Britons have been accused of "ignoring" restrictions during the sunny bank holiday weekend, as the police and coastguard criticised those failing to observe guidelines.

Known as “My Special Aflac Duck,” the robot is merging play with tools that help doctors do their jobs.

The University of California announced that an artificial intelligent system has solved the puzzle in just over a second, besting the human world record by more than two seconds.

In Ann Arbor, Mich., the creators of a new autonomous vehicle have designed their robot to operate on local streets — but more so like a bicycle than a car.

A team of researchers at the University of California at San Diego have created a soft robotic lens that responds to eye movements.

Japanese researchers at Keio University have unveiled a robotic tail that has been designed to be worn by elderly people who struggle to maintain their balance.

A Japanese temple has settled on a new plan for connecting with the masses, one that channels ancient wisdom through the technology of the future.

Hyundai, one of the world’s largest automakers, is exploring adding e-scooters to their vehicles. The company has released an e-scooter prototype that is charged using electricity produced while driving.

To help law enforcement officers resolve emergency situations, one company has created empathy training based in virtual reality.

The SeaBubble is a new form of urban transportation that could offer Parisians a watery alternative to hailing a taxi, driving a car or hopping on an electric scooter.

Three years ago it was barely walking. Now, Atlas, the humanoid robot from Boston Dynamics is performing gymnastic routines that mimic professional athletes.

RS Automotive will become the first service station in the nation to completely convert their equipment from offering gasoline to 100 percent electric power.

The goal, researchers say, was to create a robot that learns the way humans do — through trial and error. Eventually, those robots could be used to complete tasks — in a warehouse or perhaps on the surface of a new planet — with more autonomy.

As fires tear across California, a Silicon Valley technology company believes artificial intelligence could be the key to preventing them in the future.

Ford Motor has unveiled the Mustang Mach-E, an all-electric sport utility vehicle that the company claims will have a range of at least 230 miles.

Boston Dynamics began began leasing their robotic dogs to the public this year. One of their first customers: The Massachusetts State Police.

Women have long felt the pressure of looking the part. Now men are feeling it, too.

New England has a negative point differential heading into Week 4 for the first time since 2008.

Contrarian bettors are off to their best start through the first four weeks of the season since 2003.

Cam Newton is 4-0 against the Redskins, with 11 touchdowns (nine passing, two rushing) and zero interceptions for his career.

Quarterbacks have won 10 of the past 11 MVP awards, and the six rushers who have won over the past 30 years have been historically good, either establishing a record for touchdowns or rushing for more than 2,000 yards in a season.

A sputtering offense and a bad defense is causing the Raiders to be outscored by nearly eight points per game after adjusting for strength of schedule.

Michel will face a Chicago Bears defense that stops opposing rushers a league-low 13 percent of the time.

Goff is using play-action more often than any other quarterback in 2018.

Thomas and the Saints will have to contend with a Vikings defense that has limited No. 1 receivers to an average of 53 yards per game.

Giants' offensive line is allowing an adjusted sack rate of over eight percent, the eighth-worst in the NFL.

According to Football Outsiders, Atlanta has the second-worst defense this season after adjusting its performance for strength of schedule.

This year’s Classic, a 1¼-mile race for 3-year-olds and up, will be held at Churchill Downs and features several strong entrants.

The dismissal of coach Hue Jackson seems to have given Duke Johnson Jr. new life with the Browns.

Pittsburgh has had trouble with the strengths of Carolina's offense.

Lamar Jackson, the 2016 Heisman Trophy winner and first round pick in the 2018 NFL draft, produced 117 rushing yards against the Bengals. Fantasy owners should take notice.

Since 2002, the year the league expanded to 32 teams, favorites playing on Thanksgiving are 28-12 against the spread.

The Baltimore defense has produced a very effective pass rush lately.

From 2003 to 2017, underdogs getting seven points or more at home were 94-72-1 overall against the spread and that includes a 43-26-1 ATS record in December and January.

The 49ers are 1-9 straight up in their last 10 divisional games.

Alabama and Clemson appear to be on a collision course ending at the College Football Playoff championship game on Jan. 7 at Levi’s Stadium.

The NCAA tournament could be more entertaining than usual, if only because seedings may be less accurate than in past years.

It hasn't been a great year for road favorites. Those who enjoyed a three-point advantage or more on the road have gone 21-30-2 against the spread.

• Facebook has been in negotiations for months to lease over 700,000 square feet at the Farley Building on Manhattan's West Side. 
• Office leasing activity in the city has plummeted, giving the blockbuster deal even more importance as a sign of life in a suddenly lethargic market.
• The coronavirus has spurred a deep downturn in the economy that is already being felt in the city's commercial real-estate market, prompting a big slowdown in leasing activity.  
• The rapid expansion of tech in recent years has propelled the city's office market. Real estate execs say that Facebook's big deal is a key barometer. 
• The crisis also raises questions whether tenants will ever occupy office space the same way as companies and their workforces around the world grow familiar with remote work. 
• Click here for more BI Prime stories.

Leasing activity in New York City's multi-billion-dollar commercial office market has dropped precipitously as the coronavirus has battered the market and raised questions of when — and even if — tenants can return to the workplace in a post-Covid world.

Amid the growing concerns the crisis will smother what had been robust demand for office space, eyes in the city's real estate industry have turned to a pending blockbuster deal on the West Side that could offer a signal of confidence to the market.

Facebook is in talks to take over 700,000 square feet of space in the Farley Building, a block-long property across Eighth Avenue from Penn Station.

"If that deal happens, then this market will be just fine," said Peter Riguardi, the New York area chairman and president of JLL. "If the deal happens but it's renegotiated, it will be fine, but it will be a trend that every tenant can follow. And if it doesn't happen, I would be very concerned about the market."

Read More: Inside the drama over control of the iconic Chrysler Building: A real-estate tycoon and a prestigious college are renegotiating a critical $150 million deal.

Facebook's NYC real-estate footprint

Last year, Facebook signed on for 1.5 million square feet in the Hudson Yards mega-development just west of the Farley Building, taking space in three new office towers at the project.

For months the $600 billion Silicon Valley-based social media giant has been in negotiations for even more space at the nearby Farley Building, whose interior landlord Vornado Realty Trust is redeveloping to include newly built office and retail space.

Vornado had originally expected to complete the deal with Facebook in early March, according to a source familiar with the negotiations. The talks have continued on as the virus pandemic has brought commerce and social life to a virtual halt. The source expected the lease, which will commit Facebook to pay hundreds of millions of dollars in rent for the space over the life of the lease, to soon be completed.

In a conference call with investors and analysts on Tuesday to discuss Vornado's first-quarter earnings, the company's CEO Steve Roth also hinted that the Facebook deal was still on track.

"There's another large tenant that has been rumored to be that we've been in dialogue with," Roth said, not directly naming the company. "That conversation is going forward aggressively and hopefully maybe even almost complete."

Rapid growth in Big Tech leasing before coronavirus

Recent real-estate decisions by Facebook and other tech companies have worried real-estate executives that they may reconsider their footprint after years of dramatic growth. Facebook on Thursday revealed that the bulk of its over 40,000-person workforce will be asked to work remotely for the remainder of the year, a timeline that appears to show the company is using caution in returning to its footprint.

Read More: Neiman Marcus just filed for bankruptcy, and it could mark a major blow to NYC's glitzy Hudson Yards — one of the most expensive mega-malls in US history. Here's why.

Real-estate executives have expressed concern that tenants may become accustomed to offloading a portion or even the bulk of their workforce to a remote-working model, leading them to drastically reduce their office commitments.

At a minimum, the economic upheaval has appeared to spur a newfound sense of caution in tech companies that have grown rapidly in recent years. Alphabet called off negotiations to expand its San Francisco offices by over 2 million square feet in recent weeks, according to a report from The Information.  

Tech has been a big driver of demand for office space

In recent years the tech industry had become one of the most voracious takers of space in the city, helping to push up commercial rents and spur the construction of new office space.

In 2019, tech firms accounted for 24.5% of the 31.6 million square feet of leasing activity in Manhattan, eclipsing the financial industry as the city's biggest space-taking sector for the first time, according to data from the real estate services and brokerage firm CBRE.

In 2010 tech leasing comprised just 4% of the 24.2 million square feet that was leased in the Manhattan market that year, CBRE said.

"Nothing has buoyed the confidence of landlords more in recent years than tech tenants," said Sacha Zarba, a leasing executive at CBRE who specializes in working with tech firms. "It didn't matter where your building was. If it was attractive to tech, you would stand a good chance to lease your space. If that industry retrenches a bit, it removes a big driver of demand."

The Manhattan office market has slowed rapidly in recent weeks as the virus crisis has battered the economy and shut down daily life.

About 844,000 square feet of space was leased in Manhattan in April, according to CBRE, 64% lower than the five-year monthly average. In the first four months of the year, nearly seven million square feet was leased, a decline of 30% for the same period a year ago. 

So far, however, there are signs that tech continues to snap up space.

After scuttling plans to develop a 25,000 person second headquarters space in Long Island City last year, Amazon purchased 424 Fifth Avenue, a former flagship department store for Lord & Taylor, for nearly $1 billion in March. That property totals about 660,000 square feet. Late last year, before the pandemic hit U.S. shores but had flared in China, Amazon also leased 335,000 square feet at 410 Tenth Avenue.

The commitments of major tech companies absorb millions of square feet in the city, but they also help fuel a larger ecosystem of tenants that occupies an even larger footprint. That means that a decrease in the real estate of just a few big tech players could be multiplied across the market as smaller players in the sector follow suit.

"Those big tech firms do a fantastic job of training and credentialing tech talent on the city," said Matt Harrigan, a co-founder of Company, a space incubator at 335 Madison Avenue that provides offices and community for both startups and more established tech firms. "Google and Facebook spin off talent who start or join other tech ventures that take space. That's what's so important about having the large presence of those companies here."

Have a tip? Contact Daniel Geiger at dgeiger@businessinsider.com or via encrypted messaging app Signal at +1 (646) 352-2884, or Twitter DM at @dangeiger79. You can also contact Business Insider securely via SecureDrop.

SEE ALSO: What to expect when you're back in the office: 7 real-estate experts break down what the transition will look like, and why the workplace may never be the same

SEE ALSO: Major tenants are delaying big leases in NYC as they re-think their office space needs for the post-coronavirus world

SEE ALSO: As WeWork and flex-space rivals stumble, 18 million square feet of space in NYC is at risk. Here's what that means for the real-estate market.

SEE ALSO: BI Prime Edit in Viking Neiman Marcus just filed for bankruptcy, and it could mark a major blow to NYC's glitzy Hudson Yards — one of the most expensive mega-malls in US history. Here's why.

Join the conversation about this story »

NOW WATCH: We tested a machine that brews beer at the push of a button

• As the coronavirus-led economic shutdown drags on, many investors have started counseling startups to have more than a years' worth of "runway" to avoid having to raise funding on poor terms.
• But VCs are split on how much startups should be socking away. Some have estimated 18 months oof reserves could suffice, while others say as much as 3 years' worth of runway is ideal.
• The different time frames depends on the age of the startup along with which industry they operate in. Younger startups typically have fewer overhead expenses, while older startups likely have more employees and pricey office leases.
• Also, those companies that may be able to resume work as essential services may need less cash if they are able to generate revenue.
• VCs are uniformly bracing for an economic slowdown, but the severity of downturn is still up for debate. 
• Click here for more BI Prime stories.

Startups are facing what could become the worst economic downturn in several decades, and VCs are begging them to take drastic measures to improve their chances of making it through. 

Most Americans who lived through the 2008 financial crisis will know that a savings stockpile or rainy day fund can mean the difference between surviving and thriving during tough times, but as recent studies have shown, many tech startups and VC firms don't have a similar first-hand experience; many have only known boom times and are now venturing into uncharted waters.

One thing VCs agree on is that startups need to quickly rein in growth plans — ideally as soon as yesterday — and start scrutinizing expenses. Anything nonessential should be cut or suspended indefinitely, headcount should be reduced, and pricey office leases eliminated if possible, all with the goal of extending a startup's "runway."

In Silicon Valley, runway refers to how much cash a startup has on hand to put against its operating expenses. If, for example, a startup has roughly $100,000 in monthly operating expenses and has $1 million in the bank, they are looking at a 10-month runway, assuming revenue stays roughly flat.

In the days before the coronavirus pandemic, a startup's runway dictated when it had to start looking for additional funding. Instead of cutting expenses, the popular solution was to simply put more VC money in the bank. This helped high flying startups like Uber and Airbnb expand at a breakneck pace — VC dollars kept pouring in and the companies remained unprofitable as they chased growth at all costs.

But now, VCs are saying that's no longer an option. Founders Fund general partner Keith Rabois said on a podcast recently that profitability is now being rewarded much more than high-growth. 

For startups that aren't profitable, that means hunkering down and ensuring there are enough reserves to last through the crisis.

So how long does the runway need to be? 

Many VCs that Business Insider has spoken to are advising their startups to have at least 18 months of runway. But some VCs say startups should have upwards of 3 years' of expenses saved up. 

The length of time can vary depending on the startup, one investor told Business Insider, pointing to the startup's age and industry as important factors. An early-stage company with a handful of employees and low-overhead costs might easily stretch a $500,000 seed check, whereas a growth-stage biotech startup with hundreds of employees, expensive hardware, and pricey office space might struggle to make tens of millions of dollars in funding make it through 12 months. Those that can't cut costs will be forced to fundraise with poor terms and risk the dreaded downround. 

"You can always easily dial back up the aggressiveness and risk profile if we get more optimistic visibility, but if you don't take action right away — to preserve capital, cut your burn rate, have fundamentally attractive unit economics, edit the product to make more sense in the new world order — if you don't do those right away, the opportunity to do those things and survive is probably lost forever," Rabois said in the April Talkshow broadcast.

Rabois is in the camp of pessimists, generally speaking, who think the economic downturn will not only drag on through 2020, but could eventually turn into an economic depression the likes of which could rival the Great Depression of the 1930s. He said that his VC peers are starting to rein in the freewheeling deal-making that has defined the last two decades of the Silicon Valley startup ecosystem, and are now treading cautiously. It's time that startups do the same, he said.

SEE ALSO: Lower valuations and a long wait for funding: Two top early-stage VCs dish on how they are counseling startups to withstand long-term economic uncertainty

Join the conversation about this story »

NOW WATCH: Pathologists debunk 13 coronavirus myths

• The coronavirus crisis has proved that companies can remain productive over Zoom. 
• Remote work will become more common than ever, which will mean fewer people head to the office. 
• Office designs will change to be centered around collaborative work, and there could be a revival of the suburban office. 
• To read more stories on the future of the office, click here.

Coronavirus has changed the office forever.

The dense, urban, open-floor plan office has been the defining feature of offices over the last 20 years, with tightly packed flexible-office and coworking locations from companies like WeWork the biggest exemplars of the trend. A recent report by JLL found that up to 70% of all office spaces in the first quarter of 2020 were mostly or partially open floor offices. 

These sorts of offices are nightmares for the transmission of a virus that feeds on density, and they may end up as artifacts of the pre-pandemic start of the 21st century. Remote work, rumored to be waiting in the wings to kill the traditional office since the invention of the fax machine, has finally had its day. 

CEOs, like James Gorman at Morgan Stanley and Jes Staley at Barclays, have questioned the need for their pre-virus office square footage. They've had success running their businesses totally remotely, so why not save a couple of bucks on one of their biggest costs.

But the office won't die altogether. Instead, as the workplace has countless times before, it will evolve.

The evolution will begin with the short-term solutions that will make offices safe before a coronavirus vaccine. These changes will act like a bridge to the future of the workplace: some of these short-term changes will stick and some will eventually look as quaint as this photo of a masked-typist clacking away on a typewriter during the Spanish Influenza epidemic. 

The long-term evolution of the office will be decided in the coming months and years, as companies rethink their business plans to be flexible and resilient to retain productivity in a crisis.

While the loss of life and psychological pain of the pandemic, and the economic crisis following in its wake, are staggering, businesses are seeing it as an opportunity to make foundational changes to how and where they operate.

The choices that companies make now will decide what the office looks like in five years.  

Read more: The coronavirus is a 'nuclear bomb' for companies like WeWork. 10 real-estate insiders lay out the future of flex-office, and how employers are preparing now.

Remote work is here to stay

We're in the midst of the largest work-from-home experiment ever, which will likely be the beginning of a "paradigm shift" towards remote work. Executives and workers alike have seen first hand that business operations can continue online. 

A recent Colliers survey found that 4 in 5 employees hope to work remotely at least once a week after the coronavirus crisis ends. A Gartner survey this March found that 74% of 317 CFOs, half of which oversee the financials of companies with revenue above $1 billion, plan on shifting some employees to permanent remote work. 

Some organizations have already changed their remote work guidelines: Zillow's 5,000 employees will be able to work remotely at their discretion through the end of the year. Others, like Refinitiv, Tradeweb, Nationwide, and the aforementioned Barclays and Morgan Stanley, are signaling that their guidelines will also change. 

"We used to joke about meetings that could have been emails, but now we'll wonder why we can't just do them in our pajamas with our pets on video conference," Nancy Dubuc, Vice Media Group CEO, told Business Insider. "There's a balance of course because some work is actually more productive and better done in person, but it will never need to be 5 days a week, all day every day again."

When these companies begin to shift their business models to accommodate remote work, the office will change. They may cut back on individual workspaces and increase investment in collaborative spaces, turning the office into a cultural and training hub.

"This (more remote work) means adapting some of the office structure to help this way of working succeed, with even more video facilities and more flexible group spaces for brainstorming sessions," Luke Ellis, CEO of investment manager Man Group, told Business Insider. 

Most leaders aren't considering going fully remote. Instead, they're going to use office space differently, and could potentially even cut back on space. PR giant BCW Global's CEO Donna Imperato is considering taking less office space as more employees work remotely, for example.

"I'm not sure we'll go back to office seating," she said. "We won't need as much real estate because more people will start working from home. That's a cost saving, and they become more productive." 

Read more: The CEO of the third-biggest PR firm BCW lays out how the company will outperform its peers in a tough year

Arnold Levin, director of strategy for the southwest at leading architecture and design firm Gensler, told Business Insider about one health insurance client that had been looking to cut down on their 500,000 square foot office portfolio before the pandemic. Levin produced a plan that utilized desk-hoteling to cut the footprint down to 320,000 square feet, and presented it over a video chat in the midst of the lockdown. 

The CEO told Levin that their workforce had been so effective at working remotely that they actually would prefer to cut back on an all individual workspace in their offices. They're now planning to operate in one 80,000 square foot office building, using it for training, large meetings, and to entertain clients. 

Read more: What to expect when you're back in the office: 7 real-estate experts break down what the transition will look like, and why the workplace may never be the same

Why remote work won't kill the office completely

If every company were to shrink their footprint as drastically as Levin's client, the commercial office market would crumble. This is unlikely to happen for a couple of reasons. For one, if less people came into the office, but offices became less dense to make social distancing possible, companies might still need just as much office space. 

"We, like everyone else, have dreams of reducing our real estate footprint," MSCI CEO Henry Fernandez told Business Insider. However, that dream is constrained by the realities of social distancing.

"The flipside of that is whatever real estate you occupy, you will consume a lot more of it because we have to social distance," Fernandez said.

A whitepaper by Michael Colacino, president at office space company SquareFoot, walks through the reasons why he thinks that the reduction in office space likely won't approach the roughly 25% decrease that's estimated by some experts.

Executives, already most likely to work remotely before the pandemic, would have to give up their dedicated office space, which is usually much larger than a typical employees. Other employees would have to turn to hot-desks (desks that are on a first-come-first-serve basis) and shared workspaces instead of offices or assigned desks.

Hot-desking would lead to an almost-unsolvable coordination problem: how do you make repeatable schedules that prevent the office from getting too crowded while also making sure that the correct people are in the office for any in-person activities, like trainings or meetings? Hot-desking also requires a large amount of cleaning to prevent spread of the coronavirus.

Without workers going remote full-time, the office space won't be able to shrink much. Colacino's model predicts that space demand will shrink about 5%. Given the long length of leases and the high costs associated with breaking a lease or finding a subletter, this shrinkage will happen over a horizon of years, blunting the impact.

Read more: Major tenants are delaying big leases in as they re-think their office space needs for the post-coronavirus world

How do we make offices safe?

Before the advent of a coronavirus vaccine, the near-term return to the office will require lots of operational and technological changes to prevent spread of the virus. The psychological effects of the crisis, and the reality that global catastrophic events are likely to become more common as a result of climate change, means that these changes won't disappear once the virus becomes a distant memory.

"What is going to be the long-term imprint psychologically on any of us?" Levin from Gensler said. "We wake up in the morning, we hear about the virus and we hear about the death tolls. We go to bed, we hear about the death tolls."  

Offices may not feel safe even after a vaccine, and it will be up to companies to make employees feel safe. After 9/11, office buildings in major cities began to add turnstiles and security desks to prevent potential terrorist attacks, and surveillance increased in pretty much every public space. This sacrifice of privacy for security will happen in the office after coronavirus.

Surveillance in a pre-coronavirus office largely meant the watchful eye of a manager trying to see who is scrolling Instagram at their desk or watching a daytime baseball game in the corner of their computer monitor.

After coronavirus, surveillance will include everything from temperature checks at a building entrance to the mandatory installation of contract-tracing applications on an employee's smartphone, all of which are allowed under legal guidance offered by the Equal Employment Opportunity Commission and the Center for Disease Control, according to a Goodwin Procter legal analysis. 

In China, 80% of Class A office buildings are requiring temperature checks at the entrance to the building to prevent the spread of the virus, according to a JLL report. 

Artificial intelligence company Landing AI has developed demo software that uses video to flag inadequate social distancing in the workplace in real time. AI-enabled video surveillance and utilization monitoring sensors are likely to become much more common.  

The limiting factor for a lot of these changes is their cost, magnified by the economic tightening underway right now.  

"(The costs) add insult to injury within the environment we're operating in," Andrew Sucoff, chair of Goodwin Procter's Boston real estate practice.

Read more: Mandatory temperature-taking is largely seen as a critical way to return workers to offices. But some big NYC landlords are worried about its effectiveness.

The return of the suburban office

Some businesses are considering alternating desks or erecting temporary barriers in the short-term. In the long-term, companies are considering everything from erecting walled, private offices to moving to suburban office spaces. 

A forthcoming report by Dr. Victor Calanog, head of commercial real estate economics for Moody's Analytics REIS traces the last time the suburban office came into, and out of vogue.

In the 1980s, with crime at approaching record highs and federal and state aid to city budgets shrinking, there was a professional-class exodus from the city to the suburbs. Corporations followed suit on a slightly delayed time scale, given the length of typical office leases: from 1989 to 1997, suburban market inventory expanded 1.7 times faster than inventory in cities's central business districts. 

By 1997, suburban office vacancies were 1.8% lower than central business district vacancies, and by 1998, the Building Owners and Managers Association said that the suburban office will be the top real estate investment of the next five to ten years. 

That did not come to pass. City budgets increased, crime fell, and professional workers began to move back to the city. Simultaneously, internet technology and increasing office density lowered demand for office space. The city became the ideal location for office space once again. 

This cycle may repeat itself, with the pandemic replacing crime and budgetary constraints. After 9/11, Morgan Stanley moved employees to offices in Westchester County, New York a suburb outside Manhattan. Before the total coronavirus lockdown, Morgan Stanley moved traders back to the same office again. 

Why is this time different?

The death of the office has been foretold for a while now, but hasn't come to pass.  Dr. Calanog told Business Insider that people have been theorizing the death of the office since the arrivals of the fax machine and the internet.

Levin, from Gensler, told Business Insider that consultants thought the Great Recession would be the catalyst for the future of the office, where "everyone will be like Google." 

The mood at the time is best summed up by a Rahm Emmanuel catchphrase from 2009, by way of Macchiavelli and a pit stop with Naomi Klein: "Never let a crisis go to waste."

"People had short-lived memories," Levin said. "Some changed, but a vast majority went back to cramming as many people into a space as possible." 

This time is different, says Dr. Calanog, because of the international scope of the change and the duration of the shock, which still has no obvious end date. 

Levin said that, instead of focusing on tactical changes or the ideal model for the future office, he's asking clients deep questions about their goals and principles and the threats to their current business model. 

"The best thing is to avoid clever trends and quick fixes, and have organizations face this new reality," Levin said. 

Levin said the organizations that are using this time to realign their business model to be more adaptable will be the most successful going forward. Any changes they make to their office and workplace should flow from that realignment.

"I think organizations are going to see more of a connection with a need to change their business models and how the workplace connects to that for the first time."

SEE ALSO: What to expect when you're back in the office: 7 real-estate experts break down what the transition will look like, and why the workplace may never be the same

SEE ALSO: Mandatory temperature-taking is largely seen as a critical way to return workers to offices. But some big NYC landlords are worried about its effectiveness.

SEE ALSO: 'We should be prepared for a new normal': 3 real estate experts on how the coronavirus is transforming offices and accelerating the rise of industrial property

Join the conversation about this story »

NOW WATCH: Why Pikes Peak is the most dangerous racetrack in America

• Tesla's vehicles are and always have been crammed with great ideas.
• These range from touchscreen interfaces to innovative battery designs to staggering acceleration.
• I've driven or experienced every vehicle Tesla has ever sold or intends to sell in the future.
• Here are all my favorite features, ranked.
• Visit Business Insider's homepage for more stories.

In about two decades, Tesla has done what everyone in the auto industry thought was impossible: create an all-electric brand that could sell hundreds of thousands of vehicles.

Tesla could have done that in a boring or modest way, developing  the equivalent of an electric VW Beetle.

Instead, Tesla made fantastically compelling cars that are fast, look amazing, and are packed with features.

Here's a rundown of all my favorites, ranked from bottom to top:

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Tesla has been in business for 17 years. In that period of time, it's consistently captivated the world not just because it makes all-electric cars, but because those cars have always been packed with cool features.

"Easter eggs" — frivolous little extras that Tesla throws in whenever it does software updates. Owners enjoy finding them.

The Model X's falcon-wing doors. Dramatic, slightly impractical, and a nightmare to manufacture. But Tesla has the only SUV on the road with such an exotic feature.

Bioweapon Defense Mode uses a powerful filtration system to render the interior air quality of the Model X or Model S "hospital grade," according to Tesla.

The Model X's 5,000-pound towing capacity. Nobody ever talks about it, but the Model X can tow a goodly amount for an electric SUV. It's very competitive with gas-powered SUVs that tout their capabilities.

The large, central portrait touchscreen on the Model S and Model X. This mega-tablet interface was a revelation when Tesla first introduced it on the Model S in 2012, but it's now emulated throughout the auto industry. It's actually canted slightly toward the driver.

Aero Wheels on the Model 3. The proprietary design is standard on the vehicle, enhancing airflow, reducing drag, and improving range.

Ludicrous Mode. The acceleration feature — which followed Insane Mode, first rolled for the all-wheel-drive Model S — enables Teslas to cover the 0-60 mph sprint at supercar-like velocities.

Frunks! All Teslas currently on sale have front trunks, expanding their cargo capacities. Having no gas engine helps to free up space.

Trunks! Teslas are commendable cargo haulers because they're effectively boxes on top of battery packs, creating ample space for luggage, groceries, of gear.

Quiet. In operation, Teslas are notably quiet and smooth, thanks to the optimization of airflow, solid build quality, and mostly silent electric motors.

The Tesla smartphone app. I've actually tested a number of these from assorted manufacturers, but Tesla's is the only one that's truly useful. For the Model 3, it replaces the traditional key fob.

The glass roof of the Model 3. It creates a stunning silhouette and floods the cabin with natural light.

The space-age operators' platform in the cab of the Tesla Semi. This space — clearly anticipating a time when semi-trucks drive themselves — is the most futuristic thing Tesla has ever designed.

Roadsters in space. CEO Elon Musk's personal Tesla Roadster was launched atop the SpaceX Falcon Heavy rocket in 2017, as a test payload. Piloted by "Starman," it set a new standard for automotive marketing.

Tesla's in-house audio system. Most luxury brands partner with a big-name audio company for premium sound systems, but Tesla developed its own — and it sounds absolutely fantastic.

Charge monitoring and mapping. Charging is among the most important things Tesla has to think about, so the company has made it a priority to track it in the vehicle and via the app, as well as to plot road-trip courses that use GPS navigation to permit island-hopping from charging location to charging location.

Navigate on Autopilot combines Tesla's GPS mapping system with Autopilot's ability to execute lane changes and freeway on- and off-ramping maneuvers.

The new Roadster's staggering performance specs. The all-new machine has a claimed 0-60 mph time of 1.9 seconds, making it the fastest production vehicle in the world.

The Model 3's consolidated vehicle-management system and central landscape touchscreen. Almost every aspect of the Model 3 is controlled here, and the traditional instrument cluster has been moved to the left side of the screen, and streamlined.

The radical design of the Cybertruck. In late 2019, Tesla had fallen into a design rut. The otherworldly, stainless-steel Cybertruck changed all that. Controversial to be sure, but also thrilling.

Read about the Cybertrucks' rad design.

Manufacturing simplicity. Electric cars are less complicated to build than gas-powered ones. Tesla has designed its factory in China to optimize this aspect of production, which could support and enviable profit margin for Tesla in the 20-30% range.

The white interior. It's an extra, but a very popular one. I was initially skeptical, but I'm now a fan. After all, it survived a 700-plus-mile family road trip!

Read about the road trip.

Over-the-air software updates. Just like smartphones, Teslas can be routinely upgraded while sitting in owners' driveways. This means that an older Tesla can acquire new features quite literally overnight.

The Supercharger network. Access to DC fast-charging used to be a lifetime perk for Tesla owners, but Tesla has begun to bill for the service. Still, it enables longer road trips and is completely integrated with each Tesla vehicle's systems.

Tesla's design philosophy. Head designer Franz von Holzhausen and Elon Musk argue that it doesn't cost anymore to make Teslas beautiful. But von Holzhausen has also exercised tasteful restraint, ensuring that Tesla's vehicles have a long market life.

Read about Franz's design influence.

Performance! Tesla vehicles have always combined electric virtuosity with industry-leading performance. Owners can usually expect to be driving one of the fastest cars on the road.

Battery design. Tesla has taken a complicated, multi-cell concept — thousands are wired together in packs — and perfected it, yielding impressive range and performance. The company also manufactures its own packs, in partnership with Panasonic.

The Model 3's minimalist driving experience. With the clean dashboard, you can focus on the road ahead. It's a blissful thing and my top Tesla feature.

The bottom line is that while plenty of other automakers put cool features in their cars, Teslas are crammed with ideas, ideas, and more ideas.

• Oracle's bid to become a bigger player in the cloud has become more aggressive in the COVID-19 crisis, highlighted by a new partnership with Zoom.
• The tech giant is up against stronger rivals led by Amazon, Microsoft and Google, but the need for more cloud capacity sparked by the sudden pivot to remote work has created opportunities for the Silicon Valley behemoth.
• Here are the 10 Oracle executives who are playing key roles in CEO Safra Catz and founder Larry Ellison bold cloud offensive.
• Click here for more BI Prime stories.

Oracle has been through some jarring changes in the last seven months. 

The tech giant lost a well-regarded and experienced co-CEO when Mark Hurd died in October after taking leave for health reasons, leaving Safra Catz as the solo CEO. Now, like other major tech companies, Oracle is grappling with the impact of the coronavirus crisis.

But Oracle has been through tough times in its 43-year history. In fact, the Silicon Valley giant has been known to seize opportunities during rough spots. It's already seen some success during this crisis, too: Oracle just scored a big win when videoconferencing company Zoom — suddenly facing a surge in demand — chose to expand on Oracle Cloud, instead of other platforms like top cloud provider Amazon. Oracle is generally considered a smaller player in the cloud wars, behind giants Amazon, Microsoft, Google, and Alibaba.

Yes, Oracle still has a long way to go to match its rivals' reach, but its strategy of expanding its capacity by building more data centers seems to be paying off, IDC President Crawford Del Prete told Business Insider.

That increased capacity and Oracle's "world class" applications are key in the cloud words, Del Prete said: "Oracle is one of the few companies able to deliver both at scale in order to compete."

While Catz and founder, executive chairman, and chief technology officer Larry Ellison the lead company, they're also relying on key top executives, including cloud veterans from rival Amazon, to advance Oracle's cloud strategy. 

Nearly all are white men, something Oracle has criticized for in the past: Over 30 members of Congress slammed the company late last year about the lack of diversity in its leadership team and on its board.

Meet the 10 top executives playing important roles in Oracle's cloud offensive:

SEE ALSO: Oracle is known for making bold M&A moves in a recession and it's sitting on a fresh $20 billion. Here are the 7 companies experts think it could acquire as the coronavirus crisis drives down valuations

SEE ALSO: Experts lay out five moves that Oracle founder Larry Ellison, one of tech's best tacticians, might take in a coronavirus-driven downturn

Don Johnson left Amazon to focus on Oracle's cloud infrastructure.

Title: Executive vice president, cloud infrastructure

Reports to: Larry Ellison

Johnson  played a key role in Amazon's dramatic expansion in the cloud before joining Oracle in 2014.

He was instrumental in setting up Oracle's cloud engineering development center in Seattle and in the tech giant's expanding data center footprint.  Johnson has also led another major Oracle initiative: forming a cloud partnership with Microsoft.

Oracle's chief corporate architect Edward Screven has been with the company since 1986.

Title: Chief corporate architect

Reports to: Larry Ellison

Screven is an Oracle veteran who helped lead the company through all of the major industry changes of the past 30 years.

He admits that cloud market-leader Amazon had a head start, but says that there are benefits to following it. 

"We definitely started after Amazon: The bad news is they have market share, the good news is we get to learn a lot," he told Business Insider in an interview in May 2019. "Mindshare, that may be their biggest asset. But there is no technology they have that is concerning to me at all."

As one of Oracle's top technologists, he's focused on making Oracle's cloud infrastructure more secure, with more sophisticated and efficient ways to manage data. 

"We have hundreds of thousands of customers that store their most important data in Oracle databases," Screven said. "We could do a far better job for them than any other cloud provider. We are doing a far better job for them."

Clay Magouyrk leads cloud infrastructure engineering and played a key role in forging Oracle's new alliance with Zoom.

Title: Executive vice president, cloud infrastructure engineering

Reports to: Don Johnson

Magouyrk is another veteran of Amazon Web Services who joined the Oracle team in Seattle in 2014. 

He was Oracle's point-man in forging its new partnership with Zoom, which was seen as a major victory for Oracle.

"They needed capacity," Magouyrk told Business Insider last month "They reached out to us and we were like, 'Awesome, we can work with you.' Within a day, we had their application up and running."

Magouyrk was a founding team member of Oracle's cloud engineering development center in Seattle, which is spearheading the company's cloud infrastructure efforts.

Ariel Kelman left Amazon Web Services to become Oracle's chief marketing officer.

Title: Chief Marketing Officer

Reports to: Safra Catz

One of the biggest hurdles for Oracle is the public perception that it's a minor player in the cloud. In other words, it's a marketing problem.

This is where Kelman comes in. Before Oracle brought him on board in January 2020, Kelman led rival Amazon's cloud marketing efforts, and served as a marketing executive at Salesforce for six years before that.

"Ariel is a super smart hire for Oracle," analyst Ray Wang of Constellation Research told Business Insider. "He brings the cred in the market and understands how to counter all of Amazon's tactics and long-term strategy. He has the ear of Larry and Safra and is making progress with some great hires on his team."

Juergen Lindner left SAP to lead Oracle's software-as-a-service marketing strategy.

Title: Senior vice president, software-as-a-service marketing

Reports to: Ariel Kelman, chief marketing officer

Lindner spent most of his career helping SAP outsell Oracle in the traditional business software market: both dominated teh market for software installed in private data centers. 

He switched sides and roles four years ago to support Oracle's bid to become a stronger player in cloud software, also referred to as software-as-a-service, where businesses access applications through cloud platforms and pay via a subscription, usually based on the number of users granted access. 

Lindner has said it became clear to him that Oracle had a better strategy for the cloud-software era.

"Oracle has architected a very sustainable cloud infrastructure and applications strategy," he told Business Insider last year.

Steve Daheb left Citrix to lead Oracle's cloud marketing strategy.

Title: Senior vice president, cloud go-to-market

Reports to: Ashley Hart, senior vice president, global marketing cloud platform and database

Daheb joined Oracle in 2015 after serving as the chief marketing officer of Citrix, a cloud pioneer that first let businesses set up computing networks on web-based platforms instead of on-premise data centers, leading to dramatic IT cost savings.

Daheb witnessed the unexpected rise of Amazon in cloud computing, which began in the early : 2000s when the online retail giant realized it could make some extra money by giving businesses access to its massive but underutilized computing infrastructure, hosted from its data centers.

"Amazon had spare computing resources to rent out," he told Business Insider last year. "It's like, 'Hey, man, I got an extra room in the house during the summer when it's not spike retail time. There's nobody in there, so why don't I put this thing on Airbnb and see if anybody wants it?'"

Amazon Web Services has led the industry ever since. 

Like others on the Oracle team, Daheb thinks the software giant's technology and track record of working with major players across industries will eventually propel it to the front of the cloud pack.

"There's a level of understanding we have and a level of empathy we have for enterprise users: We serve the major banks, we serve transportation, we serve healthcare," he said. "We brought this enterprise mentality to it."

Juan Loaiza, who has been with Oracle since 1988, is in charge of mission-critical database technologies.

Title: Executive vice president, mission-critical database technologies

Reports to: Larry Ellison

Loaiza is another Oracle veteran who has been with the company for more than 30 years and is currently focused on its bid to expand the reach of its flagship database product.

The tech giant's cloud-based automated data-management platform Autonomous Database uses machine learning to quickly repair and update itself.Loaiza has compared the status of this fairly new initiative to the development of the self-driving car:

"It took a long time to get to a point where we are now and say, 'The next step is a self-driving car,'" he told Business Insider last year. "It's got to be safe. It has to have seatbelts and airbags and a navigation system. All that stuff was necessary before you take it to the next stage." 

The database is ready for that next stage. 

Jason Williamson left Amazon to lead Oracle's outreach to startups.

Title: Vice president, Oracle for Startups

Reports to: Mamei Sun, Ellison's chief of staff

Startups have played an important role in the growth of cloud computing and Oracle has launched a big push to establish closer ties with these smaller companies, given that they could eventually become the biggest power players. 

Williamson has been the company's point-man in this effort, as he develops ways to make Oracle's products and services more accessible to startups.

Williamson is another veteran of Amazon Web Services where he led the cloud giant's private-equity team before joining Oracle in 2017.

Evan Goldberg cofounded NetSuite, which is now part of Oracle.

Title: Executive vice president, NetSuite

Reports to: Safra Catz

Goldberg is part of the elite club of Oracle alums who went on to launch successful enterprise-software companies. (Salesforce CEO Marc Benioff is perhaps the best-known.)

Goldberg left a long career at Oracle in the late 1990s to launch NetSuite, a cloud-based provider of financial- and accounting-management services. He was the chief technology officer alongside CEO Zach Nelson, another Oracle alum, and Ellison was actually one of their early backers.

Oracle acquired the company in 2016 and it now has more than 18,000 customers. 

Steve Miranda has been with Oracle since 1992 and leads cloud-applications development.

Title: Executive vice president, applications product development

Reports to: Ellison

Miranda is an Oracle veteran in charge of different aspects of the company's cloud-software business, including product development and strategy.

This covers applications used for major business operations, like supply-chain management, human resources, and enterprise performance management.

• Every week, Parrot Analytics provides Business Insider with a list of the nine most in-demand original TV shows on streaming services in the US.
• This week includes "The Midnight Gospel," a surprise animated hit from Netflix. 
• Visit Business Insider's homepage for more stories.

Netflix's new animated series, "The Midnight Gospel," is a surprise hit and gaining in audience demand while the one-time sensation, "Tiger King," dramatically dipped to the point where it's not among this week's most in-demand streaming originals. 

Every week, Parrot Analytics provides Business Insider with a list of the nine most in-demand TV shows on streaming services in the US.

The data is based on "demand expressions," Parrot Analytics' globally standardized TV-demand measurement unit. Audience demand reflects the desire, engagement, and viewership weighted by importance, so a stream or a download is a higher expression of demand than a "like" or a comment on social media, for instance.

Disney Plus' final season of "Star Wars: The Clone Wars" dramatically surged in demand this week after the series finale debuted on May 4, otherwise known as "Star Wars" Day.

But last week's newcomers, Apple TV Plus' "Defending Jacob" and Hulu's "Little Fires Everywhere," disappeared this week. 

SEE ALSO: Insiders say major questions hang over DC Universe as its parent company prepares to launch Netflix rival HBO Max

9. "The Midnight Gospel" (Netflix)

Average demand expressions: 32,846,492

Description: "Traversing trippy worlds inside his universe simulator, a space caster explores existential questions about life, death and everything in between."

Rotten Tomatoes critic score (Season 1): 90%

What critics said: "We often say that a show is 'like nothing else on television' and it's usually an act of critical hyperbole. Trust me. It's true here." — RogerEbert.com (Season 1)

Season 1 premiered on Netflix on April 20. See more insights here.

8. "Narcos: Mexico" (Netflix)

Average demand expressions: 33,194,298

Description: "Witness the birth of the Mexican drug war in the 1980s as a gritty new ‚Narcos' saga chronicles the true story of the Guadalajara cartel's ascent."

Rotten Tomatoes critic score (Season 2): 87%

What critics said: "The second season of Narcos: Mexico, then, is far from flawless - but there are enough reminders of what has made the show such a phenomenon to make it a worthy watch." — Radio Times (Season 2)

Season 2 premiered February 13 on Netflix. See more insights here.

7. "The Witcher" (Netflix)

Average demand expressions: 34,076,054

Description: "Geralt of Rivia, a mutated monster-hunter for hire, journeys toward his destiny in a turbulent world where people often prove more wicked than beasts."

Rotten Tomatoes critic score (Season 1): 67%

What critics said: "It is messy, and absurd, but also — it is fun." — The Atlantic (Season 1)

Season 1 premiered on Netflix on December 20. See more insights here.

6. "Harley Quinn" (DC Universe)

Average demand expressions: 34,470,458

Description: "Harley Quinn has taken down the Joker and Gotham City is finally hers for the taking…whatever's left of it that is. Gotham has become a desolate wasteland, left in ruins, following the huge earthquake caused by the collapse of Joker's tower. Harley's celebration in this newly created chaos is cut short when Penguin, Bane, Mr. Freeze, The Riddler, and Two-Face join forces to restore order in the criminal underworld. Calling themselves the Injustice League, this group now stands in the way of Harley and her crew from taking sole control of Gotham as the top villains of the city."

Rotten Tomatoes critic score (Season 2): 88%

What critics said: "If you weren't sold on the first season of Harley Quinn, the Season 2 premiere probably won't change your mind. However, the series looks to be even stronger in its sophomore outing." — IGN (season 2)

Season 2 premiered April 3 on DC Universe. See more insights here.

5. "Titans" (DC Universe)

Average demand expressions: 40,950,684

Description: "'Titans' follows young heroes from across the DC Universe as they come of age and find belonging in a gritty take on the classic Teen Titans franchise. Dick Grayson and Rachel Roth, a special young girl possessed by a strange darkness, get embroiled in a conspiracy that could bring Hell on Earth. Joining them along the way are the hot-headed Starfire and lovable Beast Boy. Together they become a surrogate family and team of heroes."

Rotten Tomatoes critic score (Season 2): 81%

What critics said: "This hard-hitting drama provided much of the talented cast with some juicy material, while also allowing the show to continue to go from strength-to-strength." — What Culture (Season 2)

Season 2 premiered on DC Universe on September 6. See more insights here.

4. "Money Heist (La Casa de Papel)" (Netflix)

Average demand expressions: 45,905,200

Description: "Eight thieves take hostages and lock themselves in the Royal Mint of Spain as a criminal mastermind manipulates the police to carry out his plan."

Rotten Tomatoes critic score (Season 4): 75%

What critics said: "If you are looking for addictive entertainment, this fourth season of 'Money Heist' has more than enough doses of it." — Espinoff (Season 4)

Season 4 premiered on Netflix April 3. See more insights here.

3. "The Mandalorian" (Disney Plus)

Average demand expressions: 53,820,742

Description: "After the fall of the Empire, a lone gunfighter makes his way through the lawless galaxy."

Rotten Tomatoes critic score (Season 1): 93%

What critics said: "[The Mandalorian] has an empire of sentiment serving as the wind at its back, and as long as it keeps up its momentum, even those of us programmed to dissect and critique programs may be content to simply sail along with it." — Salon (Season 1)

Season 1 premiered on Disney Plus on November 12. See more insights here.

2. "Stranger Things" (Netflix)

Average demand expressions: 57,853,672

Description: "When a young boy vanishes, a small town uncovers a mystery involving secret experiments."

Rotten Tomatoes critic score (Season 3): 89%

What critics said: "Even the most distinctive moments feel disconnected from the rest, especially a segment in the final episode that feels as if its sole purpose is to be extracted and recirculated as a meme." — Slate (Season 3)

1. "Star Wars: The Clone Wars" (Disney Plus)

Average demand expressions: 126,320,893

Description: "From Dave Filoni, director and executive producer of 'The Mandalorian,' the new Clone Wars episodes will continue the storylines introduced in the original series, exploring the events leading up to 'Star Wars: Revenge of the Sith.'"

Rotten Tomatoes critic score (Season 7): 100%

What critics said: "The overall ending to seven seasons can feel rudely abrupt when other threads are hanging. But the solemn meditation on the casualties of war and the slow-yet-swift-feeling disintegration of a seemingly secure world is the microcosm of the entire series." — Slashfilm (season 7)

Season 7 premiered on February 21 on Disney Plus. See more insights here.

Digital transformation has just begun.

Not a single industry is safe from the unstoppable wave of digitization that is sweeping through finance, retail, healthcare, and more.

In 2020, we expect to see even more transformative developments that will change our businesses, careers, and lives.

To help you stay ahead of the curve, Business Insider Intelligence has put together a list of 30 Big Tech Predictions for 2020 across Banking, Connectivity & Tech, Digital Media, Payments & Commerce, Fintech, and Digital Health.

This exclusive report can be yours for FREE today.

Join the conversation about this story »

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