Energy Collective Co observes that businesses often recognise that people-related challenges can have significant implications for cost and performance, yet the route to resolving them is not always clearly defined. “We’ve seen organisations encounter HR solutions that appear broad in scope or disconnected from tangible outcomes,” says founder Jade Donegan. “This can create a gap between identifying an issue and implementing an effective response.” She established Energy Collective Co to help bridge this space, encouraging a closer examination of how performance is influenced across both people and systems.
The company focuses on helping improve workforce productivity by examining the psychosocial factors that influence how work is designed and experienced. Drawing on her background in culture and transformation, Jade positions the business alongside organisational decision-making, where people, systems and commercial priorities meet. “I work with leaders to understand what’s driving performance,” she explains. “I believe the path forward becomes clearer when you can distinguish between system factors and individual factors.” This viewpoint sets the foundation for how the organisation engages with its clients and informs the structure of its services.
Jade Donegan
This perspective, Jade notes, also connects to a common assumption within organisations: that increased HR investment will lead to improved outcomes. She says, “Additional spend can sometimes focus on visible symptoms instead of underlying causes, which can limit the overall impact.” Energy Collective Co introduces the idea that many organisational challenges are not immediately visible, even though their effects can be observed through productivity or engagement. By identifying and addressing one or two high-impact factors, organisations may begin to unlock meaningful improvements in performance.
Broader research provides useful context for this way of thinking. A report shows that 82% of organisations experience some level of misalignment between HR and overall business strategy, with only 18% reporting strong alignment across key areas such as strategy execution and leadership collaboration. “This indicates that even well-intentioned initiatives can fall short when they aren’t directly connected to commercial priorities,” Jade remarks. In this context, Energy Collective Co places emphasis on linking people-related insights to measurable business outcomes, helping ensure that interventions are informed by both organisational needs and strategic direction.
Jade shares an example that illustrates how this philosophy translates into action. “In one case, a company considered investing approximately $15,000 in personality profiling to improve collaboration within its procurement team,” she shares. “Through diagnostic analysis, I identified that the challenge was process inefficiency rather than interpersonal dynamics.” By refining the workflow instead of introducing a new tool, Jade notes that the organisation was able to address the issue more directly.
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“It’s about asking whether we are solving the right problem,” she says. “Sometimes the answer sits in how the work is designed, not in who is doing it.” This example highlights the importance of examining assumptions before committing resources.
To support this level of insight, Energy Collective Co has developed a structured diagnostic process that moves beyond standard engagement surveys. The organisation uses a culture, performance and productivity survey with adaptive questioning, allowing responses to guide deeper exploration into specific areas.
This is complemented by a psychosocial diagnostic framework that examines several factors, including leadership capability, work design and organisational systems. Through this process, Jade notes that organisations may gain a clearer understanding of whether challenges originate from structural elements or individual behaviours, which in turn informs the next steps.
This distinction becomes increasingly relevant when considering wider workforce trends. Insights from an HR monitor survey indicate that 32% of employees do not yet have all the skills required for their current roles. “This tells us that performance challenges may relate to capability development, role design or system effectiveness, rather than individual effort alone,” Jade says. By incorporating these factors into its analysis, Energy Collective Co connects workforce capability with broader organisational performance, helping ensure that recommendations reflect both immediate and longer-term considerations.
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Once key drivers have been identified, the organisation focuses on delivering targeted and scalable solutions. These may include consulting engagements, tailored training programmes or self-service tools that enable leaders to address challenges directly within their teams. Ongoing pulse checks form part of this process, providing a way to monitor progress and maintain alignment over time. “Sustainable change happens when the business takes ownership of the solution,” Jade states. “Our role is to provide tools that make that possible.” This emphasis on ownership supports continuity beyond the initial intervention.
The delivery model is designed to remain accessible, with streamlined engagement processes and a focus on timely implementation. This can allow organisations to act on insights without unnecessary delay, supporting momentum as changes are introduced. At the same time, it can provide leaders with a structured way to consider the implications of inaction, including replacement costs, legal exposure and complexities linked to workforce management.
Alongside organisational systems, Energy Collective Co also considers individual energy as a contributing factor to performance. Its frameworks explore how mental, emotional and physical energy influence decision-making, collaboration and resilience. By connecting these elements with organisational dynamics, the model presents a more integrated understanding of how performance develops across different levels of the business.
Ultimately, as organisations continue to navigate evolving workforce expectations, Energy Collective Co encourages leaders to reflect on the nature of the challenges they encounter. Questions such as whether an issue stems from people or processes, and how that distinction can be identified, offer a starting point for more informed decision-making. Jade states, “Leaders need to ask more precise questions to create the conditions for more effective decisions.”
Diageo‘s sales unexpectedly rose in the latest quarter as growth in Africa and Latin America was enough to offset significant weakness in the US.
The maker of Johnnie Walker whisky and Guinness stout said Wednesday that organic net sales rose 0.3% in period, beating 2.3% slump expected by analysts surveyed by Bloomberg.
Diageo kept its guidance for this fiscal year unchanged, with organic net sales expected to decline between 2% and 3%. Like rival drinks makers, Diageo is grappling with persistent weak demand for beer and spirits in critical markets, including the US. Consumers are moderating their alcohol intake to improve their health and in response to higher living costs from US President Donald Trump‘s trade tariffs and conflict in the Middle East.
The distiller is also trying to overcome self-inflicted errors such as poor service levels to some customers since Covid and an intense focus on premium drinks that has left the company underrepresented in growing parts of the market, like “ready-to-drink” canned cocktails.
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Swedish buyout group EQT said Tuesday that it submitted an improved takeover proposal for Intertek, valuing the provider of testing, inspection and certification services at 8.93 billion pounds ($12.08 billion).
In the new offer, the private-equity company values Intertek at 58 pounds a share in cash, or a 54% premium to its closing price on April 9, the day before the initial proposal was submitted. The proposal values the company as a whole at 8.93 billion pounds, based on share-count data provided by LSEG.
E-commerce company Meesho narrowed its consolidated losses to Rs 166 crore in the March-ended quarter versus Rs 1,391 crore in the year-ago period, implying an 88% drop. The loss is attributable to the owners of the parent.
The company’s revenue from operations, meanwhile, rose 47% to Rs 3,531 crore versus Rs 2,400 crore posted in the corresponding quarter of the previous financial year.
The losses were lower on a sequential basis as well, falling from Rs 491 crore in Q3FY26, while the topline was flat quarter-on-quarter versus Rs 3,518 crore in the January-March quarter of FY26.
Meesho, which claims to be India’s largest e-commerce platform by Annual Transacting Users (ATUs) and orders placed, reported a net merchandise value (NMV) of Rs 11,371 crore in Q4FY26, up 43% YoY, with 717 million orders (+43% YoY), driven by continued new user onboarding and deeper engagement from existing cohorts.
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For the full year FY26, Meesho continued to expand India’s e-commerce market, emerging as the most downloaded shopping app in India and the largest platform by Annual Transacting Users (ATUs) and placing orders. Its ATUs grew 33% YoY to 264 million, while orders increased 45% YoY to 2.67 billion.
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NMV for the year stood at Rs 41,560 crores, up 39% YoY, with frequency improving to 10.1 transactions per user annually.
Management commentary
Founder & CEO Vidit Aatrey said FY2026 deepened the company’s conviction that the Indian e-commerce market has far more depth than most people assume. “In emerging markets like China, Southeast Asia, and Latin America, more than 80% of smartphone users shop online. In India, that number is around 30%, not because Indians don’t want to shop online, but because nobody has built an e-commerce that actually works for them. Every time we removed one of those barriers, the market got larger. That pattern has held for a decade,” he said.Also read: KPIT Technologies Q4 Results: Cons profit falls 33% YoY to Rs 163 crore despite 12% revenue uptick
Underscoring the importance of AI, he highlighted that more than 75% of orders on Meesho come from personalised feeds that infer what a user is looking for before they even type a query. “Vaani, our voice shopping agent, lets a user describe what they want in their own language and complete a purchase through conversation. GeoIndia decodes the landmark-based, vernacular addresses that conventional systems cannot parse. The result is that first-time buyers who had never placed an order online are now completing purchases on Meesho,” Aatrey said.
(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)
Shares of Advanced Micro Devices surged nearly 13% on Wednesday after the chipmaker delivered stronger-than-expected quarterly results and issued an upbeat revenue forecast, reinforcing investor confidence that it is emerging as one of the strongest challengers to Nvidia in the artificial intelligence race.
The stock, which had already gained nearly 60% this year ahead of the results, extended its rally after the company projected second-quarter revenue of $11.2 billion, plus or minus $300 million—well above Wall Street estimates of $10.52 billion.
AMD also guided for adjusted gross margins of about 56%, ahead of analyst expectations of 55.4%, signalling stronger pricing power as demand for AI chips remains robust. For the March quarter, the company reported adjusted earnings of $1.37 per share on revenue of $10.25 billion.
The biggest upside came from AMD’s data centre business, where revenue jumped 57% year-on-year to $5.8 billion as cloud computing giants continued to ramp up spending on AI infrastructure.
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The company is benefiting not only from demand for graphics processing units (GPUs) used to train AI models, but also from central processing units (CPUs), which are becoming critical as companies scale AI applications—a process known as inference. This positioning is helping AMD tap into a broader AI hardware opportunity as enterprises move from experimentation to deployment.
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Earlier this year, AMD announced a landmark deal to supply up to $60 billion worth of AI chips over five years to Meta Platforms, a transaction that also gives the Facebook parent the option to take up to a 10% stake in the chipmaker. The company also struck a separate AI partnership with OpenAI last year. Investors increasingly view AMD as the most credible alternative to Nvidia in AI chips, especially as hyperscalers look to diversify suppliers amid tight capacity and rising costs.AMD stock has significantly outperformed Nvidia this year. While AMD is up nearly 60% year-to-date, Nvidia has gained about 6%, while the broader Philadelphia Semiconductor Index has risen around 48%.
Still, competition is intensifying. Intel last month issued a strong revenue forecast of its own as it ramps up in-house manufacturing to meet rising CPU demand. Unlike Intel, AMD outsources chip production to Taiwan Semiconductor Manufacturing Company, exposing it to tight foundry capacity as global demand for advanced chips continues to surge.
(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of Economic Times)
| Revenue of $1.67B (37.08% Y/Y) beats by $491.19M
Chord Energy Corporation (CHRD) Q1 2026 Earnings Call May 6, 2026 11:00 AM EDT
Company Participants
Bob Bakanauskas Daniel Brown – President, CEO & Director Darrin Henke – Executive VP & COO Michael Lou – Executive VP, Chief Strategy Officer & Chief Commercial Officer
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Conference Call Participants
John Abbott – Wolfe Research, LLC Hsu-Lei Huang – Tudor, Pickering, Holt & Co. Securities, LLC, Research Division Jack Kindregan – BMO Capital Markets Equity Research Scott Hanold – RBC Capital Markets, Research Division Neal Dingmann – William Blair & Company L.L.C., Research Division Michael Furrow – Pickering Energy Partners LP John Annis – Texas Capital Securities, Research Division Phillips Johnston – Capital One Securities, Inc., Research Division John Edelman – Jefferies LLC, Research Division
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Presentation
Operator
Good morning, ladies and gentlemen, and welcome to the Chord Energy First Quarter 2026 Earnings Call.
[Operator Instructions]
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This call is being recorded on Wednesday, May 6, 2026. I would now like to turn the conference over to Bob Bakanauskas, Vice President of Finance. Please go ahead.
Bob Bakanauskas
Thanks, Natasha, and good morning, everyone. This is Bob Bakanauskas, and today, we are reporting our first quarter 2026 financial and operational results. We are delighted to have you on the call. I’m joined today by Danny Brown, our CEO; and Michael Lou, our Chief Strategy Officer and Chief Commercial Officer; Darrin Henke, our COO; Richard Robuck, our CFO; as well as other members of the team.
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Please be advised that our remarks, including the answers to your questions, include statements that we believe to be forward-looking statements within the meaning of the Private Securities Litigation Reform Act. These forward-looking statements are subject to risks and uncertainties that could cause actual results to be materially different from those currently disclosed in our earnings releases and on conference calls. Those risks include, among others, matters that we have described in our earnings
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