and remain very much in touch.

Garza has had her camera off throughout our conversation; she isnt still wearing that face mask, I ask? Weve been talking for an hour and Im not sure how long you can leave those things on. I slipped it off, she reassures me. Now my face is nice and soft, and Im gathering my things for the shoot. Weve got to head over there in two minutes.

Before I let her go, I ask if she is anxious about the forthcoming election. Of course, she replies. But the way she handles that is by making sure Im doing everything in my power to get the country back on track. There was a time when she was a cynic and thought the US was beyond saving, but over the last 10 years she has become profoundly hopeful. Now is the time to fight and to engage. Voting, she says, can also be a movement.

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Black Lives Matter's Alicia Garza: Leadership today doesn't look like Martin Luther King - The Guardian