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It’s a natural human response to see a company succeed in an industry and look elsewhere for your own successful idea. Why charge forward in an arena that already has one getting things right?

But if that were the case, there would be no Apple. There would also be no or Instagram or , only MySpace. There’d be no ; you’d probably be watching shows on + now. 

The point is that there’s always room for a second mover to come in and improve upon what’s already being done, even in a burgeoning industry. It’s not always easy. Apple encountered a lot of struggles alongside its success over its first 15 years, but the wins that propelled it past the likes of IBM are possible for any growing company.

The Second-Mover Advantage

There are some first-mover advantages; a pioneering company goes through a natural progression of buzz and admiration. It determines how others view its industry, setting the standards everyone else will (relatively) be expected to follow. Its growth is celebrated and tracked, and money often follows. Then, however, it

Good morning, Broadsheet readers! Michelle Obama will address the class of 2020, the special election for Katie Hill’s seat is set to provide some insight into November, and we examine the pandemic’s potential effect on gender equality. Have a nice Wednesday. 

– COVID’s division of labor. The Broadsheet has written a lot in recent weeks about how the coronavirus crisis is hurting women—from spikes in domestic violence, to the potential rollback of diversity initiatives, to the considerable share of women thinking of quitting their jobs. Today we have more promising news.

Research by the National Bureau of Economic Research last month examines how the COVID-19 pandemic will impact gender equality. Indeed, there are some sobering conclusions: overall, “the COVID-19 shock is likely to place a disproportionate burden on women.”

But the working paper also offers some hope: a few “counteracting forces,” it says, “may promote gender equality during the recovery from the current crisis.”

The “force” that caught my eye was the division of household labor, as delegated by the pandemic. Widespread lockdowns, in which children and “non-essential” workers are home, is requiring some fathers to shoulder additional childcare and home-schooling duties. In some cases, they’ve …

Wendy’s Co., the fast-food chain that touts its burgers as fresh and never frozen, said that tight meat supplies are causing intermittent shortages of menu items at its restaurants.

“Beef suppliers across North America are currently facing production challenges,” the company said in an email. “Because of this, some of our menu items may be in short supply from time to time at some restaurants in this current environment.”

Wendy’s is making hamburger deliveries two to three times a week to restaurants and is working with suppliers to monitor the situation. The company said it’s trying to minimize the impact on restaurants and customers.

Customers have taken to social media to flag the lack of burgers—the chain’s signature item—on Wendy’s menus at some locations. About 18% of Wendy’s restaurants were “completely sold out of beef items as of Monday evening,” Stephens analyst James Rutherford said in a research note, citing his company’s data analysis, which reviewed the online menu of every Wendy’s nationwide.

North America’s meat-supply chain has fallen apart as coroanvirus outbreaks shutter slaughterhouses, heightening the prospect that pork, beef and chicken may …

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Good morning.

One of the paradoxes of the pandemic is that it has been an impetus for, not an impediment to, innovation. The sudden move to shut down travel and send everyone home has led to an explosion of “digital transformation” over the last two months that might have taken years to accomplish otherwise.

There’s plenty of reason to think an economic crisis of this size might reduce investment and thus lead to less innovation. But the evidence of the opposite is overwhelming. Part of that is the nature of this particular crisis, forcing us all to turn en masse to virtual alternatives. And part of it is because, when faced with crisis, many of the cultural obstacles to innovation crumble. “Move fast and break things” becomes a necessity, for better or worse.

In our new survey of Fortune 500 CEOs, we asked the CEOs whether the crisis would 1) accelerate their technological transformation, 2) slow their technological transformation, or 3) have no significant effect. The result was surprisingly lopsided: 63% said “accelerate,” while only 6% said “slow.”

I spoke yesterday …