Latest news with #Outcomes
Time of India
26-06-2025
- Business
- Time of India
MIT vs. Harvard: Who won the employment race in QS 2026 World University rankings?
As higher education institutions face growing pressure to demonstrate real-world outcomes, global university rankings have moved beyond academic prestige to evaluate factors like job readiness, employer perception, and student career trajectories. Tired of too many ads? go ad free now In the QS World University Rankings 2026, employability has emerged as a key benchmark—and both MIT and Harvard University have secured top scores in this area. While both institutions received a perfect 100 in Employer Reputation and Employment Outcomes, a closer examination of supporting indicators suggests MIT's employment model aligns more directly with current labour market demands, particularly in technical and globally mobile sectors. QS 2026 key employability indicators: At a glance Here is the detailed QS Global university rankings 2026 for the leading universities. Taeke a look at the important parameters. Category MIT Harvard Global Rank 1 5 Overall Score 100 97.7 Employer Reputation 100 100 Employment Outcomes 100 100 Faculty-Student Ratio 100 98.3 International Student Ratio 91.6 81.4 International Faculty Ratio 100 79.1 International Student Diversity 92.3 60.6 International Research Network 94.1 99.4 MIT and Harvard: Identical scores, different approaches Both universities have long histories of strong industry connections and alumni networks. The identical employability scores in the QS rankings reflect sustained trust from employers and positive graduate outcomes. However, the way each institution reaches these results is shaped by structural and pedagogical differences. MIT, with its emphasis on science, engineering, and applied research, is closely tied to sectors with direct employment pipelines. Programmes in computing, energy, and manufacturing often involve collaborative projects with industry, preparing students for early entry into research and technical roles. Harvard, on the other hand, supports a broader range of disciplines across law, government, social sciences, and business. Tired of too many ads? go ad free now Its influence is reflected in leadership positions across sectors, though the career path may involve longer-term academic or professional preparation. Graduate composition and industry alignment MIT reports a total student body of 11,632, with 60% enrolled in postgraduate programmes. Of its international students, 82% are postgraduates, suggesting a concentration of advanced technical training according to QS World University Rankings 2026 data. Harvard, by comparison, has 24,347 students, of which 67% are postgraduates. Both universities attract international talent, but MIT's smaller, more specialised graduate cohort appears more closely linked to workforce readiness in niche fields. Employer-aligned research, small-scale cohort models, and high levels of international faculty and students all contribute to MIT's global positioning in sectors like AI, quantum computing, and clean tech. Access to faculty and learning environments Faculty-student ratio often influences how well institutions support career development. MIT earned a score of 100 in this metric, slightly ahead of Harvard's 98.3. Smaller student-to-faculty ratios can translate into more research opportunities, academic supervision, and early exposure to applied projects—factors that tend to improve job readiness. Internationalisation as a workforce indicator International exposure has become a significant dimension of employability. On this front, MIT leads in several indicators: International student ratio : 91.6 (vs Harvard's 81.4) : 91.6 (vs Harvard's 81.4) International faculty ratio : 100 (vs 79.1) : 100 (vs 79.1) International student diversity : 92.3 (vs 60.6) These indicators suggest MIT maintains a more globally integrated academic environment. In an increasingly cross-border job market, such exposure can enhance graduates' adaptability and international mobility.
The National
17-06-2025
- Politics
- The National
Statistics mask the reality of school exclusion rates
Who Cares? Scotland has this week raised the alarm about the widespread 'informal exclusion' of care-experienced children, suggesting the practice is masking schools' failure to uphold policies that were put in place in 2020. The pledge that 'Scotland must not exclude care-experienced children from education or reduce their timetable to such an extent that they are denied their rights to education' formed part of The Promise, which was drawn up following an extensive Independent Care Review that asked care-experienced people and their families about the care system they had been forced to negotiate and learn what they wished had been different. READ MORE: Green leadership have dispensed with the radicalism that got them elected School was identified as of particular importance to children whose home lives were unsettled, with school exclusion being a key area of concern. When the Scottish Government published its report on Education Outcomes for Looked After Children last August, the picture was gloomy. The rate of exclusions for 'looked-after' pupils had risen from 78 cases per 1000 pupils in 2021-22 to 97 in 2022-23. This exclusion rate was almost six times that for the general pupil population, and while the gap between these rates was smaller than a decade earlier, it had widened over the previous 12 months. These figures were already cause for concern, but Who Cares? Scotland believes the true picture is worse. Attendance rates for looked-after children had dropped from 88% to 84%, and its report says its advocacy workers are reporting 'a sharp increase in informal exclusions and a change in language around exclusions to circumvent new exclusions policies stemming from The Promise'. Examples of this included 'exclusions often recorded as authorised absences, or drastic part-time timetables offering as little as 30 minutes of education a week'. One worker stated that this amounted to 'exclusion labelled as support'. (Image: PA Media) Another described this practice as 'improving the school's statistics at the detriment of the needs of the child'. The child referred to here is, of course, the one on the drastically reduced timetable, but this comment obscures the reality that no headteacher wants to be excluding pupils – officially or otherwise – and such decisions must take into account the needs of the entire school community. Who Cares? Scotland quite rightly advocates for the best interests of care-experienced pupils, who so often have decisions made for them by others – whether relatives, teachers, social workers or children's panel members – and can feel like they have almost no control over their own lives. This disempowerment comes through in many of the testimonies included in the report, such as when a child says: 'I'm struggling quite badly in some subjects but nothing is being done about it. 'I've spoken to my guidance teacher about it but they're busy and I don't know what they could do about it.' Focus groups run by the charity found that many young people felt they had been branded a 'problem child' or a 'bad pupil' and as a consequence would be unfairly blamed for things they did not do, or subjected to what they perceived as a harsher interpretation of school rules. There's little in the report about specific reasons for exclusions, although one quote from an advocacy worker provides hints, referring to 'behaviour and incidents' and the school saying 'the aim is for [the pupil] to be back at school when they feel everyone will be safe'. Schools must acknowledge that care-experienced pupils are at a disadvantage, and they have an obligation to provide the necessary support to allow them to be educated and achieve their full potential. By law, looked-after children must be considered to have additional support needs unless the local authority is able to demonstrate otherwise. Who Cares? Scotland wants to see all local authorities adopt a 'whole-school approach' that involves staff training, drop-ins for care-experienced pupils and lesson inputs that challenge the stigma looked-after children can face. It also wants to see greater use of virtual headteachers and online schools to keep these pupils engaged with learning. These are not unreasonable asks, especially when the costs of young people disengaging from education are so high, and potentially devastating. However, it must also be acknowledged that schools and their staff cannot solve all of society's problems. Yes, more can always be done – whether to provide support in school or virtually, or to tackle prejudice in the classroom and the wider community – but can exclusions ever be avoided altogether? And is The Promise likely to be met if schools are finding ways to obscure the reality of the decisions they are taking to keep everyone safe?
Yahoo
15-05-2025
- Business
- Yahoo
ITRI Q1 Earnings Call: Margin Expansion and Software Growth Offset Revenue Miss
Resource management provider Itron (NASDAQ:ITRI) missed Wall Street's revenue expectations in Q1 CY2025, with sales flat year on year at $607.2 million. On the other hand, the company expects next quarter's revenue to be around $610 million, close to analysts' estimates. Its non-GAAP profit of $1.52 per share was 15.3% above analysts' consensus estimates. Is now the time to buy ITRI? Find out in our full research report (it's free). Revenue: $607.2 million vs analyst estimates of $614.1 million (flat year on year, 1.1% miss) Adjusted EPS: $1.52 vs analyst estimates of $1.32 (15.3% beat) Adjusted EBITDA: $87.93 million vs analyst estimates of $83.5 million (14.5% margin, 5.3% beat) Revenue Guidance for Q2 CY2025 is $610 million at the midpoint, roughly in line with what analysts were expecting Adjusted EPS guidance for Q2 CY2025 is $1.35 at the midpoint, above analyst estimates of $1.29 Operating Margin: 12.6%, up from 10.4% in the same quarter last year Free Cash Flow Margin: 11.1%, up from 5.7% in the same quarter last year Market Capitalization: $5.19 billion Itron's first quarter performance was shaped by favorable shifts in product mix and continued operational execution, as highlighted by CEO Tom Deitrich. The company saw expansion of gross margins and operating efficiency, particularly due to disciplined manufacturing and customer demand for its grid edge intelligence platform. CFO Joan Hooper pointed to record margins in Device Solutions and improved recurring revenue in Outcomes as supporting factors for margin growth, despite revenue coming in flat compared to the prior year. Looking ahead, management noted that expected tariff impacts and a stable demand environment are key themes for the remainder of the year. Deitrich acknowledged the fluid tariff landscape, estimating a $15 million EBITDA effect for 2025, but emphasized that mitigation strategies and ongoing supply chain adjustments should help maintain margin strength. Hooper added that recurring software revenue and disciplined capital allocation remain top priorities as Itron navigates macroeconomic and trade uncertainties. First quarter performance was driven by a favorable product mix, margin expansion, and continued demand for advanced grid intelligence solutions. Management emphasized operational discipline, recurring software growth, and resilience to evolving trade policies. Margin Expansion Through Product Mix: Gross margin reached a quarterly record, supported by a shift toward higher-margin products in Device Solutions and Outcomes. Portfolio pruning and a move away from legacy electric offerings contributed to improved profitability. Software and Recurring Revenue Growth: Outcomes segment revenue grew 14% year-over-year, with management highlighting four consecutive quarters of double-digit growth. Recurring software licenses made up approximately 70% of Outcomes revenue, with an ultimate goal of reaching 80%. Grid Edge Platform Adoption: Customer adoption of Itron's distributed intelligence and grid edge platforms continued, with 14.4 million endpoints shipped and another 10 million-plus in backlog. Key utility projects—including those with FirstEnergy and Public Service Company of New Mexico—drove demand for solutions that enhance outage detection and infrastructure agility. Tariff and Supply Chain Management: The company's regional supply strategy, including significant manufacturing in the U.S. and USMCA-compliant sourcing from Mexico, is helping to mitigate tariff impacts. Management estimates a $15 million net EBITDA impact from current tariffs for 2025, with most of the cost expected in the second half of the year. Constructive Regulatory Environment: Management described a supportive regulatory backdrop for utility software purchases, with the majority of states enabling rate-base inclusion for software and performance-based rates, facilitating ongoing Outcomes segment growth. Management's outlook for the next quarter and the remainder of the year centers on navigating tariff headwinds, sustaining margin improvements, and driving recurring software revenue growth, while acknowledging macroeconomic and regulatory uncertainties. Tariff Impact Mitigation: Itron is focused on offsetting anticipated tariff impacts through regional manufacturing, sourcing flexibility, and selective pricing adjustments, aiming to minimize disruption to margins and profitability. Recurring Revenue Expansion: Strategic emphasis remains on growing the Outcomes software segment, with management targeting a higher proportion of recurring revenue and ongoing margin expansion through product mix and operational leverage. Stable Utility Demand: The company sees steady customer demand for infrastructure modernization and grid intelligence solutions, although management noted that broader macroeconomic shifts could affect order timing or project execution later in the year. Noah Kaye (Oppenheimer): Asked if tariff headwinds would alter full-year guidance; management said it is too early to update, but current mitigation keeps guidance on track. Ben Kallo (R.W. Baird): Questioned regulatory progress on utilities capitalizing software; Tom Deitrich pointed to positive trends and mechanisms in most states enabling inclusion in rate bases. Jeff Osborne (TD Cowen): Inquired about the timing of tariff cost impacts and CapEx implications; management expects most tariff costs in the year's second half and no material change to capital expenditures. Joe Osha (Guggenheim): Sought clarity on margin sustainability in Outcomes after strong results; Joan Hooper said margins will fluctuate with software mix but expects year-over-year margin growth. Chip Moore (ROTH Capital Partners): Asked about capital allocation priorities; Joan Hooper indicated acquisitions to expand software capabilities are the top focus, with active exploration of potential deals. In the coming quarters, the StockStory team will closely monitor (1) the pace of recurring revenue growth in the Outcomes segment, (2) the effectiveness of tariff mitigation strategies as new trade measures are implemented, and (3) ongoing customer adoption of Itron's grid edge and distributed intelligence solutions. We will also watch for updates on potential software-focused acquisitions, which could accelerate recurring revenue and margin expansion. Itron currently trades at a forward P/E ratio of 20.7×. Should you double down or take your chips? Find out in our free research report. The market surged in 2024 and reached record highs after Donald Trump's presidential victory in November, but questions about new economic policies are adding much uncertainty for 2025. While the crowd speculates what might happen next, we're homing in on the companies that can succeed regardless of the political or macroeconomic environment. Put yourself in the driver's seat and build a durable portfolio by checking out our Top 5 Strong Momentum Stocks for this week. This is a curated list of our High Quality stocks that have generated a market-beating return of 176% over the last five years. Stocks that made our list in 2020 include now familiar names such as Nvidia (+1,545% between March 2020 and March 2025) as well as under-the-radar businesses like the once-micro-cap company Kadant (+351% five-year return). Find your next big winner with StockStory today.
Campaign ME
22-04-2025
- Business
- Campaign ME
Moving beyond vanity metrics and maximising marketing ROI
Panel 1 explored the challenge in distinguishing between vanity metrics and those that genuinely reflect marketing ROI and performance. In a landscape flooded with metrics, dashboards, and data, marketers must learn to identify what truly matters. Campaign Middle East hosted its second event of 2025, Campaign Breakfast Briefing: Talent and Technology 2025, at The Metropolitan Hotel, Dubai Media City, on 11 April. Organised by Motivate Media Group in partnership with EternityX, Fusion5 and Seedtag, the session brought together client-side marketers, agency experts, and adtech leaders to tackle the pressing issue of marketing measurement in a tech-driven world (photo gallery). The first panel discussion was moderated by Natale Panella, Head of Digital at Fusion5; the panel included: Alka Winter , Vice President ‑ Destination Marketing and Communications, Ras Al Khaimah Tourism Development Authority (RAKTDA) Vice President ‑ Destination Marketing and Communications, Ras Al Khaimah Tourism Development Authority Tina Chikhani Nader, Head of Digital Marketing, Media and Ecommerce, Unilever Head of Digital Marketing, Media and Ecommerce, Sourav Dey, Vice President of Growth for Wego Vice President of Growth for Matt Nelson, Senior Director – Marketing Performance, Miral Destinations Starting things off, Panella asked the question, How can we leverage data analytics to provide personalised campaigns? Personalisation through data Unilever's Nader started the conversation by stressing the need to embrace data to stay relevant. 'If we don't understand through data where our consumers are, what they are doing, and what they are going through, it would be very difficult for brands to resonate with audiences,' said Nader. She referenced Dove's Detox Your Feed campaign, which used social listening and platform data to target users with messages to unfollow harmful accounts, achieving deep personalisation through tech collaboration. Nader emphasised that this level of personalisation was only possible through collaboration with platforms and available tech tools, showcasing how data analytics can be used to improve campaign reach and effectiveness. Continuing the conversation, RAKTDA's Winte discussed AI's role in travel marketing, from audience segmentation to targeting and retargeting. She explained how important data tools, such as Outcomes, which uses AI to continuously optimise campaigns, guarantees prices of biddable media and tracks search behaviour, which is crucial information within the tourism industry. 'In the tourism sector… this helps map the journey from inspiration to booking and what the gap is between searches and booking,' said Winter. She also raised concerns around outdated attribution models like last-click, pushing for more nuanced approaches. Beyond vanity metrics and maximising marketing ROI Wego's Dey talks about how important it is for departments to identify their own KPIs. He explained that performance KPIs differ by team, and while ROI remains central, deeper metrics often reveal the real story. 'In performance marketing, ROI is our primary KPI,' he said. 'But when campaigns don't show immediate profitability, we dig deeper.' He explained that metrics like search session rate or click session rate often reveal whether marketing is driving quality traffic. 'If those are above 90 per cent, the issue might not be with us – it could be product, content, or commercial.' For Dey, the key is clear: 'Different teams need to focus on the metrics that actually matter to them.' Nader agreed, urging marketers to align metrics with campaign goals. She added, 'We need to define what we're trying to do and what we're looking for. We know everyone loves to talk about engagements, but there are times we need to talk about click-throughs and then dive deeper into metrics that matter. Based on the objectives of each campaign, we need to go beyond vanity metrics to assess the success in ways that matter.' Which leads the panel to the next question: How can brands build a framework that balances vanity metrics with performance and business metrics while actively attributing every action across the marketing journey? Building smarter frameworks Miral's Matt Nelson comments, 'Ultimately, going beyond vanity metrics means that measuring success is not going to be about a single number on a page anymore. It's about a set of indicators that constantly guide what we're doing. It's not about one measurement framework but about different ones working together. It's going to be more of a weather report than a report card.' Winter added that traditional funnel models no longer apply due to fragmented consumer journeys, prompting Panella to ask how brands can keep pace with changing behaviours. Nader observed that while regional platforms offer real-time media metrics, real-time content measurement remains underdeveloped. She praised a system she encountered in the US that offered instant feedback across the entire funnel, allowing immediate optimisation without approvals. 'You see instantly if content is landing, if a channel isn't working, or if your investment is off at any point in the funnel,' she said. Nelson highlighted that while real-time and platform metrics are useful for immediate media performance, they quickly lose relevance—often within six weeks. In his team's structure, such metrics are reviewed internally no more than twice a year and are not shared beyond the marketing department. Instead, the focus is on aligning measurement with long-term business impact, understanding what matters now versus what will still matter months down the line. Dey supported this, highlighting the growing role of AI. 'Doing it manually would have required a large team… AI allows us to do more with less.' Adapting to shifting consumer behaviours Winter acknowledged the 'messy middle' in modern consumer journeys and stressed the need for content that speaks to different audience segments. AI, she said, helps deliver relevant messaging faster – though scaling remains a challenge. She said, 'With our media strategy team, we're constantly looking at that and looking at tools of optimisation using AI. What can we do from a creative standpoint? I love what you said about creating content at scale. It's so applicable because you have such various segments and audiences who need different things. Especially in tourism, it's not one product. It's an entire destination with multiple touchpoints. If you are somebody who enjoys hiking, you're from the Nordics, and I want you to come to us, I'll be sending you images of food from our restaurants. I'll send you hiking trails and things of that nature. It's constant analysis. I have to say, because of machine learning and AI, we're able to do it at speed. We're just not there yet to do it at scale.' She also touched on emerging AI platforms like Perplexity, which could transform travel booking by eliminating site redirections. By moving beyond static segmentation, marketers can uncover real-time insights like travel sentiment and awareness. By feeding that information into an AI model, it becomes possible to generate real-time, intuitive insights – such as travel frequency, sentiment about destinations, or awareness of specific places. While this kind of AI isn't widely used in tourism yet, the Winter expressed interest in leading its adoption. Nader added that targeting is moving from broad demographics to niche communities united by shared interests. She encouraged brands to speak the language of these groups to connect meaningfully, echoing Winter's earlier example of tailoring content to hikers from Nordic countries. 'By engaging with these communities in an authentic way – speaking their language and understanding their culture – brands can build stronger, more relevant connections. The key challenge now is finding ways for brands to integrate into these communities seamlessly, without appearing like traditional advertising,' says Nader. Winter concluded, 'We're constantly looking at ways to optimise using AI because we have so many different audiences… the content we create must speak to each of them.' Nader emphasised the importance of brands becoming part of communities by clearly defining their values, intentions, and target audience – not just demographically, but with a deeper understanding of how people live, think, and interact. It's about going beyond labels like '18 to 24 female' to understand daily behaviours, environments, and mindsets. Once a brand speaks the community's language and aligns with its culture, it can naturally embed itself and build meaningful connections. Read the full event wrap-up here.
Associated Press
08-04-2025
- Business
- Associated Press
Scientist.com Launches Clinical Labs Navigator™ to Expand Clinical Sourcing Capabilities
the leading R&D procurement orchestration platform for the life sciences, today announced the launch of Clinical Labs Navigator™, a groundbreaking new tool that redefines how clinical trial services are sourced, managed, and executed. Developed in response to growing demand for more modern, collaborative procurement tools, Clinical Labs Navigator enables life science organizations to seamlessly engage with CROs while eliminating the inefficiencies of legacy processes. The platform delivers a more connected and compliant workflow, supporting streamlined communication, full budget digitization, and greater transparency across the clinical research lifecycle. 'Clinical Labs Navigator was built to meet the increasing need for integrated, efficient, and compliant solutions in clinical trial execution,' said Matt McLoughlin, SVP of Compliance & Categories at 'We've created a tool that not only helps clients streamline the design of clinical trials, through enhanced internal and external collaboration, but increases transparency throughout the study design and contracting process.' The solution enhances platform workflows across several high-impact areas for both the sponsor and CRO: Budget Digitization: Improved budget tracking and rate card adherence Budget Management: Built-in cost modeling tools to improve and refine accuracy of budget estimates Increased compliance: Enhanced audit trails to increase efficiency and compliance Enhanced analytics: Improved reporting capabilities across various metrics With this release, expands its clinical-stage portfolio to offer solutions across the entire development pipeline including Health Economics and Outcomes Research (HEOR), Real-World Evidence/Data (RWE/RWD), Market Access, GMP manufacturing, and late-stage biomarker development. Clinical Labs Navigator is particularly suited for organizations seeking to consolidate sourcing efforts, reduce study delays, and increase visibility across their global clinical operations. The launch is a key milestone in broader mission to digitally transform the way research is conducted. By leveraging AI-enabled tools and deeply embedded compliance frameworks, the platform empowers researchers and procurement professionals to make smarter, faster decisions—ultimately accelerating the development of life-changing therapies. To learn more about Clinical Labs Navigator™ and explore our full suite of clinical sourcing solutions, visit is the leading AI-enabled digital research platform for the life science industry. The platform simplifies drug discovery and development by streamlining procurement, accelerating innovation, ensuring regulatory compliance, and connecting researchers with a global network of pre-qualified suppliers. powers private marketplaces for the world's largest pharmaceutical companies, over 100 biotech firms, and the US National Institutes of Health (NIH). Learn more at [email protected] SOURCE: Copyright Business Wire 2025. PUB: 04/08/2025 07:55 AM/DISC: 04/08/2025 07:55 AM
